Library and Archives Canada
Symbol of the Government of Canada

Institutional links


Archived Content

This archived Web page remains online for reference, research or recordkeeping purposes. This page will not be altered or updated. Web pages that are archived on the Internet are not subject to the Government of Canada Web Standards. As per the Communications Policy of the Government of Canada, you can request alternate formats of this page on the Contact Us page.

Response of Library and Archives Canada to the Round VI Management Accountability Framework Action Plan 2009-2010

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 but this year the institution will need to revisit its PAA and Performance Measurement Framework (PMF) to give 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 but also suggested that LAC should take the opportunity to come forth during the next Management, Resources and Results Structure Change Process to update its PAA and clarify its programs.

Indicators TBS evaluation
2. Utility of the corporate performance frameworkOpportunity for Improvement
3. Effectiveness of the corporate management structureOpportunity for Improvement
4. Effectiveness of extra-organizational contributionAcceptable

TBS recommendations:

  • LAC should take the opportunity to come forth during the next Management, Resources and Results Structure Change Process to update its PAA, clarify its programs, and at the same time present a revised PMF.
  • LAC needs to fully integrate overall business planning to ensure that all aspects of the organization's activities, including HR, IM/IT and communications, are aligned with the corporate operational plan.
  • TBS encourages LAC to continue its effective participation in the "web of rules" initiative.
  • TBS encourages LAC to adopt a more systematic approach to collecting and utilizing employee feedback at all levels to drive improvements on Public Service Renewal.

LAC Action Plan:

  • LAC will revise its Program Activity Architecture (winter 2009)
    • Titles and definitions will be overhauled when the PAA is reviewed
  • LAC will continue to improve its Performance Measurement Framework and revisit the methodologies used to gather performance data (winter 2009).
  • To improve its integrated overall planning process:
    • LAC will have an integrated operational plan for 2009–2010 approved and communicated across the organization (summer 2009)
  • LAC will analyze the integrated planning processes and conducted consultations within the organization (spring 2009).
  • LAC will revise its governance structure in detail and the following actions will be completed:
    • Hire a master's student in public administration to research, analyze, and provide recommendations to LAC on what other GC departments, public sector institutions, and private sector companies utilize in terms of governance models, structure, and mechanisms (May–September 2009);
    • Create a cross-functional advisory/work group to provide recommendations for the development of the new governance structure (June 2009–February 2010);
    • Perform a strategic review of all committees within LAC and assess the purpose, relevance, benefits provided by all committees (June 2009–October 2009);
    • Send the project lead to all the meetings concerning the development of the Horizontal Initiatives (May 2009–December 2009);
    • Conduct a series of consultations with the Management Board to seek guidance about the general alignment and type of governance structure required to attain LAC's new strategic objectives. (June 2009–February 2010);
    • Develop and align final governance structure with PAA, Horizontal initiatives, and modernization practices of the institution (December 2009–February 2010).

Web of Rules

  • LAC will foster, facilitate and increase the use of the Multi Institutional Disposition Authorities (MIDA) by formalizing its training program in order to ensure a constant renewal of knowledge and expertise in the Government of Canada regarding the use of MIDAs.
  • LAC continues to play a key partner and stakeholder role for the Treasury Board Secretariat in the implementation of the newly approved Recordkeeping Directive, finding ways to facilitate management of information resources for all departments and agencies.

PS renewal

  • LAC has service standards in place for key HR services and will establish a process to measure its performance against these standards (As stated under AOM 21).
  • Highlights of the PS Renewal Action Plan were brought to a meeting of the Managers' Forum in the spring of 2009 and managers were encouraged to discuss PS renewal with their employees. In 2009–2010 additional employee engagement will be sought during the development of the LAC PSES 2008 action plan to ensure workplace well-being measures are put in place.

Previous | Table of Contents | Next