“Using Results to Manage”, p. 30

Using results to manage has a threefold focus: the extent to which the organization is using information on inputs, activities, outputs and outcomes; its desire and ability to demonstrate evidence-based learning by carefully analyzing results information; and its use of such information to plan, modify operations and allocate resources. This characteristic best shows an organization’s progress in moving toward managing for results. The other five elements support the development of the pivotal characteristic:

Commitment to results: This element focuses on the organizational leadership and support for managing for results, the implementing capacity of an organization, the reinforcement of the values of managing for results, and its presence in management accountability.
Results-based strategic planning: This element encompasses the notion that results should be linked to high-level organizational objectives and expressed through to operational processes. Managing for results should also be linked to risk management.
Operational/business planning: The focus of this element is on performance expectations and how these align with the corporate outcomes of an organization. The expectations include outputs and outcomes, wherever possible.
Measuring results: This element examines whether data collection includes outcomes in addition to the measurement of inputs, activities and outputs. It further describes how measurement is linked to planning and reporting, and it integrates cost with results measurement. The evaluation role is also a key part of the development of a measurement strategy.
Reporting on results: Rather than focusing on the reports provided to Parliament, this element highlights the integration of external reporting with the actual MFR practices and results within an organization.