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Response of Library and Archives Canada to the Round VII Management Accountability Framework
Action Plan 2010-2011

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Introduction

The Treasury Board Portfolio conducts part of the annual MAF assessments to identify management strengths and weaknesses and enables the institution to strengthen its performance.

In 2004, the establishment of LAC resulted in a unique organizational culture founded on two professional institutions, the National Archives of Canada and the National Library of Canada; we have accomplished many things over the past five years. We are now better equipped and more experienced to deal with our changing environment and to respond appropriately. We have developed the capacity to be innovative and to create working models that best fit our evolving context. We are engaged in a modernization exercise and entering a world of continuous improvements and adjustments that affect all management aspects of our organization. But we are strongly committed to striving towards continued refinement and strengthening of our management practices through this work with the Treasury Board Secretariat (TBS).

Based on the vision contained in Results for Canadians: A Management Framework for the Government of Canada [www.tbs-sct.gc.ca/report/res_can/rc-eng.asp], the MAF is structured around 10 key elements that set out Government of Canada expectations for good public service management. The MAF was developed to provide public service managers, especially Deputy Heads, with a clear list of management expectations within an overall framework for high organizational performance. For more information on the MAF, please go to [www.tbs-sct.gc.ca/maf-crg/index-eng.asp].

Library and Archives Canada has found the MAF to be an important tool for its managers to pinpoint areas of strengths and weaknesses. Since the MAF process began in 2003–2004, LAC has used the analytical framework to improve planning and assess progress made in management accountability. The results of the MAF assessments over the past year have allowed our institution to identify management priorities for the coming year to improve our performance.

As part of this government-wide process, LAC was assessed during Round VII of the MAF. For more details or to consult the assessment, please go to: [www.tbs-sct.gc.ca/maf-crg/assessments-evaluations/2009/assessments-evaluations-eng.asp].

This year's observations by the TBS relating to LAC's MAF are mixed. In total, for the 14 Areas of Management (AoMs) on which we were assessed, LAC received 7 "acceptable" and 7 "opportunity for improvement" ratings.

TBS congratulated LAC on our efforts to improve our performance in the following 4 AoMs for which we have made progress in comparison with last year assessment:

  • Effectiveness of the corporate management structure (AoM 3) - "Acceptable"
  • Quality of TB Submissions (AoM 5) - "Opportunity for Improvement"
  • Managing organizational change (AoM 8) - "Acceptable"
  • Effectiveness of asset management (AoM 14) - "Acceptable"

LAC has identified the five following management priorities for the coming year:

  • Managing organizational change (AoM 8)
  • Effectiveness of information management (AoM 12)
  • Effectiveness of financial management and control (AoM 17)
  • Effectiveness of Internal Audit Function (AoM 18)
  • Effective Management of Security and Business Continuity (AoM 19)

In response to the TBS 2009–2010 assessment, LAC is submitting this document of its short to medium term commitments. According to the MAF, LAC is implementing a series of specific actions for each AoM that is intended to maintain or improve management across the organization.

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