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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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The Government of Canada expectations for stewardship are as follows: "the executive team clearly defines the corporate context and practices for managing organizational and strategic risks proactively."
LAC acknowledges the need to build its risk management capabilities within the government. For several years now, LAC has kept pace with Integrated Risk Management (IRM) within its institution so as to improve outcomes by managing risk dynamically and by instituting appropriate mitigation measures. The institution acknowledges the importance of developing an overview of its environment so as to set its priorities in an appropriate and reasonable manner.
LAC has led several initiatives, linked to Risk Management (RM), adapted to its organizational needs and has put in place an action plan in order to fully implement its IRM. LAC intends to use its RM annual audit conducted by its Internal Audit Committee as an ongoing improvement mechanism.
LAC has also intensified its efforts to improve the quality of the training offered to managers, given that they are the main stakeholders involved in organizational risk management. For 2010–2011, LAC wants to boost risk analysis by studying the probability and incidence of the surveyed risks.
LAC is continuing its gradual implementation of IRM. LAC has implemented a number of the projects described in the previous MAF evaluation and intends to continue meeting the commitments it made in its three-year action plan.
|Area of Management
|9. Effectiveness of Corporate Risk Management
||Opportunity for Improvement
- IRM approach should be better communicated within the organization.
- More formal, continuous and extended communication of issues related to RM could deepen an organizational culture that is sensitive to risk. Internally, opportunities for informal training for all employees would also support IRM. Externally, LAC could step up its dialogue with other organizations or communities of practice with regard to RM.
- Senior management should be more involved in establishing sound governance for IRM.
- Senior management should provide some leadership in the development of an overall approach; there should be evidence of ongoing senior management leadership/support for the IRM implementation.
- Accountability for managing key risks has to be consistently assigned to senior management. Identification of accountability related to risk mitigation measures could increase their commitment. This clarification of responsibilities, combined with the monitoring of schedules, would help in carrying out the ambitious projects outlined in the three-year action plan.
- Senior management is beginning to encourage IRM, but tools and resources have to be put in place to support the development of a risk-smart culture.
- Corporate risks have to be consistently linked to the organization's strategic outcomes.
- Risk information should flow in a more consistent way within the organization.
LAC Action Plan:
- Appoint a person able to track RM.
- Implement the action plan developed after the internal audit (the achievement of this action depends on the achievement of the following actions, when these will be completed, the plan will be implemented).
- Implement the RM coordination model for the main functions of the organization.
- Develop a mechanism to monitor the implementation of the three-year plan.
- Propose to update the Management Board Synopsis to ensure risk information is available and timely for decision making.
- Update Corporate Risk Profile (CRP) based on the modernization exercise. The CRP will include a risk management vision, a risk assessment, and a risk tolerance assessment.
- Define monitoring process of key corporate risks and mitigation strategy.
- LAC will hold informational Speak Easy sessions with employees on the results of the audit related to risk management practices. Employees will also be informed by email of the results.
- LAC will post the three-year action plan on the intranet for easy access.
- As part of Modernization Change Management Initiative, risk mitigation will be a key component of the process.
- A change management toolkit including a risk component will be provided to managers and executives.
- The development of the CRP will also be an opportunity to provide training (this action has been included in the action 30).
- Risks are discussed on a regular basis with stakeholders and it is part of our outreach stakeholder relations plan.
- Risks are also shared periodically with our Canadian Heritage Portfolio interlocutors.
- LAC is part of the risk management community of practice for the Government of Canada.
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