Aboriginal Affairs And Northern Development Canad Results-Based Management Practice

2288 Words5 Pages

Noorpreet Dhillon
212955258
PPAS 3190 B
John Wilkins
April 6, 2015

Results-Based Management Practice in the Ministry of Aboriginal Affairs and Northern Development Canada
EXECUTIVE SUMMARY
Results-Based Management practice focuses on performance, and attainment of outputs, strategic outcomes, and impact. The management approach was introduced in Canada as a result of the Public Service 2000-management reform in the 1990s. The paper assessed the effectiveness, and accountability of the management approach within the context of the Ministry of Aboriginal Affairs and Northern Development Canada. The findings revealed that Results-Based Management in the department is instrumental in the application of accountability principles, aligning service …show more content…

Strategic alignment enables an open planning process that has proven to be an effective approach towards achieving intended results. RBM encourages managers in AANDC to involve key stakeholders in this process. This is evident by the fact that, management set an Advisory Board for the Nutrition North Canada Program. The Advisory Board consists up to seven members and one technical advisor that represent the interests of northern residents and communities. The Implementation Evaluation of the Nutrition North Canada Program report suggests that the Advisory Board is active in voicing the concerns of residents, and providing feedback towards program improvement. However, the research did not reveal any evidence of ‘bottom-up’ processes to include employees in setting targets. Therefore, the RBM approach of AANDC to include key stakeholders in setting goals, and objectives, and standards remains …show more content…

Performance measurement cannot be effectively carried out without the capacity of the staff to analyze the data gathered. For the purpose of this analysis, staff capacity is referred to as knowledge, skills, and proper training to examine performance data. The Annual Report on the State of Performance Measurement in Aboriginal Affairs and Northern Development Canada for 2011-2012 and 2012-2013 states that the RBM approach of the department has failed to harness, and develop staff capacity with respect to using performance data. The report found that, 20 percent of employees that responded to the survey felt that they did not have the knowledge, and skills they need in relation to performance measurement. This is troublesome as it creates a situation of “too much data and not enough analysis” which impedes the success of the department’s programs. Hence, RBM in AANDC fails to ensure that staff has knowledge, and training to measure

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