What's new for 2001-2002

2002 DPR Session

The Preparation Guide for Departmental Performance Reports

What's new for 2001-2002

André Cardinal, Results-based Management Directorate

Table of Contents

• A Global Approach
• Links with the Report on Plans and Priorities
• Contribution to Strategic Outcomes(DPRS)
• Performance in context
• Other Government Themes and Management Issues
• Production requirements

A Global Approach

1. Links with the Report on Plans and Priorities
2. Contribution to Strategic Outcomes(DPRS)
3. Performance in context
4. Other Government Themes and Management Issues
5. Production requirements

1. Links with the RPP

Report on Plans & Priorities (RPP) provides information on departmental objectives, plans & priorities, and expected results including links to related resource requirements over a three-year time horizon

Departmental Performance Report (DPR) reports on accomplishments achieved against performance expectations and results commitments as set out in the spring Report on Plans & Priorities

RPP/DPR Relationship
If we want a DPR that:	We need an RPP that:
Provides a coherent and balanced picture of performance that is brief and to the point;	delivers a succinct and coherent view of current priorities and the plans that will be used to address them;
Focuses on outcomes;	Focuses on Benefits/Results for Canadians;
Associates performance with earlier commitments, and explain any changes;	draws on previous experiences and explains changes in direction and priorities;
Sets performance in context;	highlights the challenges faced, the risks addressed and the rationale for the choices made;
Links resources to strategic outcome; and	links resources to strategic outcomes and explains how resources will be allocated to departmental priorities; and
Explains why the public can have confidence in the methodology and data used to substantiate performance.	provides a basis for assessing performance

2. Contribution to Strategic Outcomes

• Describe the progress made as a result of the contribution to your commitments.
• Recognize that few strategic outcomes are achieved by a single organization.
• Use of logic models, or results chains.

3. Performance in context

• Societal indicators provide a specific context for situating government program performance.
• A clear link to government priorities to ensure understanding of significant departmental outcomes.
• Risk management as a element affecting the organization’s performance.

4. Other Government Themes and Management Issues

• Guidelines for reporting on Sustainable Development Strategies in Government Operations.
• Reporting on Foundations.
• New requirement for reporting on Alternative Service Delivery.

5. Production requirements

• Common Look and Feel standards for Government of Canada Internet Sites and HTML files.
• Signed reports to come in by September 9.
Tabling in Parliament end of October / beginning of November.