Measurement of S&T Performance in the Government of Canada: From Outputs to Outcomes

Robert McDonald and George Teather

The Journal of Technology Transfer, 2000, vol. 25, issue 2, 223-36

Abstract: A major trend in the assessment of R&D program performance over recent years has been the shift from a focus on activities and outputs as measures of success to a more comprehensive perspective which includes analysis of the recipients and beneficiaries and the immediate, intermediate, and longer term outcomes of R&D. This transition to a more complete view of performance has proven more difficult in practice than in theory, as it involves a significant culture shift. This article describes how some groups in the Government of Canada have used a performance framework approach to successfully measure R&D performance in federal organizations. The Canadian experience suggests that three elements are critical to the successful establishment of a performance management culture in an organization. First, a shared vision of the role performance information can play in the management process is necessary. Second, there must be a commitment to the vision as demonstrated by the appropriate organizational incentives and culture--including senior management support. Finally, the organization must have the capacity not only to produce credible performance information, but also to use it effectively. Copyright 2000 by Kluwer Academic Publishers

Date: 2000
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