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Parliament has given Library and Archives Canada (LAC) a broad mandate to preserve Canada's documentary heritage, to be a source of knowledge accessible to all, to cooperate with related institutions, and to serve as the collective memory of the Government of Canada. Since our establishment as a single organization, in 2004, we have organized our operations around the strategic outcome now set out in our program activity architecture that, "Current and future generations of Canadians have access to their documentary heritage."
To guide decision-making throughout LAC between 2008 and 2011, our organization has developed this business plan. It provides the strategic direction necessary for us to deliver on government-wide expectations of accountability and the best use of resources, as set out in the government's Management Resources and Results Structure. It is now the basis for our reporting to Parliament and our work with other organizations to achieve our ambitious goals. This document describes our organization's current status and plans for a few years into the future. It projects our future opportunities for us and maps the financial, operational, and organizational strategies that will enable LAC to achieve its goals.
This business plan recognizes that we are continuing the evolution that began with the formal establishment of LAC's creation in 2004. It is influenced by factors that are shaping the priorities, activities and operations of most knowledge institutions, as well as the risks that we have identified to the achievement of LAC's mandate and directions. The business plan for example recognizes that the world of knowledge is "going digital"-whether we mean the growing body of documentary heritage that we must manage that will never appear on paper or the expectations of Canadians for Internetbased access to our information, resources, programs and services, especially as we find ways to expand our presence outside the National Capital Region.
Our strategic choices reinforce and strengthen many of our ongoing responsibilities. This is particularly true in terms of recordkeeping for the Government of Canada. We intend to guide and support the kind of improved, consistent recordkeeping that is essential to accountability in government. In all areas, this business plan recognizes that we will routinely seek to achieve our goals through partnerships. No one organization can hope to amass the entire documentary heritage that exists of relevance to it or to be able to reach all possible audiences by itself.
LAC engages Canadians and engage partners more closely and evaluates our efforts more thoroughly. This will lead to organizational choices reflecting the preferences and interests of Canadians and choices that are based on our learning from experience.
This business plan also addresses internal needs. Action on our strategic and operational human resources plan will address the need for a stable workforce and action on learning, diversity and official languages. We expect these strategies will create a climate in which our current and future staff can make their best possible professional contributions to achieving our goals. The plan indicates the steps being taken to clarify the infrastructure needs of an organization that selects and acquires significant records and publications each year, in addition to an expanding digital collection.
The business plan will be a living document that LAC management will use to guide strategic and operational choices as well as the use of resources. It will be our yardstick for action.