The audit observed that CIDA s contracts and contribution agreements did not yet provide support for results-based management. Many contained unclear or unrealistic results expectations, did not provide for the monitoring of results, and did not provide any guidance on changes to assumptions that are critical to project success. CIDA project officers, however, attached considerable importance to monitoring of agreements under their responsibility. Project officers routinely hire monitors under contract to review and report on project progress, and they insist on receiving reports from Canadian executing agencies as required. The audit found that CIDA obtained reasonable financial information on Canadian partners in the Voluntary Sector Program, but that CIDA received only limited information on projects that were funded, the amounts spent on them, and the results achieved.
Funding is based on historical levels rather than project performance.
Further, the audit concluded that better and more meaningful information was required in CIDA s Performance Report. CIDA s Senior Vice-President provided a brief description of the Agency s activities and of the challenges facing it in the delivery of development assistance. Progress in applying results-based management to the contracting process. Implementation of results-based management at the program level. The Agency is beginning to use its new integrated information format that is expected to improve both program results and CIDA s own ability to report these results to Parliament and Canadians.