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Auditor General Report on Library and Archives Canada and the Preservation of the Documentary Heritage of the Government of Canada

Posted by Govt Library and Info Mgmt Professionals Network on 2014-11-25

In his Fall 2014 Report tabled today in Parliament, Auditor General Michael Ferguson reports on seven audits which examined a number of different government activities and programs, including the preservation of the documentary heritage of the Government of Canada

Chapter 7 — Documentary Heritage of the Government of Canada—Library and Archives Canada

Highlights

What we examined

The overall objective of the audit was to determine whether Library and Archives Canada has fulfilled its responsibilities for acquiring and preserving government documentary heritage from federal institutions, and for facilitating access to these records for current and future generations.

What we found

Acquisition, preservation, and access

Overall, we found that Library and Archives Canada was not acquiring all the archival records it should from federal institutions. It does not have up-to-date disposition authorities—that specify which records should be transferred and by what date—for all federal institutions. Of those records it had acquired, Library and Archives Canada had a backlog of some 98,000 boxes of government archival records as of April 2014, and does not know when it will be able to complete the processing of these records and facilitate public access to them. This is important because Canadians do not have knowledge of the government’s archival records that have not yet been transferred from the institutions to Library and Archives Canada, nor of records still in Library and Archives Canada’s backlog.

Library and Archives Canada is not acquiring all the archival records it should from federal institutions (see paragraphs 7.12-7.17)

Recommendation. Library and Archives Canada should ensure that disposition authorities of the federal government’s archival records are kept up to date. To accomplish this, it should develop a plan with achievable timelines for issuing and updating the necessary disposition authorities. It should also continue to engage with institutions and to monitor the adequacy of existing disposition authorities.

Library and Archives Canada has a backlog of 98,000 boxes of archival records (see paragraphs 7.18-7.24)

Recommendation. Library and Archives Canada should develop and implement a plan that establishes the approach, resources, budget with cost and efficiency gains estimates, and timelines to eliminate the backlog of government documentary heritage. Results on progress should be measured and reported to management on a regular basis.

Digital readiness

Overall, we found that Library and Archives Canada did not have a corporate digital strategy for the preservation of digital data. In addition, despite having spent $15.4 million on developing and implementing a trusted digital repository from 2006 to 2011, the institution still did not have an integrated system to manage the electronic transfer, preservation, and storage of digital information, and provide digital access to its collection by Canadians.

Library and Archives Canada does not have a corporate digital strategy (see paragraphs 7.29-7.34)

Recommendation. Library and Archives Canada should

  • develop a corporate digital strategy to allow the transition to an integrated digital environment that ensures the sustainability of its digital collection; and
  • continue to engage with institutions to prepare them on how to transfer digital records in an appropriate format, so that it can determine the capacity required to accommodate future digital transfers.

Library and Archives Canada did not use its trusted digital repository (see paragraphs 7.35-7.39)

Recommendation. To support the fulfillment of its mandate, Library and Archives Canada should implement a program that ensures the acquisition and sustainability of digital records, and the provision of access of its collection by Canadians.

Response

Library and Archives Canada agrees with our recommendations, and has responded (see List of Recommendations).

Why we did this audit

Library and Archives Canada serves as the permanent repository of Canada’s documentary heritage, which consists of the federal government’s publications and records of enduring national interest. Library and Archives Canada is responsible for acquiring and preserving records of archival value and for making them available to the public. Its collection includes audiovisual records, photographs, artworks, and electronic documents. The Library and Archives of Canada Act describes Library and Archives Canada as “the continuing memory of the government of Canada and its institutions.”

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Beta Testing of Statistics Canada’s Website

Posted by Govt Library and Info Mgmt Professionals Network on 2014-11-12

Source: http://www.statcan.gc.ca/daily-quotidien/141112/dq141112d-eng.htm

The Daily — Beta testing of Statistics Canada’s website, November 12 to December 12, 2014

Today, Statistics Canada begins testing of a new way to organize its statistical output. The goal is to make sure that Statistics Canada products are user friendly and easy to find on the agency’s website.

As part of a multi-year project to develop a new dissemination model, the agency is inviting users to visit its beta site and provide feedback. The information obtained will be used to develop a more dynamic online presence that is easier to navigate and makes information more readily accessible to a wide range of data users.

Users are invited to rate pages, provide comments and join in the discussion forum. The dialogue between the agency and its users will continue through to December 12. Launch of Statistics Canada’s new website is slated for fall 2015.

Posted in Government information | 1 Comment »

Canada’s Action Plan on Open Government 2.0

Posted by Govt Library and Info Mgmt Professionals Network on 2014-11-06

Source: http://news.gc.ca/web/article-en.do?mthd=index&crtr.page=1&nid=900739

The Government of Canada launched the Action Plan on Open Government 2.0 on November 6, 2014. The Action Plan specifies ways the federal government is working towards creating a more open and transparent government and maximizing the sharing of government information and data. Open Government Action Plan 2.0 consists of 12 commitments, including the foundational commitment, the Directive on Open Government, which will set direction for all activities over the next two years and beyond.

Canada’s first Action Plan on Open Government was launched at the 2012 Open Government Partnership (OGP) Annual Summit in Brazil. Over the last two years, significant progress has been made on a broad range of initiatives to increase access to Open Data, Open Information, and Open Dialogue. This has established a strong foundation on which future open government activities can be built, including new government-wide policy on the release of open data and information, and modern, state-of-the-art platforms to enable public access to government information and engagement opportunities. Key accomplishments include:

  • Next-Generation Open Data: The Government of Canada’s next-generation open data portal (data.gc.ca) was launched in June 2013. This new discovery portal was built based on broad public consultations with users to define new capabilities, and enhancements were made to expand the availability of high-value data, improve data integrity, enrich the usability of the site, facilitate intuitive discovery of data, and increase user engagement.
  • Modernization of Access to Information (ATI) Services: Enhanced online services were launched in 2013 to enable Canadians to search completed ATI requests across all federal departments through a single search interface, and to submit new Access to Information requests via the Web.
  • Open Government License (OGL): In 2013, the Government of Canada issued a new open government license for all levels of government in order to remove barriers to the reuse of published government data and information regardless of origin. This license has been adopted not only by the Government of Canada, but also by several provincial governments and municipalities across the country.
  • Canada.ca: Late last year, the federal government introduced its new government-wide web portal at Canada.ca that provides intuitive navigation features to help Canadians find the information they need more quickly and easily. The portal enables users to quickly complete tasks, and features government-wide search capabilities, better use of social media, and optimized content for mobile devices.
  • Canadian Open Data Experience (CODE): In February 2014, the Government of Canada held the largest competitive open data hackathon in Canadian history, bringing together over 900 developers, students, and open data enthusiasts from across Canada to develop over 100 innovative applications using federal data.

The Directive on Open Government

  • The Directive on Open Government provides guidance on when and how to release Government of Canada data and information of business value. The new Directive on Open Government ensures a consistent approach to releasing information, and applies to more than 100 federal departments and agencies.
  • Other than valid exceptions for privacy, security, and confidentiality, Government of Canada data is to be open by default. Eligible data and information will be released in standardized, open formats, free of charge:
  • The Directive will be implemented over a five-year period to ensure time for departments to meet the requirements. It is a key commitment of the Government of Canada’s Action Plan on Open Government, and was issued on October 9, 2014

Open Data Commitments

Canada’s Action Plan on Open Government 2.0 includes four specific commitments to unlock the economic potential of open data:

1) Open Data Canada

Open Data Canada is intended to harmonize and integrate the diverse range of open data activities happening at all levels of government across Canada, facilitating a “no wrong door” approach to Open Government data, regardless of which Canadian jurisdiction owns it – federal, provincial/territorial, or municipal.

2) Open Data Exchange (ODX)

The Government of Canada is investing $3 million over three years to launch a new institute focused on open data: the Open Data Exchange, or “ODX.” Through ODX, Canadians will be able to see the measurable economic benefits of open data in the form of job creation, investment in data-driven companies, and the establishment of a national hub for the commercialization of open data.

3) Open Data for Development (OD4D)

The OD4D initiative aims to support the global and regional efforts of governments, civil society organizations, and entrepreneurs harnessing Open Data to achieve development outcomes, and enrich the international sharing of open data solutions and best practices. This includes helping to build the capacity of open data initiatives in Latin America, the Caribbean, Africa and Asia, by supporting developing countries as they plan and execute open data initiatives, and create solution-driving networks to bring about social and economic innovation.

4) Open Data Core Commitment

Canada is focused on ensuring high-quality open data services for Canadians by planning a series of projects, including the second Canadian Open Data Experience (CODE2) and the new Open Government Portal, that drive government-wide progress on open data and prioritize easy access to high-value federal data.

Open Information Commitments

Canada’s new Action Plan on Open Government places a strong emphasis on providing Canadians with access to open information. Canada will also work to improve Canadians’ skills as consumers of digital data and information. The six commitments to advance Open Information include:

1) Open Science

The Government of Canada will maximize access to federally-funded scientific research to encourage greater collaboration and engagement with the scientific community, the private sector, and the public.

2) Mandatory Reporting on Extractives

Mandatory reporting standards will increase Canadians’ awareness about how Canadian extractive companies’ revenues are spent, which supports transparency and social responsibility, and helps to combat corruption.

3) Open Contracting

The Government of Canada will coordinate single-window access to a broad range of open contracting information from across federal departments. By improving upon the disclosure of contracting data, the Government of Canada will strengthen the openness and transparency of its procurement processes and increase Canadians’ knowledge of how their tax dollars are being spent.

4) Open Information on Budgets and Expenditures

The Government of Canada will publish expanded information and data on federal spending to help Canadians understand, and hold government accountable for, the use of public monies.

5) Digital Literacy

The Government of Canada will support the development of tools, training resources, and other initiatives to help Canadians acquire the essential skills needed to access, understand, and use digital information and new technologies.

6) Open Government Portal

The Government of Canada will provide robust information management and next-generation search and discovery services on the Open Government portal that will significantly improve the sharing of government information in support of transparency and accountability

Open Dialogue Commitment

As part of Canada’s new Action Plan on Open Government 2.0, the Government of Canada’s open dialogue activities will focus on creating an environment that encourages and enables departments and agencies to regularly consult with Canadian citizens and civil society organizations.

The Government of Canada will provide direction, tools, and resources to enable federal departments and agencies to consult more broadly with citizens and civil society in support of the development and delivery of government policies and programs, through launching a renewed Consulting Canadians site to facilitate easier access to information on federal consultation activities for citizens, as well as a new government-wide consultation portal to promote opportunities for public participation, host online consultations, and share findings from completed consultations.

The government will also develop a set of principles and procedures to guide consultation processes in order to increase the consistency and effectiveness of public consultations across government.

See also:

 

Posted in Government information, Open data, Open government | Leave a Comment »

Information Management Results in the 2013-14 Departmental Performance Reports

Posted by Govt Library and Info Mgmt Professionals Network on 2014-11-05

On November 5, 2014, Tony Clement, President of the Treasury Board, tabled the 2013-14 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. Also provided are the IM-related priorities in the Report on Plans and Priorities for each department and agency.


Aboriginal Affairs and Northern Development Canada and Canadian Polar Commission

2013-14 Report on Plans and Priorities

  • Implement key projects to shift towards an Enterprise Architecture to deliver on three strategic areas: Improved Information Management and Information Technology Governance; Enterprise Information Management; and Project Portfolio Management.

2013-14 Departmental Performance Report

Organizational Priorities

AANDC continued to meet its obligations under the Indian Residential Schools Settlement Agreement, which includes financial compensation, a Truth and Reconciliation Commission, commemorative activities and measures to support healing and education. With the continued implementation of the Settlement Agreement AANDC has:

  • Completed the disclosure of active, semi-active and legacy documents to the Commission, as well as preparing a plan to research and disclose relevant documents held at Library and Archives Canada.
Sub-Program 2.4.4: Support to the Truth and Reconciliation Commission

Support to the TRC comprised two elements: document disclosure and participation of government officials at TRC national events.

Canada completed the disclosure of its known “active and semi-active” documents (those in the possession of individual Departments) by September 30, 2013. Disclosure of known “legacy” documents (those held by the Department that speak to the legacy of Indian residential schools rather than to the operation of the schools) was completed by December 2013. Any hitherto unknown historical documents, such as Crown Personnel files, which continue to be identified as part of the IAP process, will be disclosed on an on-going basis.

Canada’s remaining obligation is to disclose its holdings at Library and Archives Canada. This will not be completed by June 30, 2014. The documents held at Library and Archives Canada were not considered relevant until January 30, 2013, when the Ontario Superior Court clarified that the federal government’s obligation to provide all relevant federal documents to the TRC included all documents housed at Library and Archives Canada. Initially, the federal government focused its document disclosure efforts on providing the TRC with all “active and semi-active documents.” Although the TRC also asked the government to provide all relevant federal documents in Library and Archives Canada, the federal interpretation of the Settlement Agreement was that it was only mandated to provide “access” to its archives. This Court case and the decision added unanticipated costs to the sub-program in 2013–2014.

AANDC sought additional financial resources to fund a plan to disclose the documents held at Library and Archives Canada, as this cost had not been previously anticipated.

The challenges of the past year have highlighted that a central coordinating committee is vital to the success of a file this complex. In this case, 24 government departments needed to be engaged in order to complete the work. Without a central working group, this would have been impossible.

Internal Services

Developed an Enterprise Architecture (EA) strategy in line with the Treasury Board Secretariat proposed strategy. Once implemented, EA will enable improved management of information and technology within AANDC.

Canada Border Services Agency

2013-14 Report on Plans and Priorities

  • The Agency will also take steps to strengthen information technology and information management systems and capacity.

2013-14 Departmental Performance Report

Finally, Information Management (IM) initiatives continued to make progress in 2013–14 with the addition of 4,000 users to Apollo, the Agency’s branding of GCDOCS, the Government of Canada’s standard for all electronic document and records management systems. The Agency also evolved its planning to adopt Shared Services Canada’s new email system and practices. The Apollo implementation will be dovetailed with another business transformation project, the Email Transformation Initiative system. In addition, the Agency has updated its IM Policy and work continues with Library and Archives Canada to further update existing Record Disposition Authorities, specifically information shared between the CBSA and Citizenship and Immigration Canada.

Canada School of Public Service

2013-14 Report on Plans and Priorities

  • The School will capitalize on opportunities emerging from the Government of Canada’s Open Government Strategy and Recordkeeping Directive by rethinking the design of the School’s data management practices, information management system and engagement strategies. Furthermore, the School will continue its transition to GCDocs in order to increase collaboration and information sharing across the organization.

2013-14 Departmental Performance Report

Program 1.1: Foundational Learning

The School continued to support whole-of-government priorities such as the Open Government initiative, which aims to transform data, information and dialogue practices to achieve a more transparent, cost-effective, efficient and responsive government. In 2013–14, the School delivered training to over 3,000 public service employees on GCDOCS, a government-wide solution for records management, to support members of the information management community and other public service employees transitioning to this new system.

Further, in collaboration with the Treasury Board of Canada Secretariat’s Chief Information Officer Branch and Library and Archives Canada, the School undertook a comprehensive review of its information management curriculum in order to support the new and emerging needs of information management specialists across the public service.

In support of the Government of Canada’s Email Transformation Initiative and in response to learning needs, the School worked in partnership with Shared Services Canada to offer training modules for public service employees, administrative users and IT service providers within the public service to support the transition to the new email system.

Internal Services

In support of the Government of Canada’s Open Government initiative and Directive on Recordkeeping, the School undertook a number of business process improvements related to its technology infrastructure to improve system capacity and data integrity in support of its online common learning platform. The School also continued its transition to GCDOCS in support of increased collaboration and information sharing across the organization.

Canadian Environmental Assessment Agency

2013-14 Report on Plans and Priorities

  • Review knowledge and information management systems that support the delivery of the environmental assessment process under CEAA 2012, which will include identifying potential system improvements to streamline the management of EA information and tasks;

2013-14 Departmental Performance Report

The number of Access to Information requests processed during this period remained comparable to the previous year, however the number of pages processed increased exponentially, representing a volume of pages processed that was 18 times higher than the previous fiscal year (2012-13) and more than 460 times higher than fiscal year 2011-12. This increase in processing has had a significant impact on human and financial resources and requirements.

The Agency carried out extensive planning to streamline and upgrade the Agency’s records and document management system, develop an information architecture, and assess human resource requirements to support longer-term information management. A five-year information strategy was developed.

Canadian Food Inspection Agency

2013-14 Report on Plans and Priorities

  • The Agency has developed a medium-term strategic plan (IM/IT Campaign Plan) to guide IM/IT activities. Another key initiative within this plan is information management. The objective of this initiative is to better enable active management of the Agency’s information holdings in order to fulfill the growing need for timely, consistent, accessible, and trusted information, and to ensure foundational systems are in place to support the Agency’s modernization efforts.
  • Additionally, the CFIA will continue to work towards completing a series of Access to Information and Privacy (ATIP) Modernization improvements by developing and implementing a Privacy Policy Framework. Although work began in 2012–13, with respect to this initiative, the new Policy will be finalized and communicated to CFIA staff through information sessions in 2013–14.

2013-14 Departmental Performance Report

The CFIA made progress in the area of information and record management by exploring modern information management and collaborative solutions, while continuing to maintain and enhance its existing foundation. More specifically, the Agency:

  • partnered with Library and Archives Canada , to improve its paper holdings archives;
  • implemented TBS’s Standard on Email Management and Record Keeping policies;
  • initiated, as part of Treasury Board Secretariat (TBS) Record Keeping compliance, a number of activities related to information assets, including:
    • revision of the file classification plan to a function based system;
    • identification and completion of an inventory of records; and
    • revisions to the file retention plan to revisit the schedules for retention.
  • explored software options for collaborative solutions, which will complement the existing information systems widely used by staff as standard repositories, so as to better manage information assets and fulfill the growing need for timely, consistent, accessible, and trusted information.
  • as part of Open Government, implemented ATIP By-Online, which allows for access to information and privacy (ATIP) requests for CFIA information to be done online.

Canadian Heritage

2013-14 Departmental Performance Report

  • In addition, Canadian Heritage implemented a standardized information classification system for the management of digital records, and initiated a department-wide review of digital information holdings.

Canadian Human Rights Commission

2013-14 Report on Plans and Priorities

  • implementing the Information Management and Record Keeping Directive by March 2015 to prepare the Commission for the closure of federal record centres and the launch of the government-wide eOffice initiative;

2013-14 Departmental Performance Report

The Commission has made steady progress on the government’s Directive on Recordkeeping, which is a base requirement for eOffice, an open networked environment for service delivery. The Commission is well positioned to comply with the directive by March 2015, in line with the closure of the federal records centres. Many federal and international organizations, such as the Association of Records Managers and Administrators, have recognized the quality of the Commission’s work in this area.

Canadian International Trade Tribunal

2013-14 Departmental Performance Report

  • The ground work in implementing the CITT’s GCDocs solution was completed and only user implementation remains.

Citizenship and Immigration Canada

2013-14 Report on Plans and Priorities

  • meeting commitments to open government and reducing costs and improving productivity, information sharing and storage capacity by instituting the systematic use of modern information management tools such as GCDOCs

2013-14 Departmental Performance Report

Organizational Priorities

CIC supported the Government of Canada Open Data Initiative by expanding access to the CIC Access to Information and Privacy online request application to 11 additional departments. In addition, CIC piloted GCDOCS (a document management system) and prepared for full roll-out in 2014–2015.

Internal Services

CIC piloted and prepared for full roll-out of GCDOCS, a new Government of Canada (GoC) document and records management software; developed a comprehensive Information Technology Security Plan to ensure business continuity; aligned business processes to ensure compliance with Treasury Board Secretariat recordkeeping directives; and, supported the GoC Open Data Initiative by expanding access to the CIC Access to Information and Privacy online request application to six additional departments.

Courts Administration Service

2013-14 Report on Plans and Priorities

  • To meet CAS‘ information management needs and to comply with Treasury Board information management policies, principles, standards and practices, CAS will update its information management framework and implement a new Document Management System. This will enable technological integration with other corporate systems and ensure that digital information can be easily accessed and shared.

2013-14 Departmental Performance Report

  • CAS reviewed its Record Keeping Directive to ensure compliance with information management policies and practices. The review led to the development of training on information management and information security for members of the courts and employees. Further, the migration of court records to the new central repository database has set the foundation for the future implementation of an electronic document management system.

Department of Finance Canada

2013-14 Report on Plans and Priorities

  • The Department of Finance Canada will continue to improve its information management (IM) and information technology (IT) infrastructure and services, to manage security concerns in a manner that addresses both security and work environment requirements. The Department will also be updating its IM and IT Strategic Plan, first, to strengthen information management practices and work toward full implementation in 2015 of the Treasury Board Directive on Recordkeeping, and second, to ensure that the department’s employees continue to have the environment, tools and technical capacity to be effective and efficient by offering services in partnership with Shared Services Canada.

2013-14 Departmental Performance Report

Organizational Priorities

The Department has been working toward the implementation of a collaborative client-focused approach to IM, a key element of the Treasury Board Directive on Recordkeeping, to which all departments must adhere by March 2015.

Internal Services

The Department worked toward the implementation of a collaborative client-focused approach to information management. The implementation of an information management solution is a key element of the Treasury Board Directive on Recordkeeping, which all departments must adhere to by March 2015.

The Department fulfilled its obligations under the Access to Information Act and the Privacy Act, although the caseload had almost doubled in the last three years. The Department’s compliance rate in responding to Access to Information Act requests within the statutory time frame was at 92 per cent.

Department of Justice Canada

2013-14 Report on Plans and Priorities

  • implement projects selected for their capacity to transform business processes through new ways of working, using modern, digital tools to create, share, and manage information securely
  • contribute to Government of Canada initiatives including the modernization of websites that serve the public, and transform departmental web publishing through a centralized model

2013-14 Departmental Performance Report

As planned, the Information@Justice vision was developed based on extensive client and stakeholder consultations. The goal is to transform the Department of Justice into a more modern and collaborative digital work environment. The Department defined projects to introduce new tools and training, and established engagement strategies to support new ways of working that will enable Justice employees to find, share and manage information in a more efficient and sustainable manner. In addition, the Department launched a reorganized and redesigned Internet site that responds better to the needs of Canadians and better reflects the Government’s priorities. This new site is compliant with Government of Canada Web Standards and will produce metrics that will allow for measurements and continual improvements. The Department also has reduced, reorganized and improved content on its Intranet site to better meet the needs of employees and to better support effective corporate communications.

Departmental Information Management and Information Technology (IM/IT) functions incorporated additional oversight, control and reporting initiatives from the TBS Office of the Chief Information Officer Branch, as well as standardization through Shared Services Canada and the GC clustering initiative. IM/IT functions were also engaged in the GC Email Transformation, Windows 7 Deployment and Digital Information Repository and Workspace initiatives. GC Cyber and IT Security initiatives included GC-ISB Security Certification for Justice Employees and implementation of a variety of GC standards and directives designed to improve security of, and access to GC systems and protection of IT security data.

Employment and Social Development Canada

2013-14 Report on Plans and Priorities

Advancing the Department’s commitment to privacy renewal: HRSDC will continue to modernize its privacy processes, policies and support functions to ensure that it continues to meet the highest standards for the protection of personal information. This includes the horizontal coordination and prioritization of Department-wide privacy and security initiatives; program-led privacy action plans; the modernization of Information Sharing Agreements and Public Interest Disclosure management; and the renewal of the Department’s Privacy Policy suite, processes and tools. Privacy training and awareness will be strengthened to ensure that all employees understand their roles and responsibilities for the protection of personal information.

Further strengthening approaches to information management: HRSDC is moving to integrate information management in a more systematic way across the Department and modernize recordkeeping functions. All Departments are required to be in compliance with Treasury Board Secretariat’s new Directive on Recordkeeping by 2015. As part of this process, Library and Archives Canada has returned a large number of paper documents to the Department for review. HRSDC will examine its existing paper file holdings to determine which records should be kept, archived electronically or destroyed if no longer required. The Department will also make more active use of new technologies to improve the sharing of knowledge and information internally, as well as make further improvements to information security, including the security of personal information.

2013-14 Departmental Performance Report

Organizational Priorities

Modernize the Government of Canada internet presence

The Government of Canada Web presence supports Canadians by providing easy, fast and convenient access to information and services online. Through Service Canada, ESDC is the principal publisher responsible for developing and managing a single Government of Canada website, Canada.ca. The site will provide an enhanced user experience; citizen-centric, theme-based content; and a common and enhanced Government of Canada search. Canadians will be able to locate detailed information on the programs and services offered through ESDC, as well as general information on all Government of Canada programs and services. The initial launch of Canada.ca in December 2013 established a number of key organizing principles focused on user needs. The key organizing principles were evolved and enhanced through subsequent releases that refined and improved the organization of topics within the themes and added features and functionality such as improved integration with social media content, improved feedback tools for users (such as an interactive blog) and mobile-optimized presentation.

Modernize privacy processes and policies and strengthen privacy training and awareness

In 2013–14, the Department finalized the review and approval of a new Departmental Policy on Privacy Management. The Policy lays out three strategic objectives:

  • to codify the Department’s baseline requirements and standards for the management and protection of personal information;
  • to communicate the roles and responsibilities of all employees with respect to privacy management and the protection of personal information; and
  • to monitor compliance with this new policy.

In 2013–14, the Department established an integrated work plan of initiatives to support the strategic planning and implementation of the Department’s privacy and security priorities. These included the development, review, and approval of new policies and guidance, privacy impact assessments, information sharing agreements, continued implementation of Program-led Privacy Action Plans and non-administrative uses of personal information to support policy analysis, research and evaluation activities. Implementation of a re-designed Privacy Impact Assessment (PIA) process, including the development of new tools, continued. These tools include PIA guidance materials for employees who are new to PIAs; and a generic inbox to triage and prioritize requests.

The Department conducted a series of activities in 2013–14 to raise awareness of privacy and security requirements and promote the stewardship of information, including corporate communications, privacy and security awareness events (convened over 30 awareness sessions), and the establishment of an employee portal with easily accessible information on employee roles and responsibilities. In addition, all ESDC branches and regions developed plans to raise awareness of employee privacy and security responsibilities and reported full engagement of departmental employees.

The Department also launched a new mandatory training module on the Stewardship of Information and Effective Workplace Behaviours, which included training on privacy, security, information technology security, information management, access to information, and values and ethics. This course supports the Department’s commitment to the responsible use and care of departmental and personal information.

Modernize recordkeeping functions:

Employment and Social Development Canada (ESDC) developed a Recordkeeping Action Plan that outlines the goals, objectives, and approved information management strategies required to meet the Treasury Board Secretariat Directive on Recordkeeping by 2015. The action plan ensures that: recordkeeping requirements are built into programs, services design and processes; supportive governance and accountability structures are adopted; and information resources are managed, regardless of medium or form, to ensure their authenticity, accuracy, integrity, clarity, reliability, availability and completeness for as long as required to support business operations. By March 31, 2014, the integration of information management (IM) policies and practices, information architecture and a plan of action to adopt GCDOCS for document management was completed.

Integrate information management across the Department:

ESDC completed a cleanup of information and data of business value across data repositories, implementing a secure file service for sensitive documents, establishing a classification structure and making mandatory training and resource information available to all employees. To date, approximately 5,800 ESDC employees have taken the IM courses at the Canada School of Public Service.

Internal Services
Further strengthening approaches to information managementESDC has developed a comprehensive plan for achieving the 2015 government-wide Record Keeping Directive for the management of information. By March 31, 2014, ESDC completed the integration of information management policies and practices into an online departmental platform, including the development of a plan of action to integrate GCDOCS, the Government of Canada-approved electronic document and records management solution. In addition, an ESDC 2013–14 Multi-year IT Security Program was developed, directly responding to recommendations by Internal Audit Service Branch, the Office of the Auditor General, third-party security assessment and other inputs.

Environment Canada

2013-14 Departmental Performance Report

Completed the transformation of library services into a virtual library, providing a full range of services to all employees across Canada.

Fisheries and Oceans Canada

2013-14 Report on Plans and Priorities

  • Use of Web Technology — Expand the use of web technology as a new service delivery channel by ensuring compliance with Treasury Board’s Standard on Web Accessibility by July 2013 and by increasing the Department’s virtual library services (led by the Human Resources and Corporate Services Sector).
  • Information Management Strategy Action Plan — Implement the 2013-14 portion of the Department’s Information Management Strategy Action Plan to safeguard the Department’s information assets and improve service delivery (led by the Human Resources and Corporate Services Sector).

2013-14 Departmental Performance Report

Organizational Priorities

Demonstrated leadership in Information Management and Technology Services by implementing progressive and innovative working arrangements such as commencing implementation of Workplace 2.013 where economical and feasible; expanding the use of web technology as a new service delivery channel by ensuring compliance with Treasury Board’s Standard on Web Accessibility; implementing application and information strategies to improve service delivery such as updating Internet, Intranet sites, and the Department’s library catalogue; and implemented the 2013-14 portion of the Department’s Information Management Strategy Action Plan to safeguard the Department’s information assets.

Internal Services

Implemented the 2013-14 portion of the Department’s Information Management Strategy Action Plan.

Health Canada

2013-14 Report on Plans and Priorities

  • Key initiatives include the implementation of common HR processes; a strategy for aging IT; a National Accommodation Strategy; and, the initial implementation of an Enterprise Content Management System.

2013-14 Departmental Performance Report

Deployment delays of the TBS authorized tool for GCDOCs, caused Health Canada to shift its efforts from the implementation of an Enterprise Content Management System towards Information Management Readiness.

Immigration and Refugee Board

2013-14 Departmental Performance Report

In 2013–14, the IRB continued to emphasize its alignment to the Government of Canada’s new service model for the outsourcing of document storage and retrieval services. It established cost-recovered services from Library and Archives Canada for the disposition of information resources. The Board improved its information management (IM) program by completing several key and foundational projects identified in its IM Framework Action Plans. The IRB established an IM governance structure, completed a full inventory of its information repositories, identified its Information Resources of Business Value (IRBV) and established a risk profile for the protection of these IRBVs. The Board researched options for the introduction of an electronic document repository, which resulted in a GCDOCS End State Report and an implementation options report.

Infrastructure Canada

2013-14 Report on Plans and Priorities

  • Support the Government of Canada’s Directive on Recordkeeping: An Infrastructure Canada recordkeeping management project will be concluded to ensure compliance with the Treasury Board Secretariat Directive by March 31, 2015

2013-14 Departmental Performance Report

Took measures to support the Treasury Board Secretariat Directive on Recordkeeping. This project is putting in place the tools and processes necessary to ensure that information of business value is managed in accordance with updated policy requirements and best practices. (This project is to be concluded by the Treasury Board Secretariat’s deadline of March 31, 2015).

National Film Board of Canada

2013-14 Report on Plans and Priorities

  • Modifying the media information system is an aspect of information management at the NFB. The objective is to adapt the existing systems to cope with the increasing digitization of data and the NFB’s various media management and processing activities. The NFB will thus improve the effectiveness of its systems, while ensuring they meet government standards.

2013-14 Departmental Performance Report

The modification of the media asset management system began in 2013–14. It will be recalled that the objective is to adapt the existing systems to cope with the increasing digitization of data and the NFB’s various media management and processing activities. The new system should become operational in 2014–15.

Natural Resources Canada

2013-14 Report on Plans and Priorities

  • Adopt an enterprise-wide solution for electronic records and document management (GCDocs).

2013-14 Departmental Performance Report

Organizational Priorities

NRCan’s new document management application, GCDOCS, was advanced substantially in 2013-14. Key milestones completed include the development and approval of the Project Management Plan, employee engagement, functional testing, completion of pilots, and implementation in some parts of the Department.

Internal Services

NRCan met several milestones related to information and document management processes and tools in 2013-14. These included the launch of the new consolidated Departmental website, which replaced the existing collection of branch, sector and corporate websites. The new, smaller web presence allows for enhanced navigation and usability in accordance with the Standard on Web Usability. The Department completed some of its information management-related priorities. Key milestones related to the GCDOCS document management tool were completed in 2013-14, including the development and establishment of the GCDOCS environment, functional testing, development of the departmental information architecture, completion of pilots, resolution of some system performance issues, and partial implementation in some of NRCan’s organizational units.

Natural Sciences and Engineering Research Council of Canada

2013-14 Report on Plans and Priorities

  • Developing an Open Access Policy: In 2013-14 and beyond, NSERC will continue its work on developing an Open Access policy for research publications, in collaboration with SSHRC and CIHR.
  • Follow-up Audit on Information Management: In 2013-14, NSERC will carry out a follow-up audit to ensure that recommendations outlined in previous information management audits have been implemented and that any issues identified have been addressed. This follow-up audit is expected to be completed in 2013-14.

2013-14 Departmental Performance Report

Organizational Priorities

In 2013-14, NSERC and the Social Sciences and Humanities Research Council of Canada (SSHRC) held an online consultation on the draft Tri-Agency Open Access Policy. A summary of the common themes raised in the online consultation and a full report on the consultation is available on the NSERC and SSHRC websites. NSERC, SSHRC, and the Canadian Institutes of Health Research (CIHR) are currently seeking final approvals for the adoption and implementation of a harmonized approach to the policy.

Northern Pipeline Agency

2013-14 Departmental Performance Report

The Agency continued to implement its knowledge management and digitization project to digitize major historical and archival records of project and regulatory decisions.

The Agency updated its website with current and relevant information, including a link to an electronic library containing an extensive listing of historical reports on northern pipelines.

Office of the Chief Electoral Officer

2013-14 Report on Plans and Priorities

  • Strengthen Information Management
    • In keeping with direction from central agencies, Elections Canada continues to strengthen its information management program. As we prepare to consolidate all employees in a single building, we are taking this opportunity to identify information of business value, establish information-retention periods and dispose of electronic and paper information that is no longer required.
    • Additionally, we will extend our efforts to digitize paper records of business value, categorizing and storing them in a new corporate information structure. This information architecture will allow us to carry out a pilot project in 2013–2014 of a computer application that efficiently captures, retrieves and manages records in an electronic-information environment, while protecting the integrity of personal information.

2013-14 Departmental Performance Report

In keeping with direction from central agencies, Elections Canada continued to strengthen its information management program by testing an electronic document management system (GCDocs) through a pilot project.

With the office relocation to Gatineau, Elections Canada identified and implemented efficiencies in collaboration with the other agents of Parliament in the building. These resulted in:

  • a unique library serving four agencies

Office of the Commissioner for Federal Judicial Affairs

2013-14 Departmental Performance Report

Organizational Priorities

Information Technology maintained a high level of availability and quality of operation, and various upgrading initiatives were pursued to align FJA systems with government-wide ones and to improve efficiency (e.g., reduce double entry of data). FJA continued to implement the Management Action Plan of the Office of the Comptroller General (OCG) Horizontal Audit on electronic record keeping. Specific actions included the scanning of historical documents and updating the information architecture.

Office of the Commissioner of Official Languages

2013-14 Departmental Performance Report

[W]orked with the other agents of Parliament located in the new building at 30 Victoria Street in Gatineau, Quebec, which resulted in:

  • the establishment of a shared space for a library for four agents (the sharing of support systems and personnel will be explored next year);

Office of the Privacy Commissioner of Canada

2013-14 Report on Plans and Priorities

  • Further enhance information sharing and promote collaboration by fully implementing a new electronic document management system.

2013-14 Departmental Performance Report

The Office continued to identify opportunities for collaborative services with other Agents of Parliament with a view to generate efficiencies, reduce operational risks and/or improve services. A number of collaborative services were established, including the consolidation of mailrooms with co-tenants, a shared library with the Office of the Commissioner of Official Languages (OCOL) and Elections Canada, and a shared interview room to conduct investigations and shared space for the provision of IT users assistance services with OCOL.

Office of the Superintendent of Financial Institutions

2013-14 Report on Plans and Priorities

  • Continue to develop and implement an enterprise information and FRFI data management strategy and framework, as per sound Enterprise Information Management principles, to ensure OSFI effectively obtains, captures and shares FRFI information.

2013-14 Departmental Performance Report

Met all project milestones as part of OSFI’s Information Technology renewal program, including

  • Developed correspondence and inquiry management and document/records management/collaboration systems.

Parks Canada Agency

2013-14 Report on Plans and Priorities

  • 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.

2013-14 Departmental Performance Report

  • In accordance with the Treasury Board Directive on Recordkeeping, Parks Canada business units continue to make good progress identifying and documenting Information Resources of Business Value (IRBV) that support and inform the Agency’s core decision‐making processes and management of programs.

Privy Council Office

2013-14 Report on Plans and Priorities

  • continue to implement PCO’s multi-year strategy to improve recordkeeping practices, in support of effective and efficient business processes and compliance with Government of Canada legislation and policy on the management of records and information

2013-14 Departmental Performance Report

 

  • Launched an initiative to modernize and strengthen PCO’s classified information technology (IT) networks, which is expected to be completed in 2014–15. Investments were also made to develop innovative IT solutions and tools, such as the Machinery Events Management System and the Autonomy Enterprise System;
  • Working closely with Public Works and Government Services Canada, PCO launched a Digitization Strategy to successfully convert over three million pages of classified paper records into a digital format, allowing for fast and accurate search and retrieval;
  • Implemented an electronic document management system in order to successfully streamline the review of documents, and the production of certificates, as required under section 39 of the Canada Evidence Act. This has resulted in considerable improvement in the efficiency of the review process

Public Health Agency of Canada

2013-14 Departmental Performance Report

Efforts were also focussed on Information Management (IM) Readiness, including implementation of the IM Strategy and integration of harmonized IM policy instruments.

Public Safety Canada

2013-14 Report on Plans and Priorities

  • Public Safety Canada will also continue the implementation of the Information Management Strategic Action Plan in an effort to improve the effectiveness and efficiency of the information management function.
  • [C]ontinue the Department’s transition to a Virtual Library, which includes the digitization of print materials and the collection of electronic resources to support the Department’s greening goals.

2013-14 Departmental Performance Report

With regard to information management (IM) and information technology (IT), the Department participated in the development of the interim Government of Canada Secret Infrastructure (iGCSI), whereby information exchange gateways were established between Public Safety Canada and a number of federal departments.  Moreover, existing secret networking capability was extended to Public Safety Canada’s regional offices and classified telephony was enhanced to meet requirements of senior departmental officials. Lastly, the Department finalized its implementation of the three-year IM Strategic Plan and completed the construction of a Virtual Library, enabling employees to access all library electronic resources from their desktop.

Public Service Labour Relations Board

2013-14 Report on Plans and Priorities

  • In addition to continuing to implement its IM strategy and action plan, throughout 2013-14, the PSLRB will issue an IM policy suite and promote good record-keeping practices. The organization also plans to create an IM Centre of Expertise that, combined with several communications initiatives, will offer employees the tools and support they need to effectively manage their information.

2013-14 Departmental Performance Report

The PSLRB also continued to work towards implementing its information management strategy and action plan, focusing on training all employees on the upgraded version of its electronic records and document management system (i.e., Documentum). Key activities included finalizing the file classification structure and file naming convention and completing the Documentum user manual.

Public Works and Government Services Canada

2013-14 Report on Plans and Priorities

  • PWGSC will enhance Information Management practices to support effective decision making, facilitate knowledge retention and enable better delivery of PWGSC services and programs.
  • PWGSC is also implementing a new records management Service Delivery Model comprised of a Centre of Expertise and Branch Operations Model, to focus on PWGSC‘s recordkeeping obligations and is also enhancing internal promotion of good recordkeeping practices. A project was also initiated to review, analyze and develop action plans to address branch legacy record and information holdings. This work will support the establishment of an inventory of all structured and unstructured information repositories, including shared drives. A review of the electronic records currently captured and maintained within the current electronic document management system is also underway to assess their business value and retention; and disposition requirements. This work will facilitate the migration to GC Docs the new information management software.
  • In order to respond on time to Access to Information (ATI) requests, PWGSC‘s Access to Information and Privacy Directorate will continue to provide training and support for ATIP liaison officers and employees in the Department in order to maintain consistent results in ATI response rates. An action plan was developed in 2012-13 by the Privacy Working Group, which has been established to identify opportunities for the improvement of the PWGSC‘s management of personal information by looking at best practices in other institutions and reviewing the Department’s privacy breach protocol.

2013-14 Departmental Performance Report

Expanded Document Imaging Services to support federal government departments and agencies in their transformation initiatives by reducing the need to store large volumes of paper documents and allowing departments to improve client service and reduce operational costs.

Enabled federal clients using Government of Canada common information, human resources and materiel management systems to leverage economies of scale through the sharing of common functionality, expertise and resources.

After almost 173 years, the printed copy of the Canada Gazette came to an end in 2013-14. On March 31, 2014, the PWGSC‘s Canada Gazette Directorate (CGD)—whose mandate until then was to publish, print and distribute the Canada Gazette, Part I, Part II and Part III—commemorated the end of the Canada Gazette’s paper era and highlighted its transition to an exclusively electronic format.

Apart from this major improvement in the publication of the Canada Gazette, PWGSC also continued with service improvements in other areas including: upgrades to its public opinion research and advertising information systems; improvements to the solicitation process and implementation of a new suite of procurement instruments for advertising services; and continued work for a new Integrated Library System (ILS) to better serve our clients.

PWGSC played a key role in the transformation and the advancement of the innovation agenda, working closely with TBS and Shared Services Canada (SSC) to advance the GC-wide implementation strategy for GCDOCS by supporting the development of the business case, functional requirements, and future operational model. PWGSC continued to support government initiatives such as the Email Transformation Initiative (ETI). PWGSC continued to implement the Enterprise Knowledge and Information Management Strategy (EKIMS), working extensively with the IM community to promote EKIMS, making links with the recordkeeping directive and the ETI transformation. Key highlight of the EKIMS implementation was the successful IM Day held in November 2013. Requisite policy changes progressed with the new Departmental IM/IT Governance Framework.

The Department established an inventory of all information repositories, and also reviewed the electronic records within its electronic document management system in order to facilitate the migration to the Government of Canada standard solution for document management.

Statistics Canada

2013-14 Report on Plans and Priorities

  • The Agency is conducting a comprehensive review and automation of its internal services and launching the development of the data service centre initiative for statistical information management.
  • Consult with other departments and Treasury Board Secretariat to get more information about the functionality of Systems, Applications and Products (SAP) and PeopleSoft —and the interoperability of these tools —as well as GCDOCS and email, to evaluate the timing and roadmap for migration to these common tools.

2013-14 Departmental Performance Report

Continue to strengthen the corporate information management framework: Information management (IM) is integral to the strategic outcome of the national statistical office—to provide Canadians with access to a trusted source of information. Statistics Canada’s IM Action Plan addresses the highest priority IM challenges that the Agency faces as it pursues the corporate objectives of relevance, trust, access and stewardship. Initiatives are aligned with the priority components of the Enterprise Government of Canada IM Framework: http://www.tbs-sct.gc.ca/im-gi/ims-sgi/ims-sgi-eng.asp. IM continues to be a key principle of the Agency’s CBA initiative. The integration of good IM practices into business processes is a key part of several strategic projects. The goal is to facilitate the identification and management of information resources of business value. In 2013/2014, Statistics Canada continued to monitor the implementation of the Directive on the Management of Statistical Microdata Files and the Directive on the Management of Aggregate Statistics. Work continued to prepare for the implementation of GCDOCS to replace the software used by the Document Management Centre. Business processes were analyzed to identify information resources of business value for statistical processes and their information management requirements including preservation and disposition schedules. A strategy on statistical standards was approved and the action plan received corporate funding for implementation. The data service centre initiative began. Once completed, this single corporate approach to registering files will facilitate access to all of the Agency’s key statistical holdings by authorized users.

Initiate the development of the new dissemination model: Over the last number of years, www.statcan.gc.ca has played a leading role in statistical data dissemination, both nationally and internationally. The goal of the new dissemination model is to modernize Statistics Canada’s methods and framework for the coherent dissemination of data to the public, including on the website, with the focus on aggregated statistics. This four-year project, launched in 2012/2013, includes developing a single output data repository to drive dynamically generated data tables; simplifying the product line to ensure consistency in product availability, presentation and functionality across the different subject-matter areas; reviewing the organization of the website and navigation strategy to ensure that Statistics Canada data are easy to find; and reviewing the output formats being offered, including the implementation of a web data service. In 2013/2014, the Agency initiated development of proposed systems, and began iterative usability testing of the proposed prototypes.

Develop, test and implement the new Government of Canada Open Data Portal infrastructure and user interface: The Government of Canada produces vast amounts of data to support delivery in areas such as health, environment, agriculture and natural resources. The Open Data Portal was developed to create a central location for making government data freely available in machine-readable formats. Statistics Canada was asked to host, develop, and maintain the next generation of the Government of Canada’s Open Data Portal that was successfully launched on June 18, 2013. The launch of this site enabled Canada to meet its international commitments under the G8 Open Data Charter. Statistics Canada continues to support and enhance the portal infrastructure and user interface. This extension to Statistics Canada’s portfolio ties into the Agency’s goals and objectives of providing greater access to statistical data for the Canadian public.

Develop a corporate approach for the governance, acquisition, use and disposition of administrative data: Statistics Canada has a long history of using administrative data for economic and social statistics, as well as for census and demographic programs. These data can provide high-quality input, while minimizing the burden on respondents. Statistics Canada recognizes the need to manage and reduce wherever possible the burden on small and medium-sized businesses and on individual Canadians. Further, administrative and secondary data sources yield the potential to develop new information series on new and emerging issues at a reduced cost and without increasing global response burden when compared to traditional statistical surveys. To enhance its use of administrative or secondary data, Statistics Canada will review its practices and use to ensure a consistent, coherent corporate approach to the acquisition, management, use, and disposition of such data. In 2013/2014, the Agency conducted an international review of governance and related frameworks for using administrative and secondary data sources. A review of current internal practices was undertaken to identify existing processes for acquiring, using and managing administrative data. Work started on developing an evaluation framework for administrative data that will more rapidly assess their fitness for use. Recommendations were made to optimize processing of administrative data.

Statistics Canada continues to

  • seek opportunities with other federal departments to obtain administrative data as a means of reducing response burden and expanding information holdings.
  • leverage the network of provincial/territorial statistical agencies and resources to develop additional national information products, based on federal/provincial/territorial administrative data. For example, in 2013/2014, Statistics Canada began a collaborative proof-of-concept pilot project to produce a new nationally comparable data series, using income support/social assistance administrative data. This work will continue in 2014/2015.
  • collaborate with international organizations to share best practices and pool research findings to facilitate enhanced use of administrative data.
  • explore potential for official statistical purposes of transactional data held by private enterprises.

Supreme Court of Canada

2013-14 Report on Plans and Priorities

  • The Library and Information Management Branch supports the information management needs of the organization. Priorities for 2013-14 include:
    • Reviewing the results of the GC Docs Pilot Project and developing a migration strategy to deploy GC Docs across the organization.
    • Improving the search experience and the efficiency and effectiveness of searching for information across organizational repositories.
    • Ensuring that the Office of the Registrar is able to meet its obligations under the Treasury Board Secretariat’s Directive on Recordkeeping.

2013-14 Departmental Performance Report

The Library and Information Management Branch supports the information management needs of the organization.  Results for 2013-14 include:

  • To confirm that the GC Docs Pilot Project could be deployed across the organization, a proof of concept to test the interoperability of C-doc, the Court’s document system for case-related documents and GCDOCS, using the AGA tool from Open Text, was investigated.  A prototype demonstrated that closed case files, with their proceedings related metadata, could be migrated from C-doc to GCDOCS, and that enterprise searching across both systems could be achieved.  Shortcomings in the transfer of case-related metadata, and in the management of physical case files, will be reviewed in the coming year.  Archiving and preservation of the case file in electronic format is the ultimate goal.
  • An improved search experience for internal users of the document and records systems, and the efficiency and effectiveness of searching for information across organizational repositories, was successfully demonstrated.  An older repository of historical case summaries and judgments will be migrated in the coming year.
  • Ensuring that the Office of the Registrar is able to meet its obligations under the Treasury Board Secretariat’s Directive on Recordkeeping has been a key objective.  An implementation plan for the Recordkeeping Directive was approved and submitted to TBS CIO Branch for review.

Transportation Safety Board of Canada

2013-14 Report on Plans and Priorities

  • The second priority for Internal Services in 2013–14 is to improve the tools and guidance with respect to information management. During 2012–13, the TSB undertook two important initiatives that serve as important information management foundation work: the identification of information resources of business value and the implementation of an electronic records and data management system on a pilot basis. The TSB will build on the lessons learned from these initiatives in prioritizing the next steps to improve its information management tools and guidance. Additionally, the TSB will complete its work on the modernization of the Marine investigations database that captures occurrence information and initiate work on the modernization of the Air investigations database.

2013-14 Departmental Performance Report

  • The elimination of support positions prompted a review and a realignment of some internal services. Examples of changes include the closure of the TSB library, the closure of the department’s warehouse in the National Capital Region and the transfer of compensation activities to Public Works and Government Services Canada shared services. Internal Services procedures were reviewed and updated to streamline and eliminate redundancies. Employees have been encouraged to use on-line self-service tools. Internal service levels were reviewed and reduced in some areas. Work was redistributed to other positions within the organization, including making greater use of existing support staff within the branches.

Treasury Board of Canada Secretariat

2013-14 Report on Plans and Priorities

  • Continue to implement Open Government, including key commitments in Canada’s Action Plan on Open Government, in particular “open data,” and modernize the Access to Information and Privacy program

2013-14 Departmental Performance Report

The Secretariat exceeded its target for completion of planned policy activities that support the management of information across the Government of Canada.

The Secretariat successfully completed the five-year review of the Policy on Information Management. In addition, it published a new Standard on Email Management, which provides direction on managing email and instant messages, and safeguarding information of business value. Also, draft policy instruments including the Directive on Open Government and the Standard on Digitization of Source Paper Records were shared on GCpedia.

Veterans Affairs Canada

2013-14 Report on Plans and Priorities

  • The Department will continue its work on retention and disposition of records. The goal is to complete the appropriate disposal of all electronic and paper records by March 2015.

2013-14 Departmental Performance Report

The Department implemented various initiatives during the year to provide employees with more streamlined processes and the tools to deliver internal services. Examples include:

  • A new Access to Information and Privacy system allowing requestors to submit and pay for ATIP requests online.
  • Preparation for implementation of a new electronic document and records management system (GCDocs) to allow for more efficient and effective management and access to electronic documents.

The Department recognizes that effective privacy management requires ongoing vigilance and commitment. During the year, there was continued focus on improving staff awareness by providing training on the requirements of privacy protection to 898 people. The Department’s efforts to promote a privacy-aware culture were evidenced by the fact that privacy breaches decreased by over 40% in the 2013–14 fiscal year.

Posted in Government information, Government libraries, Information management, KPIs and Performance Measurement, Open data | Leave a Comment »

13 Questions With… Amanda Wakaruk

Posted by 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 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 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 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 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 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 »

 
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