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Audits and Evaluations

Formative Evaluation of the Strategic Choices Framework

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Appendix D - Pre-questionnaire results

Pre-questionnaire results — by task and element for each strategic choice for each key respondent; average result and number of responses per task and element. In brackets are the names of the person(s) accountable for the task.

Key respondents answer by Strategic Choices tasks and results 1 2 3 4 5 6 7 8 9 avg # answers
1. LAC will adjust all aspects of its activities to adapt to the needs and benefit from the opportunities of the digital information environment.
Approve a first digital asset framework (Rimmer, Parent). 1   2     2   3 3 2,2 5
Develop and begin implementation of a strategic digitization plan for access and preservation (Rimmer, Parent). 4   2   5 2   5 4 3,7 6
Build a virtual loading dock for some of its digital collections (Bruce, Rimmer, and Parent). 4   3   5 3   5 2 3,7 6
Begin building the network of TDRs working with other Canadian institutions (MB without Ian Wilson). 3   1   2 2   2 2 2,0 6
Work with others to organize a national committee to develop standards for digital documentary heritage creation (Rimmer, Parent).     1   4 1   2   2,0 4
Develop a sustainable corporate web (Rimmer). 2   4   3 2     1 2,4 5
Set up several projects to enable users to add information to our catalogues (Rimmer, Parent) 4   3   2 2     2 2,6 5
Overall average : 2,6
Results                      
LAC's acquisition capacity deals effectively with the annual production of digital documentary heritage. 3       4 3   3 3 3,2 5
LAC has a comprehensive digital asset framework that supports fully automated ingest, preservation, and access to digital documentary heritage objects in its collection: LAC is a Trusted Digital Repository. 3   2   2 3   4 3 2,8 6
Government departments can access records of their business activities. 3   2   4 3     2 2,8 5
LAC has negotiated several partnerships to build a network of TDRs in Canada. 4   1   3 3   2 3 2,7 6
Canadian content producers and memory institutions are using standards, tools and guidance developed by LAC and its partners to influence digital asset creation, packaging, transfer and curation. 3   2   3 3   3 3 2,8 6
A strategic digitization plan for access and preservation guides LAC as it undertakes a large scale digitization program on an annual basis. 1       2 3   4 2 2,4 5
Canadians use an LAC website that is easy to use, integrated, dynamic, and supports citizen dialogue. 2       2 3     3 2,5 4
Canadians can carry out online end-to-end transactions with LAC, including requesting copies or loans and consulting an expert. 2   2   3 3   2 2 2,3 6
Users can contribute to LAC metadata and website and can personalize their experience of LAC. 2   2   3 3   4 2 2,7 6
LAC's analogue collection is better managed through strategic use of IT. 4       3 3   2 2 2,8 5
Overall average : 2,7
2. LAC will increase the relevance and accessibility of LAC collections and expertise to Canadians outside the National Capital Region.
Realign and implement the program strategy (Rimmer).     2           4 3,0 2
Realign and implement the genealogy strategy (Rimmer, Bruce). 5       5       4 4,7 3
Develop and implement an institutional plan to follow up on the multi-cultural consultations (Berrigan).                 3 3,0 1
Work with networks to enhance delivery of the learning and genealogy strategies (Rimmer, Bruce, and Berrigan). 3                 3,0 1
Optimize the role of government record centres to support preservation and access (Caron, Parent, and Rimmer). 4         3     1 2,7 3
Develop partnerships with reference libraries to make LAC collection accessible. (Rimmer, Parent). 4         1     3 2,7 3
Overall average : 3,2
Results                      
Genealogy on line has opened the door to more Canadians knowing and using the LAC. 5       3 3     4 3,8 4
Whether in a mediated fashion or directly, the LAC collection is often used by Canadians. 5       4 3     3 3,8 4
LAC has an institution wide approach to making its collection relevant to multi-cultural and aboriginal groups. 2       3 2       2,3 3
LAC and its partners have increased capacity to work together to increase access and awareness. 4   2   3 2       2,8 4
Teachers and students are frequent users of LAC collections, products and services. 4       3 2       3,0 3
Overall average: 3,1
3. LAC will focus its role in GoC Information Management on the development of effective record keeping.
LAC will lead the development of an action plan out of the ADM's round-tables and participate in its implementation (Caron). 5 5 4   4   5   4 4,5 6
Develop a methodology to enable departments to identify records of business value (Caron). 4 4 4   4   4   4 4,0 6
Begin the implementation of a new storage model for legacy records of GoC (Caron, Parent, and Rimmer). 5 4 3   3 3 4   4 3,7 7
Develop and consult (GoC and beyond) draft functional specifications for digital record keeping (Caron).   4         4   4 4,0 3
Overall average: 4,1
Results                      
Government departments have methodology & processes in place to identify records of business value. 4 4     4 3 4   4 3,8 6
Government departments are committed to implementing record keeping. 5 5     3 3 5   4 4,2 6
Working with others, LAC has built a regulatory regime for record keeping in GoC. 5 4     4 4 4   4 4,2 6
LAC has standards, tool and incentives to encourage a culture of record keeping in government. 4 4     4 4 4     4,0 5
A GoC action plan to develop a TDR for records of long term business value is ready for implementation. 1 3     4 3 3   3 2,8 6
LAC is acting on a plan for the management and destruction of legacy business records of GoC. 4 4     4 3 4     3,8 5
Government departments are using the functional specifications for digital record keeping issued by LAC.   3     3 3 3     3,0 4
LAC is embedded in the Management of Government Information Policy. 5 5     4 4 5     4,6 5
Overall average: 3,8
4. LAC will make systematic use of collaborative arrangements and will increasingly deliver on its mandate through or with others.
Develop a partnership policy and framework (including model agreements, procedures, guidelines, competencies required, etc) and assess present situation and analyze results (Berrigan, Levick). 4   3 4 3       4 3,6 5
Set up a working group to design and build new capacity and infrastructure for systematic use of partnerships (Berrigan, Levick).       2 3       4 3,0 3
Implement scalable pilot-projects using stakeholders and users to generate metadata (Parent, Rimmer). 4 4   3 2 2 4   4 3,3 7
Consult with federal partners (Berrigan, Caron, and Parent). 4     3 2 2     4 3,0 5
Initiate pilot projects to work in partnership on acquisition, preservation, access and/or making known projects, including creators, memory institutions or user groups as appropriate (Parent, Rimmer). 3     2   2       2,3 3
Overall average: 3,0
Results                      
LAC has necessary infrastructure to negotiate and manage successful partnerships (knowledge of strengths/weaknesses of current LAC partnership practices). 4     3 4 3     4 3,6 5
Increased and more effective delivery of program and services through collaborative arrangements. 4       3 3     2 3,0 4
An increasing amount of descriptions is provided by stakeholders and users. 3       4 3     3 3,3 4
Agreement among federal partners for shared storage facility. 4 4   4 4 2 4   3 3,6 7
LAC has developed a partnership with stakeholders to preserve digital documentary heritage. 2     3 3 3     3 2,8 5
LAC has collaborative arrangements with government departments that facilitate record keeping. 5 4   4 4 4 4   4 4,1 7
Overall average: 3,4
5. LAC will ensure citizen/client research and evaluation results are built into management decision making
Set up a working group to design and build the new capacity (Rimmer, Levick, and Caron). 5     4 5         4,7 3
Develop the capacity for citizen research and user evaluation (Rimmer, Levick). 5     4 4         4,3 3
Develop a workplan to do market segmentation analysis of LAC users and potential users (Levick). 5     4 3         4,0 3
Test or pilot a mechanism to conduct client research (Rimmer, Levick). 3     4 4         3,7 3
Set up a working group to develop solutions for interface with government clients (Caron, Parent, and Rimmer). 2 2   4 4 2 2     2,7 6
Establish an external user advisory group for on-going consultation (Rimmer, Berrigan). 5     4 5 5     3 4,4 5
Identify ways to work with other cultural memory institutions to develop and share knowledge of user needs (Rimmer, Berrigan). 1       2         1,5 2
Overall average: 3,6
Results                      
LAC has a sophisticated understanding of our clients or potential clients, and their needs, making possible a market segmentation analysis of users; LAC also knows what gaps exist and what synergies are possible. 1     3 2 3     3 2,4 5
Service standards adjusted to reflect market segmentation are created to get a baseline, leading to enhanced performance reporting. 2     3 2 3     3 2,6 5
LAC has moved to a pro-active (and away from a reactive) service model. 2 3   3 3 3 3   3 2,9 7
Citizen research and user evaluation informs and shapes the delivery of the LAC mandate. 2     3 3 2       2,5 4
Clients believe that LAC listens, knows and acts on their needs. 3     2 3 3     2 2,6 5
LAC management uses citizen research and user evaluation information effectively to make decisions as a GoC institution. 2     2 3 3       2,5 4
Overall average: 2,6

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