Innovation Fund Project

Developing a Management and Accountability Framework for the Quebec Federal Council

Final Report

December 2003

Table of Contents

• Introduction
• Chapter 1 - Portrait of the Quebec Federal Council
• Chapter 2 - Overview of the management and accountability framework
• Chapter 3 - Profile of the QFC's activity areas
• Chapter 4 - Logic model 
• Chapter 5 - Continuous performance measurement 
• Chapter 6 - Financial information 
• Chapter 7 - Evaluation
• Chapter 8 - Integrated performance information tool
• Chapter 9 - Lessons learned and benefits 
• Conclusion 
• Appendix 1 - Institutions 
• Appendix 2 - Quebec Federal Council committees
• Appendix 3 - Overview of the Management and Accountability Framework (2003-2004) 
• Appendix 4 - Activity areas and committees in charge (2003-2004)
• Appendix 5 - Sample activity area profile 
• Appendix 6 - Profile of the human resources planning activity area 
• Appendix 7 - Key definitions 
• Appendix 8 - Logic model
• Appendix 9 - Logic model - Human resources planning activity area 
• Appendix 10 - Performance indicators by category 
• Appendix 11 - Performance indicators by activity area 
• Appendix 12 - Cost estimate worksheet 
• Appendix 13 - Cost estimate example 
• Appendix 14 - Evaluation questions by activity area - Examples 
• Appendix 15 - Sample reports generated by the management chart 
• Appendix 16 Bibliography  

Forward

This report fulfils the mandate of developing a management and accountability framework for the Quebec Federal Council (QFC) and the tools required for its implementation. The mandate is part of the second phase of the modern comptrollership project. Sponsored by the QFC and carried out under the supervision of the director general of the QFC Office, the project was made possible by funding from the Comptrollership Modernization Directorate of the Treasury Board of Canada Secretariat.

The first phase of the project was completed in 2001-2002 and consisted in a review of literature on various horizontal management models. The second phase narrows the focus to integrating financial and non-financial performance information into the QFC's planning and management process via a results-based management and accountability framework. Such a framework would improve the QFC's strategic decision-making and strengthen its ability to demonstrate accountability. Phase ll of the project began in September 2002 and will conclude at the end of fiscal 2003-2004.

Modern comptrollership is defined as a set of principles derived from a new way of thinking or management method. One of its principles is that stewardship of public resources should no longer be the sole domain of specialists; it must become a management function. Every modern manager, from the front line to the executive committee table, has to be capable of making decisions that bring together:

• Integrated financial and non-financial information
• Sound risk management
• Appropriate controls
• Public Service values and ethics

Our project focuses on one of the four pillars of modern comptrollership: the integration of financial and non-financial information. However, all the pillars are taken into account, as they form a complete whole.

In February 2003, the Treasury Board of Canada Secretariat published a manual for regional managers. Entitled Managing Collaborative Arrangements, the manual outlines the various key aspects one must consider to effectively establish and manage one or more partnership agreements. Our process is a continuation of such a work, but places particular emphasis on managing all partnerships created by a regional federal council.

To fulfil the mandate described above, a working group composed of members of the QFC Office and representatives of a number of federal institutions was created. Subgroups were occasionally formed to carry out specific aspects of the work. Three committees also volunteered to test the various tools and approaches: the Policy Committee, the Middle Managers' Network and the Quebec Federal Council on Information Technology. The Canada Customs and Revenue Agency agreed to create a management chart (a computer tool used to support the implementation of the management and accountability framework.)

Notes

• Unless otherwise indicated, the activities and projects described in this report are being carried out in Quebec with federal institutions and employees from that region.
• The Management and Accountability Framework is constantly changing. This report covers work done as of December 2003. The framework may be amended, which would entail changes to the report.

Working Group Members

• Christiane Beaupré, Quebec Federal Council
• Lucie Bélanger, Quebec Federal Council
• Lise Benoit, Quebec Federal Council
• Ann Bonner, Quebec Federal Council
• Marlynn Brisebois, Quebec Federal Council
• Nancy Chahwan, Quebec Federal Council
• André Cliche, Canada Customs and Revenue Agency
• Louis Cournoyer, Canada Economic Development
• Bertin Dadaille, Quebec Federal Council
• Colin Freebury, Treasury Board of Canada Secretariat
• Ginette Grenier, Canadian Heritage
• Joël Hamet, Human Resources Development Canada
• Richard Lafontaine, Treasury Board of Canada Secretariat
• Gary Lalancette, AGORA
• Diane L'Écuyer, Quebec Federal Council
• Jean Bonhomme Milfort, Quebec Federal Council
• Van Khanh Nguyen, Treasury Board of Canada Secretariat
• Marie-Josée Perreault, Quebec Federal Council on Information Technology
• Samra Rabie, Quebec Federal Council
• Nancy Robitaille, Canadian Space Agency
• Fernand Giroux of Gestion AURI Inc was a consultant during the second phase of the project.