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SECTION IV: OTHER ITEMS OF INTEREST
Library and Archives Canada's Corporate Management
In the context of improving its performance as measured through the Management Accountability Framework and to meet government-wide commitments, LAC made a series of commitments for 2007-2008.
Key Commitment-Improve the quality of LAC performance indicators
In 2007, LAC reviewed its Program Activity Architecture and then revised its performance measurement framework in line with the new PAA and the needs of LAC management. Related to this, a working group representing one LAC sector (programs and services sector) developed indicators and discussed data collection processes, target-setting and implementation issues as a starting point for the organization. Initial reporting began for that sector in June 2007. LAC's other sectors have set targets for 2008-2009.
Key Commitment-Improve risk management as part of LAC business planning
A new LAC risk profile document supported the 2007-2008 resource allocation process and was an integral influence in the development of the LAC 2008-2011 Business Plan. It also guided decision making when LAC management made choices among worthy projects to be supported through the internal Innovation Fund. For instance, the Clearing the path program increased the accessibility of government records by disposing of five kilometres of non-archival records. This project also produced a beneficial impact on accommodation, as well as on LAC's reputation and credibility, by providing extra space for records of important value for Canadians.
Risk management emerged as an important factor for other LAC initiatives during 2007-2008. For example, LAC planning and budgeting processes as well as internal audit and evaluation priority setting drew on risk management tools and thinking. The LAC Human Resource Committee evaluated risks as part of developing the three-year human resources strategic plan. These efforts have been complemented by training for managers and planners on assessing risk in planning efforts and the development of risk profiles for its operational sectors.
Secure Canada's documentary heritage
Library and Archives Canada ensures that Canada's documentary heritage is well protected for future generations of Canadians to enjoy by investing in improvements to upgrade security systems and measures intended to protect collections and individuals who work or visit its facilities.
Library and Archives Canada also has a program in place to ensure the continued delivery of key departmental services and activities following a disruption. In order to prevent disasters and minimize damages following incidents, a disaster control organization is also in place to respond to threats to the health of the collection. There are also mechanisms in place for the security of the collection. Procedures are in place to grant access to the vaults based on operational needs, security clearance of individuals and the security requirements of the collections in the vault.
Key Commitment-Improved leadership on values and ethics, with attention paid to risks and potential vulnerabilities
LAC has built the structure and processes necessary to ensure clear communication and follow-up with employees on values and ethics issues. A senior officer for values and ethics was appointed to make regular presentations to new employees on integrating values and ethics into all aspects of life and work in the public service. LAC executives have been actively encouraged to create a climate in their own groups that supports employee discussion of values and ethics issues.
The last Public Service Employee Survey demonstrated to the LAC management team that most risks linked to values and ethics within LAC relate to human relations matters such as issues surrounding conflict and harassment. As part of its response, an ADM-level champion was named, who then consulted LAC staff and the senior officer for values and ethics. This led to the development and delivery of training sessions on conflict resolution and harassment awareness that are mandatory for all staff, including all senior executives. LAC believes it has strengthened the climate of trust, as demonstrated by the increase in the number of enquiries submitted to the senior officer and positive employee reactions to initiatives.
Key Commitment-A greater emphasis on attaining a workforce that is representative of Canadian society
LAC recognizes the importance of renewing its workforce with a clear emphasis on reflecting Canada's diversity. Employment equity is emphasized in the performance agreements of LAC executives and a meeting was held at the start of the budget planning exercise to reinforce its importance.
Following a workforce analysis that was finalized in April 2007, LAC drafted an employment equity plan. HR then consulted widely on that draft with unions, the LAC Employment Equity and Diversity Committee and the Human Resources Committee. The finalized plan was presented to the Managers Forum, to underline the role that LAC expects those managers to play in achieving the goals of the plan. The plan has been posted on the LAC intranet and is being distributed to all LAC staff.
LAC also launched a study of its employment policies and practices (Employment Systems Review). This should help to identify systemic barriers facing members of designated groups that will need to be addressed during 2008-2009. LAC's other efforts during the past year have enabled it to reduce under-representation gaps of women within the executive, scientific and professional and administrative support categories.
Key Commitment-Development of a Management, Resources and Results Structure (MRRS) performance measurement framework
In the autumn of 2007 and after substantial consultation and validation, LAC developed its Management, Resources and Results Structure (MRRS) performance measurement framework. LAC now has indicators for performance measurement that will enable the institution to measure expected results, with data collection to begin on April 1, 2008.
Real Property Infrastructure
Key Commitment-Work will begin on relocating the cellulose nitrate-based documentary heritage to a new, state-of-the-art preservation facility.
During 2007-2008, LAC completed the design and substantive cost estimates for the construction of the preservation facility that is needed to house Canada's cellulose-nitrate based documentary heritage. LAC finalized the Effective Project Approval submission.
Key Commitment-To begin refitting an interim facility which will allow the relocation and consolidation of collections presently housed in sub-standard facilities.
Planning and development of substantive cost estimates to refit the facility with high density shelving are being finalized. The proposed shelving system will maximize the capacity of the facility, and increases the efficiency of the capital investment.
LAC expects construction work to refit the facility will begin in spring 2009 and will be completed in spring 2010, as set out in this deliverable. This would enable the transfer of holdings from existing locations into the retrofitted facility by fall 2010.
Key Commitment-Pursuing discussions with LAC partners towards expanding long-term preservation infrastructure.
LAC is presently working on the long-term strategy for additional preservation capacity necessary to safeguard Canada's documentary heritage and to manage vital government records over the long term. Discussions with other government agencies began in 2007-2008 with many discussions, planning and strategy development to take place in 2008-2009.
The commitment to appropriate preservation infrastructure extends to the information technology infrastructure needed to support all facets of a collection that is increasingly "born digital," or that needs to be digitized to be made widely-accessible, or that needs to be supported with digital tools to make that accessibility a reality for Canadians and people interested in Canada around the world.
A key step in this direction was LAC's continuing commitment to create AMICAN, a system to support the information related to the intellectual and physical management of and access to its holdings. The project includes the development of a system to manage client contact information (both external and internal) in order to support LAC business practices. It also includes the development of public interfaces and mechanisms for improving public access to online content and services, including a tool that enables an integrated search across LAC resources.
In 2007-08, AMICAN introduced a federated search function, "Ancestors Search," enabling clients interested in family history to access names indexed in 17 separate databases. AMICAN also implemented a new physical control system at the Ottawa and Winnipeg Regional Service Centres. The system will be implemented at all the Centres over time. It is based on the circulation and physical control system currently being developed for archival records that will be implemented in early 2008-2009. The implementation at the Centres included the introduction of the system to manage client contact information. These implementations are a significant advancement in establishing common corporate systems to manage data regarding LAC's holdings and its clients. Additionally, work advanced on a complicated migration of data needed to support the implementation of the new circulation and physical control system for archival records. Work on all other modules of AMICAN continued. It is anticipated that the entire project will be completed in 2010.
Contacts for Further Information:
Library and Archives Canada
550 Place de la Cité Boulevard
Gatineau, Québec
K1A 0N4
General Information: 613-995-5115
Toll free number in Canada and the U.S.: 1-866-578-7777
TTY: 613-992-6969 or 1-866-299-1699 (Toll free in Canada)
This report can be found in electronic format at:
www.collectionscanada.ca/about-us/
For more information about the contents of this document, contact:
Sean Berrigan, Director General
Strategic Office
Tel: 819-934-5858
Fax: 819-934-5839
E-mail: sean.berrigan@lac-bac.gc.ca
