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Review of Governance: Service Delivery

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3 Conclusions

In an effort to establish linkages and communication between LAC, its users and other external stakeholders on matters related to services, LAC established the (SAB) as a means by which to communicate with and receive feedback from a broad range of stakeholders. When formed, the (SAB) was intended as a vehicle by which a specific stakeholder concern in relation to services (i.e., changes to service hours), would be addressed. Subsequent to this issue being resolved, the (SAB) has continued as a consultative committee in a broader context, providing a means by which stakeholders are engaged on a variety of topics. Complementing this, the internal Services Committee was established to ensure horizontality of management in relation to services.

Overall, the results of this review indicated that the (SAB) and the Services Committee are reasonably effective; however, more effort is needed to increase clarity of authority, as well as effectiveness of operations. These opportunities for improvement are presented in the form of recommendations and aim not only to strengthen performance and control, but also to enable LAC to position itself more effectively as a client service organization.

Presently, LAC is implementing its broader Services Strategy, from which plans and priorities in relation to client services will be identified and implemented. The development of this strategy affords LAC with an ideal opportunity to not only strengthen client services, but in so doing, address the recommendations provided in this report. Such efforts are strongly encouraged.

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