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This section presents the expected results of the Modernization Initiative in a logical sequence with associated explanations. The model was developed as a result of discussions with key informants. The relative timeframe for the first phase of the initiative is 24 months by which time all of the immediate results should have been achieved and the foundation for the intermediate results should be in place.
The key activities centre around the development of strategies and frameworks to guide work processes which themselves are being re-thought with an eye towards the future. At the same time consultations are being held with external stakeholders and efforts are being made to communicate both externally with stakeholders and internally with staff to engage them in the Modernization process. Efforts are also being made to review the skills of staff and the physical and technological infrastructure that will be needed at later stages.
Outputs include a variety of policy suites, work instruments, plans, strategies, frameworks, guides, pathfinder projects, communication products, consultations, meetings, and feedback from staff and external stakeholders, as well as a new organizational structure.
The immediate outcomes include clearly defined policies and work processes that have been developed through lessons learned and evaluation of the results of testing various approaches, better alignment of operations and resources, improved priority setting, engagement by employees, as well as increased horizontal collaboration both within LAC and with key stakeholders, as well as, a common understanding of various roles and responsibilities between LAC and its partners with regard to LAC's core mandate.
The intermediate results will be a more effective documentation of Canadian society via a policy-driven organization (i.e. broad policy intent is reflected in activities and outputs at the operational level), and the development of a professional bureaucracy (i.e. LAC policies and operations are aligned with larger government context).
The ultimate result of the Modernization Initiative will be improved access of Canadians to a documentary heritage collection that reflects Canadian Society thereby ensuring the continuing relevance of LAC.
The relationship between activities, outputs and outcomes is presented in the draft logic model below for discussion.
Logic Model for Modernization
In order to work strategically towards the outcomes of the Modernization Initiative, Management Board with advice from DG Steering Committee on Modernization, will approve strategic approaches towards the achievement of the objectives, set priorities annually, approve overall allocation of resources and make decisions on key projects. It will also assess on a regular basis the progress that is being made towards the stated outcomes.
The DG Steering Committee, Sub-Committees and Working Groups will be responsible for achievement of Modernization outputs and outcomes.
The accountability structure is presented in the chart below and the various responsibilities of each level are outlined in Table 2 which follows.
|Table 2: Accountabilities|
|Who is accountable?||What are they accountable for?||To whom do they report on performance and evaluation|
|Management Board||-Overall success of Modernization Initiative
-Approve strategic approaches
-Set strategic priorities
-Approve allocation of resources
|Librarian and Archivist
Minister and Parliament
|DG Steering Committee||-Achievement of immediate and intermediate results
-On-going financial and performance reporting
|Sub-Committee Leads||-Achievement of outputs
-Advice to Steering Committee
-Effective management of projects and reporting on results
|DG Steering Committee|
|Working Groups||-Advice to Sub-Committees
-Implementation of projects
|Head of Evaluation||-Evaluation of Modernization Initiative||Evaluation Committee/
One way to strengthen accountabilities for Modernization would be to include the outcomes stated in the logic model directly into the performance agreements of executives.