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Response of Library and Archives Canada Management and - Accountability Framework Assessment Round V (2007–2008)
Governance and Strategic Directions
The Government of Canada would like to see that "the essential conditions—internal coherence, corporate discipline and alignment to outcomes—are in place for providing effective strategic direction, support to the minister and Parliament, and the delivery of results."
When it comes to meeting TBS expectations for governance and strategic directions, some factors, in particular LAC's mandate and size make the institution's situation very different from that of large government departments. As a result, LAC faces specific challenges. Among other things, a number of LAC programs are based on activities that do not correspond to the TBS definition of a program. This creates a major challenge for LAC when it is time to define its activities and associate them with strategic outcomes. It is in this context that the institution has harmonized its activities and structure in the way most likely to achieve the outcomes desired by the Government of Canada for the policies, programs and services it finances. The institution has developed a Program Activity Architecture (PAA) that reflects its activities and forms the structure around which management is articulated.
LAC thus has a Management, Resources and Results Structure (MRRS) that gives it an effective strategic direction. In its assessment, moreover, TBS acknowledges that, at LAC, "organizational programs are well aligned with the strategic outcomes targeted" due to the value of the framework the institution has adopted.
|2. Utility of the corporate performance framework||Acceptable
|3. Effectiveness of the corporate management structure||Acceptable
|4. Effectiveness of extra-organizational contribution||Acceptable
- The strategic outcome gives a good indication of what the organization is trying to achieve for Canadians. The strategic outcome is perceived to be measurable. The development of performance indicators will confirm the measurability of the strategic outcome.
- A number of the programs identified in LAC's PAA, particularly the lowest levels, are activity based. LAC should ensure that all programs identified in its PAA meet the definition of a program as stated in the MRRS instructions.
- Many program titles are not self-evident. In some cases, the program titles are very generic.
- A reasonable alignment with the strategic outcomes has been developed.
- Finalizing the Programs and Services Sector business plan and aligning it with the business plan and the new PAA represents an opportunity for improvement.
- Strengthen demonstration of interdepartmental perspective in planning, integration efforts, and governance structures.
- LAC continues to contribute to developing an institutional culture for performance measurement through the information passed on to employees.
- LAC aligns its resources and responsibilities with its institutional and sector priorities by implementing the policy on MRRS.
- LAC constantly works to create ties with other departments and agencies in key areas such as planning, performance measurement, etc.
- LAC will institute a committee of champions, made up of senior managers, to set up a mechanism for collecting and analyzing data.
- LAC will ensure the usefulness of the performance measurement framework:
- A preliminary analysis and meeting will be organized with TBS to clarify the PAA (Fall 2008).
- Titles will be overhauled when the PAA is reviewed. A meeting will be set up with TBS to clarify its requirements and improve LAC's titles and definitions (Fall 2008).
- To improve the effectiveness of the organizational management structure, LAC:
- Will ensure consistency between the PAA and revised LAC activities (Winter 2009).
- Will develop performance indicators for the strategic outcomes (2009–2010).
- To improve the effectiveness of the extra-organizational contribution:
- The Finance and Accommodation Branch will take part in developing sector plans to ensure they are aligned with LAC's business plan (March 2009).
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