The fate of recommendations

Abstract

This article examines a case of recommendation implementation in evaluation practice. It summarizes the results of a performance audit, Management of Programs for First Nations, completed by the Office of the Auditor General of Canada and reported to the Canadian Parliament in May 2006. The performance audit took an innovative approach to examining First Nations programs that included applying a causal lens to identify and understand factors critical to the successful use of recommendations in complex government decision-making.

The performance audit assessed the progress of federal departments in implementing recommendations that the Auditor General had made in audits reported between 2000 and 2003 on First Nations issues. The Office of the Auditor General's performance audits usually make recommendations and sometimes follow-up audits report on their implementation, but typically do not address the reasons behind the progress of adoption; this audit was different in that it attempted to ascertain some of the reasons for progress or the lack of progress. This innovative approach resulted in the identification of several factors that appear to be critical to the successful implementation of recommendations, and to the successful design and delivery of programs.