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Audits and Evaluations

Results-based Management and Accountability Framework

For Human Resources Management
Program architecture activity 1.4.2.1

2.3 Resources

LAC commits 70 percent of its budget to salaries., There is no better example of the importance of its human resources, not only in carrying out its strategic objectives, but also as an investment. For this reason, LAC's managers must devote considerable time and effort to earning a return on this investment, which has a direct effect on the institution's performance.

In accordance with the Management, Resources and Results Structure Policy, human resources operations, being autonomous, are part of the activity of program 1.4, Internal Services, within LAC's Architecture of Program Activities (See Appendix C).

The salary budget of the Human Resources Division, composed of functional specialists totalling 33 FTEs, is distributed as follows:

Pie chart outlining the 2007-2008 Salary Budget for the Human Resources Division. Indicated is the distribution of the budget in dollars and percentages for each area of the Division.

Equivalent Text for the chart above of the salary budget of the Human Resources Division 07-08:

Office of the Director:
6%;
$122,200
Operations :
44%;
$848,708
Labour Relations/Compensation:
22%
$428,380
Policies and Programs
28%
$544,450

The operational budget of this division increased noticeably over the last two years, from $572,823 in 2006-07 to $703,623 in 2007-08.

Note:
A program spending review for 2006-07, 2007-08 and 2008-09 was used to calculate the average total direct spending for each program activity. On average, direct spending for programs is $107.120 M, or 100 percent of LAC's direct expenditures.

Chart comparing the Human Resource Division's Operating Budget for 2006-2007 with 2007-2008. Indicated is the distribution of the budget in dollars for each section of the Division.

Equivalent text for the chart above of the Human Resources operating budget for 2006-07 and 2007-08.

Graph showing the Operational Budget for 2006-2007 and 2007-2008

Director's Office
2006-2007 - $161,754
2007-2008 - $ 217,523
Operations
2006-2007 - $38,038
2007-2008 - $30,000
Policies and Programs
2006-2007 - $156,875
2007-2008 - $156,000
Language Training
2006-2007 - $44,000
2007-2008 - $144,000
Employee Assistance
2006-2007 - $47,956
2007-2008 - $ 48,000
Recognition Porgram
2006-2007 - $93,000
2007-2008 - $65,000
Employment Equity
2006-2007 - $30,000
2007-2008 - $42,000

The LAC's Managers' Forum consists of 140 members who are directly responsible for managing their staff. The tables below indicate that managers devote 50 percent of their time to human resources management, regardless of their operational level. Approximately 10 to 15 percent is devoted to so-called transactional administrative tasks, and 35 to 40 percent is devoted to coordinating/distributing daily work and to mentoring.


Pie chart outlining the percentage of a Library and Archives Canada manager's time, at the EX-2 level and higher, that is used for human resources management activities.

Equivalent text for the pie chart showing the distribution of time "EX-2 and above"

HR Coorodination and Mentoring
28%
HR Transactional
13%
Other Activities
59%

Pie chart outlining the percentage of a Library and Archives Canada manager's time, at the EX-01 level, that is used for human resources management activities.

Equivalent text for the pie chart showing the distribution of time "EX-1"

HR Coorodination and Mentoring
32%
HR Transactional
15%
Other Activities
53%

Pie chart outlining the percentage of a Library and Archives Canada manager's time, outside of the EX classification, that is used for human resources management activities.

Equivalent text for the pie chart showing the distribution of time "Other Managers"

HR Coorodination and Mentoring
38%
HR Transactional
14%
Other Activities
48%

In 2007, LAC committed to investing $900,000 annually - or two percent of its operating budget - to training and upgrading its employees. This investment was approved to increase employee job satisfaction by facilitating professional development and promotions. But it also makes it possible for LAC to ensure that the expertise of the most experienced employees is passed on and that its human resources possess all of the skills required to fulfill its mandate.

Lastly, it is of primary importance to LAC that its collections represent the Canadian population. To this end, the makeup of its human resources should also be representative. LAC is therefore equally committed to reflecting Canada's diversity in its employees and managerial staff and has developed an Action Plan 2007-2010 addressing employment equity and diversity.

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