Section II - Analysis of Program Activities by Strategic Outcome

For 2010-2011, there is a single Library and Archives Canada strategic outcome, which encompasses everything we do for Canadians through our three business lines: acquisition, preservation, and resource discovery.

Current and future generations of Canadians have access to their documentary heritage

The operational and management priorities set out in Section I have implications for each of the three LAC core program activities as well as our internal services. This Section describes each of those program activities and the strategies, key initiatives, and expected results we intend to achieve in 2010-2011 in line with the corporate priorities described in Section I. It shows the resources that our organizations plans to dedicate to each program activity, the performance indicators and targets, as well as the benefits that Canadians can expect to gain from our efforts.

The table below shows the broad relationships between our three business lines and the existing framework of program activities.


Current LAC Program Activities LAC business lines
Acquisition Preservation Resource Discovery
Program Activity 1.1 - Managing the disposition of the Government of Canada records of continuing value Co-lead Contribute Contribute
Program Activity 1.2 - Managing the documentary heritage of interest to Canada Co-lead Lead Co-lead
Program Activity 1.3 - Making the documentary heritage known and accessible for use Contribute Contribute Co-lead
Program Activity 1.4 - Internal Services Support for all three LAC business lines

Program Activity 1.1 - Managing the disposition of the Government of Canada records of continuing value

Graphic presentation of program activity 1.1

[D]

This program activity captures the Library and Archives Canada leadership roles and services in relation to Government of Canada recordkeeping, including activities related to document retention and disposal. The primary ongoing functional roles align with our responsibility for acquisition and contribute to our preservation and resource discovery business lines. Those roles involve:


Program Activity: Managing the disposition of the Government of Canada records of continuing value.
Human Resources (FTEs) and Planned Spending ($ thousands)
2010-11 2011-12 2012-13
FTEs Planned Spending FTEs Planned Spending FTEs Planned Spending
162 6,915.6 162 6,807.2 162 6,807.2
Note: Please refer to the Expenditure Profile for explanations on spending trends.




Program Activity Expected Results Performance Indicators Targets
Relevant Government of Canada information is managed by Government of Canada institutions in a manner that is coherent and demonstrates accountability to support the rights, obligations, and privileges of Canadians Proportion of institutions that receive or maintain ratings of "acceptable" or "strong" in the Information Management report card 40 %

Planning Highlights

Operational Priorities

This program activity demonstrates the kind of comprehensive analysis and integration that modernization is bringing to all three LAC business lines and across all program activities. The LAC approach to the new government recordkeeping regime implicitly reflects all four guiding principles of the Documentary Heritage Management Framework (significance, sufficiency, sustainability, society). Action under this program activity will take place through the ongoing activities listed above and through support for the implementation of the new government-wide recordkeeping regime.

LAC's Trusted Digital Repository Initiative

Digital records come in many formats and are based on many technologies. The challenge for LAC and other memory institutions is to acquire and manage digital records from many sources and in diverse formats-and to do so in ways that make those records accessible over the long term, even as technologies continue to change. That challenge extends to ensuring that clients can be sure that each digital record they access is authentic and unchanged since it was acquired.

The establishment and operation by LAC of a Trusted Digital Repository (TDR) is a response to that challenge. A TDR provides a framework, system, and tools to manage reliable, long-term access to digital resources, starting for LAC with Government of Canada records and electronic publications received under legal deposit. It is organized to address challenges such as the volatile nature of digital objects and ongoing changes in the information technologies used to create and access them.

LAC is putting the elements in place to serve as a TDR and is working with partners in government and outside such as Canadian libraries, archives, museums, and public institutions to create a network of TDRs. TDR development by LAC and these partners is grounded in internationally established models. It is positioning them to receive digital material from creators from all sectors of society in efficient, automated ways.

What does this mean for Canadians?

  • LAC can ensure that despite technological obsolescence, Canadians will have perpetual access to their digital documentary heritage.
  • LAC can be more proactive in engaging content creators and providers in the digital realm.
  • Researchers will have enhanced access to a richer resource of digital assets and can have confidence in the integrity and authenticity of the documents.

Benefits for Canadians

Program Activity 1.2 - Managing the documentary heritage of interest to Canada

Graphic presentation of Program Activity 1.2

[D]

This program activity includes or influences all three business lines of Library and Archives Canada. As currently structured in the Program Activity Architecture and based on traditional LAC roles, the program activity involves a range of contributions as shown below.

Acquisition

Preservation

Description


Program Activity: Managing the documentary heritage of interest to Canada.
Human Resources (FTEs) and Planned Spending ($ thousands)
2010-11 2011-12 2012-13
FTEs Planned Spending FTEs Planned Spending FTEs Planned Spending
492 64,370.2 492 62,286.0 492 44,058.7
Note: Please refer to the Expenditure Profile for explanations on spending trends.




Program Activity Expected Results Performance Indicators Targets
The management of the LAC collection is improved to enhance long-term access and to better reflect the Canadian experience. Effectiveness of the Collection Management Strategy as measured by: the extent of development and implementation of a more strategic approach to our acquisition. 100 % of the acquisitions excluding legislated acquisitions
Indicators and targets are being modernized to focus on acquisition goals, (such as the volume of documentary heritage acquired), on preservation goals, (such as the percentage of the collection in acceptable storage conditions or at risk) and on resource discovery goals, (such as the percentage of the collection with adequate descriptions and the extent to which clients are able to find what they want.)

Canada's Economic Action Plan (CEAP)
Canada's Economic Action Plan allocated $3 million to Library and Archives Canada ($1.4 million in 2009-2010; and $1.6 million in 2010-2011). This funding is supporting renovations and improvements to LAC preservation and processing laboratories.

LAC Preservation Centre

Renovations are taking place to several preservation and digitization laboratories in our Preservation Centre to respond to the preservation needs of digital media as well as to address our analogue media preservation needs. The improvements range from the replacement of air conditioning systems to updating the electrical system. An improved telecommunications system is being installed to meet digital media requirements. Other modifications are enabling us to make better structure use of existing laboratories and to consolidate space. The work will enhance laboratory spaces for multiple preservation purposes allowing for increased flexibility and efficiencies to position us to deal with new opportunities with partners and to adapt to future requirements and needs.

Place de la Cité

We are adapting several archival processing laboratories in our Place de la Cité facility to improve their mechanical and security systems. The modernization of these laboratories includes modifying the heating, ventilation, and air conditioning systems in order to maintain the environmental levels required under international archival standards. The security systems will be enhanced so that top-secret level government records can be received and processed. To date, LAC has been unable to accept top-secret level records for permanent storage resulting in a backlog.

Planning Highlights

Operational Priorities

While ongoing activities continue during 2010-2011, we will further define and implement the directions set out in the Documentary Heritage Management Framework as they relate to this program activity. In particular, the program activity will be modernized through the creation of a model that ensures the acquisition of the most relevant materials, that guarantees the preservation of both digital and analogue documents, and that helps to make our continuing memory accessible, both now and in the future. Modernization acknowledges that these three business lines are interconnected, and that all program activities must be integrated in order to achieve their optimum potential.

During 2010-2011, much of our work will draw on the results of a set of "Pathfinder projects" implemented in 2009-2010. Those projects test the practical application of the four guiding principles for documentary heritage decision making at LAC (significance, sufficiency, sustainability, and society).

For example, one Pathfinder explores the use of digital technology to preserve and improve access to archived newspapers. Another Pathfinder considers the development of an integrated collection development/management plan for all Aboriginal information resources across all acquisition streams. A third Pathfinder involves work with stakeholders to improve the completeness, accuracy, and currency of National Union Catalogues for library and archival materials. The results of these and other initiatives will guide us in moving forward. The Pathfinder projects also serve as mitigation measures to avoid risks that Modernization may raise over time.

Another element of work under this program activity will be our continued emphasis on building the digital capacity for preservation and access. We will also continue some infrastructure initiatives that will enhance our preservation capacity.

Benefits for Canadians

Program Activity 1.3 - Making the documentary heritage known and accessible for use

Graphic presentation of Program Activity 1.3

[D]

Everything in the LAC collection is intended for use by those interested in Canada, whether onsite, through collaboration with partners, or online through LAC's website [www.collectionscanada.gc.ca/collection/index-e.html]. Activities under this program seek to meet the needs of users who want to find information easily, quickly, and autonomously. It includes a diverse range of functions.


Program Activity: Making the documentary heritage known and accessible for use.
Human Resources (FTEs) and Planned Spending ($ thousands)
2010-11 2011-12 2012-13
FTEs Planned Spending FTEs Planned Spending FTEs Planned Spending
225 19,483.0 225 19,432.4 225 19,432.4
Note: Please refer to the Expenditure Profile for explanations on spending trends.




Program Activity Expected Results Performance Indicators Targets
Canadians are aware of LAC as an authoritative and innovative source for content and expertise related to Canada's documentary heritage.
  • Level of client satisfaction with responses to their inquiries
  • Percentage of clients who report being able to find what they are looking for
75-80 % of clients who contact us online, by mail or through exhibitions are satisfied with their responses.

Website 55-60 %
Indicators and targets are being modernized to focus on resource discovery goals as demonstrated through the revised performance indicators

Planning Highlights

Operational Priorities

While ongoing activities continue during 2010-2011, we will further define and implement the directions set out in the Documentary Heritage Management Framework as they relate to this program activity. In particular, modernization will update both the descriptive aspect of resource discovery, and access itself, by increasing the presence, visibility, and relevance of Canada's documentary heritage to current and potential clients. While resource discovery lies at the core of this program activity, both acquisition and preservation strategies are also integrated into the modernized approach to "making known."

During 2010-2011, we will make progress on Modernization or through actions consistent with it under this program activity in many ways.

Benefits for Canadians

Program Activity 1.4 - Internal Services

Graphic presentation of program activity 1.4

[D]

Internal services make fundamental contributions to the achievement of the three LAC business lines set out in Section I and through all three program activities described previously in this section. They ensure compliance with Government of Canada legislation, regulations, and policies. In 2009, LAC was reorganized to support Modernization with impacts on internal services. Key internal service organizations now are:


Program Activity: Internal Services.
Human Resources (FTEs) and Planned Spending ($ thousands)
2010-11 2011-12 2012-13
FTEs Planned Spending FTEs Planned Spending FTEs Planned Spending
230 29,516.4 230 29,460.2 230 29,460.2
Note: Please refer to the Expenditure Profile for explanations on spending trends.

Planning Highlights

Management Priorities

Internal services groups such as human resources, information technology and Web services, infrastructure, communications and other corporate support functions are specifically identified as "enablers" or as "enabling sectors." They ensure that LAC has the people, infrastructure, technologies, and supports for progress under the other program activities.

While the ongoing activities of the enabling sectors will continue during 2010-2011, this program activity will be the focal point for the development and implementation of strategies to support Modernization of enabling activities. This will include:

Benefits for Canadians

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