The use of information for decision making has also been noted as a departmental risk.To contribute to program efficiencies, the defence policy: Previous evaluations, audits and policy direction have provided ample confirmation of the need for effective infrastructure management in the DND/CAF. It will integrate all accountability requirements for the planning and management of investment decisions under the Policy on the Planning and Management of Investments.2.
Evidence was considered in context as capabilities are being developed and are evolving to support the achievement of outcomes.
Confidence in the ability of the Transformation Project to address the use of data in decision making differed significantly between ADM(IE) staff at the headquarters level and the Regional and Detachment Commanding Officers within the Real Property Operations Group.Many interview participants at the headquarters level described their vision for future decision making within the ADM(IE) Group and recognized that the Transformation Project continues to be the major driver for the increased and improved use of data to enable informed decisions.
Mitigation:Risk-based approach to contract approvals pilot project with Public Services and Procurement Canada and Treasury Board Secretariat, project approval process renewal and implementing the recently received increased contracting authority to $5 million for the … At the time of the evaluation, the completion of Initiative #36 was behind schedule and was reported as “on hold” until the macro-organizational model was reviewed.Interview participants noted the absence of clearly defined roles and engagement criteria between ADM(IE) organizations for environmental issuesEvidence from interviews and the document review showed that the full capabilities of the ADM(IE) data collection tools continue to be developed as the scope of data requirements is adjusted, user-interface issues are managed and new, emerging data needs are identified.For real property management, information management systems and processes are being refined to meet the needs of stakeholders, including the user communities at the Real Property Operations Regions and Detachments. To ensure a common understanding across the ADM(IE) organization, ADM(IE) staff should be informed regularly on the progress of the Transformation Project and how the achievement of the transformation initiatives contribute to organizational priorities and long-term objectives. To ensure the success of the ADM(IE) data collection model, common direction and standards should be applied to the decentralized data collection activities across the organization, to ensure information is available, collected and recorded in a consistent manner across different regions, detachments and functional areas.Responsibilities for collecting indigenous and environment related data are split between multiple Level One Groups, making it difficult for the IAS and DGESM to collect and use this data for decision making.Responsibilities for collecting indigenous-related data are divided between multiple DND/CAF Level One Groups, which makes it difficult for the IAS to collate and use this data for decision making and reporting. The TB Directive on Results outlines that the annual planning exercise for departmental evaluation coverage needs should consider, inter alia, “the recentness and sufficiency of existing performance information for management, decision making, and accountability.”For ADM(IE) decision makers, a capacity to leverage and integrate information across divisions, regions and detachments should facilitate better informed decisions.