Skip to main content


Go Search
New Atlas
Atlas, A-Z
Atlas Maps
MPP/MPA Programs
Core Topics
Illustrative Courses
Topic Encyclopedia
Concept Dictionary
Career Tips
Best Practices Project

PPGPortal > Home > Concept Dictionary > K, L, M > Managing-for-Results


An approach to management based on the explicit definition of anticipated results, a clear focus on results achievement, and the regular and objective measurement of performance

(Treasury Board of Canada. Evaluation Function in the Government of Canada. Published July 6, 2004. Last modified February 25, 2010.


In its "Managing for Results Self-Assessment Tool," the Treasury Board of Canada Secretariat provides the following information about this important concept:

"Managing for results" (MFR) means focusing on results in every aspect of management. Organizations that perform successfully have a clear vision of why they exist, what they want to achieve and how well they are achieving it. They plan their work keeping in mind a clear set of objectives, activities, outputs, outcomes and measures. To take stock of their progress, they measure and evaluate as they go. They adjust their plans and approaches as required, on the basis of what they have learned. They also issue public reports on their results, making them more accountable to Parliament and Canadians, and providing a basis for dialogue about future decisions.

Managing for results is not about achieving results at any cost. The methods used should accord with Public Service values and ethics; the means should treat people fairly, be undertaken with propriety and reflect good stewardship."

In the context of programs, managing-for-results, or results-based management requires:

(1). Fostering an organizational climate that encourages managing for results;

(2). Agreeing on expected results;

(3). Measuring results to improve performance; and

(4). Effectively reporting performance.

The Treasury Board Secretariat describes managing for results as the "prime responsibility of public service managers."  The Treasury Board Secretariat describes the principles of results-based management in the following paragraph, drawn from a 2004 statement on the evaluation function in the Government of Canada:

"Public service managers are expected to define anticipated results, continually focus attention towards results achievement, measure performance regularly and objectively, and learn and adjust to improve efficiency and effectiveness. Managers must be accountable for their performance to higher management, to ministers, to Parliament and to Canadians."


Important Notices
© University of Toronto 2008
School of Public Policy and Governance