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Special library study indicates over $5 return for every $1 invested

Posted by CLA Govt Library and Info Mgmt Professionals Network on 2014/04/15

Wednesday 2 April 2014 – A study released today which suggests law firms, government departments, associations and other organisations involved with special libraries gain over $5 in return for every $1 they invest in special libraries.

The Australian Law Library Association, Health Libraries Inc (HLInc), Health Libraries Australia (ALIA HLA, a national group of the Australian Library and Information Association) and the Australian Library and Information Association commissioned award-winning firm SGS Economics and Planning to survey special libraries across the nation and from this to assess the return on the annual investment in these services to their organisations.

ALIA Executive Director Sue McKerracher said, ‘Working in the library and information sector, we all recognise the value of special libraries. What is exciting about this report is that an independent firm of economists has been able to put a figure on the value—and that figure is five times the original investment’.

The indicative finding of $5.43 for every $1 invested is likely to be even higher. SGS assessed the benefits provided directly to special library users, including time saved and value of ‘out-of-pocket’ expenses such as journal subscriptions. However, the user focus of the study omitted the return on investment in terms of client outcomes, and SGS said ‘it is highly likely that the benefits of industry libraries outweigh their costs considerably’.

The full report Putting a value on priceless: An independent assessment of the return on investment of special libraries in Australia can be downloaded here.

Posted in Research | Leave a Comment »

Biography of Guy Berthiaume

Posted by CLA Govt Library and Info Mgmt Professionals Network on 2014/04/14

Guy Berthiaume has been the CEO of the Bibliothèque et Archives nationales du Québec since June 22, 2009. The Montrealer earned his doctorate in Greek history at the Université Paris VIII in 1976, after a master degree in history from the Université Laval (1973) and an honours BA in history at the Université du Québec à Montréal (UQAM) (1972).

The first 20 years of his professional life were dedicated to research administration. After five years at the Université de Montréal, he joined the Fonds FCAC (which eventually became the Fonds FCAR), an organization created by the Quebec government in 1981 to support university research. In 1984, he moved to UQAM as assistant director of the Research and Creation Service, where he remained until 1987, when he became the assistant to the vice-rector of teaching and research.

In 1989, at the invitation of University President Claude Corbo, he became the vice CEO of the UQAM Foundation, the university’s fundraising organization. Over the next seven years, under his direction, the Foundation raised over $31 million.

From 1996 to 1998, he was a professor in the UQAM history department, which gave him the opportunity to develop a class that was taught in southern Italy and Sicily. After a year at the helm of the Partnership Development Bureau (1999), he was selected in 2000 to be the director of the Canadian Students’ House at the Cité internationale universitaire de Paris.

In 2002, he was recruited by the Université de Montréal to become assistant vice-rector and chief of staff for Rector Robert Lacroix. In March 2003, he was named vice-rector of development and public affairs, a position he continued to hold during the rectorship of Luc Vinet, starting in June 2005.

August 2008 marked his return to UQAM, where he held the position of vice-rector of research and creation on Rector Claude Corbo’s new team. In this role he was responsible for the development of scientific and artistic activities at UQAM, as well as international relations.

Source: http://www.trudeaufoundation.ca/en/community/guy-berthiaume

Guy Berthiaume is a Chevalier in the Ordre des Palmes académiques de la République française. He received the Dan Chase award from the Canadian Association of University Research Administrator in 2000 and the Centre Jacques Cartier medal in 2007.

Posted in Library and Archives Canada, People | Leave a Comment »

Guy Berthiaume appointed as Librarian and Archivist of Canada

Posted by CLA Govt Library and Info Mgmt Professionals Network on 2014/04/14

April 14, 2014 – Gatineau – Canadian Heritage

Minister of Canadian Heritage and Official Languages Shelly Glover today announced the appointment of Guy Berthiaume as Librarian and Archivist of Canada for a term of five years, effective June 23, 2014.

Quick Facts

  • Dr. Berthiaume has been President and Chief Executive Officer of the Bibliothèque et Archives nationales du Québec since 2009. Before this, he spent thirty years as a senior university administrator.
  • He has published a number of articles and has served on the boards and committees of numerous organizations.
  • A recipient of the Queen Elizabeth II Diamond Jubilee Medal, Dr. Berthiaume holds a doctorate in history from the École pratique des hautes études and the Université de Paris VIII, a Master of Arts degree from the Université Laval in Québec City and a Bachelor of Arts degree from the Université du Québec à Montréal.
  • Library and Archives Canada is an innovative knowledge institution responsible for acquiring and preserving Canada’s documentary heritage in all its forms and for providing all Canadians with easy, one-stop access to the texts, photographs, and other documents that reflect their cultural, social, and political development.

Quotes

“Having a person of Dr. Berthiaume’s calibre leading Library and Archives Canada will be a solid asset to the organization. His extensive experience in the management of large cultural organizations and his strong leadership are important qualifications for this position.”

—Shelly Glover, Minister of Canadian Heritage and Official Languages

Posted in Library and Archives Canada | Leave a Comment »

Top 10 Strategic Technology Trends for Smart Government

Posted by CLA Govt Library and Info Mgmt Professionals Network on 2014/04/14

The Nexus of Forces, which is the convergence of four powerful forces: social, mobile, cloud and information, is driving innovation in the government sector, according to Gartner, Inc.

Gartner analysts highlighted the top 10 strategic technology trends for smart government at the recent Gartner Symposium/ITxpo, which was held in Dubai April 1-3.

The 10 strategic technology trends for smart government include:

Personal Mobile Workplace

Regardless of how well government IT organizations try to categorize the types of devices, applications and interaction styles by user role, they will inevitably miss the fact that on any device, personal use will creep into professional use. Government IT organizations may have an illusion of control by either providing and managing those devices or issuing well-articulated policies to allow and manage employee-owned devices. However, the reality is that employees, depending on demographics, personal preferences and pressure to improve performance, can decide how much they want to use corporate information and applications versus personal information and applications.

Mobile Citizen Engagement

Several inquiries with Gartner government clients reveal an interest in providing citizen-facing services using mobile devices, as well as leveraging social software functionalities. This interest is driven by a combination of pressure coming from the political leadership and from opportunities that new technologies present. The suitability of government services to be delivered over a mobile channel depends on a combination of demographics, frequency and recurrence of use, immediacy and urgency of use, potential level of automation, relevance of location information for service delivery, and how compelling the use of the service is.

Big Data and Actionable Analytics

Big data continues to present government with information management and processing issues that exceed the capability of traditional IT to support the use of information assets. Existing practices that selectively evaluate which data should be integrated are being challenged by the realization that all data can be integrated with technologies that are specifically developed to do so. The adoption of big data concepts and initiatives in the public sector varies widely among jurisdictions and, to date, is limited to specific use cases such as fraud, waste and abuse detection; enhanced security capabilities; public health surveillance; healthcare management; or combining data from IT and operational technology (OT) applications to enhance security monitoring or increase situational awareness. Governments are searching for ways to use big data to gain business process efficiencies and reduce costs, but are having limited success.

Cost Effective Open Data

Many tend to equate open data with public data, However data can be defined as open when it is machine-readable and is accessible through an API. This can apply to potentially any data that needs to be processed: whether it be public, discoverable through Freedom of Information Act requests, or restricted for use by a particulat government agency This leads to new ways of mashing up data coming from different sources as well as the ability to build new services and processes based on open data. Governments become both providers of open data to each other and to the public at large (the latter just for public data) and consumers of open data coming from other parts of government as well as from businesses, NGOs and citizen communities.

Citizen Managed Data

Citizen data vaults are services that provide data subjects with the ability to access their data outside the context of a particular government transaction, allowing them much-finer-grained control over when and how data can be accessed, and by whom, within the relevant legal framework that they are subject to. Citizen data vaults offer significant potential benefits in meeting Internet users’ evolving expectations, providing more transparent control of individual privacy rights on electronic data, easing the task of integrating different government services, and creating conditions for the creation of value-added services from commercial, nonprofit and peer-to-peer organizations (such as social networks). On the other hand, there are significant challenges to overcome, such as interoperability, latency issues, data availability and reliability, credibility and security issues, and the size and complexity of healthcare and other target areas.

Hybrid IT and Cloud

Governments worldwide continue to pursue both public and private types of cloud services, but the focus is shifting from developing internal cloud services to allowing agencies to purchase commercially provided but governmentally restricted services. For example, government clouds from vendors such as Google and Microsoft have shifted email service in a number of agencies from public to government clouds. Meanwhile, more-open public clouds are being emphasized in several countries mostly for non-critical CRM-like applications. The main objectives pushing cloud adoption have been cost reduction, speed of procurement and deployment, and responsiveness to regulations and needs for cost cutting. The public cloud is also gaining momentum as governments seek savings via consolidated procurement.

Internet of Things
The Internet is expanding beyond PCs and mobile devices into enterprise assets such as field equipment, and consumer items such as cars and televisions. Governments, as well as most enterprises and technology vendors, have yet to explore the possibilities of an expanded Internet and are not operationally or organizationally ready. Smart city plans in several jurisdictions aim at exploring the ability to process huge masses of data coming from devices such as video cameras, parking sensors, air quality monitors and so forth to help local governments achieve goals in terms of increased public safety, improved environment, better quality of life.

Cross Domain Interoperability

Smart government initiatives depend on interoperable information, data obtained from external as well as internal sources, and processing and delivery networks that effectively integrate planning, performance analysis and business operations. To obtain economies of scale, governments have long sought to standardize and consolidate assets and processes. To date, the results have been mixed. Whole-of-government enterprise architecture programs have often failed to maintain momentum over budget cycles or changes in administration. It is important to focus on scalable interoperability, a “just enough” approach to standards and architecture that delivers immediate business value as measured by narrowly defined, high-priority use cases.

BPM for Case Management

There isn’t one market for case management because all cases are not the same. Gartner distinguishes two types of cases. In decision-centric cases, the purpose of the work effort is to make a decision about rights, entitlements, payments, enrollment, priorities, risk or some other high-impact outcome. In investigative cases, the outcome is uncertain; the purpose of the work effort is to identify interaction patterns among data. When the case is created, it often has very little data and structure. As the investigation progresses, data is added and patterns begin to appear. Fraud detection and criminal investigations are leading examples of this type. Both decision-centric and investigative cases have a heavy dependence on semi-structured and unstructured information. Two dimensions — workflow and data type — have brought BPMS and ECM vendors into this emerging market.

Gamification for Engagement

Gamification can be used by government to motivate interactions with citizens or to achieve more meaningful levels of engagement with employees. Humans are “hard-wired” to enjoy games and have a natural tendency to engage when interactions are framed in a game construct. Gamification for government services, applications and processes can increase user interactivity and change behavior, resulting in greater engagement. Citizens or employees who can have fun are more likely to change behavior, for example, NASA Moonbase Alpha simulates lunar exploration to stimulate teamwork by using a variety of tools, including a lunar rover. However, governments planning to leverage gamification must clearly understand the target audience they intend to engage, what behaviors they want to change, what motivates the audience and maintains their engagement, and how success will be measured.

Source: http://www.gartner.com/newsroom/id/2707617

Posted in Technology, Trends | Leave a Comment »

Call for Distinguished and Honourary Alumni Award Nominations – uAlberta Library and Information Studies Alumni Association

Posted by CLA Govt Library and Info Mgmt Professionals Network on 2014/04/11

The University of Alberta Library and Information Studies Alumni Association (LISAA) invites nominations year-round for the awards of Distinguished Alumni and Honorary Alumni.  The deadline for 2014 nominations is June 30, 2014.

In the past we have honoured many distinguished contributors to the profession, both those who graduated from the School of Library and Information Studies (SLIS) at U of A and those who received their education elsewhere. If there is someone who you feel has made a difference in the library field, please consider nominating him or her for one of these awards.

Nominations shall consist of the candidate’s names and current contact information, and a description of why the candidate is distinguished (2 pages or less).

1. The LISAA Distinguished Alumni Award is awarded to graduates of the University of Alberta’s School of Library and Information Studies who have made a significant contribution to any or all of the following:

  • the library profession
  • the School of Library and Information Studies at the University of Alberta
  • the advancement of knowledge

2. The LISAA Honorary Alumni Award is awarded to recipients who are not graduates of the University of Alberta’s School of Library and Information Studies who have made a significant contribution to any or all of the following:

  • the library profession
  • the School of Library and Information Studies at the University of Alberta
  • the advancement of knowledge

Please send nominations to dale.storie@ualberta.ca.  The deadline for nominations is June 30th, 2014, and the recipient(s) will be honoured at the LISAA annual Celebration Brunch on Saturday, September 21st, 2014 at SLIS. Watch for more details about this upcoming University of Alberta Alumni Weekend event.

Any LISAA member in good standing can make nominations for both awards.  If you don’t have a current membership, print one off and send to the SLIS office: http://www.slis.ualberta.ca/en/ContactUs.aspx

For membership information, or for any other questions, email dale.storie@ualberta.ca.

Thank you,
Dale Storie
LISAA Past-President

Posted in uAlberta SLIS | Leave a Comment »

13 Questions With… Chantal Lareau

Posted by CLA Govt Library and Info Mgmt Professionals Network on 2014/04/06

Chantal Lareau

IM Policy Analyst, Treasury Board of Canada Secretariat

Photo of Chantal Lareau

A hero who has inspired you in your career?

I was incredibly lucky to have two amazing parents that modelled for me the importance of doing something you love, and doing it well.

The first job you ever held and at what age?

I started babysitting at 12, but my first ‘real’ job was as a drive through cashier (Welcome to Burger King! Can I take your order?).

Your first position in the library and/or information services field?

I had a great position as an FSWEP student with Transport Canada for two summers helping organize and import into RDIMS the historical repair plans for their fleet of planes and helicopters.

Coolest thing in your cubicle or office?

My Angry Bird plush.

What is your guilty pleasure?

Grey’s Anatomy. It’s been ten seasons, I can’t give up on it now!

Career advice – what’s your top tip?

Make friends. The IM community is filled with such fantastic people and I can’t even recall the number of times that I was able to accomplish a task more quickly or more completely by simply giving someone a call. By the same token I would also say make sure to pay it forward and when a colleague calls for help support them as best you can.

What useless skill(s) do you possess?

My vast knowledge of television and film makes me kind of a wiz at Six degrees of Kevin Bacon.

Proudest moment in your professional life?

There are so many things that come to mind here, but I think ultimately I would love to reflect back on my career 30 years from now and be most proud of the big picture that my achievements, large and small, have created.

If you had 24 hours all to yourself, how would you best like to spend it?

Sleeping, making horrible food choices (cereal for dinner is perfectly acceptable right?), and catching up on television shows (*cough* Grey’s Anatomy).

If you didn’t work in the information industry, what would you be doing?

Teaching. I love working with kids, they are always surprising you.

Finish this sentence: “In high school, I would have been voted the person most likely to … “

Have their printing turned into a font (I may or may not have been SUPER neat printer….).

How do you stay current in your field?

Don’t be a fool, stay in school. Training opportunities are a great way to expand both your skill set and your network.

What would you like your headstone to read?

That’s all folks!

Posted in 13 Questions, People | Leave a Comment »

Preconference Announcement: Collections Hackfest!

Posted by CLA Govt Library and Info Mgmt Professionals Network on 2014/03/17

Please consider joining us at the Canadian Library Association (CLA) Conference in Victoria for our first ever Collections Hackfest!

Have you ever had a burning collections issue you wished you had the time and resources to tackle?

At this year’s CLA Collections Preconference, our Collections Hackfest, we want to give you the opportunity to do just that: identify, analyze and solve real-world problems.

But to make it work, we need your help:

I’d love to help!  What can I do?

  1. Answer our brief (2 question!) survey
  2. Register for the preconference

What are you going to do with my suggestions?

Hand some of the most representative case studies over to the crowd (participants) and an interactive panel of experts to study, discuss, and offer up solutions.  We’ll let all registrants know what the issues under discussion will be before the date of the preconference.

Experts?  What experts?

Help us decide!  Based on the cases selected for study, we will bring in experts to help figure out the options.  Need someone well-versed in survey design?  A computer programmer? An ILS whiz? Answer our survey so we can track down the people who will help you most!

I don’t really have any burning collections problems, but this sounds like fun!  How can I participate?

Sign up for the preconference to become part of someone else’s solution, meet new people, and have a great time!

I have a question.  Who can I contact?

Contact the organizers.  We’d be happy to help!

Organized by the CLA Collection Development and Management Network

Posted in Conference 2014 | Leave a Comment »

13 Questions With… Debra Power

Posted by CLA Govt Library and Info Mgmt Professionals Network on 2014/03/11

Debra Power

Senior IM Analyst, Cogniva Information Solutions

Photo of Debra Power

A hero who has inspired you in your career?

I don’t really have a hero, but I have a number of female executives that have inspired me during my career: Lynn Kauffman previous VP PCDocs, Carina Vani Director CGI, and Darlene Kelly COO/CFO Teramach.

The first job you ever held and at what age?

Sold programs and 50/50 tickets at Junior Hockey games here in Ottawa.

Your first position in the library and/or information services field?

I worked to develop a library database for House of Commons Program Review.

Coolest thing in your cubicle or office?

The group of IM Analysts that are super young and have the coolest (and to me the funniest) conversations!

What is your guilty pleasure?

I read totally non work related novels.

Career advice – what’s your top tip?

Look people directly in the eyes when you are delivering good and or bad news.

What useless skill(s) do you possess?

I memorize licence plates. Seriously I have the ability to recall plates.

Proudest moment in your professional life?

Early at CGI two members of my team received awards while I was mentoring them.

If you had 24 hours all to yourself, how would you best like to spend it?

Walk my dog, go to yoga class, take a long bath, drink a glass of white wine (preferably Kim Crawford), read a non-work novel, walk my dog again, and, finally, watch NCIS, then go to bed.

If you didn’t work in the information industry, what would you be doing?

Teaching Yoga and be a personal trainer.

Finish this sentence: “In high school, I would have been voted the person most likely to … “

…be a lawyer.

How do you stay current in your field?

Read and speak to my colleagues. They are the best source of information.

What would you like your headstone to read?

Loyal, Friendly, and mean when needed!

Posted in 13 Questions, People | Leave a Comment »

Highlights from Library and Archives Canada’s 2014-15 Report on Plans and Priorities

Posted by CLA Govt Library and Info Mgmt Professionals Network on 2014/03/09

On March 6, 2014, Tony Clement, President of the Treasury Board, tabled the 2014-15 Reports on Plans and Priorities for 92 government departments and agencies, including Library and Archives Canada (LAC).

Below are some highlights from Library and Archives Canada’s 2014-15 Report on Plans and Priorities, notably LAC’s priorities for the fiscal year and the planned key activities for each program.

Organizational Priorities

In recent years, LAC has taken advantage of the opportunities for innovation created by the rapid growth in digital technologies to refocus on its mandate, clarify how it wants to deliver on that mandate, and identify the best means and strategies for doing so. 2013–14 was an intense period of implementing the strategies developed in previous years. LAC developed new policy frameworks to guide its operations.

In 2014–15, LAC will continue to innovate and will consolidate its approach in order to provide even more tangible results for Canadians. LAC intends to leverage the concrete actions that have been taken in recent years to keep up with the rate of growth demanded by technological and societal evolution. To help with this and to contribute to the ongoing improvement of the institution, progress will be monitored on a regular basis by means of a series of performance indicators and a corporate project management office.

LAC is focusing on the commitments set out in its Business Plan 2013–2016 and in the Report on Plans and Priorities (RPP) 2013-14, and on the achievement of the following priorities:

  1. Acquire information resources that represent Canadian society;
  2. Improve documentary heritage preservation in analogue and digital formats;
  3. Offer quality services to Canadians and ensure access to as much content as possible using digital technologies;
  4. Adopt a more collaborative approach with documentary heritage communities in order to carry out LAC’s mandate;
  5. Develop the infrastructure and the strategies required to ensure documentary heritage management in the 21st century.

Organizational Priority 1: Acquire information resources that represent Canadian society.

Why is this a priority?

LAC has a new approach to evaluating and acquiring information resources that enables it to thoroughly document Canadian society. The framework for this new approach was defined in 2012–13, and the main components were implemented in 2013–14. LAC is now able to proactively identify records of national interest that it would like to acquire, regardless of their form or source.

More specifically, with regard to the management and acquisition of government information resources, LAC is continuing to implement the Government of Canada’s Directive on Recordkeeping through its Disposition and Recordkeeping Program. The purpose of this program is to give federal departments and agencies the disposition tools they need to identify and manage their records of business value. This also enables LAC to acquire government information resources that are of enduring value to Canadians.

Plans for meeting this priority

  • Acquire documentary heritage that is relevant to Canadians.
  • Put in place service standards for all evaluation and acquisition activities in order to maintain high quality standards for the services offered to creators, donors and departments.
  • Continue to develop and implement the technological infrastructure that will enable LAC to acquire digital content.
  • Work with federal government institutions to help them manage their information effectively and to facilitate the transfer of information resources of enduring value to LAC.

Organizational Priority 2: Improve documentary heritage preservation in analogue and digital formats.

Why is this a priority?

LAC manages both its analogue and digital holdings in an integrated fashion. This means that, instead of one digital collection and one analogue collection, there is a single collection accessible in a variety of formats.

Given the numerous challenges, such as the fragility of certain older formats and the gradual disappearance of technologies previously used to access content, LAC must use various techniques and strategies to preserve the integrity of the content for which it is responsible. LAC uses restoration, environmental controls for storage, migration to durable media and, increasingly, digitization. The purpose of using these methods is to preserve access to LAC’s holdings for current and future generations.

Plans for meeting this priority

  • Continue to implement the multi-year strategy for migrating at-risk audiovisual recordings in order to preserve their content.
  • Continue to digitize LAC’s holdings by making full use of its own capacity and by leveraging partners’ capacity to preserve and make accessible even more digital content.
  • Complete the transfer of analogue material relating to the Second World War and part of the published heritage collection to the new high-density storage facility.

Organizational Priority 3: Offer quality services to Canadians and ensure access to as much content as possible using digital technologies.

Why is this a priority?

In a digital world where expectations regarding access to holdings are high, LAC will increase its efforts to ensure the best possible access to its information resources and will consolidate its services so that they remain relevant and responsive to the needs of its clients. This involves two key activities: digitizing and describing content.

Digital technologies greatly multiply access to documentary heritage because, regardless of where they are located, users have access to content at their convenience. To be accessible in digital format, analogue content must first be digitized and then described, and must be exempt from any access restrictions.

Plans for meeting this priority

  • Increase access to documentary heritage nationally through digitization initiatives and collaborative exhibitions, increased online content and search tools, and renewed services that facilitate access.
  • Digitize 640,000 service records of the Canadian Expeditionary Force in order to contribute to the commemoration of the First World War, while laying the foundation for LAC’s contribution to the Government of Canada’s Commemoration Events agenda.
  • Provide direct support to the Truth and Reconciliation Commission (TRC) by providing specialized work areas and reference and consultation services to make it easier to search for and consult documents useful to the Commission’s work.
  • Renew the National Union Catalogue (NUC) so that this critical resource for Canadian libraries, which contains over 25 million bibliographic records, can leverage new technological advances and fully meet clients’ needs.

Organizational Priority 4: Adopt a more collaborative approach with documentary heritage communities in order to carry out LAC’s mandate.

Why is this a priority?

LAC and other memory institutions such as libraries, archives, museums and other similar organizations are taking advantage of innovative ways of doing business to meet the needs of Canadians. LAC is working with its partners and interested communities by sharing information, discussing common issues, and making use of each other’s strengths.

Plans for meeting this priority

  • Implement a policy on collaboration that can be used in developing collaborative agreements on the sharing of resources, risks and benefits.
  • Continue working with communities of practice to discuss strategic issues and research matters and to define the competencies of tomorrow, in particular in the area of digital documentary heritage management.
  • Contribute to the Government of Canada’s initiatives to commemorate the centenary of the start of the First World War in 1914, and to celebrate the 150th anniversary of Canadian Confederation in 2017.

Organizational Priority 5: Develop the infrastructure and the strategies required to ensure documentary heritage management in the 21st century.

Why is this a priority?

To manage documentary heritage in the 21st century, LAC must automate a number of operations and make increased use of digital technologies. For this reason, the digital transformation that LAC has undertaken in recent years needs the support of appropriate infrastructure and tools.

Despite the increased use of digital technologies, LAC’s information resources are for the most part in analogue format. When placed end to end, this part of the collection represents nearly 460 linear kilometres. To respond to growing expectations and the need to optimize resources, LAC must find innovative solutions in order to ensure sustainable management of the spaces used to preserve information resources.

Plans for meeting this priority

  • Continue the development and implementation of technological infrastructure so that LAC’s key business processes (from acquiring content to accessing it) are managed in an integrated manner in a digital environment.
  • Continue the development of a long-term infrastructure strategy in order to meet future requirements for space and the use of information resources.
  • Continue to regularly monitor the implementation of key projects and operational performance by means of performance indicators, rigorous project management, and effective internal governance.

Risks

In its corporate risk profile, LAC has identified four strategic risks that could have a direct impact on the institution’s ability to achieve its mandate. These four risks, and the proposed mitigation strategies, are as follows:

Risk 1: That documentary heritage of national interest is not acquired

Risk Response Strategy:

  • Apply a new approach to evaluation and acquisition that is based on a policy framework and a variety of instruments that offer objective criteria and a clear procedure for determining what should be acquired to document Canadian society.
  • Automate research methods for identifying relevant current topics that should be documented.
  • Collaborate with documentary heritage institutions to discuss which institution is best suited for acquiring certain content, according to each institution’s mandate.

Risk 2: That documentary heritage is not preserved for future generations

Risk Response Strategy:

  • Develop and implement a stewardship policy framework and a suite of related policy instruments.
  • Store as much of the collection as possible in locations that offer suitable preservation conditions.
  • Develop the physical and technological infrastructure needed for the sustainable management of LAC’s collection.
  • Implement the strategy for migrating at-risk audiovisual recordings to new durable formats.
  • Digitize information resources (including motion pictures) in order to create digital master copies.
  • Collaborate with partners to support the digitization process.
  • Maintain specialized expertise in the treatment and handling of information resources preserved by LAC in various formats.

Risk 3: That documentary heritage is not accessible to Canadians

Risk Response Strategy:

  • Complete and implement the access policy framework and related policy instruments to ensure the availability, accessibility and searchability of documentary heritage.
  • Continue to implement the content digitization strategy by focusing on the digitization of the most frequently requested documents.
  • Continue the digitization project being carried out in partnership with Canadiana to digitize and post online nearly 40 million images.
  • Continue the digitization project being carried out with Ancestry to digitize nearly 1.3 million images.
  • Add new databases and improve existing ones in order to increase the amount of searchable information having to do with the history of immigration and cultural communities in Canada.
  • Continue to share content on LAC’s social network sites, namely through blogs, podcasts, Flickr, Facebook and Twitter, to reach a maximum number of clients and to make the collection available through a wide range of channels.
  • Develop new online resources and update existing ones on the First World War (including databases, guides and digital content) so that participants in the Lest We Forget Project and other researchers have better access to information about the soldiers who fought in that war.
  • Develop new online resources and update existing ones on Aboriginal heritage (such as research assistance tools that provide historical and geographic information about the various bands or communities and about the treaties).
  • Produce searchable bibliographic records for 20,000 historical publications.
  • Continue with the renewal of the AMICUS database, a free catalogue that provides access to the holdings of hundreds of libraries across Canada.

Risk 4: That Government of Canada information resources are not managed appropriately

Risk Response Strategy:

  • Implement the Disposition and Recordkeeping Program.
  • Develop comprehensive disposition coverage for the departments subject to the Library and Archives of Canada Act.
  • Develop generic recordkeeping tools.
  • Provide advice and guidance to departments.
  • Work with the central agencies to develop and implement recordkeeping tools.

Planning Highlights by Strategic Outcomes and Programs

Strategic Outcome 1: Current government information is managed to support government accountability

Program 1.2: Collaboration in the management of government records

In 2014–15, LAC will continue to implement its Disposition and Recordkeeping Program within the federal government. LAC will continue to develop recordkeeping tools and provide federal institutions with disposition instruments, advice and guidance to enable them to implement sound disposition and recordkeeping practices so that they are better able to manage their information resources of business value.

Key Activities for 2014-15:

  • Evaluate and roll out disposition instruments so as to provide, by 2016, comprehensive disposition coverage to the 297 federal institutions that are subject to the Library and Archives of Canada Act. Pursue negotiations with federal institutions that are not subject to the Library and Archives of Canada Act in order to ensure sound recordkeeping.
  • Continue to implement the new storage model for government information resources, through which LAC works with departments and agencies to help them dispose of their records of business value that are stored in the regional centres. In 2014–15, the focus will be on moving the post-war (post-1945) personnel records of Canadian Forces members to the regional service centre in Winnipeg.
  • Pursue dialogue with the network of federal government libraries in the context of LAC’s efforts to clarify its coordination role and review the services it provides.
  • Take a leadership role in government‑wide recordkeeping and information management initiatives, such as:
    • The Truth and Reconciliation Commission of Canada: LAC has the mandate to assist in the identification of government archival records that are deemed relevant to supporting the mandate of the Commission.
    • Canada’s Action Plan on Open Government: To provide quicker access to the material it acquires, LAC has added a clause to each new disposition authority whereby departments and agencies are to transfer their records of enduring value only once they are fully open and accessible.
    • The Arctic Council: The Council is an international organization composed of eight member countries, including Canada, which has assumed chairmanship from 2013 to 2015. LAC will pursue the launch of an archival system for standard records that will improve management and access to these records.

Strategic Outcome 2: Canada’s continuing memory is documented and accessible to current and future generations

Program 2.1: Documentation of Canadian society

In 2014–15, LAC will continue to apply its approach to the evaluation and acquisition of information resources that it has been developing over the past two years to thoroughly document Canadian society. LAC will focus primarily on improving the quality of the services provided to clients (creators, donors, publishers) and to federal departments involved in all processes for the evaluation and acquisition of information resources. To achieve this objective, LAC will implement service standards that are based on a performance analysis and best practices, and will continue its efforts to complete as many acquisitions as it can that are currently in progress.

LAC will make it easier to acquire digital records by setting up new virtual portals for transferring digital content and data. This will ensure the acquisition of material of interest created on the Web in order to build a heritage collection that reflects new documentary production methods.

Key Activities for 2014-15:

  • Acquire documentary heritage that is relevant to Canadians.
  • Develop and implement service standards to ensure the quality of all processes for evaluating, acquiring and processing information resources.
  • Continue to analyze private collections in the evaluation and acquisition process.
  • Continue with web harvesting so that key events and topics of interest to Canadians are documented for current and future generations.
  • Test the tools developed for the auto-capture of websites.
  • Continue to develop and implement the technological infrastructure that will enable LAC to acquire digital content.
  • Continue to automate the societal watch function to ensure the proactive identification of issues, individuals and events that should be documented.
  • Set up a team for the evaluation, acquisition and processing of specialized media (documentary art and photography, audiovisual materials, architecture, mapping, geospatial science, stamp collecting and rare books).

Program 2.2: Stewardship of documentary heritage

LAC will continue its efforts to preserve the ever-increasing quantity of information resources recorded on various media. The institution, with the help of its partners, will maintain the high pace of its digitization efforts in order to improve access to the information resources in its possession, while at the same time ensuring that the content is preserved in a sustainable manner. To ensure sound management of all the digital data for which LAC is responsible, the institution will continue the development and implementation of its technological infrastructure.

However, a large number of the information resources in LAC’s collection are recorded in analogue format (primarily on paper). The development of the long‑term infrastructure plan will make it possible to strategically anticipate infrastructure needs. In 2014–15, LAC plans to continue to consolidate and streamline the spaces it occupies in order to store its documents in adequate conditions.

LAC will also continue to implement its audiovisual migration strategy. This ten-year strategy, which began in 2009, is intended to minimize the risk of losing at-risk audio and video formats through the creation of new master copies on durable media.

Key Activities for 2014-15:

  • Pursue mass digitization projects in collaboration with partners for microfilms and content related to the First World War.
  • Continue to implement the audiovisual migration strategy and the migration strategy for unpublished content recorded on outdated digital media (such as diskettes and floppy disks).
  • Begin development of the transition plan for the migration of motion picture films, while LAC is in the process of moving from analogue reproduction to digitization.
  • Continue to transfer part of the published heritage collection and material from the Second World War to the new high‑density storage facility in Gatineau. This new building will bring together, in a single high-tech location, information resources currently being stored in less than optimal conditions.
  • Continue efforts to finalize the trusted digital repository, designed to be an integrated digital preservation infrastructure where digital documentary heritage can be identified, gathered, managed, preserved and made accessible in the long term.

Program 2.3: Access to documentary heritage

LAC recognizes that an increasing number of Canadians are accessing content of interest to them via the Internet and information technologies. For instance, LAC’s website is among the most popular of all federal departments and agencies, with an average of 1.5 million visits per month. In addition, an average of 1.4 million searches per month are conducted of the AMICUS catalogue.

Bolstered by this trend, LAC will continue to renew its services so that its clients have access to quality services and a maximum of online content. The institution will focus on a flexible and integrated approach that privileges digital access, an increase in the quantity of content available on its site and the sites of its partners.

Key Activities for 2014-15:

  • Increase access to documentary heritage nationally through digitization initiatives and collaborative exhibitions, increased online content and search aids, and renewed services that facilitate access to information resources.
  • Contribute to the commemoration of the First World War in 2014 and the celebration of the 150th anniversary of Canadian Confederation in 2017 by digitization of 640,000 service records of the Canadian Expeditionary Force, and by highlighting other documents that illustrate Canada’s participation in the First World War.
  • Provide direct support to the Truth and Reconciliation Commission by providing specialized work areas and reference and consultation services to make it easier to search for and consult documents useful to the Commission’s work.
  • Renew the National Union Catalogue (NUC) so that this resource, which contains over 25 million bibliographic records, can leverage new technological advances and fully meet clients’ needs.

Sub-program 2.3.1: Describe and contextualize documentary heritage

To be accessible to Canadians, information resources must be searchable using LAC search tools or external search engines such as Google. LAC will continue to describe as much content as possible, as quickly and as clearly as possible, in order to facilitate searches and access. To achieve this, LAC will use, also, descriptions provided by third parties such as publishers, creators and donors.

LAC will also create new search tools and instruments, and update existing ones, in order to facilitate content searches.

Key Activities for 2014-15:

  • Develop new online resources and update existing ones on the First World War (including databases, guides and digital content) so that participants in the Lest We Forget Project and other researchers have better access to information about the soldiers who fought in that war.
  • Develop new online resources and update existing ones on Aboriginal heritage (such as research assistance tools that provide historical and geographic information about the various bands or communities and about the treaties).
  • Add new databases and improve existing ones in order to increase the amount of searchable information having to do with the history of immigration and cultural communities in Canada.
  • Continue with the renewal of the National Union Catalogue, a free catalogue that provides access to the holdings of 1,300 libraries across Canada.

Sub-program 2.3.2: Promote and make available documentary heritage

LAC is conducting digitization initiatives jointly with its partners in order to broaden access to the collection across Canada and increase the amount of online content. LAC continues to organize and take part in various exhibitions and initiatives in collaboration with stakeholders to promote the collection across Canada.

LAC is also renewing its services to facilitate access to its information resources and is providing clients with access to more content that they can consult freely. LAC intends to make it easier to consult the most popular material, online and in its public offices at 395 Wellington Street in Ottawa. Moreover, LAC will continue to create and post online digital toolkits and search tools to make it easier for clients to find information resources.

Key Activities for 2014-15:

  • Continue to implement the content digitization strategy by focusing on the digitization of the most frequently requested documents.
  • Continue the digitization projects being carried out to digitize and post online over 60 million images.
  • Continue to share content on LAC’s social network sites, namely through blogs, podcasts, Flickr, Facebook and Twitter, to reach a maximum number of clients and to make the collection available through a wide range of channels.
  • Develop new online resources and update existing ones on the First World War, Aboriginal heritage, and the 150th anniversary of Canadian Confederation.

Program 3.0: Internal Services

Internal services support the business sector in achieving its objective of serving Canadians by giving them access to the documentary heritage held by LAC.

Faced with the new expectations created by the rapid growth of digital technologies, LAC must remain at the forefront of change. The renewal of its technological infrastructure is the outcome of the reflection undertaken on how to ensure that the institution is able to fulfil its mandate as effectively and efficiently as possible in a digital environment. This new infrastructure will simplify how work is carried out by means of closer links among the various items of information about the collection.

LAC will continue to develop the policy instruments required to support its evaluation and acquisition, stewardship, and access policy frameworks, and its policy management framework. These policy instruments are vital to ensuring uniformity in the way that operations and procedures related to LAC’s mandate are conducted.

Key Activities for 2014-15:

  • Continue with the infrastructure renewal process in order to ensure sound management of LAC’s business information.
  • Continue to focus on the priorities of replacing older computer systems and developing the components of the enterprise architecture and operating model.
  • In partnership with Shared Services Canada, continue to implement the strategy designed to increase digital data management and storage capacity.
  • Comply with the Government of Canada’s information technology policies and priorities, such as the Email Transformation Initiative, the migration of the human resources management system, and the implementation of the new policy on the use of secure removable media.
  • Develop and implement a long‑term infrastructure strategy that meets space requirements for preservation and services. To that end, LAC will continue to consolidate and streamline its document storage spaces.
  • Continue to regularly follow up on the implementation of key projects and on operational performance by means of performance indicators, rigorous project management, and effective corporate governance.
  • Highlight research and work with the external research community to contribute to evidence-based decision making within LAC.
  • Continue to work towards achieving the key Blueprint 2020 objectives, as identified in the action plan and in the preliminary report submitted to the Clerk of the Privy Council.
  • Continue to implement the Treasury Board Directive on Performance Management at LAC and roll out the related tools.

Posted in Government information, Information management, Library and Archives Canada | Leave a Comment »

Information Management Priorities in the 2014-15 Reports on Plans and Priorities

Posted by CLA Govt Library and Info Mgmt Professionals Network on 2014/03/06

On March 6, 2014, Tony Clement, President of the Treasury Board, tabled the 2014-15 Reports on Plans and Priorities for 92 government departments and agencies.

In addition to providing details about the program priorities for each department and agency, the RPPs also identify priorities for their internal services.

Below are the information management related priorities as identified by individual departments and agencies.


Aboriginal Affairs and Northern Development Canada and Canadian Polar Commission

  • Continue to review and strengthen Information Management and Information Technology Governance.
  • Identify and assess opportunities for implementing and maturing Enterprise Information Architecture and Enterprise Information Management practices.

Agriculture and Agri-Food Canada

  • The Department will continue with the Government of Canada mandated E-mail Transformation Initiative preparation and readiness activities for AAFC‘s email migration, which will help in the requirement to meet the Record Keeping Directive by 2015.

Canada Border Services Agency

  • In pursuing service excellence, and by contributing to the Government of Canada Open Data Initiative, the CBSA will ensure that its public information, whether provided through the CBSA website, the Canada.ca website, traditional media, social media, or other communications means, is more accessible and streamlined to provide up-to-date, accurate and timely information for Canadians and stakeholders. By enhancing communication with the public, confidence in the Agency’s ability to administer its programs and services will be increased.
  • Strengthening information management to support business needs; using science and engineering to support a modern border services agency; and implementing an infrastructure plan for critical systems and facilities, all remain enabling priorities for 2014–15. Mitigating significant disruptions to frontline services and the resulting impact on the strength of the Canadian economy and the security of Canadians has the CBSA constantly employing intelligence, science, sophisticated analytics and information systems to ensure the most effective management of border-related risks throughout the continuum. In 2014–15, the CBSA will continue to strengthen its science and engineering services in the area of detection technology, forensics, analytics, and radio telecommunications. The CBSA will also continue to develop and implement a plan to decommission aging and legacy business applications, and assure the availability of information technology and information management business systems to optimize border operations. This activity is also part of the risk response strategy linked to the IT Systems risk and aligns with the CBSA Enterprise Risk Profile.

Canada Revenue Agency

  • In addition to the government-wide initiatives presented in this summary of the corporate business plan, we are supporting the following initiatives to deliver services more effectively and efficiently:
    • GCDOCS is the new enterprise-wide content management solution to facilitate the storing and retrieving of information provided to government and to ensure standardized electronic document and record management across the public service.

Canadian Food Inspection Agency

  • The Agency will continue with the Government of Canada mandated E-mail Transformation Initiative preparation and readiness activities for CFIA‘s email migration, which will help in the requirement to meet the Record Keeping Directive by 2015.

Canadian Heritage

  • Undertaking the modernization of Artefacts Canada, the national inventory of Canadian museum collections information on the Web, in order to offer improved search capabilities and facilitate contributions from museum
  • Completing the implementation of the Copyright Modernization Act.
  • Continuing to implement the Recordkeeping Modernization Initiative and developing strategies to strengthen information management practices, fulfilling the growing need for timely, consistent, accessible and trusted information

Canadian Human Rights Commission

  • implementing the Information Management and Record Keeping Directive to prepare the Commission for the launch of the Government of Canada’s e-office initiative;

Canadian Institutes of Health Research

  • As part of broad government commitments, CIHR will implement the following in 2014–15:
    • an electronic record and document management system;
    • the Government of Canada Email Management Initiative; and
    • first steps of an enterprise architecture program.

Canadian Intergovernmental Conference Secretariat

  • Implement the Electronic Document and Records Management System

Canadian International Trade Tribunal

  • The Tribunal will launch a new IM system for its corporate documents. The new system allows more efficient retention and disposal of documents and improves access to corporate documents. In conjunction, an awareness campaign will be conducted to enhance the adoption rate of this new system.
  • In response to users’ feedback, the Tribunal will make its Web site more accessible, relevant and user-friendly by facilitating navigation to find content related to each area of its mandate. The redesigned Web site will also feature new sections that provide recent developments and updated guidelines.

Canadian Radio-television and Telecommunications Commission

  • To build a high-performing organization, the CRTC will
    • continue to modernize information management practices
  • To support the Government of Canada’s Open Government initiative, the CRTC will take steps to provide greater public access to CRTC data.

Canadian Space Agency

  • The ongoing management of information assets and information systems created by or for the CSA in order to guarantee secured access for decision making in conformity with Canadian regulations and to assure preservation for historical purposes.

Canadian Transportation Agency

  • preserving and enhancing business-critical expertise and information

Commissioner for Federal Judicial Affairs Canada

  • FJA is pursuing implementation of the Management Action Plan of the Office of the Comptroller General Horizontal Audit on Electronic Record Keeping. Specific actions include updating the information architecture, enhancing the security of the file structure, developing a new file structure and retention schedule for records management, implementing electronic tracking and managing of correspondence and the ability to automatically store completed forms and correspondence in a pre-determined file upon completion, so as to route correspondence in a structured process and quicken the movement and retrieval of correspondence.

Employment and Social Development Canada

  • Improve information management and move towards compliance with the recordkeeping directive by 2015
    • Information and Record Management is a priority for the Department, and it will standardize its approach to information and document management as well as strengthen its approaches to privacy and the protection of its valuable information assets.
  • Continue to advance the Department’s commitment to privacy management
    • The Department remains committed to modernizing its privacy policies, processes and support functions to safeguard and protect of personal information. As part of its Privacy Renewal Action Plan, Employment and Social Development Canada privacy management priorities will include the: modernization of the Department’s Information Sharing Framework; implementation of a new Departmental Policy on Privacy Management; ongoing implementation, review, and monitoring of program-led privacy action plans; implementation of a Privacy Impact Assessment action plan; horizontal coordination and prioritization of Department-wide privacy and security initiatives; and the implementation of mandatory privacy training and privacy awareness activities.
  • In 2014–15, the Department will lead the renewal of the Government of Canada Web presence through the expansion of the Canada.ca website; the new primary site is intended to centralize all its online content. Service Canada will increase the information available on Canada.ca with the addition of Web content and the expansion of classes of information organized within the site. Additionally, efforts will continue to develop the website user experience and ensure that content is client-focused, easy to navigate and in plain language. This will support Service Canada’s objective to increase the use of the Web and provide Canadians with easy and convenient access to information about services.
  • Support the Government of Canada Action Plan on Open Government

Environment Canada

  • Advance the Department’s Data Management Program in support of government-wide initiatives for data management, open government and recordkeeping directives.
  • Transform the Department’s email systems and Web infrastructure to align with Government of Canada initiatives.
  • Promote more efficient use of available tools–including improvements to the Department’s online and social media presence–to share information more effectively with Canadians about the Department’s services and accomplishments.

Department of Finance Canada

  • The Department of Finance Canada will pursue improvements of its information management (IM) and information technology (IT) infrastructure and services to ensure that the IT platform is robust and that IM services are effective, and to allow security considerations to be managed in a manner that addresses business requirements. The Department will also define and implement its Information Management Strategy to strengthen IM practices, including electronic information management, and will work toward full implementation in 2015 of the Treasury Board Directive on Recordkeeping.

Financial Transactions and Reports Analysis Centre

  • Continue work on the implementation of the Treasury Board Record Keeping Directive by reviewing and completing retention and disposition schedules and processes for information resources of business and enduring value.

Fisheries and Oceans Canada

  • Improve information management through:
    • Continued implementation of the Directive on Recordkeeping initiative; and
    • Implementation of Shared Services Canada’s Email Transformation Initiative in support of the Government of Canada’s move towards one email system.
  • Continue to effectively manage the Department’s digital presence to ensure an integrated approach to delivering services and information to Canadians and stakeholders that are client-focussed, cost effective and will ensure a successful migration to a single Government of Canada site.

Health Canada

  • Moving to a common email platform and an upgraded desktop operating system in 2014.
  • Improving readiness to implement a Government of Canada records management system in 2015.

Immigration and Refugee Board

  • The IRB will continue to ensure that information technology and information management internal practices are aligned with Treasury Board policies and SSC support services to support the future implementation of an electronic document management system.

Infrastructure Canada

  • Ensure compliance with the Government of Canada’s Directive on Recordkeeping by March 31, 2015.

Justice Canada

  • To modernize the Department and its information practices, Justice will continue to implement its multi-year Information@Justice Vision aimed at a departmental transformation through new ways of working, focus on digital information and business processes, and facilitate and promote greater use of digital legal tools such as Justipedia, the national legal knowledge management portal.

Library and Archives Canada

  • Collaboration in the management of government records
    • Evaluate and roll out disposition instruments so as to provide, by 2016, comprehensive disposition coverage to the 297 federal institutions that are subject to the Library and Archives of Canada Act. Pursue negotiations with federal institutions that are not subject to the Library and Archives of Canada Act in order to ensure sound recordkeeping.
    • Continue to implement the new storage model for government information resources, through which LAC works with departments and agencies to help them dispose of their records of business value that are stored in the regional centres. In 2014–15, the focus will be on moving the post-war (post-1945) personnel records of Canadian Forces members to the regional service centre in Winnipeg.
    • Pursue dialogue with the network of federal government libraries in the context of LAC’s efforts to clarify its coordination role and review the services it provides.
    • Take a leadership role in government‑wide recordkeeping and information management initiatives, such as:
      • The Truth and Reconciliation Commission of Canada: LAC has the mandate to assist in the identification of government archival records that are deemed relevant to supporting the mandate of the Commission.
      • Canada’s Action Plan on Open Government: To provide quicker access to the material it acquires, LAC has added a clause to each new disposition authority whereby departments and agencies are to transfer their records of enduring value only once they are fully open and accessible.
      • The Arctic Council: The Council is an international organization composed of eight member countries, including Canada, which has assumed chairmanship from 2013 to 2015. LAC will pursue the launch of an archival system for standard records that will improve management and access to these records.
  • Documentation of Canadian Society
    • Acquire documentary heritage that is relevant to Canadians.
    • Develop and implement service standards to ensure the quality of all processes for evaluating, acquiring and processing information resources.
    • Continue to analyze private collections in the evaluation and acquisition process.
    • Continue with web harvesting so that key events and topics of interest to Canadians are documented for current and future generations.
    • Test the tools developed for the auto-capture of websites.
    • Continue to develop and implement the technological infrastructure that will enable LAC to acquire digital content.
    • Continue to automate the societal watch function to ensure the proactive identification of issues, individuals and events that should be documented.
    • Set up a team for the evaluation, acquisition and processing of specialized media (documentary art and photography, audiovisual materials, architecture, mapping, geospatial science, stamp collecting and rare books).
  • Stewardship of Documentary Heritage
    • Pursue mass digitization projects in collaboration with partners for microfilms and content related to the First World War.
    • Continue to implement the audiovisual migration strategy and the migration strategy for unpublished content recorded on outdated digital media (such as diskettes and floppy disks).
    • Begin development of the transition plan for the migration of motion picture films, while LAC is in the process of moving from analogue reproduction to digitization.
    • Continue to transfer part of the published heritage collection and material from the Second World War to the new high‑density storage facility in Gatineau. This new building will bring together, in a single high-tech location, information resources currently being stored in less than optimal conditions.
    • Continue efforts to finalize the trusted digital repository, designed to be an integrated digital preservation infrastructure where digital documentary heritage can be identified, gathered, managed, preserved and made accessible in the long term.
  • Access to Documentary Heritage
    • Increase access to documentary heritage nationally through digitization initiatives and collaborative exhibitions, increased online content and search aids, and renewed services that facilitate access to information resources.
    • Contribute to the commemoration of the First World War in 2014 and the celebration of the 150th anniversary of Canadian Confederation in 2017 by digitization of 640,000 service records of the Canadian Expeditionary Force, and by highlighting other documents that illustrate Canada’s participation in the First World War.
    • Provide direct support to the Truth and Reconciliation Commission by providing specialized work areas and reference and consultation services to make it easier to search for and consult documents useful to the Commission’s work.
    • Renew the National Union Catalogue (NUC) so that this resource, which contains over 25 million bibliographic records, can leverage new technological advances and fully meet clients’ needs.
  • Describe and contextualize documentary heritage
    • Develop new online resources and update existing ones on the First World War (including databases, guides and digital content) so that participants in the Lest We Forget Project and other researchers have better access to information about the soldiers who fought in that war.
    • Develop new online resources and update existing ones on Aboriginal heritage (such as research assistance tools that provide historical and geographic information about the various bands or communities and about the treaties).
    • Add new databases and improve existing ones in order to increase the amount of searchable information having to do with the history of immigration and cultural communities in Canada.
    • Continue with the renewal of the National Union Catalogue, a free catalogue that provides access to the holdings of 1,300 libraries across Canada.
  • Promote and make available documentary heritage
    • Continue to implement the content digitization strategy by focusing on the digitization of the most frequently requested documents.
    • Continue the digitization projects being carried out to digitize and post online over 60 million images.
    • Continue to share content on LAC’s social network sites, namely through blogs, podcasts, Flickr, Facebook and Twitter, to reach a maximum number of clients and to make the collection available through a wide range of channels.
    • Develop new online resources and update existing ones on the First World War, Aboriginal heritage, and the 150th anniversary of Canadian Confederation.
  • Internal Services
    • Continue with the infrastructure renewal process in order to ensure sound management of LAC’s business information.
    • Continue to focus on the priorities of replacing older computer systems and developing the components of the enterprise architecture and operating model.
    • In partnership with Shared Services Canada, continue to implement the strategy designed to increase digital data management and storage capacity.
    • Comply with the Government of Canada’s information technology policies and priorities, such as the Email Transformation Initiative, the migration of the human resources management system, and the implementation of the new policy on the use of secure removable media.
    • Develop and implement a long‑term infrastructure strategy that meets space requirements for preservation and services. To that end, LAC will continue to consolidate and streamline its document storage spaces.
    • Continue to regularly follow up on the implementation of key projects and on operational performance by means of performance indicators, rigorous project management, and effective corporate governance.
    • Highlight research and work with the external research community to contribute to evidence-based decision making within LAC.
    • Continue to work towards achieving the key Blueprint 2020 objectives, as identified in the action plan and in the preliminary report submitted to the Clerk of the Privy Council.
    • Continue to implement the Treasury Board Directive on Performance Management at LAC and roll out the related tools.

Military Police Complaints Commission

  • The Commission’s Internal Services will continuously find innovative ways to ensure programs and services meet the operational demands of the Complaints Resolution Program and central agency requirements. In addition, the Commission plans to review and incorporate the 2020 Blueprint throughout the organization by incorporating a sound change management process. This includes a new Enterprise Document and Records Management Solution, implementation of the Common Human Resources Business Processes, greening opportunities, etc.

National Defence

  • Continue to implement the Treasury Board Secretariat’s (TBS) Directive on Recordkeeping throughout Defence, in compliance with the initiative’s milestones;
  • Complete the transition of applicable services to Shared Services Canada during FY 2014-15; and
  • Continue to implement Enterprise Web Content Management in accordance with TBS milestones to ensure the Department is aligned with the Government of Canada web renewal initiative. In FY 2014-15, the Department will migrate active web content to “Canada.gc.ca”, and archive older web content to meet with initiative goals.

National Film Board of Canada

  • Over the next few months, the NFB will focus on its information management (IM) systems. An information management plan is currently being developed and is expected to be completed by early 2014. The IM sector has called on specialized consultants to provide a broad overview of the current state of information management at the NFB and of the NFB’s information management-related resources (existing systems and tools such as Synchrone and Oracle, present standards and practices, etc.). The plan will aim to identify needs and find ways to make IM more productive and integrated, and will also include an action plan to guide the NFB as it works toward creating an ideal system of information management.

National Research Council

  • Over the next three years, the NRC Electronic Working Environment investment project will implement an electronic records and corporate information management system to ensure that all corporate information of business value is collected, stored and made accessible to support future business decisions and meet Government of Canada directives.

Natural Resources Canada

  • NRCan will complete the implementation of the GCDOCs project, which will establish a new platform for the management of electronic records at NRCan. The Department will also continue its efforts to decrease information management and technology (IMT) expenditures through the reorganization and streamlining of IMT processes and solutions. The Department will continue to support the Government of Canada’s web renewal initiative, contributing to an improved user-centric Web presence for Canadians.

Office of the Information Commissioner of Canada

  • Our Information Management team, among other projects, will update our Electronic Document and Records Management System to ensure it is compliant with the Directive on Recordkeeping.

Office of the Privacy Commissioner of Canada

  • Further enhance the OPC’s knowledge/collaboration environment by implementing the 2014-2017 Information Management/Information Technology Strategy.

Parks Canada Agency

  • Continue identifying information resources of business value and required controls to facilitate the effective management, sharing and use of information in compliance with the Treasury Board Directive on Recordkeeping.

Patented Medicine Prices Review Board

  • Complete the development and implementation of an electronic records and information management system to provide relevant and timely information to support decision-making

Privy Council Office

  • build upon the achievements of its multi-year Recordkeeping Transformation Strategy to support business units in adopting digital recordkeeping practices, in order to make information resources easier to retrieve and use in the future

Public Health Agency of Canada

  • Improving readiness to implement a Government of Canada records management system in 2015

Public Prosecution Service of Canada

  • The PPSC will renew its memorandum of understanding (MOU) with the Department of Justice (JUS) for the continued provision of a range of information management, information technology and library services. It will also negotiate new formal agreements with Shared Services Canada for the provision of data centre, network and email services previously delivered by JUS under this MOU. The Directorate will continue to work on several initiatives including enabling technologies to support electronic disclosure and knowledge management and will initiate a new cycle of IM-IT planning in 2013-14. It will also increase the use of laptops to support prosecution staff in the courtroom. Following the recent signing of a Records Disposition Authority (RDA) with Library and Archives Canada, a number of IM processes will be established to support the RDA.

Public Safety Canada

  • The Department will participate in government-wide Information Technology initiatives and will implement its updated Information Management Strategic Plan, which focuses on managing information in an electronic environment, as opposed to a paper environment.

Public Works and Government Services Canada

  • Continue to partner with client organizations to facilitate the roll-out of GCDOCS throughout the government and develop innovative solutions, such as the Shared Case Management Solution.
  • Enhance Information Management practices to support effective decision making, facilitate knowledge retention and enable better delivery of PWGSC services and programs.
  • Implement a new records management Service Delivery Model comprised of a Centre of Expertise and Branch Operations Model, to focus on record keeping obligations and internal promotion of good record keeping practices, thus ensuring that departmental employees have timely access to information resources with business value and clear guidelines and instructions with regards to the life cycle management of their information.

Social Sciences and Humanities Research Council

  • In 2014-15, SSHRC will continue to work with CIHR and NSERC on a harmonized tri-agency policy on open access, designed to improve access to the published results of agency-funded research, and to increase the dissemination and exchange of research results.

Supreme Court of Canada

  • The Library and Information Management Branch supports the information management needs of the organization.  Priorities for 2014-15 include
    • Assessing the Enterprise Information System Proof of Concept/prototype in support of business transformation. Implementing GCDOCS across the organization to manage documents and records of business value, including closed case-related records.
    • Ensuring that the Office of the Registrar is able to meet its obligations under the Treasury Board Secretariat’s Directive on Recordkeeping.

Transport Canada

  • Pursue ways to improve information management system efficiency and capacity to ensure Transport Canada data is complete, consistent, reliable, and shareable

Transportation Safety Board of Canada

  • Another Internal Services priority for 2014–15 is to continue to improve the tools and guidance with respect to information management. During the year, the TSB will finalize its work on the modernization of the transportations occurrence databases, with the modernization of the Air Investigations database. Additionally, the TSB has implemented a digital-only approach for records relating to investigations and will continue to review its investigation management system to ensure that requirements for electronic records management are fully met.

Treasury Board of Canada Secretariat

  • Develop and implement government-wide standards for social media channels and mobile applications to ensure a standard look and feel and a standard development platform.
  • Develop a government-wide service strategy and new policy instruments that will support enhanced digital self-service delivery.
  • Continue to lead the Open Government initiative by publishing Canada’s second Action Plan on Open Government, including a progress report on existing commitments and the identification of new commitments to foster greater engagement with citizens, consistent with the core principles of the Open Government Partnership.
  • Develop a  government-wide applications rationalization program, including roadmaps for the rationalization of core back office IT applications (e.g., human resources, financial management, electronic documents records management), which will streamline and modernize internal systems, reduce costs, support enhanced business analytics and increase administrative efficiencies;
  • Develop the detailed plan for the migration of 1,500 individual websites to Canada.ca, the new web presence for the Government of Canada.
  • Implement new technology, tools and practices for the management of information, to increase productivity and collaboration and enhance the security of the Secretariat’s information

Western Economic Diversification Canada

  • Transition to a new electronic record-keeping model to improve knowledge management

Posted in Government information, Information management, Library and Archives Canada, Open government | 1 Comment »

 
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