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Section 4: Other Items of Interest

4.1 Results-Based Management: Integrating Results, Responsibilities, and Resources

The 2007-2008 Report on Plans and Priorities (RPP) and the Departmental Performance Report (DPR) are the third editions to be produced under the Management Resources and Results Structure (MRRS) Policy. The illustration below shows how each PAA level is managed by traceable results, responsibilities and resources information and according to a planning and performance measurement timetable.

3 Rs Integration Model at the CSA

PAA Levels		Results	Responsibilities	Resources
Strategic Outcome 10 years		Strategic Results	President / Executive Committee	10-Year Plan
Program Activities >= 5 years		Final Results	Executive Committee	10-Year Plan
Program Sub-Activities >= 3 years		Intermediate Results	Executive Committee	Annual Reference Level Update (ARLU)
Program Sub-Sub-Activities 3 years		Immediate Results	Directors General	Annual Reference Level Update (ARLU)
Program Sub-Sub-Activities 1 year		Inputs-Outputs	Managers	Main Estimates

Performance Measurement Implementation Status

In 2007-2008, the major milestones in the full implementation of the MRRS were:

• The merging of the three CSA's Strategic Outcomes into a single Strategic Outcome, to which all Program Activities contribute;

• The update of the Sub-Sub-Activities in line with MRRS guidelines;

• The development and approval of the Performance Measurement Framework (PMF) effective April 1st, 2008. The PMF is based on performance measurement logic models tailored to each of the five Program Activities. As a whole, they link the results at each level of the PAA up to the Strategic Outcome; and,

• The implementation of the Electronic Work Plan, a corporate custom-built management database that systematically links results, responsibilities, and resources information together.

These achievements concluded a process started in 2004 leading to the implementation of a result-based management framework that was entirely integrated in the 2008-2009 Report on Plans and Priorities. It is important to consider this process as a work in progress that will require at least five more years to complete a first full cycle of analysis.

How to Read Performance Information and Detailed Analysis

Program Activity: For this level, the information is reported against final results and performance indicators. For the first time a progress report from the year 2005-2006 is provided. However, during the 2008-2009 Performance Management Framework (PMF) exercise, the results and indicators were reviewed thoroughly. The reviewed set of results and indicators was presented in the 2008-2009 Report on Plans and Priorities (RPP). The first full analysis of final results will take place in 2010 at the end of the five-year cycle that started with the approval of the Canadian Space Strategy in February 2005 and the implementation of the Program Activity Architecture (PAA) in 2005-2006.

Program Sub-Activity: For this level, intermediate results and performance indicators were only developed in 2007-2008 and therefore are listed for the first time in the 2008-2009 RPP.

Program Sub-Sub-Activity: For this level, the information is reported yearly against immediate results and performance indicators. The Program Sub-Sub-Activity level performance information is only accessible electronically at the following address:
www.asc-csa.gc.ca/eng/publications/default.asp#parliament

Performance Analysis: Every year, a performance analysis is completed for each level of the PAA. This analysis provides contextual, complementary or methodological, as well as financial and human resources information.

Highlights of Main Accomplishments: For each Program Sub-Activity, examples of achievements are selected from the array of projects and activities carried out by the CSA and its industry, academic and government partners, in response to what was forecasted in the corresponding RPP.

4.2 Spending by Program Activity

Description	Planned Spending ($ in millions)	Actual ($ in millions)	Variance ($ in millions)
Space Based Earth Observation	114.1	53.3	60.8
Comments: The variance of $60.8 million was mainly due to the following factors: Reprofiling of $38.5 million in capital projects, mostly caused by delays in RADARSAT-2 launch and RADARSAT Constellation development; Reprofiling of $5.3 million for the Canada/European Space Agency Contribution Program due to a favourable exchange rate and a reduction in the ESA budget planned for 2008-2009; Surplus of $9.9 million in Chinook caused by a series of difficulties in defining the project as a Canadian mission; and Under spending of $5.9 million caused by lower RADARSAT-1 operation costs and postponement of RADARSAT-2 launch.
Space Science and Exploration	138.5	124.1	14.4
Comments: The variance of $14.4 million was mainly due to the reprofiling of $12.8 million in space science capital projects, resulting from adjustments made to match cash flows with their long-term development cycle and to respond to changes in performance requirements.
Satellite Communications	25.1	24.0	1.1
Comments: The variance of $1.1 million was mainly due to the reprofiling of $1.5 million in the CASSIOPE Contribution Program, caused by delays encountered in the development of critical components of the payload for Cascade.
Generic Space Activities in support of EO, SE and SC	47.5	47.1	0.4
Comments: No significant variance reported.
Space Awareness and Learning	6.5	4.5	2.0
Comments: The variance of $2.0 million resulted from under spending in public communications activities caused by delays in staffing creating surpluses in salary and the adjournment of numerous projects.
Corporate Services and Infrastructure	36.5	38.6	2.2
Comments: The variance of $2.2 million was caused by increased spending in Information Technologies and Information Management activities, payment in lieu of taxes and building maintenance.

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