Language selection

Government of Canada / Gouvernement du Canada

Search

Supplementary information tables 2022–2023

On this page

United Nations 2030 Agenda and the Sustainable Development Goals
UN Sustainable Development Goals (SDGs) Planned initiatives Associated domestic targets or "ambitions"and/or global targets
SDG 9: Build resilient infrastructure, promote inclusive and sustainable industrialization, and foster innovation Departmental Sustainable Development Strategy, 2020–2023

This strategy contributes to:

Global target 9.4: By 2030, upgrade infrastructure and retrofit industries to make them sustainable, with increased resource-use efficiency and greater adoption of clean and environmentally sound technologies and industrial processes, with all countries taking action in accordance with their respective capabilities

Federal Sustainable Development Strategy (FSDS) related targets:

  • 40% reduction of real property and conventional fleet emissions by 2025
  • Use 100% clean electricity by 2022 where possible, by 2025 at the latest
SDG 12: Ensure sustainable consumption and production patterns Departmental Sustainable Development Strategy, 2020–2023

This strategy contributes to:

Global target 12.5: By 2030, substantially reduce waste generation through prevention, reduction, recycling and reuse

Global target 12.7: Promote public procurement practices that are sustainable, in accordance with national policies and priorities

CIF target: “Zero-emission vehicles represent 10% of new light duty vehicle sales by 2025, 30% by 2030 and 100% by 2040”

FSDS related targets:

  • Divert at least 75% (by weight) of non-hazardous operational waste from landfills by 2030
  • Administrative fleet will be comprised of at least 80% zero-emission vehicles by 2030
  • Include criteria that address carbon reduction, sustainable plastics and broader environmental benefits into procurements for goods and services that have a high environmental impact.
SDG 13: Take urgent action to combat climate change and its impacts Departmental Sustainable Development Strategy, 2020–2023

This strategy contributes to:

Global target 13.1: Strengthen resilience and adaptive capacity to climate-related hazards and natural disasters in all countries

Global target 13.2: Integrate climate change measures into national policies, strategies and planning

Global target 13.3: Improve education, awareness raising, and human and institutional capacity on climate change mitigation, adaptation, impact reduction and early warning

CIF target: “By 2030, reduce Canada’s total greenhouse gas emissions by 30%, relative to 2005 emission levels; greenhouse gases in PSPC Crown-owned building portfolio, excluding housing, by March 31, 2030”

FSDS related targets:

  • By 2022, departments have developed measures to reduce climate change risks to assets, services and operations
  • Divert at least 75% (by weight) of plastic waste from landfills by 2030
  • Reduce Canada’s total greenhouse gas emissions in relation to 2005 levels

Details on transfer payment programs

Documentary Heritage Communities Program (DHCP)
Start date 2015
End date Ongoing
Type of transfer payment Contribution
Type of appropriation Main Estimates
Fiscal year for terms and conditions 2018–19
Link to departmental result(s) The Documentary Heritage Communities Program (DHCP) is linked to Core Responsibility 2: Providing access to documentary heritage. It is aligned with Departmental Result 6: Canadians are more aware of their documentary heritage.
Link to the department’s Program Inventory The DHCP program is linked to Program Inventory 6: Outreach and support to communities
Purpose and objectives of transfer payment program

The DHCP has the following objectives:

  • Increase access to, and awareness of, Canada’s local documentary heritage institutions and their holdings
  • Increase the capacity of local documentary heritage institutions to better sustain and preserve Canada’s documentary heritage
Expected results

Under the DHCP, Library and Archives Canada (LAC) anticipates funding 40 projects annually, to achieve two medium-term results.

First expected result: Increased awareness of and access to local documentary heritage.

Second expected result: Increased capacity for local documentary heritage institutions to better sustain and preserve Canada’s documentary heritage.

At the end of each fiscal year, LAC assesses the achievement of these results through a final evaluation report completed by each recipient. It measures the percentage of recipients that have achieved their expected results.
Fiscal year of last completed evaluation The evaluation was completed in October 2018: Evaluation of Supporting the Documentary Heritage Communities Program, 2015–2016 to June 2017.
Decision following the results of last evaluation Continuation
Fiscal year of next planned evaluation No program evaluation is planned by 2026–27 according to the Departmental Five-Year Program Evaluation Plan (2022–27). However, LAC follows up twice a year on the action plan that was developed based on the recommendations of the October 2018 evaluation report.
General targeted recipient groups

Local documentary heritage organizations eligible to apply to the DHCP are non-profit organizations that hold collections of mainly local or regional significance:

  • Archives
  • Genealogical organizations/societies
  • Historical societies
  • Indigenous government institutions
  • Libraries
  • Organizations with an archival component
  • Professional library and archival associations

All applicants must be privately funded (50% or more), with the exception of Indigenous organizations / government institutions.
Initiatives to engage applicants and recipients LAC is committed to continuing to consult with applicants and recipients through traditional communication channels such as advisory committees and national archival conferences. In addition, LAC is committed to organizing training workshops to promote the program and gather feedback from the target audience.
Financial Information (dollars)
Type of transfer payment 2021–22 forecast spending 2022–23 planned spending 2023–24 planned spending 2024–25 planned spending
Total grants N/A N/A N/A N/A
Total contributions 1,500,000 1,500,000 1,500,000 1,500,000
Total other types of transfer payments N/A N/A N/A N/A
Total program 1,500,000 1,500,000 1,500,000 1,500,000
Indigenous Documentary Heritage—Listen, Hear Our Voices
Start date April 2019
End date March 2025
Type of transfer payment Contribution
Type of appropriation Renewal of funding received through Budget 2021 that follows the Documentary Heritage Communities Program terms and conditions.
Fiscal year for terms and conditions 2018–19
Link to departmental result(s) The Listen, Hear Our Voices (LHOV) program is linked to Core Responsibility 2: Providing access to documentary heritage. It is aligned with Departmental Result 6: Canadians are more aware of their documentary heritage.
Link to the department’s Program Inventory The LHOV program is linked to Program Inventory 6: Outreach and support to communities.
Purpose and objectives of transfer payment program
  • digitize existing documentary heritage related to Indigenous languages and cultures
  • build the skills, knowledge and resources needed to digitize and preserve existing documentary heritage related to Indigenous languages and cultures
Expected results

One expected result is increased participation in the contribution program. The indicator used to measure this result is the number of applications received.

A second expected result is that Indigenous nations, governments and non-profit organizations have greater capacity to digitize and access their documentary heritage. The indicator used to measure this outcome is, firstly, the percentage of recipients that complete their project, and secondly, the percentage of recipients that achieve their expected results.

Another expected result is that Indigenous communities are well represented on the external review committee for the contribution program. The indicator used to measure this result is First Nations, Inuit and Métis Nation representation, as per self-identification on the applications.
Fiscal year of last completed evaluation Never evaluated
Decision following the results of last evaluation Not applicable
Fiscal year of next planned evaluation No program evaluation is planned by 2026–27 according to the Departmental Five-Year Program Evaluation Plan (2022–27).
General targeted recipient groups

Indigenous (First Nations, Inuit and/or Métis Nation) nations, government or non-profit organizations

Both incorporated and non-incorporated organizations are eligible for funding. Incorporated organizations must provide proof of incorporation. Non-incorporated organizations require a letter of reference from a recognized national, provincial, territorial or municipal government or association. If the organization is non-incorporated, it could partner with an incorporated organization.
Initiatives to engage applicants and recipients LAC is committed to continuing to consult with applicants and recipients through traditional communication channels such as advisory committees and community-level groups. LAC will build on its existing networks to reach out to potential applicants and inform them of the contribution program. In addition, LAC is committed to organizing training workshops to promote the program and gather feedback from the target audience.
Financial Information (dollars)
Type of transfer payment 2021–22 forecast spending 2022–23 planned spending 2023–24 planned spending 2024–25 planned spending
Total grants N/A N/A N/A N/A
Total contributions 728,490 2,020,500 1,481,700 538,800
Total other types of transfer payments N/A N/A N/A N/A
Total program 728,490 2,020,500 1,481,700 538,800

Gender-based analysis plus

Section 1: Institutional GBA Plus Capacity

Library and Archives Canada’s (LAC) gender-based analysis plus (GBA Plus) governance:

  • The implementation of GBA Plus is a shared responsibility involving every sector of LAC.
  • LAC’s Strategic Research and Policy division serves as the institution’s GBA Plus Centre of Expertise, comprising two (part-time) full-time equivalents and two ad hoc research analysts.
  • The Centre of Expertise has also acted as Secretariat to LAC’s GBA Plus Implementation Working Group (WG), founded in 2019 and comprising 11 members from across LAC and two champions.
  • Because of its cross-institutional representation and the training that its members received, the WG had a positive effect on LAC’s capacity to implement GBA Plus.
  • The WG fulfilled its mandate and completed a recommendation report in 2021.
  • In 2022–2023, the Centre of Expertise and the GBA Plus champions, in collaboration with the appropriate sectors, will work on the implementation of the WG recommendation report.

The WG recommendation report details LAC’s plans for articulated GBA Plus governance, including a policy instrument that will further define roles and responsibilities. It also outlines deliverables completed by the WG that can be applied in 2022–2023, including a communications plan and a proposed employee training plan.

LAC’s GBA Plus Centre of Expertise activities:

  • The Centre of Expertise performs advisory functions, offers guidance, tools, and resources to all LAC sectors, and applies GBA Plus to policy development. In addition, the Centre of Expertise receives requests from across the institution and helps to reinforce GBA Plus in various activity streams:
    • Drafting of GBA Plus components in all of LAC’s central agency submissions
    • Analysis and advice about GBA Plus in new projects, policies, programs and initiatives emanating from various LAC sectors, using LAC’s internal GBA Plus analysis grid developed by the Centre of Expertise for this purpose
    • GBA Plus information and resource management
    • Participation in and liaison with the GBA Plus Interdepartmental Committee
    • Production of a biweekly GBA Plus newsletter and administration of LAC’s GBA Plus intranet portal
    • Liaison with other Equity, Diversity and Inclusion networks at LAC
Section 2: Highlights of GBA Plus Results Reporting Capacity by Program
Acquisition and processing of government records
  • Through the acquisition of government records, this program indirectly supports the Gender Results Framework (GRF) pillars of Education and Skills Development as well as Leadership and Democratic Participation.
    • These records may be accessed and used by the public, yielding knowledge and information that can further GBA Plus aims (e.g. tracing gender-related trends in government staffing or policy).
Acquisition and processing of published heritage
  • Through the acquisition of published heritage, this program indirectly supports the GRF pillars of Education and Skills Development as well as Leadership and Democratic Participation.
    • These records may be accessed and used by the public, yielding knowledge and information that can further GBA Plus aims (e.g. tracing gender-related trends in artistic, scholarly or information production).
  • This program may also have indirect or unintentional negative impacts.
    • As a national library and archive, LAC has an acquisitions strategy that necessarily emphasizes acquisitions of national significance while also trying to represent Canada’s complexity and diversity. Sometimes these priorities are difficult to balance and can result in the exclusion of work by marginalized groups (e.g. women, people of colour, LGBTQ2 people), since until recently these groups have largely been excluded from public life.
    • Published Heritage has initiated GBA Plus to support effective re-examination of its acquisitions strategy, approach and practices.
Acquisition and processing of private archives
  • Through the acquisition of private archives, this program indirectly supports the GRF pillars of Education and Skills Development as well as Leadership and Democratic Participation.
    • These records may be accessed and used by the public, yielding knowledge and information that can further GBA Plus aims (e.g. tracing gender-related trends in the collections and correspondence of private citizens and organizations).
  • This program may also have indirect or unintentional negative impacts.
    • As a national library and archive, LAC has an acquisitions strategy that necessarily emphasizes acquisitions of national significance while also trying to represent Canada’s complexity and diversity. Sometimes these priorities are difficult to balance and can result in the exclusion of work by marginalized groups (e.g. women, people of colour, LGBTQ2 people), since until recently these groups have largely been excluded from public life.
    • Private Archives has initiated GBA Plus to support effective re-examination of its acquisitions strategy, approach, and practices.
Preservation
  • Through the preservation of all LAC holdings, this program indirectly supports the GRF pillars of Education and Skills Development as well as Leadership and Democratic Participation.
    • These holdings may in future be accessed and used by the public, yielding knowledge and information that can further GBA Plus aims along many different avenues, depending on the purpose of access or focus of research.
  • This program may also have indirect or unintentional negative impacts.
    • Preservation is an extension of the acquisitions process and is determined by the recommendations of subject experts, who must decide what to dispose of and what to preserve. Increased GBA Plus awareness and training will ensure that the stewardship of holdings, as well as their acquisition, is influenced by GBA Plus.
Public services
  • This program indirectly supports all GRF pillars, particularly those of Education and Skills Development as well as Leadership and Democratic Participation.
    • To ensure that all Canadians have access to records and documentary heritage upon request, barriers to access (physical, geographic, economic and linguistic) must be eliminated. By ensuring equitable access to its collections, and thus to information and cultural heritage, LAC indirectly supports all GRF pillars.
  • GBA Plus considerations will be applied to LAC’s service renewal project.
Outreach and support to communities
  • This program directly supports the GRF pillars of Education and Skills Development as well as Leadership and Democratic Participation.
    • By increasing digital access to and awareness of its holdings, LAC assists diverse Canadian communities, including Indigenous and gender-diverse communities, to manage their records and access knowledge of their heritage. Awareness of community culture supports Leadership and Democratic Participation.
    • Increasing digital access also increases service delivery capacity for disabled and geographically remote Canadians.
  • This program indirectly supports all GRF pillars.
    • To ensure the improved visibility of LAC collections and initiatives, barriers to visibility (physical, geographic, economic and linguistic) must be eliminated. By increasing its visibility, LAC encourages access to its collections and services, and thus to information and cultural heritage, which indirectly supports all GRF pillars.

Page details

Date modified: