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Minister's Message

The Department of Canadian Heritage and its portfolio organizations play an important role in our cultural, social, and economic lives. Together, they promote the creation of an environment where all Canadians can enjoy cultural experiences, celebrate their heritage, and take part in building stronger communities. As a Canadian Heritage portfolio organization, Library and Archives Canada (LAC) implements programs and offers services that help us achieve these objectives.

More precisely, LAC manages, preserves, and makes known the documentary heritage of Canada that best represents Canadian society, for the benefit of current and future generations. LAC continues to modernize its business practices to better meet the changing expectations of Canadians in the digital age.

The activities of LAC in 2010–2011 have brought about real results and direct benefits for Canadians. For example, LAC provided guidance and tools to federal departments to help them implement the new Directive on Recordkeeping. Thanks to this directive, Canadians have more rapid access to government information.

As Minister of Canadian Heritage and Official Languages, I am pleased to present the 2010–2011 Departmental Performance Report for Library and Archives Canada. I invite you to take a look at it for an overview of the activities that this organization has undertaken over the past year to fulfill its mandate and contribute to the vitality of Canadian society.

Section I: Organizational Overview

Raison d’être

Responsibilities

Every individual, group, and organization in Canada is creating, consuming, sharing and storing information at previously unimagined rates and levels. As a result, Canadian society has become an avid producer and consumer of information resources. We still produce information resources in traditional analogue formats, such as books, photos, films, maps, music and documentary art, but we increasingly produce them in digital formats–the websites, emails, audio, video, and social media that also document Canadian society today. Regardless of the format or source, LAC has three responsibilities in relation to our public memory mandate for current and future generations of Canadians:

1. acquisition;
2. preservation; and,
3. resource discovery.

Acquisition

This responsibility centres on our role of documenting Canadian society by acquiring the information resources that ensure that we portray the most accurate reflection of how our society functions – now and in the past. This does not mean acquiring anything and everything that may be related to Canadian society. Under the Modernization agenda, which we describe later in this section, we are increasingly strategic in our approaches to acquisition. We are moving toward a strategy that will define our choices in the documentation of the whole of Canadian society. This strategy will lead to transparent criteria and parameters for what we acquire and retain.

We see that strategy as collaborative and pan-Canadian in scope. It will take into account our links to the rest of the large and dynamic network of libraries, archives and related organizations that all collect the documentary heritage of Canada. Within this network of like-minded organizations, our acquisition mandate will continue to be unique in three ways. First, we collect information resources of expected enduring value from Government of Canada institutions. LAC makes sure that fundamental political, legal and administrative decisions produced by the Canadian federal government institutions are documented continuously and can be fully retraced. Second, legal deposit requirements in the Library and Archives of Canada Act require publishers to provide us with copies of material published in Canada; and third, we may choose to complement these holdings by acquiring documentary heritage through vehicles such as donations and purchases from authors, politicians, artists and private corporations.

Preservation

The preservation of our holdings is expected to ensure that they are available for access by current and future generations. In response to the increasingly digital environment, LAC applies technologies and tools to ensure that Canada’s digital documentary heritage is preserved. LAC also benefits from specialized staff and a dedicated infrastructure to safeguard the analogue collection, such as the Preservation Centre and our new Nitrate Film Preservation Facility, where we preserve our holdings of cellulose films and photographs. As we discuss later as part of Modernization, we intend to take long-term preservation needs into account as part of our future appraisal processes for existing and possible new holdings.

Resource Discovery

Resource discovery involves making our documentary resources at LAC easy to access and explore online, and through peer institutions across Canada. We support a client-centred approach that enables Canadians to interact with the information resources we manage in trust for Canada. People use the LAC website¹ to pursue various research interests, and we increasingly collaborate with others to increase access to documentary heritage across Canada.

¹ www.collectionscanada.gc.ca/collection/index-e.html

Access to documentary heritage also supports government accountability. LAC’s responsibilities under the Access to Information Act and Privacy Act include reviews of archival records, personnel records of former civilian and military government employees, and business records.

The processes we use to describe our holdings are essential to making documentary heritage discoverable by Canadians. Description allows Canadians to understand the stories behind our holdings and to find material of interest to them. Through Modernization, LAC is exploring how we can best leverage the existing descriptions of our holdings and to present this information in a way that enhances access to documentary heritage by the largest number of people across Canada.

Modernizing LAC for the Digital Age

The starting point for Modernization is our recognition of the profound changes in how society increasingly creates, shares and accesses documentary heritage through digital information technologies. The digital environment raises a series of issues including the increasing volume of digital information, the diverse origins and nature of information resources and the choices that LAC and other memory institutions must make to document Canadian society effectively. At one time, people usually needed to deal with documentary heritage institutions to gain access to information resources. In the digital environment, Canadians expect to gain access to these resources directly, immediately and without having to do so through someone else. This change provides opportunities and introduces challenges for both documentary heritage institutions and clients.

In 2009–2010, we began to reassess our approach to doing business and to modernizing LAC operations. An important development in this process was the 2010 release of Shaping our Continuing Memory Collectively: A Representative Documentary Heritage, which articulated the vision of how LAC would respond to the challenges posed by the digital environment.² It set a policy-driven and evidence-based path for Modernization. In order to achieve our objective, we began to embed into our decision-making process a new set of value criteria called the “5S”: significance; sufficiency; sustainability; society; and suitability.

² Shaping our Continuing Memory Collectively: A Representative Documentary Heritage, www.collectionscanada.gc.ca/obj/013/f2/013-449-e.pdf

Since the release of Shaping our Continuing Memory Collectively, LAC has taken steps to make this vision a reality. With like-minded institutions in Canada, we began discussions on a collaborative approach to acquisition, holdings management and resource discovery of documentary heritage. As part of this, LAC organized two key events in 2010. The Academic Forum focused on collaborating with academic partners on shared research objectives, while the Stakeholders Forum focused on dialogue with stakeholders about how to become more effective and efficient through collaboration and the greater use of digital technologies. LAC also made a public commitment in December 2010, to move towards a digital service model by 2017.³ Under this model, we will adapt services and transform related business processes. These actions will make access easier and increase the online availability of our holdings.

³ Library and Archives Canada goes digital, December 9, 2010: www.collectionscanada.gc.ca/whats-new/013-503-e.html

One of our most significant actions in 2010–2011 was to identify 12 Modernization Innovation Initiatives (MIIs) aimed at making Modernization more concrete. The MIIs are intended to achieve results for LAC in critical areas. This latest stage of LAC’s Modernization process will unfold over the next several years. We fully expect to change timetables and details of specific MII activities in response to lessons learned.

Strategic Outcome and Program Activity Architecture (PAA)

In 2010–2011, Library and Archives Canada worked toward the single strategic outcome set out in the following chart. We were organized in a way that reflected the program activity architecture (PAA) also set out in that chart. A new PAA is in place for 2011–2012.⁴

⁴ To view the new PAA, click on the link below: Library and Archives Canada 2011 –12 Report on Plans and Priorities, www.tbs-sct.gc.ca/rpp/2011-2012/inst/bal/bal01-eng.asp#s1.4

[text version]

It should be noted that while the work of LAC is generally aligned with the Government of Canada outcome of “Vibrant Canadian Culture and Heritage” in the Social Affairs outcome area, our government recordkeeping responsibilities are also clearly supportive of the Government Affairs outcome area. This is recognized in the new PAA for 2011–2012.

Organizational Priorities

Priority	Type	Commitment	Results
Implement the Documentary Heritage Management Framework	New	We will implement instruments for acquisition, preservation and resource discovery that will establish in detail how we will apply the Framework principles. We will pursue initiatives under acquisition, preservation and resource discovery that will test best ways to implement the Framework and support the introduction of necessary elements and supports.	Mostly Met The development of the whole-of-society model necessary to document Canadian society directly addressed elements of the Documentary Heritage Management Framework and adjusted the commitments of the Report on Plans and Priorities to focus more clearly on the most significant opportunities to move Modernization forward. LAC ensured that policy direction and principles underlying appraisal and acquisition activities were clear and linked to LAC’s mandate of acquiring Canada’s documentary heritage.
Implement a sound recordkeeping capacity among federal institutions to support accountability and to preserve Canada’s governmental continuing documentary heritage.	New	We will supply expertise and support to Government of Canada departments and agencies as the new recordkeeping directive is implemented.	Met All We significantly exceeded our target under Program Activity 1.1, reinforced through MII‑3. We provided guidance and tools to departments to help them implement the new government-wide Directive on Recordkeeping, including pilot projects to test new approaches. We continued to play a leadership role in government-wide recordkeeping strategy initiatives.
Manage the change within LAC needed to support the Documentary Heritage Management Framework	New	We will address the implications of the Framework for our enabling activities. This will include attention to human resources issues, information technology needs, infrastructure priorities and other internal service contributions.	Somewhat Met While we began work on the commitments under this priority, we shifted our focus to MII-5 and MII-6 on the human resources and information technology priorities associated with Modernization. As part of MII-5, we worked toward a human resources strategy that, when completed, will identify key competencies needed for the future of LAC. With MII-6, we initiated the development of a Business Architecture to support the alignment of IT resources with the business plans.

Risk Analysis

During 2010–2011, LAC revised the Corporate Risk Profile. The revision made a distinction between strategic and corporate risk components and incorporated elements of Modernization and the MIIs in the LAC management of risk. The revised Profile emerged after we identified key corporate risks and then evaluated them using standard risk assessment techniques. We also developed mitigating strategies for each risk.

Strategic Risks

LAC identified four strategic risks fundamentally linked with our mandate and strategic outcomes: (1) that essential documentary heritage is not acquired; (2) that documentary heritage is not preserved for future generations; (3) that documentary heritage is not accessible to Canadians; and that (4) Government of Canada information resources are not managed properly. By design, Modernization is LAC's strategic response to these risks to ensure it delivers its mandate in a way that remains relevant to Canadians.

Corporate risks areas

Following from our strategic risks, we identified six key corporate risk areas central to the achievement of the Modernization agenda: (1) building collaborative relationships with stakeholders and partners; (2) effective alignment of resources to realize Modernization; (3) building information technology capacity to respond to Modernization; (4) ensuring employee engagement and the management of change; (5) aligning Modernization activities with emerging policy directions; and (6) modernizing programs and services to meet client and stakeholder expectations. LAC’s strategy for mitigating these key risk areas includes activities under the 12 MIIs, among other actions, that are described in detail in Section II.

Going Forward

The management of LAC is committed to ongoing monitoring of our strategic risks and our key corporate risks and mitigation strategies. Recognizing the importance of risk information in planning and decision-making processes, LAC continues to integrate risk management practices into all aspects of our business.

Summary of Performance

2010-11 Financial Resources ($ thousands)

Planned Spending	Total Authorities	Actual Spending
$120,285.2	$129,037.2	$111,865.7

2010-11 Human Resources (FTEs)

Planned	Actual	Difference
1,109	1,119	10

Strategic Outcome: Current and future generations of Canadians have access to their documentary heritage

Performance Indicators	Targets	2010-11 Performance
Extent to which our holdings are accessible to Canadians (refers to going digital)	2010-2011 determined the baseline	The indicator was not measured this fiscal year as it should only be measured every two to three years. The indicator was last measured in 2009-10.

($ thousands)

Program Activity	2009-10 Actual Spending	2010-11				Alignment to Government of Canada Outcomes
		Main Estimates	Planned Spending	Total Authorities	Actual Spending5
Program Activity 1.1 - Managing the disposition of the Government of Canada records of continuing value	11,248.2	6,915.6	6,915.6	7,269.8	10,537.2	Social Affairs Vibrant Canadian Culture and Heritage (See Note 1)
Program Activity 1.2 - Managing the documentary heritage of interest to Canada	54,509.8	64,370.2	64,370.2	68,221.2	48,021.2	Social Affairs Vibrant Canadian Culture and Heritage
Program Activity 1.3 - Making the documentary heritage known and accessible for use	24,305.9	19,483.0	19,483.0	22,772.7	20,950.3	Social Affairs Vibrant Canadian Culture and Heritage
Program Activity 1.4 - Internal services	34,403.6	29,516.5	29,516.5	30,773.5	32,357.0
Total	124,467.5	120,285.2	120,285.2	129,037.2	111,865.7

Note 1: While the Program Activity Architecture in use in 2010-2011 allocated all LAC program activities to the Social Affairs outcome, effective recordkeeping establishes an essential administrative and business foundation within government for services to Canadians. It is an essential element in supporting ministerial and managerial accountability within Canada's democratic process. Therefore, LAC traditionally noted that Program Activity 1.1 aligned better to the Government Affairs outcome.

⁵ Financial variances are detailed in the explanation of variance tables at: www.collectionscanada.gc.ca/about-us/012-3002-e.html

Expenditure Profile

The chart below depicts LAC's spending trend over a six-year period (three years of actual spending and three years of planned spending). The higher level of spending over four years beginning in 2008–2009 stems from temporary funding for specific projects as described below.

Departmental Spending Trend ($ millions)

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• Over three years, beginning in 2007–2008, $21.7 million has been invested in replacing obsolete systems and providing the capacity for managing electronic publications and digital records of the Government of Canada;
• In 2008–2009, LAC received approval for the construction of a preservation facility that will safeguard Canada's cellulose nitrate-based documentary heritage (photographs and films). We spent $7.4 million in 2009–2010 and $6.5 million in 2010–2011;
• In 2010-11 we spent $2.4 million to increase LAC's collection storage capacity and anticipate on spending $14.1 million in 2011–2012 and $17.5 million in 2012-13; ⁶

These projects advance LAC's mandate to safeguard Canada's documentary heritage. LAC continues to ensure the availability of preservation capacity to meet the needs of Canada's collection.

⁶ Note that these funding levels are subject to change. Further details will be provided in the next RPP and DPR.

Canada's Economic Action Plan

Over two years, beginning in 2009–2010, we received $3 million ($1.4 million in 2009–2010 and $1.6 million in 2010–2011) in funding under Canada's Economic Action Plan for the modernization of our federal laboratories.⁷ The laboratories have been enhanced through the following construction work:

• Updating preservation and digitization laboratories in our Preservation Centre, which will increase their efficiency and flexibility and allow us to adapt those spaces to new technology;
• Renovating several archival processing laboratories in our Place de la Cité facility to provide environmentally appropriate and secure facilities in line with current technology needs.

The renovation and modernization work to the laboratories in the Preservation Centre and in Place de la Cité was completed in March 2011. The work was completed under budget, and within established schedules.

Upon conclusion of all these projects, spending will decrease by $17 million, LAC's approximate permanent funding level.

⁷ This figure excludes contribution to the Employee Benefit Plans as spending relates only to other operating and capital.

Estimates by Vote

For information on our organizational votes and/or statutory expenditures, please see the 2010–2011 Public Accounts of Canada (Volume II) publication. An electronic version of the Public Accounts is available at www.tpsgc-pwgsc.gc.ca/recgen/txt/72-eng.html.

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