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Response of Library and Archives Canada Management and - Accountability Framework Assessment Round V (2007–2008)

Learning, Innovation and Change Management

The Government of Canada wishes to ensure that "the department manages through continuous innovation and transformation, promotes organizational learning, values corporate knowledge, and learns from its performance."

LAC is an institution undergoing organizational change. As the outcome of the recent merger of the former National Archives of Canada and the National Library of Canada, LAC has flourished. Many LAC employees have gone through a stimulating, exciting period of redefining old structures and approaches. The institution's leaders and employees are now more aware of the need for organizational change to put the institution in the right position to carry out its mission within government, Canadian society and various professional communities.

TBS used only one indicator in assessing this component of the MAF, reaching the following conclusion: LAC manages organizational change in an acceptable manner; the institution has the capacities it needs to evaluate whether change is necessary.

Indicators TBS evaluation
8. Managing organizational changeAcceptable

TBS recommendation:

  • An opportunity for LAC would be to be more proactive in engaging its employees with regard to change management.

Action plan:

  • LAC has a plan for monitoring progress on organizational change.
  • LAC has a learning plan for initiatives supporting change management.
  • In the event of substantial organizational change, managers provide employees with change-management training.
  • LAC will develop tools and mechanisms to encourage employee participation:
    • The Programs and Services Sector will post a new Services Strategy on the Intranet, with an email address where employees can send comments (Summer 2008). Staff meetings will involve a brown-bag activity to solicit ideas from employees (twice yearly).
    • LAC will develop a pilot project for an electronic forum where employees can discuss innovative ideas on organizational change.
  • LAC will make organizational changes by drawing on the policies promoted by the TB, such as:
    • LAC's Information Technology Branch and Organizational Readiness Office have undertaken a partnership to assess the readiness of implementing Information Technology Generics within the Computer Services unit. Through different communication vehicles, all information technology staff will be solicited to be actively engaged in developing this project.
    • LAC will strengthen its financial management by having a chief financial officer, which will require the merging of financial and non-financial planning functions.
    • LAC will also have a chief auditor who reports directly to the deputy minister, requiring a function to be redeployed.
  • An internal communications plan will be developed to identify the goals, strategies, messages and communications products that will foster proactive engagement by LAC employees with respect to managing organizational change (March 2009).

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