Corporate Services Sector Strategic Overview

Sector head

Anick Ouellette, CPA, CA

Assistant Deputy Minister (ADM), Corporate Services and Chief Financial Officer (CFO)


Corporate Services supports Library and Archives Canada (LAC) by providing advice, guidance and operational services to managers and employees. It is responsible for:

  • Human Resources and Security – Nancy Taillon
  • Finance Services and Procurement – Karine Paré
  • Real Property – Scott Hamilton
  • Information Management and Information Technology (IM/IT) – CIO TBD
  • Corporate Planning and Accountability – Julie St-Laurent

Mission and vision statement

The mission and vision statement for Corporate Services is to create the integrated management environment—based on professionalism, respect and integrity—required by LAC to deliver its mandate and achieve results for the benefit of Canadians. “Together for success”


  • Implement the 2019–2022 Strategic Plan for People Management.
  • Implement the organizational Workplace Wellness Action Plan, including the Hazard Prevention Program and other related activities; LAC's 2019–2022 Diversity and Employment Equity Action Plan; and the 2019–2022 Official Languages Action Plan.
  • Continue the implementation of initiatives related to HR-to-pay transformation and represent LAC on various governance committees and working groups in support of pay stabilization.
  • Modernize corporate security and emergency management, to support LAC’s organizational needs and to meet the new requirements of Treasury Board’s security policy framework.
  • Monitor the financial situation of the organization closely, to determine the appropriate financial strategies.
  • Increase financial flexibility in reviewing our service fees, and seize opportunities to increase revenues and maximize cost recoveries for the organization.
  • Plan and implement a new financial system (GCFM) by April 1, 2020.
  • Gatineau 2 Project: LAC's new preservation facility.
  • Joint facility project with Ottawa Public Library.
  • Continue the development of LAC's Real Property Master Plan.
  • Increase Innovation and Chief Information Officer Branch’s (ICIOB) service management maturity.
  • Improve IM/IT support for LAC business capabilities.
  • Increase compliance with Government of Canada (GC) policy directives.
  • Enhance LAC’s Enterprise Architecture.
  • Effect digital transformation.
  • Implement the new Project Management Framework governance and gating process.
  • Table the audit report of the PM Papers to the Office of the Comptroller General’s Small Department Audit Committee (SDAC).
  • Audit the governance of Gatineau 2.
  • Publish two evaluation reports.
  • Support the implementation of LAC initiatives such as PM Papers, litigation, Indigenous, etc.


  • Short- and medium-term financial strategies (funding granted for digital transformation, review of service fees, cost recovery, realignment of credits) are essential to ensure the smooth running of the institution’s operations.
  • A number of government-wide initiatives, legislative changes and government obligations add to the sector’s work, often without additional resources.
  • The GC has limited experience with public-private partnerships (PPP). The complexity of the procurement model may affect whether the mandate can be carried out on time and within budget.
  • The joint facility project with Ottawa Public Library presents a financial risk for the institution; factors such as new sustainable development targets and the indexing rate may put pressure on the project’s budget.
  • Three LAC buildings are old and have issues related to space and the conservation of documents.
  • In April 2016, responsibility for custodianship of real property was transferred to LAC, without additional human resources. This responsibility, combined with growing requirements from the GC in terms of report production and the complex management of two large-scale construction projects, is having an effect on Real Property Branch’s resources.
  • The institution must constantly keep abreast of new technology, to meet the needs of Canadians and employees.
  • Staffing challenges are expected in certain employment categories (IS group and entry-level positions in EC, HR and LS groups); we also anticipate a number of retirements.
  • The needed review of job descriptions (including classification review) requires everyone’s co-operation at all levels: executives, employees and unions.
  • Projects and operational requirements necessitate that we constantly ask questions of ourselves and develop strategies to provide an appropriate, healthy and safe work environment that allows us to carry out our mandate effectively.
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