Supplementary Information Tables (2018-2019)

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2018–19 Departmental Sustainable Development Strategy

Context for the Departmental Sustainable Development Strategy

Although LAC is not bound by the Federal Sustainable Development Act and is not required to develop a full departmental sustainable development strategy, LAC adheres to the principles of the Federal Sustainable Development Strategy (FSDS) by implementing the Policy on Green Procurement.

The Policy on Green Procurement supports the Government of Canada’s effort to promote environmental stewardship. In keeping with the objectives of the policy, LAC supports sustainable development by integrating environmental performance considerations into the procurement decision making process through the actions described in the “FSDS goal: low-carbon government” table in section 2, below.

Commitments for Library and Archives Canada

FSDS goal: low-carbon government
FSDS target FSDS contributing action Corresponding departmental action(s) Starting points where available and performance indicators for departmental actions Programs where the departmental actions will occur
Reduce greenhouse gas (GHG) emissions from federal government buildings and fleets by 40% below 2005 levels by 2030, with an aspiration to achieve it by 2025 Support the transition to a low carbon economy through green procurement 1. Train procurement and materiel management staff to support this policy objective (reduction of greenhouse gas emissions) Number and percentage of employees who completed the Canada School of Public Service Green Procurement course (C215)
Starting point: 7 out of 7 employees in 2016-17
2018-19 target: No anticipated changes
Internal Services
2. Integrate this FSDS objective into the procurement and materiel managers’ performance evaluation Number and percentage of managers and functional heads of procurement and materiel whose performance evaluation includes this goal
Starting point: 2 out of 2 managers in 2016-17
2018-19 target: No anticipated changes
Internal Services
3. Promote the use of taxi carpooling when going from one LAC building to another Number of annual communications using the news feed on the LAC intranet, the administrative services forum and the senior management forum
Starting point: Not applicable
2018-19 target: 3
Internal Services
4. Integrate environmental performance considerations into its hardware procurement process by replacing obsolete hardware with new energy-efficient models Percentage of IT material more than four years old replaced by new energy-efficient models
Starting point:
  • 22% of laptops in 2017-18
  • 13% of PCs in 2017-18
2018-19 target:
  • 30% of laptops will be replaced (approx. 310 laptops)
  • 6% of PCs will be replaced (approx. 20 PCs)
Internal Services
5. Replace light vehicles at the end of their life cycle with hybrid or zero-emission vehicles Percentage of LAC's fleet replaced by hybrid or zero-emission vehicles by 2020
Given the number of LAC's vehicles (1), GHG emissions from its fleet are insignificant
Internal Services

6.1 As part of the Greening Government Strategy, LAC will work with Treasury Board Secretariat (TBS) and Natural Resources Canada (NRCan) to establish measures and targets to: 1. Reduce greenhouse gas (GHG) emissions from its real property; and 2. Increase the resilience of assets, services and operations to adapt to climate change

6.2 Reduce the environmental footprint by continuing to implement its long-term infrastructure plan

6.1 Not applicable
Performance indicators for direct and indirect GHG emissions from its operations and real property will be determined over the coming years in consultation with TBS and NRCan

6.2 By 2022, LAC plans to reduce its environmental footprint with the construction of the new Preservation Centre (G2) to consolidate its archives
In 2018-19, LAC will continue to work on project planning and procurement

6.1 Internal Services





6.2 Internal Services
Preservation Program

7. Improve the energy efficiency of buildings and operations by continuing to reduce energy consumption
7.1 Continue building automation
7.2 Continue with the installation of LED lighting
7.1.1 Automate lighting using motion sensors at the warehouse located at 680 des Affaires Boulevard, in Gatineau
7.1.2 Automate snow and ice melt in front of the Preservation Centre entrance using a snow detector
7.2 Replace 1,320 conventional bulbs with LED bulbs in the 3 vaults of the warehouse located at 680 des Affaires Boulevard, in Gatineau
Internal Services

Integrating sustainable development

LAC incorporates sustainable development impact assessment into its decision-making process and decision-making tools by conducting investment analysis reports (IARs) for major investment projects in buildings that it manages and administers.

LAC uses the green procurement tools put in place by Public Services and Procurement Canada when available.

LAC also promotes environmental protection and supports sustainable development by contributing to waste reduction and recycling. For example, toner cartridges are collected monthly and sold for recycling through the Government of Canada’s surplus website.

Strategic Environmental Assessment (SEA)

LAC ensures that its decision-making process takes into account the objectives and targets of the FSDS.

To date, LAC has not conducted a detailed strategic environmental assessment of policy, plan and program proposals. Public statements on the results of LAC’s assessments will be made when an initiative that has undergone a detailed SEA is announced.

Disclosure of transfer payment programs under $5 million

General information
Name of transfer payment program Supporting the Documentary Heritage Communities Program (DHCP)
Payments are voted.
End date 2019-20
Type of transfer payment Contribution
Type of appropriation Main estimates
Link to department’s Program Inventory Outreach and support to communities
Main objective The DHCP has the following objectives:
  • Increase access to, and awareness of, Canada’s local documentary heritage institutions and their holdings; and
  • Increase the capacity of local documentary heritage institutions to better sustain and preserve Canada’s documentary heritage
Planned spending in 2018–19 $1,500,000
Fiscal year of last completed evaluation Not applicable, new program
Fiscal year of planned completion of next evaluation (if applicable) 2018-19
General targeted recipient groups Incorporated and non-incorporated non-profit associations and organizations are the targeted recipient groups:
  • Archives
  • Privately funded libraries
  • Historical societies
  • Genealogical organizations or societies
  • Professional library and archival associations
  • Museums with an archival component

Gender-based analysis plus

General information
Governance structures

LAC’s GBA+ implementation plan is based on a horizontal approach to integration:

  • LAC’s GBA+ Strategy will be consolidated and refined in order to ensure that GBA+ is more fully integrated into departmental decision-making during the 2018-19 fiscal year.
  • The current system of accountability for the implementation of GBA+ will be consolidated by ensuring that all significant new programs, policies and services are assessed using LAC’s GBA+ Analysis Grid. Completed GBA+ grids will be reviewed periodically by the executive governance committee responsible for strategic policy.
  • LAC will use its GBA+ Analysis Grid to assess whether or not policies, programs and services have taken GBA+ into consideration during their development. The GBA+ Analysis Grid is a tool that can be used to increase and improve how GBA+ is taken into account in decision-making at LAC and to flag recurring issues that may need to be addressed more broadly.

GBA+ at LAC will be governed by the executive governance committee responsible for strategic policy, with support from Strategic Research and Policy.

Human resources

Not applicable.

The implementation of GBA+ at LAC is a horizontal responsibility that is shared by all branches of the institution. Strategic Research and Policy will coordinate the GBA+ agenda, but key areas of the institution will contribute to its implementation by providing time and resources toward the education of employees and adopting practices that are in line with GBA+.

Planned initiatives The major initiatives where GBA+ is anticipated to be applied and monitored in 2018-19 and beyond are:


  • Real Property initiatives (e.g., Gatineau 2, Ottawa Public Library partnership)
  • Indigenous initiatives
  • Strategic policy instruments (new or reviewed)
  • Documentary Heritage Communities Program
  • Services to the public

Planned evaluation coverage over the next five fiscal years

This table provides planned evaluation coverage for the period of 2017-18 to 2018-19 only, reflecting the transition period during which Library and Archives Canada approved its Departmental Results Framework. LAC will develop its new five-year evaluation plan during the first quarter of 2018-19 to meet the new requirements of the Policy on Results. This table will be updated by June 30, 2018, to reflect the final planned evaluation coverage for the next five years.

Planned evaluation coverage, 2018–19 to 2022–23
Program Last evaluation Evaluations planned in the next five years Fiscal year of approval 2018–19
Program spending covered by the planned evaluation
Program spending covered by all planned evaluations
Total program spending
Outreach and support to communities Documentary Heritage Communities Program
Documentary Heritage Communities Program
Evaluation initiated in 2017-18 and continued in 2018-19
2018-19 1,500,000 1,500,000 1,500,000
Acquisition and processing of government records Formative evaluation of Strategic Outcome 1.0 of the LAC Program Alignment Architecture (PAA): Government information is managed to support government accountability (2012-13) Evaluation of Strategic Outcome 1.0 of the PAA: Government information is managed to support government accountability
Evaluation initiated in 2017-18 and continued in 2018-19
2018-19 7,355,363 7,355,363 7,355,363

Note: All references to program spending refer to planned spending for fiscal year 2018-19 only, not cumulative spending over five years.

Status report on transformational and major Crown projects

General information
Project name Gatineau 2 Project
Link to department’s Program Inventory Preservation Program

The Gatineau 2 Project is a key element of Library and Archives Canada’s (LAC) Long-Term Real Property Plan. It involves the construction of a new state-of-the-art preservation facility (Gatineau 2) aimed at meeting, in a sustainable manner, LAC’s program and collection needs for its analogue archival holdings and the optimization of the current Preservation Centre’s vaults. It will also provide for the funding, maintenance and operations of both facilities.

The specialized new facility will be constructed on Crown land adjacent to, and linked to, LAC’s existing Preservation Centre in Gatineau, Quebec. By having the two buildings physically linked, risks to archival holdings, when they are transported from one building to the other, will be reduced. The building will be designed to meet stringent standards for long-term archival preservation, and it will employ modern and highly space-efficient shelving technology. Gatineau 2 will also support the government’s sustainable development objectives.

The Gatineau 2 Project will be delivered under the Design-Build-Finance-Operate-Maintain (DBFOM) procurement model through a Public-Private Partnership (P3).

Project outcomes

Construction of a state-of-the-art special-purpose facility.

The facility will allow for the long-term storage and preservation of LAC’s analogue records, in an optimal environment.

Maximized use of space in the current Preservation Centre will be achieved through the optimization of its vaults.

Industrial benefits Not applicable for LAC in 2018-19
Sponsoring department Not applicable
Contracting authority Public Services and Procurement Canada (PSPC)
Participating departments

In addition to working closely with PSPC, LAC is collaborating regularly with the following federal departments and organizations to deliver Gatineau 2:

  • Canadian Heritage, as LAC is part of its portfolio, and as an ex-officio member of the Gatineau 2 steering committee
  • Justice Canada, as the project’s legal authority
  • Treasury Board Secretariat, as an ex-officio member of the Gatineau 2 steering committee, and as responsible for the Centre for Greening Government; and
  • Shared Services Canada, as provider of technical specifications and IT guidelines

LAC also consults other departments on specific issues:

  • Natural Resources Canada, as experts to identify the best initiatives to implement in complying with the Greening Government Strategy
  • Employment and Social Development Canada (Accessibility Secretariat), as an expert on the CSA (B651) standard on accessibility in federal infrastructure
  • Environment and Climate Change Canada, as the lead for the process of the Service Standards and Performance Targets for Permitting Decisions under the Species at Risk Act
  • The National Capital Commission, as the lead for federal approvals for land use, design and real estate transactions
Prime contractor Not applicable
Major subcontractors Not applicable
Project phase Planning and Procurement Phase
Major milestones
  • Procurement options analysis (completed in March 2017)
  • Renewal of letter of interest (completed in July 2017)
  • Launch of Request for Qualifications, which is intended to pre-qualify three respondents for an invitation to tender in the potential Public-Private Partnership (P3) (completed in October 2017)
  • Request for Qualifications assessment (March 2018)
  • Launch of Request for Proposals, which will enable LAC to choose the potential private partner for the construction and operation of the new facility (Spring-Summer 2018)
  • Request for Proposals assessment (Winter-Spring 2019)
  • Selection of the private partner (Winter-Spring 2019)
  • Granting of the contract (Winter-Spring 2019)
Progress report and explanation of variances Not applicable
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