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

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. Since the 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 and modernizing 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 needs to provide an organizational change plan or other evidence of the results of change management and the specific actions taken regarding these results.

Indicators TBS evaluation
8. Managing organizational changeOpportunity for Improvement

TBS recommendation:

  • LAC could be more proactive in engaging its employees with regard to change management.
  • LAC needs to provide an organizational change plan, action plans, assessment plans or other evidence of the results of change management and the specific actions taken regarding these results.

LAC Action Plan:
Managing Organizational Change

  • LAC will have a change management framework and associated tools to guide organizational change procedures at LAC. Associated tools will include elements such as: a communications strategy; a learning plan for training or retraining; a managers' toolkit template, etc.
  • LAC will use mechanisms to engage employees in organizational change such as: Management Forum presentations, all-staff meetings, branch management team meetings, brown bag lunches, etc.
  • LAC has an internal communications and engagement plan which outlines an integrated strategic approach for improving internal communications at LAC in order to improve employee engagement during organizational change.
  • LAC will create a working group to implement internal communications and engagement strategies to respond to the findings of the Public Service Employee Survey.
  • In the event of substantial organizational change, managers will be provided with training to assist employees in dealing with change management. Employee learning plans will be adapted according to employee needs.
  • LAC will begin developing a stakeholders' framework and strategy, which will describe a stakeholder consultation process in order to inform them of any LAC organizational change, when appropriate.

Change In Progress

  • LAC will have a modernization plan which will outline organizational priorities. These will be communicated, implemented, and assessed according to the change management framework. An evaluation framework will also be developed and implemented to assess and monitor progress on this organizational change.
  • LAC is defining its Horizontal Initiatives which engage employees in change management through tools and mechanisms designed for this purpose such as: staff meetings, communications strategies, manager's toolkits, etc.
  • LAC's Information Technology Branch and the Organizational Readiness Office at TBS will continue to assess the readiness of implementing "IT Community Generics" www.tbs-sct.gc.ca/oro-bgc/it/generics/index-eng.asp within the computer services unit. Through different communication vehicles, all information technology staff will be solicited to be actively engaged in developing this project.

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