Treasury Board of Canada Secretariat
www.tbs-sct.gc.ca
Common menu bar links
Breadcrumb Trail
ARCHIVED - Canadian Heritage
This page has been archived.
Archived Content
Information identified as archived on the Web is for reference, research or recordkeeping purposes. It has not been altered or updated after the date of archiving. Web pages that are archived on the Web are not subject to the Government of Canada Web Standards. As per the Communications Policy of the Government of Canada, you can request alternate formats on the "Contact Us" page.
Conclusion
Lessons Learned
The Department of Canadian Heritage continues to take measures to address the challenges raised by changes in the economic, social and cultural environment including through adapting its legislation, policies and programs. Strategic and operational planning is an essential tool in ensuring that the ever changing environment is considered and reflected in program delivery and in monitoring policy implementation.
The analysis against the planned results indicated in the Department's Report on Plans and Priorities for 2007–2008 shows that the Department achieved or partially achieved almost all of its key initiatives. Only one key initiative was modified and one cancelled. The following table provides a breakdown of the status of the Key Initiative by Strategic Outcome and Program Activity.
List of SOs, PAs and KI, Performance Status Table *
| Program Activities | Key Initiatives | Achieved | Partially achieved | Modified | Cancelled | Total |
|---|---|---|---|---|---|---|
| Strategic Objective 1 | ||||||
| PA1, 2, 3, 4 | KI 1 to KI 20 | 8 | 9 | 1 | 1 | 19 |
| Strategic Objective 2 | ||||||
| PA5, 6, 7 | KI 21 to KI 29 | 5 | 4 | 9 | ||
| Internal Services | ||||||
| Blue Ribbon Panel | G & Cs | 1 | 1 | |||
| MAF | 1 | 1 | ||||
| KI 30 to KI 35 | 4 | 2 | 6 | |||
| Total | 19 | 15 | 1 | 1 | 36 | |
| 52.78% | 41.67% | 2.78% | 2.78% | 100% | ||
* Notes: SOs = Strategic Outcomes; PAs = Program Activities; KI = Key Initiatives; MAF = Management Accountability Framework; G&Cs = Grants and Contributions.
The numbers show that the Department has achieved most of its planned results for 2007–2008. However, it should be noted that all initiatives need to be looked at through the lens of an environment in constant evolution. The ranking of an initiative as partially achieved, not achieved, modified, or cancelled may be justified for strategic reasons.
Performance Status of Key Initiatives of Canadian Heritage, 2007–2008
Another lesson learned is that a deep understanding of the external and internal environment is essential to a flexible, progressive and collaborative approach to adapt policies, legislation and programs.
The Department is continuing its effort towards a more results-oriented management culture. The new Program Activity Architecture of the Department, which will become effective on April 1, 2009, and the new Performance Measurement Framework will strengthen a more realistic and consistent use of performance indicators. This is not an easy task. Innovation, vision, realism, time, training, and resources are essential tools for the ongoing improvement of the overall performance of the Department.
