1.4 Setting clear and quantifiable expectations for results, and then measuring results against those expectations, can be a major challenge in managing complex environmental issues. Nevertheless, our study of five international environmental agreements shows that, despite the designation of a lead department for each international environmental agreement, there are no common mechanisms to formally define and delegate the responsibilities of lead departments. The nature of the lead division`s role is normally based on the mandate of the department and the related responsibilities of the Minister. Federal Cabinet documents authorizing the negotiation and ratification of agreements (for example. B memoranda to cabinet and records of decisions) can also identify the lead department and, to some extent, describe its role. The We found that, for the Montreal Protocol and the Ozone Annex, the expected environmental outcomes were clearly defined and the results measured. 1.123 Of the five agreements reviewed by wen, expectations for environmental performance (or targets) have been clearly defined in the case of the Montreal Protocol, the Ozone Annex and, in some cases, UNFA, depending on the fish stocks examined. 1.23 Reporting on results. Effective accountability requires that results achieved be measured, compared to expectations and reported.
Departmental reports on plans and priorities as well as departmental performance reports are the two main means by which federal departments report to Parliament on planned and achieved results. Services can report on the results achieved under their international environmental agreements by reporting regularly to the convention secretariats, other publications or their websites. .