Library and Archives Canada 2026–27 Departmental Plan

On this page

• At a glance
• From the Minister
• From the Institutional Head
• Plans to deliver on core responsibilities and internal services
  • Core responsibility 1: Acquiring and preserving documentary heritage
  • Core responsibility 2: Providing access to documentary heritage
  • Internal services
• Department-wide considerations
  • Related Government Priorities
  • Key Risks
• Planned spending and human resources
  • Spending
  • Funding
  • Future-oriented condensed statement of operations
  • Human resources
• Supplementary information tables
• Federal tax expenditures
• Corporate information
• Definitions

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Copyright information

© His Majesty the King in Right of Canada, as represented by the Minister of Canadian Identity and Culture and Minister responsible for Official Languages, 2026
Catalogue No.: SB1-11E-PDF
ISSN: 2371-6851
Aussi disponible en français sous le titre : Plan ministériel 2026-2027 Bibliothèque et archives Canada

From the Minister

The organizations in the Canadian Heritage portfolio, including Library and Archives Canada (LAC), play a major role in the lives of Canadians. Together, they help preserve and showcase our heritage, encourage innovation, promote diversity and advance reconciliation with Indigenous Peoples. In the coming year, these organizations will focus their efforts on fulfilling their mandate amid constant change, marked by new challenges and numerous possibilities.

LAC is uniquely suited in this moment to support Canadian democratic values and unify Canadians by preserving and providing access to their shared memory, documented in the letters, records, government files, publications, works of art, photographs and other items that make up the national collections. In 2026–27, LAC will continue to focus on acquiring material that is representative of the diverse perspectives, events and experiences that have contributed to our Canadian identity.

It will also be a time of transformation for LAC in 2026–27. Working to advance Ādisōke, this new facility will bring opportunities to offer innovative services and programming, as well as connect with new and diverse audiences. LAC’s online experience will also continue to be improved so that Canadians can more easily and autonomously discover and explore the rich and complex histories, stories and cultures that contribute to the mosaic of Canadian identity. Digitization efforts will help ensure documents related to key events in Canadian history, such as the role of Canadians in the Second World War and the Korean War, are preserved for future generations and more available to the public.

As Minister of Canadian Identity and Culture and Minister responsible for Official Languages, I’m pleased to invite you to peruse the pages of the 2026–2027 Departmental Plan for Library and Archives Canada. This document illustrates its role in meeting the priorities of the Government and Canada and strengthening our collective national identity. Happy reading!

From the Institutional Head

More than ever, our users deserve a modern and dynamic source of enduring knowledge—one that reflects the many facets of Canadian identity and our democratic society, which are worth discovering and protecting. That is why, once again this year, expanding access to the many collections under our care aligns with our strategic vision.

We will increase access to the collections at LAC through different means. First, we will keep working on the opening of Ādisōke, our state-of-the-art facility built in partnership with Ottawa Public Library. Once open, Ādisōke will provide new and meaningful ways to engage with the many stories that shape Canada’s rich culture.

We will also continue advancing other initiatives that empower users, including enhancing accessibility to Canadian stories through expanded digitization and improved systems.

Preserving documentary heritage remains at the heart of our mandate. As such, LAC is committed to ensuring that its collections reflect the growing diversity of experiences, identities and histories of our country. This objective will be met through strategic acquisition, preservation and partnerships. A noteworthy example is our agreement with the Department of National Defence to digitize records related to the Second World War and the Korean War—events that have played a key role in forging the Canadian identity.

In support of transparency and democratic values, we also intend to increase access to government records and reduce the need for access to information and privacy (ATIP) requests. To achieve this, we will continue our proactive review activities and develop a digitization plan for Second World War records. These efforts will help us process 80% of all ATIP requests within the statutory time limits, ensuring timely and efficient access for all users.

These ambitious goals must be achieved while meeting the financial objectives of the Government of Canada. Like many federal departments, LAC participated in the Comprehensive Expenditure Review and has committed to reducing costs by 15% over three years, starting in 2026–2027. LAC will use this as an opportunity to focus on government priorities and simplify internal processes to continue to deliver results to Canadians.

I invite you to find out more about our planned activities for 2026–2027 in our latest Departmental Plan.

Plans to deliver on core responsibilities and internal services

Core responsibilities and internal services:

• Core responsibility 1: Acquiring and preserving documentary heritage
• Core responsibility 2: Providing access to documentary heritage
• Internal services

Core responsibility 1: Acquiring and preserving documentary heritage

• In this section

  • Description
  • Quality of life impacts
  • Indicators, results and targets
  • Plans to achieve results
  • Gender-based Analysis Plus
  • Planned resources to achieve results
  • Program inventory
  • Summary of changes to reporting framework since last year

Description

Library and Archives of Canada (LAC) acquires documentary heritage of historical value and preserves it for current and future generations, as mandated in the Library and Archives of Canada Act. Its collections are made up of documentary heritage preserved in a variety of media and formats. LAC advises the Government of Canada and its institutions on the management of information and ensures that records of historical value are transferred to its collections. Through legal deposit, all materials submitted by Canadian publishers become part of its collections, as well as a sampling of Internet content. Other records of national significance are acquired to document Canadian society. LAC uses state-of-the-art techniques and infrastructure to restore the collections and provide optimal conditions for long-term preservation. LAC also builds its capacity and expertise to ensure the availability of digital records.

Quality of life impacts

LAC's core responsibility of acquiring and preserving documentary heritage contributes to the Society domain of the Quality of Life Framework—particularly the indicators “sense of pride in Canada” and “sense of belonging to Canada”—through its Departmental Result, “People, places, events and the governing of Canada are reflected in our collections.” In 2026–27, LAC will continue to prioritize acquisitions that aim to diversify and strengthen LAC’s collections. Building collections in which all Canadians can see themselves will foster a sense of identity, pride and belonging to Canada and promote positive perceptions of diversity.

As the memory for the Government of Canada (GC), LAC receives transfers of archival records from federal departments each year. By encouraging efficient records transfer and working to make these records discoverable to Canadians, LAC contributes to the goals of trust and transparency that are required to maintain confidence in Canada's institutions, thereby contributing to the Good Governance domain of the Quality of Life Framework.

Indicators, results and targets

This section presents details on the department’s indicators, the actual results from the three most recently reported fiscal years, and the targets and target dates for Core responsibility 1: Acquiring and preserving documentary heritage. Details are presented by departmental result.

Tables 1, 2 and 3 provide a summary of the targets and actual results for each indicator associated with the results under Core responsibility 1: Acquiring and preserving documentary heritage.

Table 1: Departmental result 1 – People, places, events and the governing of Canada are reflected in our collections

Departmental Result Indicators	Actual Results	2026–27 Target	Date to achieve target
Percentage of new transfers of government records meeting LAC’s transfer requirements	2022‑23: N/A 2023‑24: N/A 2024‑25: N/A	85%	March 31, 2027
Percentage of private archives acquisitions that contribute to collection areas priorities	2022‑23: N/A 2023‑24: N/A 2024‑25: N/A	90%	March 31, 2027
Percentage of publishers from targeted areas that deposit their publications	2022‑23: N/A 2023‑24: N/A 2024‑25: N/A	75%	March 31, 2027

Table 2: Departmental result 2 – LAC collections are discoverable to users

Departmental Result Indicators	Actual Results	2026–27 Target	Date to achieve target
Percentage of LAC’s archival holdings with descriptions to enable discovery	2022‑23: N/A 2023‑24: N/A 2024‑25: N/A	30%	March 31, 2027
Percentage of published heritage processed and described within service standards to enable discoveryFootnote1	2022‑23: 83% 2023‑24: 94% 2024‑25: 93%	80%	March 31, 2027
Table 1 footnotes Footnote 1 In LAC’s previous Departmental Results Framework (DRF), this result indicator was represented by “Percentage of published heritage processed in keeping with service standards.” Return to footnote 1

Table 3: Departmental result 3 – LAC collections are preserved within standards for long-term accessibility and use

Departmental Result Indicators	Actual Results	2026–27 Target	Date to achieve target
Percentage of the analog collection preserved in accordance with prescribed environment	2022‑23: N/A 2023‑24: N/A 2024‑25: N/A	60%	March 31, 2027
Total volume of digital content preserved in LAC collections meeting the standards of long-term digital preservationFootnote2	2022‑23: 13,060 TB 2023‑24: 15,371 TB 2024‑25: 18,133 TB	20,683 TB	March 31, 2027
Table 2 footnotes Footnote 2 In LAC’s previous DRF, this result indicator was represented by “Total number of terabytes of digital material preserved in LAC’s collection (including born digital, digitized and migrated content).” Return to footnote 2

Additional information on the detailed results and performance information for LAC’s program inventory is available on GC InfoBase.

Plans to achieve results

The following section describes the planned results in 2026–27 for Core responsibility 1: Acquiring and preserving documentary heritage.

People, places, events and the governing of Canada are reflected in our collections

LAC’s collections belong to all Canadians and should therefore reflect the multitude of experiences, histories and identities that comprise the nation. LAC’s focus in 2026–27 will be to target acquisitions that will contribute to diversifying its holdings.

Results we plan to achieve

• LAC will continue to support GC organizations in transferring their records

  As the legislated permanent repository of government records and to support democratic principles of accountability and transparency, LAC receives record transfers from federal organizations each year, which it works to process and make accessible to Canadians. LAC will continue its outreach and training initiatives to assist GC organizations in transferring their records efficiently and in accordance with its requirements. In September 2025, LAC launched an Information Management (IM) Community of Practice to share information and connect with the GC IM community. In 2026–27, this collaborative space will continue to be a key forum through which LAC can engage with GC institutions, share best practices and tackle operational challenges. LAC will also continue to update its Generic Valuation Tools, which assist federal organizations with identifying records of business value and setting retention periods for their records. In addition, collaborating with the Canada School of Public Service, LAC will continue to provide information and support through courses and events, such as the IM Backstage Pass. By focusing on its users and continuing its efforts to engage and inform GC organizations on effective IM practices and transfer requirements, LAC anticipates that 85% of all federal institutions transferring records to LAC will do so in accordance with its requirements.

• LAC will continue to target acquisitions that will increase the diversity and representativeness of its collections

  Playing a key role in how Canadians understand and see themselves in the history of the country, LAC is committed to building collections that represent the vast range of cultures, experiences, events and histories that have come to form the Canadian identity. In light of funding reductions, LAC will have reduced capacity to diversify its collections in 2026–27. With the available resources, LAC will focus on acquiring items from groups that have been historically marginalized and on material that represents more recent experiences in Canada. Guided by its Private archives acquisition orientation 2025–2030, LAC will aim for 90% of its private archives acquisitions in 2026–27 to contribute to a priority collection area. Collaboration with the individuals, peoples, communities and groups represented in these acquisitions will be key to ensuring their perspectives and expertise inform the acquisition, description and preservation of these materials.

  LAC’s published heritage collections will also benefit from a targeted approach to attract publications that will contribute to making its holdings more representative of Canada’s diverse populations. With its available resources, LAC will review its published heritage collections to identify themes, communities and regions that are underrepresented. Using its available resources, LAC will focus its outreach to inform these underrepresented groups of how to use legal deposit at LAC, aiming to collect at least one publication from 75% of the targeted publishing areas.

LAC collections are discoverable to users

LAC understands that for its wide-ranging collections to be meaningful to Canadians, its users must be able to find the material they are looking for in its systems. In 2026–27, LAC will continue its efforts to describe its holdings with accuracy and respect to ensure they are discoverable to users.

Results we plan to achieve

• LAC will continue its work to make its collections more discoverable to users

  LAC’s capacity to describe its collections so that they are discoverable to Canadians will be impacted due to the required fiscal reductions. Reflecting this challenge, as well as the challenge of its large undescribed inventory of archival material, LAC will aim to ensure that 30% of its archival holdings (government and private archives) are described to enable discovery in 2026–27. Similarly, the target for its published heritage collections is lower than in previous years to account for reduced resources. LAC has set goals of having 80% of newly acquired material processed and described within service standards to enable discovery and 20,000 published items described and catalogued in the OCLC international library management system.

  Aiding LAC’s description efforts will be the implementation of its Collections Metadata Framework. This user-focused framework will help LAC to organize and integrate access to analog, digitized and born-digital material across collections and allow the organization to review and assess how metadata is created, managed and made accessible. LAC will also be working in 2026–27 to maintain its archival information systems, creating a long-term plan for its legacy archival systems so that it can continue to ensure its collections are discoverable to the Canadian public.

LAC collections are preserved within standards for long-term accessibility and use

LAC remains committed to ensuring its facilities provide an adequate environment for its analog collections. In addition, preservation of digital material will continue so that LAC can ensure this material will be available for generations to come.

Results we plan to achieve

• LAC will continue to ensure its collections are preserved for future generations

  LAC is committed to maintaining the collections in its care for future generations of Canadians and will aim to ensure that 60% of its analog collections are preserved in accordance with their prescribed environments as outlined in LAC’s Collection Storage Framework. To ensure sound collections management across all its facilities and preservation practices, LAC will be planning the next steps for its Collection Storage Framework. This framework was developed to outline detailed storage requirements and considerations that support LAC’s long-term preservation and access to LAC’s collections.

• LAC will remain committed to preserving digital content

  LAC anticipates it will be able to increase its total volume of digital content preserved by 1,050 TB in 2026–27, for a total of 20,683 TB of digital material preserved according to long-term standards. This increase is lower than in previous years as a result of reduced capacity in light of LAC’s budget reductions.

Preserving military service records

In the fall of 2025, LAC finalized four Memoranda of Agreement (MOA) with the Department of National Defence (DND), which marks a significant milestone in its commitment to preserve and provide access to Canada’s military heritage, including historic global events that have left lasting impacts on how Canada defines itself. These MOAs will contribute to four initiatives at LAC that will support digital preservation:

• Digitization of Second World War (SWW) service records (microfilms)
  • 14,500 microfilm reels, representing more than one million service files, will be digitized to ensure long-term preservation and support improved access.
• Personnel Electronic Records Management Information System
  • Personnel records from DND will be transferred to LAC for long-term preservation, while also improving LAC’s ability to respond to related ATIP requests.
• Digitization of Korean War Killed in Action service records
  • 516 service files of Canadian casualties from the Korean War will be digitized and preserved for access.
• Circulation of military service records in Winnipeg
  • LAC will implement a digitization and secure digital transfer workflow for military service records stored in its Winnipeg facility. This will eliminate the need to physically ship these files and support their long-term preservation.

These four projects will be central contributors to achieving LAC’s goal of digitizing 30 million images in 2026–27.

• Moving some collections to Ādisōke

  LAC will spend 2026–27 preparing to move some of LAC’s published heritage collections, including the genealogy collection and the Jacob M. Lowy collection of rare Hebraica and Judaica, to their new home at Ādisōke where they will be accessible to the public. The Radio Frequency Identification (RFID) system will support the security and management of LAC’s featured collections during the move and after.

Gender-based Analysis Plus

LAC's activities and initiatives that support Core responsibility 1: Acquiring and preserving documentary heritage are supported by gender-based analysis plus (GBA Plus) approaches that respect distinctions and are culturally appropriate. The programs under this core responsibility indirectly support the Gender Results Framework (GRF) pillars of Education and Skill Development, Leadership and Democratic Participation. In accordance with access restrictions, records may be accessed and used by the public, yielding knowledge and information that can further support GBA Plus (for example, tracing gender-related trends in government staffing or policy, the correspondence of private citizens or organizations, and artistic, scholarly or information production).

There is currently no formal GBA Plus data collection that allows LAC to monitor impacts by gender and diversity for the programs under this core responsibility. LAC’s Equity, Diversity, Inclusion and Accessibility (EDIA) Centre of Excellence will be reviewing this gap in collaboration with various partners. In addition, the Acquisition and Processing of Private Archives program applied a GBA Plus lens when developing its current private archives acquisition orientation, which will be used in 2026–27 to target underrepresented private archives collection areas. A GBA Plus perspective will also be applied in conducting a gap analysis to identify target areas for published heritage acquisitions, which will impact LAC’s outreach to publishers of underrepresented creators (for example, Indigenous Peoples, multicultural and Francophone communities, women, 2SLGBTQI+ communities and various regions across Canada) to promote and facilitate the deposit of their material.

Planned resources to achieve results

Table 4: Planned resources to achieve results for Core responsibility 1: Acquiring and preserving documentary heritage

Table 4 provides a summary of the planned spending and full-time equivalents required to achieve results.

Resource	Planned
Spending	$68,054,448
Full-time equivalents	312

Complete financial and human resources information for LAC's program inventory is available on GC InfoBase.

Program inventory

Core responsibility 1: Acquiring and preserving documentary heritage is supported by the following programs:

• Acquisition and processing of government records
• Acquisition and processing of private archives
• Acquisition and processing of published heritage
• Preservation

Additional information related to the program inventory for Core responsibility 1: Acquiring and preserving documentary heritage is available on the Results page on GC InfoBase.

Summary of changes to reporting framework since last year

LAC has updated its DRF and Program Inventory to better align its outcomes and indicators with user needs, public engagement and strategic priorities. The changes emphasize the quality of user experience and how Canadians actively engage with documentary heritage. The new DRF better captures the results of LAC’s public programs and digital presence. With regards to Core responsibility 1: Acquiring and preserving documentary heritage, the departmental results were updated to reflect LAC’s relationship with its users and the reasons why LAC acquires, describes and preserves its collections. The changes are as follows:

• The departmental result “People, places, events and the governing of Canada are reflected in our collections” has replaced “LAC acquires a collection that is representative of Canada.” The new language intends to clarify the intended outcomes of acquiring a collection that is representative of Canada.
  • The indicators under this result have been changed as follows:

New Indicator (2026–27)	Old Indicator (2025-26)
Percentage of new transfers of government records meeting LAC’s transfer requirements	Percentage of federal institutions transferring records annually
Percentage of private archives acquisitions that contribute to collection areas priorities	Percentage of targeted acquisition areas covered by an acquisition agreement
Percentage of publishers from targeted areas that deposit their publications	Percentage increase of published titles transferred to LAC in a digital format

• The departmental result “LAC collections are discoverable to users” has replaced “Documentary heritage acquired by LAC is processed in a timely manner to make it searchable.” The scope of this result was changed to focus on the outcome of describing the collections for Canadians.
  • The indicators under this result have been changed as follows:

New Indicator (2026–27)	Old Indicator (2025-26)
Percentage of LAC’s archival holdings with descriptions to enable discovery	Percentage of government records processed in keeping with service standards Percentage of private archives processed in keeping with service standards
Percentage of published heritage processed and described within service standards to enable discovery	Percentage of published heritage processed in keeping with service standards

• The departmental result “LAC collections are preserved within standards for long-term accessibility and use” has replaced “LAC’s collection is preserved within standards for current and future generations.” This wording was updated to illustrate why LAC is preserving its collections for long-term use by Canadians.
  • The indicators under this result have been changed as follows:

New Indicator (2026–27)	Old Indicator (2025-26)
Percentage of the analog collection preserved in accordance with prescribed environment	Percentage of facilities that provide an environment that meets standards for the preservation of the analog collection
Total volume of digital content preserved in LAC collections meeting the standards of long-term digital preservation	Total number of terabytes of digital material preserved in LAC’s collection (including born digital, digitized and migrated content)

Core responsibility 2: Providing access to documentary heritage

• In this section

  • Description
  • Quality of life impacts
  • Indicators, results and targets
  • Plans to achieve results
  • Gender-based Analysis Plus
  • Planned resources to achieve results
  • Program inventory
  • Summary of changes to reporting framework since last year

Description

Library and Archives Canada (LAC) provides access to its collections, while respecting legal, policy and contractual obligations. Using cutting-edge technologies, LAC enables Canadians to access and consult its collections and enrich their knowledge of Canada’s documentary heritage. LAC makes digital content available through its website and social media to improve access to its collections. As well, LAC provides online services and in-person services at its four service points. LAC uses innovative strategies, such as crowdsourcing (Co-Lab) and the DigiLab, to complement the digital content of its collections. LAC also promotes Canadian heritage by creating exhibitions that enable the public to discover its collections in cultural sites throughout Canada. Through the Documentary Heritage Communities Program, LAC supports memory organizations by increasing their capacity to preserve and make their collections accessible.

Quality of life impacts

LAC's core responsibility of providing access to documentary heritage contributes to the Good Governance domain of the Quality Life Framework, particularly to the “confidence in institutions” indicator. By providing access to government archival records, LAC promotes transparency and trust in federal institutions. Furthermore, through its continued collaboration with Indigenous communities and its work towards Indigenous data sovereignty, LAC contributes to this domain's indicator of Indigenous self-determination by involving Indigenous individuals and groups in how their stories are told.

The activities and initiatives under this core responsibility also contribute to Society domain indicators “sense of pride in Canada” and “sense of belonging to Canada,” and “participation in cultural or religious practices, recreation or sport.” In 2026–27, LAC will continue to engage audiences through online and in-person services, exhibitions and events to expose Canadians to the breadth and diversity of their national collections.

Indicators, results and targets

This section presents details on the department’s indicators, the actual results from the three most recently reported fiscal years, and the targets and target dates for Core responsibility 2: Providing access to documentary heritage. Details are presented by departmental result.

Tables 5 and 6 provide a summary of the targets and actual results for each indicator associated with the results under Core responsibility 2: Providing access to documentary heritage

Table 5: Departmental result 4 – Users are empowered to engage with collections and services through evolving experiences that respond to their needs

Departmental Result Indicators	Actual Results	2026–27 Target	Date to achieve target
Percentage of formal access to information and privacy requests that have been responded to within the statutory time limits Footnote3	2022‑23: 24% 2023‑24: 61% 2024‑25: 72%	80%	March 31, 2027
User satisfaction rate with LAC’s services	2022‑23: N/A 2023‑24: N/A 2024‑25: N/A	78%	March 31, 2027
Amount of digital material newly available online through self-service access	2022‑23: N/A 2023‑24: N/A 2024‑25: N/A	500,000 images	March 31, 2027
Table 5 footnotes Footnote 3 The result indicator was previously an indicator for LAC’s program inventory. The past results come from those published results. Return to footnote 3

Table 6: Departmental result 5 – People in Canada engage with history, culture and collections through public programs, partnerships and outreach activities

Departmental Result Indicators	Actual Results	2026–27 Target	Date to achieve target
Number of visits to LAC’s in-person spaces	2022‑23: N/A 2023‑24: N/A 2024‑25: N/A	280,000 visits	March 31, 2027
Number of visits to LAC’s online platforms	2022‑23: N/A 2023‑24: N/A 2024‑25: N/A	11 million visits	March 31, 2027
Number of partnerships that support engagement with history, culture and documentary heritage	2022‑23: N/A 2023‑24: N/A 2024‑25: N/A	70 partnerships	March 31, 2027

Additional information on the detailed results and performance information for LAC’s program inventory is available on GC InfoBase.

Plans to achieve results

The following section describes the planned results in 2026–27 for Core responsibility 2: Providing access to documentary heritage.

Users are empowered to engage with collections and services through evolving experiences that respond to their needs

LAC wants to provide its users with the ability to access the collections in ways that are the most intuitive and meaningful to them. By continuing to implement its ATIP Action Plan, open more records, respond to user feedback and enable self-service access, LAC will actively encourage its users to engage with its multifaceted collections that tell the story of Canada’s history, peoples, cultures and communities.

Results we plan to achieve

• Timely access to records requiring an ATIP request will remain a priority
  As the custodian of GC historical records, LAC has a unique role in promoting government accountability and transparency, two key elements of Canadian democracy. Since LAC initiated its ATIP Action Plan in 2021, it has steadily improved its response times to ATIP requests. In the next fiscal year, LAC will work to continue its upward swing, aiming to respond to 80% of all formal ATIP requests within the statutory time limits. LAC also anticipates it will be able to respond to 70% of all active requests—formal, informal and those in the backlog—in 2026–27.
  
  Central to this, LAC will continue to promote self-service access by enabling users to download previously released ATIP files without requiring an ATIP request through its Completed Access to information requests database. As well, LAC will continue its proactive review activities to open non-confidential records so that they are available to the public, guided in part by public input on which types of records to prioritize. It will also work with GC organizations to increase the amount of well-managed, proactively opened historical records that are transferred to LAC.
  

ATIP and records from the Second World War

The events of the Second World War (SWW) have had lasting impacts on many Canadians, living on in the memory of those who experienced them and playing a key role in forming Canada’s identity as a nation. It is therefore no surprise that requests to access military service records related to the SWW constitute over 4,000 ATIP requests annually. In efforts to improve access to these records and reduce ATIP wait times for Canadians, LAC will begin developing a strategy for better access to these records. In response to client requests, LAC will also continue its efforts to digitize records of individuals whose date of birth was more than 110 years ago.

A key initiative that will contribute to alleviating the strain on the ATIP program will be the digitization of SWW service records on microfilm. Made possible through LAC’s MOA with DND, this digitization project will support faster processing of ATIP requests and lay the groundwork for the future public release of these files.

• LAC will work to ensure its services are meeting the needs of its users
  As the gateway to Canada’s collective memory, LAC is in a unique position to support Canadian unity and foster a shared sense of identity. Understanding this responsibility to Canadians, LAC will continue to improve user experience to promote meaningful engagement with the national collections. In 2024–25, LAC surveyed Canadians through a multi-channel public opinion research initiative to gauge satisfaction with its services and website and to gather perspectives on future directions and initiatives. The feedback received will guide a series of service improvements in 2026–27, including enhancements to the online experience. Building on this, LAC will continue to capture, review and act on user comments through multiple feedback channels to ensure its services remain responsive to the needs of a wide range of users. Through this ongoing commitment to listening and adaptation, LAC aims for 78% of users to report being satisfied or very satisfied with its services.
  
  LAC will also update its Access Policy Framework to reflect its focus on improved services and user experience, GC policy and legislative changes, and the principles of reconciliation and equity, diversity, inclusion and accessibility. The updated framework will assist LAC’s efforts to facilitate access and ensure that it considers the needs of its users in developing and delivering its services.
  
  Currently, LAC has several systems to help it fulfill its service delivery to Canadians. LAC has been working to replace its numerous systems with a central repository for user requests, called the Client Relationship Management System (CRM). The new CRM will aim to improve user experience with better tracking and monitoring of requests, seamless file transfer, more efficient and integrated service and greater autonomy and choice for contacting LAC. The system will also aim to give LAC a better understanding of its users, allowing the organization to develop and deliver services that fit their needs. Specifically in 2026–27, LAC will work on integrating its copy and research help services into the CRM, which will allow users to efficiently track their orders and receive research support.
  
• Digitization as the key to increased user autonomy
  LAC understands that digitization is a key piece to expanding barrier-free access to its analog collections, allowing more Canadians from coast to coast to coast to discover and explore the documents, records, artworks and photographs that tell the stories and experiences of Canada’s rich and complex history. Digitizing LAC’s immense analog collections for access remains an ongoing process. In 2026–27, LAC will continue to follow its Digitization Strategy and Digitization Action Plan. LAC will aim to add 500,000 new digitized and described images to its online holdings, which users will be able to browse, search, discover, view and download on their own. This self-service access will allow users to better explore and use the collections in ways that can meet their objectives and needs. Among these 500,000 newly available images will be some related to the Korean War Killed in Action service records. Made possible through a new MOA with DND, this project will digitize 516 military service records for public access.

People in Canada engage with history, culture and collections through public programs, partnerships and outreach activities

In anticipation of the opening of Ādisōke, LAC is reinventing its public programming to strengthen engagement with Canadians. These enhancements will begin benefitting users before the new facility opens and will scale up once Ādisōke is fully operational. At the same time, LAC will enrich the overall user experience by offering more engaging online content and will showcase its collections through compelling stories. Partnerships and outreach activities will remain central to expanding public access to and engagement with LAC’s collections across the country.

Results we plan to achieve

• In-person visitor experience at LAC
  In 2026–27, LAC anticipates 280,000 visitors at all its current in-person spaces, with around 250,000 of these visitors engaging with LAC’s public programming and outreach content. LAC will review and refine this programming in light of its new audience framework and its goals to reach new users.
  
  LAC will continue to advance Ādisōke, a space conceived to actively promote meaningful audience engagement with experiences and stories that have shaped this country’s identity and imagination. To maximize the opportunity of this new iconic facility, LAC will continue to pilot new service models to test and refine its approaches to service delivery and will provide comprehensive training to staff. It will also continue to prepare for Ādisōke’s inaugural exhibition, Page Turners: 200 Years of Canadian Bestsellers, which will showcase a wide range of publications with connections to Canada to explore themes of nation building, Canadian history and resilience, among others.
  
• LAC will continue to reach audiences through its online services and platforms
  By improving its systems and developing more engaging web content, LAC anticipates more than 11 million visits to its website and applications in the next fiscal year. Most of these visits support users’ research endeavours, including access to digitized records, databases and reference tools. Approximately two million visits, however, relate to LAC’s public programming and outreach content. This distribution contrasts with on-site activity, where programming and exhibitions account for a larger proportion of total visits.
  
  In 2026–27, LAC will create more intuitive online experiences for users by expanding discovery of and access to its collections through enhancements to its website and applications. This will include improving its Census search to yield more accurate results, improving its image search function, and exploring new genealogy discovery and research features. LAC will also continue engaging visitors through its podcasts and Flickr albums. LAC will be launching a new user-friendly storytelling space, which will make it easier to discover and connect with the diverse stories of people who have lived in Canada.
  
• Key partnerships will help LAC promote, disseminate and provide access to the national collections
  Partnerships are key to supporting public engagement with the documents, records, artworks, photographs and other objects that comprise the nation’s collective memory. LAC will aim to maintain, renew and establish 70 partnerships with external organizations and groups, including GLAM (galleries, libraries, archives and museums) institutions, Indigenous communities, non- and for-profit organizations and other governmental bodies.
  
  LAC will continue to provide access to its collections across the country through loans in 2026–27, including its ongoing collaboration with the National Gallery of Canada on the Focus series, which showcases items from LAC’s collections in the Gallery’s spaces. LAC will also continue to partner with groups and organizations promoting literacy and a love of reading, including the TD Summer Reading Club, Freedom to Read Week, One eRead Canada and the Ottawa International Writers’ Festival.
  
  Supporting its engagement with GLAM institutions across the globe, LAC will begin implementing its International Engagement Strategic Action Plan. In line with its International Relations Strategy 2025-27, the Action Plan will help LAC establish international partnerships that will support LAC’s strategic goals of expanding to new audiences and providing service excellence. Conferences and activities with international partners, libraries and archives will bring opportunities to share best practices and help strengthen LAC’s international profile.
  
• LAC will remain committed to reconciliation and engagement with Indigenous Peoples
  In 2026–27, LAC will implement its integrated strategy and action plan to reflect Indigenous reconciliation in its operations. This strategy and action plan will aim to set out a long-term pathway for fulfilling LAC’s mandate with reference to Indigenous heritages by working to build a culturally competent organization, supporting relationship-based approaches to engagement, recognizing and honouring collective Indigenous rights, and engaging Indigenous stakeholders. Importantly, they will work to advance Indigenous data sovereignty, recognizing Indigenous governance and authority over Indigenous records.

Gender-based Analysis Plus

GBA Plus approaches support LAC's activities and initiatives under Core responsibility 2: Providing access to documentary heritage. Working to recognize distinctions and ensuring cultural appropriateness in providing services to the public, LAC aligns with the Government of Canada's approach to GBA Plus. Its services and activities are also consistent with the Accessible Canada Act (S.C. 2019, c. 10). The programs under this core responsibility indirectly support the GRF pillars of Education and Skill Development, Leadership and Democratic Participation. LAC’s collections may be accessed in many ways, including digitally, which enhances service delivery capacity for disabled and geographically remote Canadians. For the ATIP program under this core responsibility, users may access LAC’s holdings to support their pursuit of redress, justice and reconciliation, which facilitates more social and democratic participation and improves well-being by contributing to a better understanding of self and community identity.

There is currently no formal GBA Plus data collection that allows LAC to monitor impacts by gender and diversity for the programs under this core responsibility. As part of an organizational EDIA strategy, LAC’s EDIA Centre of Excellence will be reviewing this gap in collaboration with various partners. Data collection will also be undertaken to help launch programs and engagement activities in line with LAC’s Master Interpretative Plan and ensure alignment with the GRF.

Concerning the ATIP program in particular, privacy legislation does not allow for the collection of applicant data, and therefore LAC does not collect personal information from applicants in connection with groups related to GBA Plus for this program. As applicants may voluntarily specify if their request relates to class actions, settlement agreements or other ongoing litigation, LAC is able to measure the number of claims related to litigation involving minority groups. In addition, LAC uses keywords (tags) in the request management system to identify requests that relate to certain predetermined minority groups.

Planned resources to achieve results

Table 7: Planned resources to achieve results for Core responsibility 2: Providing access to documentary heritage

Table 7 provides a summary of the planned spending and full-time equivalents required to achieve results.

Resource	Planned
Spending	$76,148,822
Full-time equivalents	381

Complete financial and human resources information for LAC's program inventory is available on GC InfoBase.

Program inventory

Core responsibility 2: Providing access to documentary heritage is supported by the following programs:

• Access and services
• Access to information and privacy
• Outreach and support to communities

Additional information related to the program inventory for Core responsibility 2: Providing access to documentary heritage is available on the Results page on GC InfoBase.

Summary of changes to reporting framework since last year

LAC has updated its DRF and Program Inventory to better align its outcomes and indicators with user needs, public engagement and strategic priorities. The changes emphasize the quality of user experience and how Canadians actively engage with documentary heritage. The new DRF better captures the results of LAC’s public programs and digital presence. With regards to Core responsibility 2: Providing access to documentary heritage, the departmental results were updated to go beyond simple access and now reflect user engagement and interaction with LAC’s collections. The changes are as follows:

• The departmental result “Users are empowered to engage with collections and services through evolving experiences that respond to their needs” has replaced both “Canadians increasingly access Canada’s documentary heritage” and “LAC contributes to the advancement of Canada as a free and democratic society by providing access to records.” The new result reflects how LAC can ensure users are engaging with the collections in ways that meet their needs, rather than just increasing access.
  • The indicators that fall under this departmental result have been updated as follows:

New Indicator (2026–27)	Old Indicator (2025-26)
Percentage of formal ATIP requests that have been responded to within the statutory time limits	Percentage of ATIP requests processed in comparison with the total requests
Amount of digital material newly available online through self-service access	Number of images from LAC collection digitized for access
User satisfaction rate with LAC’s services	Number of service transactions on site and remotely performed from LAC’s national service points in Ottawa, Halifax, Winnipeg and Vancouver

• • “Number of unique visitors to LAC’s website and online applications,” which was under the previous departmental result “Canadians increasingly access Canada’s documentary heritage,” has been amended and moved under another departmental result.

• The departmental result “People in Canada engage with history, culture and collections through public programs, partnerships and outreach activities” has replaced “Canadians are more aware of their documentary heritage.” The scope of this result was widened to demonstrate how LAC not only makes Canadians aware of their documentary heritage but also helps them connect with it.
  • The indicators that fall under this departmental result have been updated as follows:

New Indicator (2026–27)	Old Indicator (2025-26)
Number of visits to LAC’s in-person spaces	Number of participants that attended exhibitions and events delivered by LAC or in collaboration with other organizations
Number of visits to LAC’s online platforms	Number of unique visitors to LAC’s website and online applications (previously under the departmental result “Canadians increasingly access Canada’s documentary heritage”)
Number of partnerships that support engagement with history, culture and documentary heritage	Percentage of DHCP recipients that have achieved their expected results Percentage of LHOV Contribution Program recipients that have fully achieved their expected results Number of collection items sent out for exhibition purposes

• The name of the Public Services program from the Program Inventory has been broadened to the Access and Services program.

Internal services

• In this section

  • Description
  • Plans to achieve results
  • Planned resources to achieve results
  • Planning for contracts awarded to Indigenous businesses

Description

Internal services are the services that are provided within a department so that it can meet its corporate obligations and deliver its programs. There are 10 categories of internal services:

• acquisition management services
• communications services
• financial management services
• human resources management services and security services
• information management services
• information technology services
• legal services
• material management services
• management and oversight services
• real property management services

Plans to achieve results

This section presents the department’s plans to achieve results and meet targets for internal services.

While also operating at a reduced capacity, internal services will be critical in enabling the organization to adapt to its new financial reality through cross-sectoral collaboration and effective internal practices and processes. At the same time, they will continue to drive forward LAC’s strategic priorities.

• Advance Ādisōke
  In line with its key priority to prepare for the opening of Ādisōke, 2026–27 will bring the final stages of construction of the new state-of-the-art facility. LAC will continue to oversee the new facility’s construction with advanced technology and environmental sustainability in mind. It will also plan for staff relocations from 395 Wellington to the new facility and adjust enabling services to meet the required needs.
  
• Optimize the use of its facilities
  In addition to implementing its Collection Storage Framework, which will promote efficient use of collection storage spaces, LAC will also work towards optimizing the facilities out of which its staff operates. In support of GC objectives to reduce office space in the coming years, LAC will be making decisions on possible space optimization opportunities informed by the evolving work and business environment.
  
• Facilitate internal collaboration and information management
  LAC will implement its Digital Product Governance Guidelines, which define the roles and key activities to ensure that the organization’s digital products (service, platform or tool) are optimized, maintained and enhanced in line with organizational priorities. This implementation will strengthen cross-sector collaboration in support of the user-centric culture within LAC.
  
  For its staff to continue to safely collaborate and share content, in 2026–27 LAC will complete the migration of its shared workspaces to SharePoint Online, a cloud- and web-based service. Used as a secure place to store, organize, share and access information, the service will enhance collaboration and support better information management and accessibility.
  
• Effectively manage resources and support staff through times of change
  As LAC evolves to meet the required spending reductions, it will work to ensure its enabling strategies (financial, HR, communications, etc.) are effectively reflecting decisions made and supporting the organization through this transitional period. It will also review its internal practices and processes to help ensure efficient use of resources and delivery of services to Canadians.

Planned resources to achieve results

Table 8: Planned resources to achieve results for internal services this year

Table 8 provides a summary of the planned spending and full-time equivalents required to achieve results.

Resource	Planned
Spending	$40,393,993
Full-time equivalents	269

Complete financial and human resources information for LAC's program inventory is available on GC InfoBase.

Planning for contracts awarded to Indigenous businesses

LAC is committed to meeting the minimum targets outlined below in support of the Government of Canada’s requirement that a minimum mandatory target of 5% of the total value of contracts be awarded annually to Indigenous businesses. LAC plans to achieve these minimum targets by combining voluntary set-asides for planned expenditures on office furniture and IT-related equipment, along with spending on IT professional services for LAC’s IT projects. As a standard practice, LAC invites a minimum of one Indigenous supplier to bid on all requests for proposals for professional services, thereby continually creating opportunities for Indigenous businesses.

Table 9: Percentage of contracts planned and awarded to Indigenous businesses

Table 9 presents the current, actual results with forecasted and planned results for the total percentage of contracts the department awarded to Indigenous businesses.

5% reporting field	2024–25 actual result	2025–26 result	2026–27 result
Total percentage of contracts with Indigenous businesses	5.1%	5%	5%

Department-wide considerations

In this section

• Related Government Priorities
• Key Risks

Related Government Priorities

United Nations 2030 Agenda for Sustainable Development and the UN Sustainable Development Goals

In 2026–27, LAC will complete the replacement of the electrical distribution system at its Renfrew storage facility. This electrical system is in line with the United Nations Sustainable Development Goal 12, which involves establishing sustainable means of consumption and production through efficient use of resources and energy. The new system includes a new transformer, low voltage switchgear and backup diesel generator, which will ensure the collections remain in a climate-controlled environment and that on-site staff remain safe should severe weather conditions cause a transformer or hydro grid to fail. The system is cost-effective to operate and has a life expectancy of 40 years.

In addition, Ādisōke will serve as a model of sustainable infrastructure. Through its building design and materials, Ādisōke will meet the standards to be a net-zero carbon facility and target LEED® Gold certification.

More information on LAC’s contributions to Canada’s Federal Implementation Plan on the 2030 Agenda and the Federal Sustainable Development Strategy can be found in our Departmental Sustainable Development Strategy.

Artificial Intelligence

The Prime Minister’s mandate letter of May 2025 calls on government to leverage artificial intelligence (AI) technologies to their advantage. In a world where AI is becoming increasingly more advanced and more useful, LAC is ready to harness its benefits. In 2026–27, LAC will look into the ways in which it can use AI technologies to modernize and optimize its operations. It will explore how AI can improve metadata so that its collections are more discoverable to its users. It will also work to train GC large language models with LAC’s content on the Government of Canada Web Archive. To help support the organization in exploring, developing and implementing AI practices, LAC will also set out to establish an AI governance model. LAC will work to equip its staff to use and manage the new technologies through training, hands-on pilot projects and promoting a culture of continuous learning.

As the GLAM sector faces the new challenges and opportunities that AI will bring, LAC will continue to participate in national and international forums on AI and the cultural sector. Active involvement with other GLAM organizations will allow LAC to share its experiences, co-develop pilot projects and learn best practices on how AI can be leveraged within cultural institutions.

Key Risks

LAC has identified three main organizational risks that could impact results related to both of its core responsibilities:

1. Risk: If LAC does not effectively improve and maintain the services and digital systems through which it provides access to its collections, there is a risk that it will be unable to fulfill its mandate and obligations.

   Mitigation

   Ensuring its services can meet the needs of its users remains a priority for LAC in 2026–27. The departmental results and indicators in LAC’s new DRF will allow LAC to measure the effectiveness of its services, which will help guide the organization’s efforts moving forward. Significantly, Ādisōke will present an opportunity for LAC to employ new service models and reach new audiences in fresh and innovative ways, aiming to expand in-person engagement and access to the collections. LAC’s digitization efforts will also contribute to providing better access to the collections online, allowing users more autonomy in how they search, view and use the information they find.

   Other measures that will help ensure LAC can continue to provide Canadians access to its collections and fulfill its mandate include establishing a long-term plan for its legacy archival information systems as well as continued work on the CRM.

2. Risk: According to third-party engineering assessments, two of LAC’s six custodial facilities that house Canada’s national collections, Winnipeg and Renfrew, are currently in poor or critical condition. In addition, two other facilities require targeted investments to address deficiencies in fire protection and electrical systems to stabilize their condition. It is necessary to address and improve the condition of these facilities, as these issues pose risks to the preservation of and access to LAC’s collections. Building systems that are near the end of life and that rely on obsolete components also pose risks to the health and safety of the building occupants.

   Furthermore, LAC’s mandate to collect and preserve Canada’s ever-expanding documentary heritage means that storage and preservation capacity may become increasingly constrained in the medium term. Without adequate space, LAC risks being limited in its ability to continue growing the government records, private archives and published heritage collections or ensuring public access to them.

   Mitigation

   LAC has developed a five-year real property investment plan to optimize resource allocation, anticipate major capital needs and reduce the risk of unforeseen investments that could lead to further building degradation. In parallel, funding strategies are being considered to ensure the short-term stability of the real property portfolio.

   Additionally, the ongoing implementation of LAC’s Collection Storage Framework will define operational space requirements more precisely. This framework supports more efficient use of existing storage by ensuring that the right types of collections are housed in the appropriate environments and that only materials of enduring value are retained. This approach will help mitigate the need for additional storage capacity in the medium term.

3. Risk: If LAC is not in a position to overcome the barriers in acquiring documentary heritage, there is a risk that the collections may not be relevant and representative of Canadian society.

   Mitigation

   LAC’s new DRF includes two important indicators that will help focus LAC’s efforts on acquiring material from groups and themes underrepresented in its collections. In 2026–27, LAC will continue to identify gaps in its collections, employ its private archives acquisition orientation and conduct outreach to underrepresented groups to make targeted acquisitions that will diversify its holdings.

Planned spending and human resources

This section provides an overview of LAC’s planned spending and human resources for the next three fiscal years and of planned spending for 2026–27 with actual spending from previous years.

In this section

• Spending
• Funding
• Future-oriented condensed statement of operations
• Human resources

Spending

This section presents an overview of the department's planned expenditures from 2023-24 to 2028-29.

Graph 1 presents the department’s planned spending in 2026–27 by core responsibility and for internal services.

Text description of Graph 1

Core responsibilities and internal services	2026-27 planned spending
Acquiring and preserving documentary heritage	$68,054,448
Providing access to documentary heritage	$76,148,822
Internal services	$40,393,993

Budgetary performance summary

Table 10: Three-year spending summary for core responsibilities and internal services (dollars)

Table 10 presents LAC’s spending over the past three years to carry out its core responsibilities and for internal services. Amounts for the 2025–26 fiscal year are forecasted based on spending to date.

Core responsibilities and Internal services	2023–24 Actual Expenditures	2024–25 Actual Expenditures	2025–26 Forecast Spending
Acquiring and preserving documentary heritage	$84,992,506	$81,597,752	$82,985,356
Providing access to documentary heritage	$83,411,737	$83,520,809	$95,039,090
Subtotal (s)	$168,404,243	$165,118,561	$178,024,446
Internal services	$48,474,740	$47,254,603	$46,874,134
Total(s)	$216,878,983	$212,373,164	$224,898,580

Analysis of the past three years of spending

Overall, most of the changes in actual and planned spending are due to appropriation adjustments and the following initiatives:

• Implementation of the Federal Pathway to Address Missing and Murdered Indigenous Women, Girls and 2SLGBTQI+, announced in Budget 2021 (2021–22 to 2024–25);
• Implementation of the Federal Framework to Address the Legacy of Residential Schools, announced in Budget 2022 (2022–23 to 2025–26);
• Support for the Access to Information function, announced in Budget 2022 and Budget 2024 (2022–23 to 2027–28);
• Support for the GC response to the LGBT Purge Class Action Settlement (2023–24 to 2026–27);
• Support to continue the proactive review and opening of historical records (2024–25 to 2026–27);
• Variations in actual and planned spending for the real property portfolio;
• The partnership between LAC and OPL for the Ādisōke project; and
• Refocusing Government Spending reductions announced in Budget 2023.

More financial information from previous years is available on the Finances section of GC Infobase.

Table 11: Planned three-year spending on core responsibilities and internal services (dollars)

Table 11 presents LAC’s planned spending over the next three years by core responsibilities and for internal services.

Core responsibilities and Internal services	2026–27 Planned Spending	2027–28 Planned Spending	2028–29 Planned Spending
Acquiring and preserving documentary heritage	$68,054,448	$69,396,809	$68,894,786
Providing access to documentary heritage	$76,148,822	$30,936,031	$27,808,028
Subtotal	$144,203,270	$100,332,840	$96,702,814
Internal services	$40,393,993	$40,032,221	$33,150,811
Total	$184,597,263	$140,365,061	$129,853,625

Analysis of the next three years of spending

Overall, most of the changes in actual and planned spending are due to appropriation adjustments and the following initiatives:

• Support for the Access to Information function, announced in Budget 2022 and Budget 2024 (2022–23 to 2027–28);
• Support for the GC response to the LGBT Purge Class Action Settlement (2023–24 to 2026–27);
• Support to continue the proactive review and opening of historical records (2024–25 to 2026–27);
• Variation in planned spending for the real property portfolio;
• The partnership between LAC and OPL for the Ādisōke project;
• Refocusing Government Spending reductions announced in Budget 2023; and
• Comprehensive Expenditure Review reductions announced in Budget 2025.

More detailed financial information on planned spending available on the Finances section of GC Infobase.

Funding

This section provides an overview of the department's voted and statutory funding for its core responsibilities and for internal services. For further information on funding authorities, consult the Government of Canada budgets and expenditures.

Graph 2 summarizes the department's approved voted and statutory funding from 2023-24 to 2028-29.

Text description of Graph 2

Fiscal year	Total	Voted	Statutory
2023–24	$216,878,983	$200,864,179	$16,014,804
2024–25	$212,373,164	$195,534,213	$16,838,951
2025–26	$224,898,580	$209,231,648	$15,666,932
2026–27	$184,597,263	$169,339,378	$15,257,885
2027–28	$140,365,061	$127,516,107	$12,848,954
2028–29	$129,853,625	$118,285,470	$11,568,155

Analysis of statutory and voted funding over a six-year period

Overall, most of the changes in actual and planned spending are due to appropriation adjustments and the following initiatives:

• Implementation of the Federal Pathway to Address Missing and Murdered Indigenous Women, Girls and 2SLGBTQI+, announced in Budget 2021 (2021–22 to 2024–25);
• Implementation of the Federal Framework to Address the Legacy of Residential Schools, announced in Budget 2022 (2022–23 to 2025–26);
• Support for the Access to Information function, announced in Budget 2022 and Budget 2024 (2022–23 to 2027–28);
• Support for the GC response to the LGBT Purge Class Action Settlement (2023–24 to 2026–27);
• Support to continue the proactive review and opening of historical records (2024–25 to 2026–27);
• Variation in actual and planned spending for the real property portfolio;
• The partnership between LAC and OPL for the Ādisōke project;
• Refocusing Government Spending reductions announced in Budget 2023; and
• Comprehensive Expenditure Review reductions announced in Budget 2025.

For further information on LAC’s departmental appropriations, consult the 2026–27 Main Estimates.

Future-oriented condensed statement of operations

The future-oriented condensed statement of operations provides an overview of LAC’s operations for 2025-26 to 2026–27.

Table 12: Future-oriented condensed statement of operations for the year ending March 31, 2027 (dollars)

Table 12 summarizes the expenses and revenues which net to the cost of operations before government funding and transfers for 2025-26 to 2026–27. The forecast and planned amounts in this statement of operations were prepared on an accrual basis. The forecast and planned amounts presented in other sections of the Departmental Plan were prepared on an expenditure basis. Amounts may therefore differ.

Financial information	2025–26 Forecast results	2026–27 Planned results	Difference (planned results minus forecasted)
Total expenses	$205,902,642	$187,348,732	($18,553,731)
Total revenues	$1,513,143	$6,050,000	$4,536,857
Net cost of operations before government funding and transfers	$204,389,319	$181,298,732	($23,090,588)

Analysis of forecasted and planned results

The $23.1M decrease in net cost of operations is mainly due to the following elements:

• Decrease of $11.1 million related to the Comprehensive Expenditure Review, announced in Budget 2025;
• Decrease of $4.7 million due to the operating budget carry-forward;
• Decrease of $2.8 million attributable to variations in planned spending for the real property portfolio;
• Decrease of $1.8 million for the Refocusing Government Spending initiative, announced in Budget 2023;
• Decrease of $1.5 million for the implementation of the Federal Framework to Address the Legacy of Residential Schools, announced in Budget 2022;
• Decrease of $1.3 million for the LGBT Purge Class Action;
• Decrease of $0.8 million related to the partnership between LAC and OPL for the Ādisōke project;
• Net increase of $0.9 million mainly related to the increase of anticipated revenues related to services provided to other government departments, compensated by statutory adjustments, as well as expected changes in non-budgetary expenditures, such as the value of services provided without charge by other government departments.

A more detailed Future-Oriented Statement of Operations and associated Notes for 2026–27, including a reconciliation of the net cost of operations with the requested authorities, is available on LAC’s website.

Human resources

This section presents an overview of the department’s actual and planned human resources from 2023-24 to 2028-29.

Table 13: Actual human resources for core responsibilities and internal services

Table 13 shows a summary of human resources, in full-time equivalents, for LAC’s core responsibilities and for its internal services for the previous three fiscal years. Human resources for the 2025–26 fiscal year are forecasted based on year to date.

Core responsibilities and internal services	2023–24 Actual full-time equivalents	2024–25 Actual full-time equivalents	2025–26 Forecasted full-time equivalents
Acquiring and preserving documentary heritage	396	433	362
Providing access to documentary heritage	444	460	406
Subtotal	840	893	768
Internal services	286	308	294
Total	1,126	1,201	1,062

Analysis of human resources over the last three years

The net change in full-time equivalents between fiscal years is mainly due to changes in resources related to the following initiatives:

• Implementation of the Federal Pathway to Address Missing and Murdered Indigenous Women, Girls and 2SLGBTQI+, announced in Budget 2021 (2021–22 to 2024–25);
• Implementation of the Federal Framework to Address the Legacy of Residential Schools, announced in Budget 2022 (2022–23 to 2025–26);
• Support for the Access to Information function, announced in Budget 2022 and Budget 2024 (2022–23 to 2027–28);
• Support for the GC response to the LGBT Purge Class Action Settlement (2023–24 to 2026–27);
• Support to continue the proactive review and opening of historical records (2024–25 to 2026–27);
• The partnership between LAC and OPL for the Ādisōke project; and
• Refocusing Government Spending reductions announced in Budget 2023.

Table 14: Human resources planning summary for core responsibilities and internal services

Table 14 shows information on human resources, in full-time equivalents, for each of LAC’s core responsibilities and for its internal services planned for the next three years and reflects currently approved funding.

Core responsibilities and internal services	2026–27 Planned full-time equivalents	2027–28 Planned full-time equivalents	2028–29 Planned full-time equivalents
Acquiring and preserving documentary heritage	312	312	302
Providing access to documentary heritage	381	230	192
Subtotal	693	542	494
Internal services	269	256	213
Total	962	798	707

Analysis of human resources for the next three years

The net change in full-time equivalents between fiscal years is mainly due to changes in resources related to the following initiatives:

• Support for the Access to Information function, announced in Budget 2022 and Budget 2024 (2022–23 to 2027–28);
• Support for the GC response to the LGBT Purge Class Action Settlement (2023–24 to 2026–27);
• Support to continue the proactive review and opening of historical records (2024–25 to 2026–27);
• The partnership between LAC and OPL for the Ādisōke project;
• Refocusing Government Spending reductions announced in Budget 2023; and
• Comprehensive Expenditure Review reductions announced in Budget 2025.

Supplementary information tables

Information on LAC’s departmental sustainable development strategy can be found on its website.

Federal tax expenditures

LAC’s Departmental Plan does not include information on tax expenditures.

The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance Canada publishes cost estimates and projections for these measures each year in the Report on Federal Tax Expenditures.

This report also provides detailed background information on tax expenditures, including descriptions, objectives, historical information and references to related federal spending programs as well as evaluations and GBA Plus of tax expenditures.

Corporate information

Definitions

List of terms

appropriation (crédit)

Any authority of Parliament to pay money out of the Consolidated Revenue Fund.

budgetary expenditures (dépenses budgétaires)

Operating and capital expenditures; transfer payments to other levels of government, departments or individuals; and payments to Crown corporations.

core responsibility (responsabilité essentielle)

An enduring function or role performed by a department. The intentions of the department with respect to a core responsibility are reflected in one or more related departmental results that the department seeks to contribute to or influence.

Departmental Plan (plan ministériel)

A report on the plans and expected performance of an appropriated department over a three-year period. Departmental Plans are usually tabled in Parliament each spring.

departmental result (résultat ministériel)

A consequence or outcome that a department seeks to achieve. A departmental result is often outside departments' immediate control, but it should be influenced by program-level outcomes.

departmental result indicator (indicateur de résultat ministériel)

A quantitative measure of progress on a departmental result.

departmental results framework (cadre ministériel des résultats)

A framework that connects the department's core responsibilities to its departmental results and departmental result indicators.

Departmental Results Report (rapport sur les résultats ministériels)

A report on a department's actual accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.

fulltime equivalent (équivalent temps plein)

A measure of the extent to which an employee represents a full person-year charge against a departmental budget. For a particular position, the full-time equivalent figure is the ratio of the number of hours the person actually works divided by the standard number of hours set out in the person's collective agreement.

gender-based analysis plus (GBA Plus) (analyse comparative entre les sexes plus [ACS Plus])

An analytical tool used to support the development of responsive and inclusive policies, programs, and other initiatives. GBA Plus is a process for understanding who is impacted by the issue or opportunity being addressed by the initiative; identifying how the initiative could be tailored to meet the diverse needs of the people most impacted; and anticipating and mitigating any barriers to accessing or benefitting from the initiative. GBA Plus is an intersectional analysis that goes beyond biological (sex) and sociocultural (gender) differences to consider other factors, such as age, disability, education, ethnicity, economic status, geography (including rurality), language, race, religion, and sexual orientation.

Using GBA Plus involves taking a gender- and diversity-sensitive approach to our work. Considering all intersecting identity factors as part of GBA Plus, not only sex and gender, is a Government of Canada commitment.

government priorities (priorités pangouvernementales)

For the purpose of the 2026–27 Departmental Plan, government priorities are the high-level themes outlining the government’s agenda in the 2025 Speech from the Throne.

horizontal initiative (initiative horizontale)

An initiative where two or more federal departments are given funding to pursue a shared outcome, often linked to a government priority.

Indigenous business (entreprise autochtone)

Requirements for verifying Indigenous businesses for the purposes of the Departmental Results Report are available through the Indigenous Services Canada Mandatory minimum 5% Indigenous procurement target website.

non budgetary expenditures (dépenses non budgétaires)

Non-budgetary authorities that comprise assets and liabilities transactions for loans, investments and advances, or specified purpose accounts, that have been established under specific statutes or under non-statutory authorities in the Estimates and elsewhere. Non-budgetary transactions are those expenditures and receipts related to the government's financial claims on, and obligations to, outside parties. These consist of transactions in loans, investments and advances; in cash and accounts receivable; in public money received or collected for specified purposes; and in all other assets and liabilities. Other assets and liabilities, not specifically defined in G to P authority codes are to be recorded to an R authority code, which is the residual authority code for all other assets and liabilities.

performance (rendement)

What a department did with its resources to achieve its results, how well those results compare to what the department intended to achieve, and how well lessons learned have been identified.

performance indicator (indicateur de rendement)

A qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance of a department, program, policy or initiative with respect to expected results.

plan (plan)

The articulation of strategic choices, which provides information on how a department intends to achieve its priorities and associated results. Generally, a plan will explain the logic behind the strategies chosen and tends to focus on actions that lead to the expected results.

planned spending (dépenses prévues)

For Departmental Plans and Departmental Results Reports, planned spending refers to those amounts presented in Main Estimates.

A department is expected to be aware of the authorities that it has sought and received. The determination of planned spending is a departmental responsibility, and departments must be able to defend the expenditure and accrual numbers presented in their Departmental Plans and Departmental Results Reports.

program (programme)

Individual or groups of services, activities or combinations thereof that are managed together within the department and focus on a specific set of outputs, outcomes or service levels.

program inventory (répertoire des programmes)

Identifies all the department's programs and describes how resources are organized to contribute to the department's core responsibilities and results.

result (résultat)

A consequence attributed, in part, to a department, policy, program or initiative. Results are not within the control of a single department, policy, program or initiative; instead they are within the area of the department's influence.

statutory expenditures (dépenses législatives)

Expenditures that Parliament has approved through legislation other than appropriation acts. The legislation sets out the purpose of the expenditures and the terms and conditions under which they may be made.

target (cible)

A measurable performance or success level that a department, program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative.

voted expenditures (dépenses votées)

Expenditures that Parliament approves annually through an appropriation act. The vote wording becomes the governing conditions under which these expenditures may be made.