Management, Resources and Results Structure Policy

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Management, Resources and Results Structure
Policy
2004-05 DPR Kick-off Westin Hotel May 6th, 2005
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The government continues to be committed to
transform and strengthen public sector management
through the use of measures to

• Improve service quality and efficiency
• Strengthen governance and accountability
• Improve stewardship of public resources
• Reinforce capacity of the public service

To achieve this, a new approach to the
collection, management and reporting of financial
and non-financial information has been introduced
as of April 1st 2005
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The New Approach The Management, Resources and
Results Structure Policy
Program Activity Architecture Financial
and non financial information

• Planned and Actual Results
• Planned Actual Financial information
• Governance Structure

Required for all elements and all levels of
the PAA (EMI collection survey)
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MRRS Policy Requirements
All departments within the meaning of section 2
of the Financial Administration Act must.

• Develop a Management, Resources and Results
  Structure
• Program Activity Architecture
• Planned and actual information on resources and
  results at all levels and for all elements of PAA
• Governance structure
• Submit their MRRS to Treasury Board for
  consideration of the
• Allocation and control level
• Accountability level
• Information level
• Use their MRRS as the basis to report in
  Estimates and Public Accounts

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Key to operationalizing the MRRS is the
Expenditure Management Information System, which
will

• build government-wide capacity to exchange and
  integrate information on priorities, planned and
  actual spending, and results
• improve the process of reporting government
  expenditures and results to Canadians and
  Parliament
• improve the transactional relationship between
  both organizational elements within TBS and
  between TBS, Central Agencies and Departments
• put in place the necessary information systems
  and analytical tools to support TBS role as a
  Budget Office and Management Board, as well as
  departmental management and decision-making needs

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With this Policy and the EMIS, it is expected
that the required information on programs,
resources and results will

• Support improved decision-making
• Assist in analyzing issues that cut across
  departmental boundaries
• Improve oversight ability
• Provide a more transparent basis to report to
  Parliament
• Provide the basis for departmental interaction
  with the Treasury Board and Cabinet Committees

This will be achieved through the integration of
information on plans, priorities, actuals and
results
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MRRS and Reporting

• Short and medium term vision
• more transparent basis to report to Parliament
• A consistent, stable and more granular reporting
  framework (PAA)
• Reflects the way department manages and allocates
  resources towards the achievement of results
• Useful for internal management, decision-making
  and allocation purposes
• Improved ability to access essential reporting
  information rapidly and consistently from one
  reporting cycle to the next (MRRS and EMIS)
• planned and actual expenditures
• expected and actual results
• performance indicators, etc.
• Improved ability to align resources to activities
  and results
• Long-term vision
• IRP task team to present blue print to TB and to
  consult with Paliamentarians

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Progress on short and medium term vision

• Main Estimates improvements
• Strategic Outcomes
• Provide the vision of the department that is
  understandable, enduring, measurable, directional
  in nature and within the sphere of influence of
  the department
• Program Activities
• Better reflects the current business of
  organizations (improvement over Business Lines)
• Better linkages with Estimates Part III (RPPs and
  DPRs)

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Impact of MRRS on Estimates Part III

• Using the PAA and MRRS Information to report on
  Plans, Priorities and Performance

RPP Identify Priorities for next 3 years and
beyond DPR Report on results against priorities
for past year
Estimates display level

• Highlight programs key in supporting achievement
  of priorities
• Planned expenditures
• Actuals
• Expected/actual results
• Indicators and targets

• Mention other programs not key in supporting
  priorities
• Total planned/actual expenditures

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MRRS Implementation A Phased Approach

• Phase I FY 2004-05
• Developing and approving PAAs
• Transition from PRAS to MRRS for 2005-06
  expenditure cycle
• Expenditure Management Information (EMI)
  collection survey
• Phase II FY 2005-06
• PAA amendments for 2006-07 expenditure cycle
• Focus on necessary changes to reflect machinery
  changes or reorganizations
• On-line ARLU and Main Estimates
• EMI follow-up
• EMI application closed on April 22nd 2005 to make
  up-dates for 2006-07 ARLU
• TBS to communicate with departmental EMI
  coordinators once application is open again
• TBS to communicate new timelines to input into
  EMI application in the coming months
• Consultations with departments on certain aspects
  of MRRS implementation to determine concrete
  approach to Phase III
• Review, Assess and work towards stabilizing PAAs
  in time for 2007-08 ARLU

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