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FORUM FORUM Linking inking Evaluation And Spending Evaluation And Spending Reviews: Prospects & Reviews: Prospects & Challenges Challenges Expenditure Reviews and the Federal Experience: Expenditure Reviews and the Federal


  1. FORUM – FORUM – Linking inking Evaluation And Spending Evaluation And Spending Reviews: Prospects & Reviews: Prospects & Challenges Challenges Expenditure Reviews and the Federal Experience: Expenditure Reviews and the Federal Experience: Program Evaluation and Its Contribution to Assurance Program Evaluation and Its Contribution to Assurance Provision Provision Robert P. Shepherd Robert P. Shepherd Forum: University of Victoria Forum: University of Victoria February 26, February 26, 2018 2018

  2. Discussion • Argument • Forms of Assurance • Evaluation as Contributor to Assurance • Why Evaluation has not always been Effective in Expenditures Assurance • Ways Forward UVic Forum ‐ Feb. 26, 2018 2

  3. Argument • The federal evaluation function has not lived up to the high expectations placed on it to deliver policy and program assurance of effectiveness. • The function has been spread thinly to provide many forms of assurance, including to carry out expenditure (spending) reviews on federal programs, and its contribution has shown limited efficacy. UVic Forum ‐ Feb. 26, 2018 3

  4. Governmental Assurance UVic Forum ‐ Feb. 26, 2018 4

  5. Evaluation Contributes Multiple Inputs to Federal Assurance Provision - Targets Form of Assurance Purpose of Assurance Policy Frameworks Target for Assurance - Relevance and - External Audit (OAG) - Parliamentarians Policy and Program - Evaluation/Results - Senior Departmental Coherence Coherence of Policy Ideas - Internal Audit and Central - Assess Program Executives Relevance against Ideas Internal Program - Monitor program - Evaluation/Results - Senior Departmental Performance implementation (PIPs/Performance and Central - Monitor expenditures Measurement) Executives - Expenditure Review - Governmental Election - - Ministers Government Evaluation/Results - - Central Executives Performance Targets Expenditure - Program coordination Management Systems - Quality improvement - MAF - Senior Departmental - Performance - Evaluation/Results Improvement Executives improvement - Internal Audit - Senior Corporate - Assess system gaps Services Managers Public - Governmental - CIO/CHRO/CFO - Parliament - - Public Accountability Accountability for Evaluation/Results Performance UVic Forum ‐ Feb. 26, 2018 5

  6. Internal Evaluation: Critical Path of Small-p Program Evaluation UVic Forum ‐ Feb. 26, 2018 6

  7. Internal Evaluation Contributes to Assurance: Contribution to Spending Reviews Departmental Result Departmental Results Framework (DRF s Framework (DRF) • Contributes to corporate performance reporting Departmental RARs Departmental RARs • 4-year cycle Departmental Result Departmental Results Reports (DRRs) s Reports (DRRs) • Identifies low program • External reporting on performance to TBS performers Horizontal Evaluations Horizontal Evaluations Departmental Result Departmental Results (Policy on s (Policy on Result Results) s) • Periodic (TBS) • Performance Information Profiles (PIPs) • Spending duplication • Programs linked to expected departmental outcomes • Corporate indicators of performance Program Evaluations Program Evaluations • 5-year cycle Departmental Plans (DPs) Departmental Plans (DPs) • Value-for-money • Performance Measurement Frameworks • Program monitoring frameworks UVic Forum ‐ Feb. 26, 2018 7

  8. Summary: Evaluation Contribution • Small-p program focus limits evaluation’s contribution to departmental decisions • Spending reviews demand value-for-money calculations – internal evaluation focuses on program process and results improvement • Internal evaluation responsibilities extended beyond its limits • Evaluation plan out of alignment with RAR cycle to make it useful for budget decisions UVic Forum ‐ Feb. 26, 2018 8

  9. Options Moving Forward 1. Remove responsibility for Spending Reviews from Internal Evaluation  Centralize specialization at TBS for expenditures focus  Centralize specialization at Finance for budgetary focus  Centralize at strategic departmental policy level 2. Create specialization in Internal Evaluation 3. Create external Evaluation Function  External Evaluation Officer (OCG)  Evaluator General or equivalent (Parl. Agent) UVic Forum ‐ Feb. 26, 2018 9

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