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Archive for the ‘Government information’ Category

13 Questions With… Amanda Wakaruk

Posted by CLA Govt Library and Info Mgmt Professionals Network on 2014-10-16

With Government Information Day taking place on October 16 in Ottawa, this week we are profiling members of the library and IM community who work with government information: 13 Questions + 3 bonus questions about government information.

Amanda Wakaruk

Government Information Librarian, University of Alberta Libraries

Photo of Amanda Wakaruk

A hero who has inspired you in your career?

She’d laugh at me for calling her a hero but Vivienne Monty has provided me with mentorship and inspiration multiple times over the course of my career. Her own career choices, service to the profession, and scholarship have reinforced the importance of government information practitioners and the pursuit of the profession and its values as a noble cause in its own right.

The first job you ever held and at what age?

Information Dissemination Agent (aka newspaper route delivery girl), age 10. Had to leave my part-time volunteer gig at the school library to take the job.

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

Page (shelver) in a public library (not counting the volunteer gig in grade 4/5).

Coolest thing in your cubicle or office?

Framed copy of The Canadian Bill of Rights (with a University of Alberta Govt Docs acquisition stamp in the top right corner: August 2, 1961).

What is your guilty pleasure?

Roller coasters — the more kinetic energy they produce, the better.

Career advice – what’s your top tip?

Don’t be afraid to change employers if you are not achieving your goals in your current position. Life is too short and Canadian living standards are too high to spin your wheels for 35 hours or more a week. Take a risk!

What useless skill(s) do you possess?

I can dance the tandem Charleston without injuring myself or others.

Proudest moment in your professional life?

Receiving off-the-record gratitude from front line information professionals in government agencies and IGOs for my contributions to collaborative services like the CGI DPN, conference presentations, and writing about the current state of access to government information.

Academic government information librarians in tenured positions have a responsibility to use their academic freedom in ways that benefit the profession as a whole and, by extension, those who use government information in their work, personal lives, and scholarship. The nature of this work does not lend itself to typically sanctioned awards or accolades; recognition that this work is useful from those closest to the issues is a source of pride.

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

I wouldn’t spend it alone. Most of the day would be playing strategy-intensive board games with my partner and friends (new and old) in a board game cafe in one of the many cities around the globe that host these fabulous places. Evening hours would have to include short films and exceptionally good wine.

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

Something that brings together planning, design, and creative output… architecture, urban planning, barista?

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

…See places. I was a Travel Club member and spent more hours driving my car than I did in class.

How do you stay current in your field?

Twitter, conferences, colleagues. Sadly, it’s a struggle to make time for all three.

What opportunities does the shift to digital-only government information present to the library community and to users?

It takes less financial capital investment to act as stewards for web-based government information and it is easier for curation to happen at arms’ length from the publishing agencies. However, this doesn’t mean that it’s free or simple. Acting on opportunities for collaboration is very important.

What should every information professional know about gov docs?

Four Government Information Precepts for Non-Government Information Librarians

1. Access to government information is the foundation of a functioning democracy and underpins informed citizen engagement.

Government information allows us to assess our governing bodies — a necessary requirement for a properly functioning democracy. Government records accessed through Freedom of Information legislation, Public Accounts, the Debates of the House of Commons and Senate, and court records, are just a few examples of government information, also called ‘government documents.’

Government agencies collect data during the provision of programs and services and produce publications providing citizens with an authoritative source of information about the society they live in. These are often referred to as ‘government publications.’

2. Government information has enduring value. Don’t waste precious time re-questioning this fact and do your librarianly duties.

Don’t confuse low present-value price tags with low value overall. This is a commerce-based construct of value that you should have learned to identify and interrogate in library school. It’s true that many government publications cost less than other containers of knowledge. This is, in part, because your tax dollars have funded, or at least subsidized, their production. It is not a reflection of their current or enduring value.

Consider the following:

  • the work of countless academics and other experts is disseminated via government information
  • government publications and documents are used by most academics and social commentators in all areas of intellectual output, resulting in the production of  books, reports, speeches, etc., which have shaped our society and understanding of the world
    • scientists use government information to make assertions about nearly every subject  (environment, energy, meteorology, etc., e.g., Silent Spring was full of references to government information)
    • social scientists use government information to make informed observations and help shape policy discussions (including statistics compiled using methodology standardized by international governmental organizations like the United Nations)
    • legal scholars, lawyers, and judges need access to legislative and court documents to interpret and apply the law
    • journalists use government documents to inform the electorate about their governing bodies (insert most political scandals here)
  • government employees need long-term access to government information to develop, implement, and monitor policies, programs, and services (and it is not uncommon for them to contact academic libraries to obtain copies that are no longer available to them via other channels)

3. Government information is precarious and requires stewardship.

Two separate but related issues are at work here.

The first is that governments do not necessarily make collecting and preserving access to their own work a priority. The strongest system of stewardship for government information is one that operates in partnership with, and at arms-length of, author agencies. This kind of structure is equally important in both print and online environments. For generations, this task was the responsibility of depository libraries.

Secondly, please don’t be fooled by the call of the “it’s all online” brigade. Most government publishing moved online earlier than other types of publishing and has suffered from not having an a priori comprehensive digital preservation plan. “Born digital” content is also at a high risk for (intentional and unintentional) removal from open access environments. There are groups in both Canada (CGI DPN) and the United States (GODORT) that are starting to document these losses.

Not only is everything NOT available online, not everything born digital is made accessible and/or indexed by search engines like Google. Policies and procedures developed by the government in power determine what is distributed in an online environment and how it is preserved (or removed) for public access.

4. Government publications and documents are different than most books, journals, and content born on the Internet.

Get over any illusions of control that served you while working with other types of content. Government publications and documents are more challenging to acquire, organize, and provide access to.

The biggest differences between government information and other types of information products can be explained by why and how they were published. The agencies that produce government information are motivated by different factors than traditional publishers like Elsevier, HarcourtBrace, and the American Chemical Society. While many politicians appear to be obsessed with finances, they do not rely on publishing revenue to fund our military, repair our roads, or support re-election campaigns. Not only do few politicians or bureaucrats care if government documents or publications are read or cited, we often learn that efforts are made to obfuscate their purpose, delay their release, and even prevent their dissemination. This makes it more challenging to find, obtain, catalogue, and care for government documents and publications.

Government information is a lot like librarianship. It doesn’t fit into neat and tidy dissemination channels improved and simplified by years of customer feedback and the pursuit of higher profits. The very act of acquisition can feel like activism and inspire pugnacious outbursts from your government information librarians and implicated support staff. Government agencies and their priorities can change with the political winds and it is common for serial titles to start and stop, disappearing only to reappear under ever so slightly different titles or agency names.

Biggest surprise working in this subject area?

That even with recent changes in our global society some people still don’t understand the role and importance of access to government information in a democracy.

What would you like your headstone to read?

ATIP Request Number: A-20??-00009

Posted in 13 Questions, Government information, People | 1 Comment »

13 Questions With… Michelle Lake

Posted by CLA Govt Library and Info Mgmt Professionals Network on 2014-10-15

With Government Information Day taking place on October 16 in Ottawa, this week we are profiling members of the library and IM community who work with government information: 13 Questions + 3 bonus questions about government information.

Michelle Lake

Government Publications Librarian, Concordia University Libraries

Photo of Michelle Lake

A hero who has inspired you in your career?

My career as a librarian was inspired by many people over the years, including lots of wonderful teachers, professors and librarians, but my biggest career influences and heroes would have to be my parents. There was always an emphasis on education and reading in our home, as a family we would go to the public library every week for new books. My parents always modelled loyalty, hard work and dedication and I strive to achieve those values in my own work.

The first job you ever held and at what age?

The first job I ever held was at Zeller’s, at age 16, in the Toy’s and Children’s wear departments.

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

My first paid position in the library or information services field was as a student shelver at the University of Guelph Library, during my undergrad. I also located missing books, which was my favourite part of the job; tracking down elusive items is very satisfying. Previous to that, I volunteered in my elementary school library, helping sort and put books away.

Coolest thing in your cubicle or office?

My favourite item is a stuffed owl (who wears glasses and is reading a book), that sits on top of my filing cabinet. He was a gift I received when I graduated from my MLIS and is my office mascot.

What is your guilty pleasure?

I don’t really believe in the “guilty pleasure”, I think that if there is a hobby or form of entertainment that adds something to your life, you should feel free to enjoy it.

My guilt free entertainment recommendation? Sleepy Hollow (the tv series), is completely bananas and I love it, if you’re looking for something fun and not at all historically accurate, try it out.

Career advice – what’s your top tip?

Say yes. This is especially important at the beginning of your career, but is true throughout. You likely won’t end up in the exact job you pictured as your ideal when you started your MLIS, but that isn’t a bad thing. Our profession has so many different facets to it, and as a result, an incredible amount of opportunity.

On the practical side, I mean apply to all jobs that you are interested in, consider contracts, or consider moving to a new city; try to get as much experience doing different things as you can. I have worked in public and academic libraries, covering a wide range of social science and humanities subjects and those experiences have all helped inform my current position and skill set.

What useless skill(s) do you possess?

I possess a large amount of pop culture knowledge. I’m great with movie and TV trivia, which can be useful in a trivia team situation and/or those ‘quizzes’ they show before movies at the theatre.

Proudest moment in your professional life?

My proudest moments are usually from the interactions I have with students. I’ve had the privilege of working with some really great undergrad and graduate students and offering assistance with their library research. Hearing back from students that I have helped about their successful projects and research is a great reward.

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

Sleeping in, drinking tea & eating pastries from my favourite local patisserie, perhaps a little spa time, having a meal + dessert with my friends and a walk in the autumn leaves.

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

I would likely still be in the education field; I would probably be a teacher. I really like working with students and helping people access and understand information. My sister is a teacher, and is also a continual source of inspiration to me.

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

I honestly am not sure. It’s funny though, when I run into someone from those years or I catch up with old friends, their first reaction to my telling them I’m a librarian is a kind of knowing nod. I really love what I do, and I think it is definitely the right profession for me.

How do you stay current in your field?

I subscribe to a number of government information related listservs: CLAGIN, GOVINFO, INFODep, GODORT which are great for information sharing and keeping up-to-date with developments in the field.

I’m also a member of several library associations, and I regularly attend conferences and take webinars.

Twitter is also a really great tool for keeping current, there are so many interesting and dynamic librarians tweeting about our profession. I’m social media editor for ABQLA which has really added to my awareness of library news.

What opportunities does the shift to digital-only government information present to the library community and to users?

The shift to digital-only government information provides libraries and librarians with the opportunity to collaborate on digitization projects, initiatives and shared collections. I think it also provides us all with the opportunity and incentive to make our online portals to information more robust, and accessible, while providing the challenge (which the government information community is taking on quickly and efficiently) to be creative in our delivery of this information to the public.

Biggest surprise working in this subject area?

It’s not so much a surprise as a happy confirmation, that the government information community is very supportive and is thriving in a very challenging time. The partnerships, collaboration and resource sharing across all types of government information librarians and libraries is truly impressive and I am enthusiastic to see what the future brings.

What should every information professional know about gov docs?

That there are government information librarians!

Seriously though, the government information community is engaged and providing access to all manner of publications in many innovative ways.

There are excellent government information webpages and subject guides at academic libraries across Canada, there are custom google searches to uncover electronic documents and a wide variety of digitization projects across jurisdictions.

Find a government information librarian and/or their resources and use their expertise, it is useful in so many disciplines and for so many communities.

What would you like your headstone to read?

If you put your mind to it, you can accomplish anything. – M. McFly

Posted in 13 Questions, Government information, People | Leave a Comment »

13 Questions With… Catherine McGoveran

Posted by CLA Govt Library and Info Mgmt Professionals Network on 2014-10-13

With Government Information Day taking place on October 16 in Ottawa, this week we are profiling members of the library and IM community who work with government information: 13 Questions + 3 bonus questions about government information.

Catherine McGoveran

Government Information Librarian, University of Ottawa
Co-Moderator, CLA Government Information Network (GIN)

Photo of Catherine McGoveran

A hero who has inspired you in your career?

To be honest, I’m inspired every day by a lot of people around me and even many I don’t know personally. I find inspiration from those that aren’t afraid to experiment, fail, and challenge themselves.

The first job you ever held and at what age?

My first job was as a Page, shelving books, at the Unionville Public Library in Markham when I was 15.

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

My position as a Page was my first in libraries. I got started in libraries quite early, but didn’t know at that time that it would be a lasting trend.

Coolest thing in your cubicle or office?

Figurine of Finn from Adventure Time + pennant banner made from old maps of Canada.

What is your guilty pleasure?

Probably that I love Coronation Street, but I don’t feel very guilty about that.

Career advice – what’s your top tip?

Get as much relevant experience and meet as many people as you can, any way you can – working, volunteering, job shadowing, informal coffee, etc – and keep in touch with the professionals you meet.

What useless skill(s) do you possess?

Is there such a thing as a useless skill? Everything serves a purpose.

Proudest moment in your professional life?

When people ask me what I do for a living, I now get to respond by saying “I’m a librarian”. It’s a great feeling, particularly as a recent graduate.

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

Making deluxe sandwiches, cycling, and playing all the board games (with friends and family, of course). That can be done in one day, right?

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

If I worked totally outside the information industry, there a few other, wildly varying options I’d explore: pastry chef, locomotive engineer, or front-end developer.

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

I think I was actually voted the person most likely to “help others”. Yes, that’s the broadest category ever, but I’d say that librarianship definitely falls within this.

How do you stay current in your field?

My current go-to tool for staying up to date is Twitter. I back this up with blogs, articles, news stories, etc. I’d also define “my field” as quite broad, as I’m interested in exploring how we can take the trends or strategies used in other fields and apply them to librarianship.

What opportunities does the shift to digital-only government information present to the library community and to users?

For many groups, though not all, the shift to digital represents an increase in access to government information. As the same time, however, we must be increasingly cognoscente of the fact that digital information can be quick to change / disappear. Access and preservation must go hand-in-hand in this respect.

Biggest surprise working in this subject area?

This wasn’t necessarily a surprise, but being a new (gov info) librarian I was quite happy to be able to connect and get involved with the Canadian government information community. It’s been great to work with so many different colleagues on a wide variety of projects. There is lots of activity around government information in Canada and I’m thrilled to be working in this subject area.

What should every information professional know about gov docs?

The field of government information is quite complex. There are always new things to learn, new information to find, and a variety of challenges when finding and working with government information.

What would you like your headstone to read?

DON’T PANIC

Posted in 13 Questions, Government information, 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 »

Written Questions

Posted by CLA Govt Library and Info Mgmt Professionals Network on 2014-01-15

January 29, 2014 – The information from this post has been moved to a new Resource page for Written Questions (House of Commons).

A number of Members of Parliament have submitted Written Questions on issues of interest to the library community:

41st Parliament

2nd Session (October 16, 2013 – )

Q-110 — October 24, 2013 — Mr. MacAulay (Cardigan) — With regard to the consolidation of the Department of Fisheries and Oceans’ library system, for each of the following locations, (i) the St. Andrews Biological Station, St. Andrews, NB, (ii) the Northwest Atlantic Fisheries Centre, St. John’s, NL, (iii) the Pacific Biological Station, Nanaimo, BC, (iv) the Pacific Region Headquarters Library, Vancouver, BC, (v) the Eric Marshall Aquatic Research Library, Winnipeg, MB, (vi), the Maurice Lamontagne Institute Library, Mont-Joli, QC, (vii) the Mère Juliette Library of the Gulf Fisheries Centre, Moncton, NB: (a) how many items from the library’s collection have been retained for consolidation in another regional library; (b) how many items have been (i) deposited in other federal government collections, specifying which collections, (ii) offered to libraries outside the federal government, specifying which libraries and how many have been accepted, (iii) sold, (iv) discarded; (c) for each location, how many items have been digitized, distinguishing government of Canada publications, other government publications and items other than government publications;(d) for each location, what have been the costs associated with discarding surplus items; and (e) what are the file numbers of any contracts or invoices for the removal and disposition of discarded material?

  • Response (Tabled: January 27, 2014)
    PDF, 336 KB

Q-36 — October 16, 2013 — Ms. Foote (Random—Burin—St. George’s) — With regard to the closure of the Department of Fisheries and Oceans’ (DFO) library in St. John’s, Newfoundland and Labrador (N.L.): (a) what are the anticipated costs, both (i) broken down by individual expense, (ii) in total, of closing the library; (b) does the space that housed the library belong to the government, (i) if so, what are the plans for the space, (ii) if not, how long does the government plan to continue to rent the space and for what purpose; (c) how many total items were housed in the library, and of these (i) how many are digitized, (ii) how many are not digitized, (iii) how many will be transferred to the DFO library in Nova Scotia, (iv) how many will be given away, (v) how many are going to be destroyed; (d) what criteria were used in selecting which DFO libraries to close; (e) was there a consultation period preceding the decision to close, and if so, what were the results of the consultation; (f) how many people were employed at the library in each calendar year from fiscal year 2005 until the present, broken down by (i) part-time workers, (ii) full-time workers, (iii) contract workers; (g) how many jobs will be lost as a result of the library closure; (h) will employees be given the option to relocate to the Nova Scotia library; (i) what is the plan to ensure that all resources, physical and digital, remain available to Newfoundlanders and Labradorians, (i) how much does the government expect this process to cost, (ii) will any of these costs be downloaded to the library user, (iii) how will library users return physical items, (iv) who will pay for the return of items mentioned in sub-question (iii), (v) what is the expected individual cost per each physical item borrowed by people located in N.L., (vi) how is the individual cost calculated; (j) what is the plan to digitize items in cases of copyright conflict, and how much does the government expect this plan to cost; (k) what is the anticipated cost, both (i) broken down by individual expense, (ii) in total, to maintain the online portal “WAVES” system annually; (l) how many items are included in DFO’s collection of “grey material”, (i) how many of these will be digitized, (ii) what will happen to the balance of these materials; (m) what is the average elapsed time between the moment a request to make departmental publications available on WAVES is received, and the moment when the departmental publication is received; and (n) what is the anticipated time it will take for a physical item to be received in N.L. after being requested?

  • Response (Tabled: November 29, 2013)
    PDF, 407 KB

1st Session (June 2, 2011 – September 13, 2013)

Q-1338 — April 29, 2013 — Mr. Nantel (Longueuil—Pierre-Boucher) — With regard to Library and Archives Canada (LAC), since January 1, 2005: (a) what sections and branches currently exist or have existed, broken down by year; (b) how many archivists work or have worked in each section and branch, broken down by year, including and specifying part-time and seasonal employees; (c) how many managers work for each section and department; (d) how many items were acquired; (e) what was the total value of items acquired; (f) how many interlibrary loans were registered; (g) what were the costs for operating interlibrary loans; and (h) how many international trips did the head of LAC take and what were the costs of those trips?

  • Response (Tabled: June 14, 2013)
    PDF, 572 KB

Q-1303 — April 15, 2013 — Mr. Toone (Gaspésie—Îles-de-la-Madeleine) — With regard to the libraries at the Maurice Lamontagne Institute and the St. Andrews Biological Station: (a) what were the operating costs for these two libraries over the last 10 years, broken down by year and library; (b) what were the projected operating costs for these two libraries over the next five years, broken down by year and library; (c) what are the costs, including the actual and projected costs, associated with closing these two libraries, broken down by year and library; (d) what studies show that closing these two libraries will allow the government to save money, and what are the results of these studies; and (e) how is the government planning to replace the French-language services offered by the Maurice Lamontagne Institute library?

  • Response (Tabled: May 30, 2013)
    PDF, 196 KB

Q-1260 — March 25, 2013 — Mr. Simms (Bonavista—Gander—Grand Falls—Windsor) — With respect to requests made by the government to Library and Archives Canada (LAC): (a) since 2006, what information and services have been requested of LAC in any way, broken down by department or Crown corporation and (i) date of inquiry, (ii) date of response, (iii) purpose of inquiry, (iv) nature of response, (v) relevant programs at LAC used to provide response; (b) for services enumerated in (a) that have been provided by LAC and that are no longer available, what alternatives is the government using or considering to fulfill those needs in their absence, broken down by department or Crown corporation and (i) date of inquiry, (ii) date of response, (iii) purpose of inquiry, (iv) nature of response, (v) service supplier, (vi) total cost; (c) what internal correspondence discussing alternative solutions or service providers exists; and (d) what contracts have been put to tender or signed relating to these alternative solutions or service providers?

  • Response (Tabled: May 10, 2013)
    PDF, 16.6 MB

Q-785 — June 19, 2012 — Mr. McGuinty (Ottawa South) — With regard to government libraries: (a) since January 1, 2012, which departments or agencies have closed, or will be closing, their departmental or agency libraries; (b) what is the rationale for each closure; (c) what evaluations, studies, or assessments were conducted and used to make the decision to close; (d) what are the dates and file numbers of those evaluations, studies, or assessments; (e) what are the plans for the disposition of the holdings of the libraries; (f) what evaluations, studies, or assessments were conducted and used to make decisions concerning the disposition of holdings; and (g) what are the dates and file numbers of those evaluations, studies, or assessments?

  • Response (Tabled: September 17, 2012)
    PDF, 4.4 MB

Q-665 — May 8, 2012 — Mr. Bélanger (Ottawa—Vanier) — With regard to Canada’s Economic Action Plan 2012, within the Heritage portfolio: (a) with respect to Library and Archives Canada, (i) where will positions be cut, broken down by branch, by division and by role, (ii) which programs and which services will be cut or eliminated; and (b) with respect to the Federal Libraries Consortium, (i) which federal libraries will be cut or eliminated, broken down by location, (ii) what will be done with the collections formerly maintained by any eliminated federal libraries?

  • Response (Tabled: September 17, 2012)
    PDF, 299 KB

About Written Questions

If a question intended to obtain information from the Ministry involves a lengthy, detailed or technical response, a written question must be placed on the Order Paper. A Member must give 48 hours’ written notice of his or her intention to submit such a question. Each Member may have a maximum of four questions on the Order Paper at any one time. Certain restrictions exist on the form and content of written questions. These are based on the Standing Orders and on practice.

The Member giving notice of a written question may request an answer within 45 days and may also ask that oral answers be provided to no more than three of his or her questions on the Order Paper. Such questions are identified with an asterisk in the Order Paper.

Source: http://www.parl.gc.ca/About/House/compendium/web-content/c_g_questions-e.htm#3

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

Canadian Library Association Statement on Social Media Monitoring of Canadians

Posted by CLA Govt Library and Info Mgmt Professionals Network on 2013-12-19

The Canadian Library Association is concerned by a Public Works and Government Services Canada procurement request seeking a commercial firm to provide real-time monitoring and analysis of social media content, including Twitter, Facebook, blogs, chat rooms, message boards, social networks, and video and image sharing websites. The mandatory functional criteria include, amongst other capabilities, the ability to provide up-to-the minute analysis, the ability to graphically illustrate demographics, geographies, digital tracking of specific key words, the ability to target key influencers, the ability to analyze tone, and the capacity to perform historical searches for a minimum of 30 days.

The stated aim of this government monitoring program is to serve as a “critical function” in the support of departments to identify and track current and emerging public issues and trends as reported in the media. In this view, social media monitoring can serve as an early awareness system for public policy considerations.

While it is recognized that such monitoring targets conversations, posts, tweets, videos, etc. that are posted publicly on the open web, the Canadian Library Association is concerned because this type of monitoring is viewed as a form of “communications surveillance” as defined by the International Principles on the Application of Human Rights to Communications Surveillance (2013). As such, many questions must be addressed regarding this Canadian government program.

The original purpose of democratic governments is to ensure that citizens’ interests are served and that their rights are protected. Canadians need to know:

  • What transparent mechanisms are in place to ensure citizens are not being monitored inappropriately?
  • Is there an independent body providing oversight to ensure transparency and accountability?
  • Will anonymous messages retain their anonymity?
  • What is the intended use of the data?
  • Who will have access to the data? In particular, will police and intelligence bodies have such access and if so how will they use it?
  • How long will the data be stored beyond the government stipulated requirement of 30 days? Where will it be stored and how will it be protected?
  • Will individual citizens have the right to gain access to the reports and analyses of the information the government has on file about them?
  • How much will this program cost Canadian taxpayers?

The Canadian Library Association submits that the Government of Canada should provide specific and persuasive evidence of how departments and citizens will benefit from this monitoring program. We hold that the monitoring of citizens’ use of social media is unacceptable until a legitimate and overriding need is demonstrated, such as improved response times to natural disasters.

Most deeply concerning about social media monitoring is the capability to track the “tone” of key influencers. Many democratic governments have developed “enemy lists,” and in a time when private social media platforms have become citizen arenas for robust political debate and activity, citizens must be assured that officials with power over our digital lives are not abusing that power. Recent events around the world confirm there is legitimate reason to worry about the way in which citizens’ digital lives are being shaped by politicians serving special interest groups and trying to maintain political power, and by companies seeking to maximize profit. The proposed monitoring program contains vast potential for manipulation and abuse of the digital networks and platforms that citizens have come to depend upon. Having access to this information also enables the prospect of a sophisticated program of proactive manipulation of public discourse.

Canadian libraries have a longstanding commitment to privacy, intellectual freedom, and helping citizens develop information literacy skills. Librarians play an important role with students, clients, customers, and citizens in ensuring that they are aware their social media activity is being actively monitored by government so that this knowledge is factored into their decision-making about what they wish to share and how they choose to use media tools and platforms. The Canadian Library Association’s Position Statement on Access to Information and Communication Technology states that “Consent should be required for the collection of personal information and the subsequent use or disclosure of this information,” that such data should not be traded or sold “without the express written permission of the individual affected,” and that individuals should have the right to examine their own personal information collected by government, public bodies and corporations.

The Canadian Library Association calls for a public and legislative dialogue on privacy and encourages Canadian librarians and allies to advance the library community’s core principles by engaging communities in grassroots work to provide information, to promote education, to protect the civil liberties and privacy of law-abiding citizens, and to enable dialogue on how these issues affect democratic life.

For more information contact:

Alvin M. Schrader, Chair
CLA Intellectual Freedom Advisory Committee, and
Professor Emeritus, University of Alberta
alvin.schrader@ualberta.ca

Todd Kyle, Chair
CLA Information Policy Advisory Committee, and
Chief Executive Officer, Newmarket Public Library
tkyle@newmarketpl.ca

Barbara Clubb
Interim Executive Director
Canadian Library Association/Association canadienne des bibliothèques
1150 Morrison Drive, Suite 400, Ottawa, ON  K2H 8S9
t. 613-232-9625 x306     c. 613-612-6831
bclubb@cla.ca
www.cla.ca

Pilar Martinez
CLA President 2013, and
Deputy CEO, Edmonton Public Library
pmartinez@epl.ca

Posted in Government information, Intellectual freedom | Leave a Comment »

Parliament’s Historical Debates are now available online!

Posted by CLA Govt Library and Info Mgmt Professionals Network on 2013-11-21

The Library of Parliament, in collaboration with Canadiana.org, is launching its Historical Debates of the Parliament of Canada digital portal.

The portal provides free public access to digital versions of the historical debates of the Parliament of Canada in both official languages.  It includes all published debates of both the Senate and the House of Commons from Parliament 1, Session 1* until coverage on parl.gc.ca begins.**

This initiative significantly increases access to Parliament’s documentary history and heritage.  The portal can be browsed by Chamber, Parliament, Session, and volume, and is full-text searchable with a number of search filters available.

The digital page images were produced by Library and Archives Canada, and the portal developed in collaboration with Canadiana.org, a membership alliance dedicated to building Canada’s digital preservation infrastructure and providing wide-ranging access to Canadian documentary heritage. Questions, comments and feedback can be directed to:

Sonia Bebbington, Director
Knowledge Management and Preservation
Information and Document Resource Service
Library of Parliament
sonia.bebbington@parl.gc.ca

Follow us on Twitter! [@LoP Information]

*Official reporting of the debates began in 1871 in the Senate, and in 1875 in the House of Commons. Prior to this, there was no official record of what was said in Parliament. For these early years, some volumes of the debates are in fact reconstituted from newspaper accounts of the day; you will be able to identify reconstituted content from the records. In addition, official records of the debates for some early sessions were produced in English only.

** Debates for the Senate of Canada are available from the parliamentary website as of February 27, 1996. Debates for the House of Commons are available from the parliamentary website as of January 17, 1994. To access debates from these dates and later, please visit parl.gc.ca, under Parliamentary Business.

Posted in Government information | Leave a Comment »

Information Management Results in the 2012-13 Departmental Performance Reports

Posted by CLA Govt Library and Info Mgmt Professionals Network on 2013-11-08

On November 5, 2013, Tony Clement, President of the Treasury Board, tabled the 2012-13 Departmental Performance Reports for 92 government departments and agencies.

Departmental Performance Reports are a measure of how well individual organizations met their plans and expected results as set out in their respective annual Reports on Plans and Priorities, including those for internal services.

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

Aboriginal Affairs and Northern Development Canada and Canadian Polar Commission

  • The Information Management/Information Technology Strategy (IM/IT) paves the way to implement Enterprise Architecture (EA) in the Department; however further refinement will be made based on new direction from Shared Services Canada following the transition of IM/IT shared services. While there has been significant progress on the shift towards an EA by focussing on organizational needs, there is still work to be done to enable the Department to make more informed decisions related to IM/IT investments, resource allocations and divestments.
  • Improvements were realized to improve data integrity, accessibility, analysis and reporting including: updating and maintaining corporate systems such as Grants and Contribution Information Management Systems, Comprehensive Integrated Document Management, and Indian Registration System; centralizing Call Centres to increase efficiency of operations; ongoing compliance with regulatory requirements; and supporting business solutions while improving security of information systems.

Agriculture and Agri-Food Canada

  • AAFC developed and maintained a record-keeping framework and used modern tools to improve collaboration.

Canada Border Services Agency

  • The Agency continued to modernize its information technology systems and information management. Examples include: commencing the deployment of a Functional Information Classification Structure, planning the deployment of the GCDOCS (Government of Canada approved common system) technology, completing a National File Storage analysis and plan, and continuing the implementation of an Information Management Awareness Strategy.

Canadian Environmental Assessment Agency

  • The Information Services Division maintains the Government of Canada standards-based Electronic Document and Records Management System. This solution is based on the OpenText Content Server and is referred to at the Agency as InfoZONE.

Canadian Food Inspection Agency

  • As a part of the IM/IT Campaign Plan the CFIA began the process to upgrade its document management and its third party business intelligence system and developed a senior management reporting dashboard of Agency key performance indicators which will assist in priority based decision making. Additionally the CFIA is currently enriching its Data Warehouse, Implementation data extracting tools and reports, leading in report development for Senior Management.

Canadian Grain Commission

  • The CGC has been updating online statistical publications to meet Government of Canada standards for accessibility and look and feel. Statistics are offered in user-requested, alternate formats, with a view towards standard release under the Open Data portal.

Canadian Human Rights Commission

  • The Commission strengthened its information management practices by updating information management training and delivering it to all employees. It also identified Information Resources of Business Value (IRBV) for programs using the generic valuation tool from Library and Archives Canada. The next steps will be to identify IRBV for Internal Services and implement the e-mail management initiative. Once this is completed, the Commission will be compliant with Treasury Board’s Directive on Recordkeeping, ahead of the required date.

Canadian Nuclear Safety Commission

  • In 2012–13, the CNSC made progress in modernizing its information management and technology practices, to allow for the efficient circulation of information and increased productivity as well as the promotion of environmental sustainability by implementing e‑business solutions. Some of the completed initiatives include Annual Compliance Reporting Online, which provides licensees with a secure, user-friendly and efficient Web-based system to file their compliance reports; updates to the Sealed Source Tracking System, a Web-based tracking system that tracks the movement of radioactive sealed sources from one location to another; and CNSC Online, an interactive learning tool designed to inform and educate the public on the CNSC and its regulatory role.

Correctional Service Canada

  • CSC has completed the Shared Services Canada transition plan, and the implementation of the multi-year Information Management Strategic Plan is progressing as planned.

Courts Administration Service

  • To address its policy requirements for IM/IT and Information Management and Records Management (IM/RM), CAS is in the process of developing its IM/IT Policy Framework, IM/RM Framework and Implementation Plan, Recordkeeping Implementation Plan and Judicial Vision and Judicial Information Framework.

Department of Finance Canada

  • To address the opportunities for improvement identified in the Treasury Board of Canada Secretariat Management Accountability Framework assessment of the Department’s performance in relation to IM, the Department renewed its efforts to address the requirements of the Treasury Board Directive on Recordkeeping. In particular, progress in strengthening IM and IT included:
    • Work toward the implementation of a collaborative client-focused approach to IM. The implementation of this IM solution is a key element of the Treasury Board Directive on Recordkeeping, which all departments must adhere to by March 2015.

Department of Justice Canada

  • The Department of Justice advanced the Information@Justice Program to modernize its information practices through the adoption of a digital standard and enabling technologies, recognizing that information must be managed as an integrated and sharable business asset with appropriate oversight, accountability and due diligence.

Environment Canada

  • Carried out a pilot project for Environment Canada’s contribution to the Open Data Portal.
  • Consistent with the broader open data initiative of the federal government, finalized and launched (jointly with the Government of Alberta) the Canada–Alberta Oil Sands Environmental Monitoring Information Portal.

Federal Economic Development Agency for Southern Ontario

  • The Agency made significant short-term investments in 2012–13 to implement environmentally friendly office practices, to adopt several Government of Canada standards (e.g., Directives on Recordkeeping, GCDOCS, Workplace 2.0, travel management system), and enhanced collaboration with RDAs to reduce the duplication of effort.

Fisheries and Oceans Canada

  • Began the multi-year implementation of the Government of Canada Recordkeeping Directive:
    • Completed analysis of the current Electronic Documents and Records Management System;
    • Reduced departmental holdings at Libraries and Archives Canada from 23,800 boxes to 17,200 boxes, a reduction of 6,600 boxes or 2.8%;
    • Launched the National Legacy Information Inventory Initiative, receiving submissions from all regions; and
    • Completed virtual training for all regional Records Management employees.

Foreign Affairs and International Trade Canada

  • DFAIT’s Information Management/Information Technology Strategy was reviewed to ensure continued relevance to client needs and to provide a foundation for the implementation of GCDOCS, the Government’s information management solution.

Human Resources and Skills Development Canada

  • Departmental branches and regions have initiated information management (IM) action plans supported by regular IM strategy updates to senior management governance committees. With ongoing IM awareness, training and engagement plans, plus integration of IM foundational elements into new technologies, the Department is improving its information management practices and is on track to meet the 2015 deadline for Treasury Board Secretariat Record Keeping Directive.

Immigration and Refugee Board of Canada

  • During 2012-13, the IRB continued to focus on the alignment of its business with the Government’s new service model for the outsourcing of document storage and retrieval services. A fit-gap analysis project was initiated to assess the IRB’s recordkeeping practices and determine whether they are in line with the TBS Directive on Recordkeeping. This project will provide an initial assessment of the state of business readiness for adopting a solution for the management of electronic documents and records at the IRB.

National Film Board

  • In 2012–13, the NFB also invested significantly in another aspect of institutional training: copyright management. In doing so, the Business Affairs and Legal Services Division was following up on a key recommendation contained in the 2012 evaluation of the copyright management procedure: the need to develop in-house knowledge. As a result of its 2012–13 rights-management action plan, a training program was established for producers, production coordinators and marketing and distribution staff. Management designed a tool kit and provided training workshops on the new rights release and copyright procedures for audiovisual productions. In the first year there were 11 presentations in all NFB production studios across the country between November 2012 and May 2013. Training sessions will continue in 2013–14 and will be adapted to interactive production and other NFB sectors, such as the photo library, archive sales department and partnerships team.

National Research Council of Canada

  • NRC began a major review of its records and document management capabilities and undertook a number of initiatives to move towards implementing an NRC-wide Electronic Working Environment (NEWE). The proposed environment will enable NRC to manage all its information assets electronically, with robust collaboration and information sharing capabilities.
  • The new NRC Information Management Policy, published in April 2012, outlines the roles and responsibilities of the organization and individuals in managing corporate information. NRC also launched a survey of all of its business information resources (including research data) in order to determine how the electronic working environment will manage multi-purpose information. NRC also started a pilot project to test the feasibility of an eRecords management system. Over the next three years, the NEWE initiative will be implemented to provide a full electronic working environment.
  • NRC’s SharePoint service was extended to a growing number of employees providing greater collaboration and functionality

Natural Resources Canada

  • As part of its business transformation agenda, it is implementing GCDocs, which will transform the way its employees manage, access and use information. Through this project, the department will establish a new platform for electronic document and records management and will be able to cost-effectively implement the Treasury Board Directive on Recordkeeping.

Office of the Commissioner of Official Languages

  • OCOL continued to explore the sharing of services with other agents of Parliament, more specifically for the internal audit function and the library. There is clearly interest in the possibility of shared services, because they provide agents of Parliament with potential avenues to enhance efficiency and effectiveness.

Office of the Privacy Commissioner of Canada

  • A Knowledge Transfer Guide was designed to provide staff with direction on how to ensure the effective transfer of expertise before a departure from the organization or to another area within the OPC;
  • SharePoint collaboration sites were used to share information within specific groups and across the organization, for example, on training material, articles, committee work, media responses, events, web postings and public education initiatives. This tool was also used to enhance collaboration on key files, for example, the assessment of Contributions Program funding applications and the organization of the “Pathways to Privacy” symposium;
  • The Office expanded the use of its new subject taxonomy, aimed at improving the standardization of terminology used throughout the Office, by incorporating it into the development of the new document management system.

Office of the Superintendent of Financial Institutions Canada

  • Several multi-year projects proceeded on schedule to update the systems required for: document and records management; OSFI’s external website; and, business intelligence analysis and reporting.

Parks Canada

  • A Record Keeping (RK) Compliance Implementation Plan was submitted to Treasury Board in August 2012. In accordance with the plan, the exercise to identify Information Resources of Business Value (IRBV) and corresponding information repositories is currently underway. Identifying the information resources that best represents Parks Canada’s accountability for decision making, program and service delivery is a key requirement of the Government of Canada’s Record Keeping Directive to which Parks Canada must comply by March 31, 2015. In order to meet this requirement a comprehensive RK engagement methodology has been developed to guide the Agency through the identification and collection of IRBV information from all of its business units. Once the results of this exercise have been fully compiled, this information will be submitted to Library and Archives Canada (LAC) to obtain the corresponding information disposition authorities.
  • Led by the Agency’s Evaluation and Audit team a Core Management Information Needs Assessment was completed. The findings from this undertaking are being used to further inform RK work and requirements for the ongoing effective management of corporate information.

Parole Board of Canada

  • PBC developed and implemented a process to remove information resources of business value’ (term used by Library and Archives to describe operationally-based files and documents) from Library and Archives’ Regional Services Centres.

Privy Council Office

  • Worked to better integrate effective electronic recordkeeping practices into its operations in order to support effective decision making and to modernize the workplace

Public Safety Canada

  • The Department continued to implement its Information Management Strategic Action Plan (IMSAP) in an effort to improve the effectiveness and efficiency of the information management function. In keeping with the IMSAP, the Department implemented the Recordkeeping Compliance Project, making significant progress towards meeting the compliance requirements of Treasury Board’s Directive on Recordkeeping. Furthermore, the Virtual Library Initiative was also implemented in 2012-13, increasing the Department’s capacity for e-collection by digitizing legacy analog collections, reducing print collections, and purchasing e-resources.

Public Service Labour Relations Board

  • During the reporting period, the PSLRB continued to implement its IM strategy and action plan, focusing on migrating to the new version of its electronic records management system (i.e., Documentum), which is planned for completion in summer 2013. The capacity to efficiently manage, store and retain its information resources and provide a sustainable IM framework will enable the PSLRB to meet its mandated responsibilities and effectively serve its clients and Canadians.

Statistics Canada

  • In 2012/2013, Statistics Canada engaged with other departments and the Treasury Board Secretariat to get more information about the functionality of SAP, PeopleSoft and GCDOCS and to evaluate the timing and roadmap for migration to these common tools.

Status of Women Canada

  • In 2012-13, SWC implemented a new agency-wide electronic document management system along with training and the development and distribution of Employee Guidelines for Electronic Document Information Management in line with government direction and requirements.

Supreme Court of Canada

  • The IT Branch is an integral part of the Court’s business as a partner and enabler. Accomplishments for 2012-13 include:
    • Successful migration of Electronic Document Management System from SharePoint 2007 to SharePoint 2010.
  • The Library and Information Management Branch supports the information management needs of the organization.  Accomplishments for 2012-13 include:
    • Complete the initial phase of the implementation of an Electronic Records Management System in order to validate functional and business requirements, ensure the continuous  and effective management of information of business value; and
    • Ensuring that the Office of the Registrar meets its obligations under the Recordkeeping Directive.

Transportation Safety Board of Canada

  • The department drafted a formal identification of its information resources of business value for its investigation activities and for parts of its corporate activities. This work will continue into 2013-14.
  • The TSB successfully implemented a new electronic documents and records management solution in its central records room. However, the implementation was significantly more challenging than anticipated. The TSB is reviewing options prior to extending this solution to the management of its electronic records.

Treasury Board of Canada Secretariat

  • Began implementation of an information management system to replace the legacy system, which will improve corporate information management and facilitate automated correspondence management through an automated workflow management tool.

Posted in Government information, Information management | Leave a Comment »

News Release: Libraries Work Together to Preserve Canadian Federal Government Electronic Publications

Posted by CLA Govt Library and Info Mgmt Professionals Network on 2013-09-23

September 23, 2013 - Librarians at eleven organizations have formed a partnership to preserve Canadian electronic government information.

This partnership, known as the Canadian Government Information Private LOCKSS Network (CGI-PLN), has established a geographically distributed infrastructure to preserve government information in a secure environment, helping ensure access to digital content in the future.

“The Canadian Library Association applauds the CGI-PLN initiative as an outstanding collaborative effort to make government information —increasingly available in only digital form — more accessible to Canada’s library communities and to Canadians nation-wide,” CLA president Pilar Martinez said. “CLA has been pleased to provide a forum where the beginnings of this work could take place.”

The Network’s first collection includes more than 111,000 PDFs produced by departments and agencies across the Government of Canada and collected by the Depository Services Program (DSP). This content was harvested in partnership with the Internet Archive’s Archive-IT service and will be updated by PLN members on a regular basis. The preservation of this content would not be possible without the cooperation of the DSP and its managers’ commitment to the stewardship of government information.

“It’s heartening to see Canadian libraries collaborating on such a critical mission. Future Canadians will laud the forward-thinking work of these librarians. Lots of copies do indeed keep Canadian documents safe,” said James Jacobs, LOCKSS-USDOCS Coordinator, Stanford University, and former Chair of the United States Depository Library Council.

While the CGI-PLN’s mandate is broadly defined, its current focus is on information publicly disseminated by the Government of Canada.

“This project illustrates how university libraries are finding new ways to contribute to the long-term preservation and access of important research resources,” University of Alberta University Librarian and Canadian Association of Research Libraries President Gerald Beasley said.

For more information, see:

CGI-PLN Participating Institutions (in alphabetical order)

  • Dalhousie University
  • McGill University
  • Scholar’s Portal (Ontario Council of University Libraries)
  • Simon Fraser University
  • Stanford University
  • University of Alberta
  • University of British Columbia
  • University of Calgary
  • University of Saskatchewan
  • University of Toronto
  • University of Victoria

Posted in Government information | 1 Comment »

 
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