Clear Accountabilities and Strong Leadership

Sound management begins with clear accountabilities and strong leadership.

In 2003, PWGSC undertook a comprehensive review of its structure, organization and business practices. The review, carried out in conjunction with the government-wide Expenditure Review process, demonstrated the need for better alignment of accountabilities, clearer corporate priority setting, closer integration of planning with our department's budget allocation, and enhanced management and reporting on performance.

Departmental Realignment

We have realigned the department to consolidate programs, policy, service and operations according to areas of expertise. As a result, subject matter experts are now located where they can best provide their advice. These clear lines of accountability have increased transparency, and made possible the transformation of key business functions as outlined in The Way Forward.

As part of this effort to consolidate key functions, we have brought contracting for advertising activities into the mainstream procurement process, and centralized all procurement activities within the Acquisitions Branch.

Better Business Planning

Good management also means strong direction from the top. We have implemented a Business Planning Framework built on strategic business thinking and a tighter integration between resources and corporate priorities.

Under this model, business planning is done in a collective and transparent manner, so that all executives have a greater awareness of the key priorities across the department and work together as a management team to achieve objectives. This framework also requires managers to identify critical risks and develop appropriate mitigation plans.

The result is the Departmental Business Plan released in October 2005, which provides clear direction for business planning over the next three years.

In addition to linking priorities and resources to achieve results for Canadians, we are measuring performance by setting clear timelines and targets. We are developing an integrated performance measurement framework, adopting best practices and lessons learned in performance reporting.

Finally, executives must lead by demonstrating the application of public service values and leadership competencies. We are currently reviewing the Performance Management Process for Executives, and emphasis is being placed on accountability for integrity.