Policy on Management Resources and Results Structure MRRS

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Policy on Management Resources and Results
Structure (MRRS) Why is it important for public
performance reporting?

DPR Information Sessions May June 2007
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What is the MRRS? An Approach to Enhance
Decision-Making
More logical and consistent basis for interaction
TBS Informed decisions on investment choices
based on priorities and value for money
MRRS
Policy Objective Development of a common,
government-wide approach to the collection,
management, and reporting of financial and
non-financial performance information - to
provide an integrated and modern expenditures
management framework
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The Reporting Cycle and MRRS
MRRS

Budget (Feb)
MRRS (TP)
MRRS (TP)
Supplementary Estimates B (February)
Supplementary Estimates A (Nov)
MRRS (TP)
Winter

Canadas Performance (Oct/Nov)
Spring
Fall
Main Estimates (Feb)
MRRS
Departmental Performance Reports (Oct)
Departmental Reports on Plans and
Priorities (March)
Summer
MRRS
Public Accounts (Sept)
RPP Overview for Parliamentarians
MRRS
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Example of PAA Estimates display
Fisheries and Oceans Canada
Safe and Accessible Waterways
Sustainable Fisheries and Aquaculture
Healthy and Productive Aquatic Ecosystems
Oceans Management 20 M
Canadian Coast Guard 689 M
Fisheries Management 346 M
Small Craft Harbours 89 M
Aquaculture 5 M
Habitat Management 79 M
Science (Safe Accessible Waterways) 48 M
Science (Sustainable Fisheries
Aquaculture) 187 M
Science (Healthy Productive Aquatic
Ecosystem) 74 M
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MRRS Basis for reporting in RPP DPR

• The planning and performance story must be told
  at the Strategic Outcome and Program Activity
  levels - as appropriate identify programs and
  their expected results (found at different levels
  below the program activity) that are significant
  to achieving expected results at the program
  activity level and achieving strategic outcomes

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The Program Activity Architecture

• Policy requirements for Strategic Outcomes incl
• Performance Measures

Strategic Outcome
Accountability levels to Parliament (Estimates
Public Accounts) require TB approval, incl.
major minor changes
Policy requirements for each program activity
element include Program title description
Expected results Performance
measures Planned actual spending Target
actual results Governance
Program Activities
Departmental PAA reflect the inventory of all
the programs of a department depicted in their
logical relationship to each other and to the
SO(s) to which they contribute require TBS
approval
Sub-Activity Level
Sub-Sub Activity Level
Lowest Level programs
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Results logic from the PAA and the
performance story
Strategic Outcome
Mandatory - Performance Reported in DPR
Expected result
Expected Result
Program activity level
Sub activity level
Expected Result
Expected Result
Expected Result
Expected Result
Expected Result
Select, as appropriate, for reporting in DPR
Sub sub activity level
Expected Result
Expected Result
Expected Result
Expected Result
Expected Result
Outputs
Outputs
Outputs
Outputs
Outputs
Outputs
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The MRRS serves integrated purposes and offers
multiple benefits

• Departmental MRRS to provide information on
• What programs are in each department
• What they cost
• How they align to outcome areas in the Whole of
  Government Framework
• What results they achieve
• What targets they are trying to meet
• Value for money through evaluation of funding and
  results
• It aims to help departments and central agencies
  to
• Make informed decisions on program relevance,
  effectiveness and value for money
• Align government resources with priorities and to
  measure and report on results
• Make horizontal linkages among programs
• Better inform parliamentarians on spending and
  results
• A source of current departmental information
• Reflect how a department allocates manages the
  resources under its control to achieve intended
  results
• As needed, update departmental PAAs to reflect
  operational and machinery of government changes

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