Program directory · Library and Archives Canada
Outreach and support to communities
- Department
- Library and Archives Canada
- Program code
- BSJ02 (LAC)
- Core responsibility
- Providing access to documentary heritage
- In Departmental Plans
- 2018-19 – 2026-27 · New since an earlier plan
What it does
This program includes all public programming activities that help promote LAC collections through physical or virtual exhibitions and events, as well as all partnering activities that allow LAC to deliver its mandate in a collaborative way. This program also includes the Documentary Heritage Communities Program, which provides financial contributions to promote Canada's local documentary heritage institutions, to facilitate access to their collections, and to increase the capacity of these institutions to preserve their collections in a sustainable way.
Source: the department's Program Inventory, via GC InfoBase.
History and lineage
First appears in GC InfoBase's actual spending by program in 2018-19. The data does not record when a program was created; it may be older than its first appearance here, which is limited by the sources (program spending starts in 2010-11, Departmental Plans in 2018-19).
| Program | Relation | Years with data | Actual spending over those years |
|---|---|---|---|
| Outreach and support to communities | This program | 2018-19 – 2028-29 | $59.5M |
No earlier or later program in the same department has a similar name.
Significant changes in scope and budget
Detected from the data: renames between plans, programs it appears to replace, merge with or split into (matched by name), year-over-year changes in spending of at least 25% and $5M, or in employees of at least 20% and 25 FTEs, linked budget measures, and results indicators added or dropped.
| Year | What changed | Source |
|---|---|---|
| 2026-27 | Indicators added: Total engagements with LAC’s public programming and outreach content (in-person and online) | Departmental Results Framework (GC InfoBase) |
| 2026-27 | Indicators dropped: Number of shares, reactions and comments on Facebook, Twitter, Instagram, LinkedIn and YouTube social media platforms. | Departmental Results Framework (GC InfoBase) |
Success criteria
The program's indicators from its department's Departmental Results Framework: the target set in each year's plan, and the result reported the following year. Source: GC InfoBase.
Historical: targets against results
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2018-19 | ≥ 250,000 | 2019 | 440,939 | Met |
| 2019-20 | ≥ 300,000 | 2020 | 484,620 | Met |
| 2020-21 | ≥ 475,000 | 2021 | 313,973 Until mid-year, LAC did not create new posts on its social media accounts, which mostly explains the decline in reactions. The focus was rather on relaying federal governmental information and resources related to the pandemic, and communicating its impact on services to the public and operations. | Not met |
| 2021-22 | ≥ 475,000 | 2022 | 159,850 This decrease in the number of reactions is mainly due to the fact that LAC did not create any new posts on its social media accounts during the federal election period (from August to October 2021). Only content related to LAC’s operational activities could be posted. | Not met |
| 2022-23 | ≥ 475,000 | 2023 | 156,322 The 2022–23 results are comparable to the 2021–22 results. Social media landscape has greatly evolved over the past few years: TikTok became a dominant platform in 2022, influencing social media user behaviours. LAC has no presence on TikTok. Several users may have moved to this platform, which could explain a reach reduction for this period; Social media (e.g., Facebook, Twitter) algorithms have… | Not met |
| 2023-24 | ≥ 200,000 | 2024 | 170,217 LAC significantly increased its activity on social media (Facebook, X (Twitter), Instagram, LinkedIn and YouTube) in 2023-24, publishing 2 283 posts: a 68% increase from 2022-23. All platforms saw an increase in interactions with the exception of X (Twitter), which decreased due to outside factors concerning the platform itself. | Not met |
| 2024-25 | ≥ 200,000 | 2025 | 119,097 Although the target wasn’t met, LAC gained an additional 12,571 followers across all social media platforms (Facebook, Instagram, LinkedIn, and YouTube). LAC also increased the number of posts published. In addition, the methodology was reviewed to exclude views or clicks from post. | Not met |
Current: the 2026-27 plan's targets
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≥ 2,000,000 | 2027 | — | Planned |
Future goals: targets due after 2026-27
No targets with a later due date.
Spending and employees: planned against actual
Spending
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | $5.6M | $7.3M |
| 2019-20 | $6.8M | $7.5M |
| 2020-21 | $7M | $6.9M |
| 2021-22 | $7.1M | $6.7M |
| 2022-23 | $9.5M | $9.5M |
| 2023-24 | $8.9M | $10.8M |
| 2024-25 | $9M | $10.7M |
| 2025-26 | $7.2M | — |
| 2026-27 | $5.9M | — |
| 2027-28 | $5.2M* | — |
| 2028-29 | $5.4M* | — |
Employees (FTEs)
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | 46 | 54 |
| 2019-20 | 57 | 57 |
| 2020-21 | 56 | 48 |
| 2021-22 | 56 | 50 |
| 2022-23 | 50 | 60 |
| 2023-24 | 50 | 55 |
| 2024-25 | 49 | 59 |
| 2025-26 | 42 | — |
| 2026-27 | 39 | — |
| 2027-28 | 37* | — |
| 2028-29 | 37* | — |
Planned spending, plan by plan
Each row is one year's Departmental Plan and its forecast for the next three fiscal years; read a column down to see how the forecast for one year changed. The last row is what was actually spent. Click an amount for its source. Biggest changes in federal spending plans
| Plan | 2018-19 | 2019-20 | 2020-21 | 2021-22 | 2022-23 | 2023-24 | 2024-25 | 2025-26 | 2026-27 | 2027-28 | 2028-29 |
|---|---|---|---|---|---|---|---|---|---|---|---|
| 2018-19 plan | $5,585,835 | $5,585,658 | $5,587,864 | ||||||||
| 2019-20 plan | $6,791,265 | $6,797,113 | $6,806,243 | ||||||||
| 2020-21 plan | $6,955,387 | $6,999,481 | $7,010,722 | ||||||||
| 2021-22 plan | $7,131,576 | $7,142,743 | $7,140,571 | ||||||||
| 2022-23 plan | $9,496,219 | $8,955,248 | $7,801,748 | ||||||||
| 2023-24 plan | $8,891,615 | $8,702,423 | $6,913,032 | ||||||||
| 2024-25 plan | $8,997,560 | $7,138,384 | $6,976,515 | ||||||||
| 2025-26 plan | $7,245,381 | $7,085,644 | $6,958,477 | ||||||||
| 2026-27 plan | $5,855,762 | $5,206,363 | $5,444,754 | ||||||||
| Actual | $7,305,387 | $7,521,488 | $6,910,052 | $6,719,535 | $9,531,372 | $10,771,091 | $10,738,569 |
Actual spending is from Departmental Results Reports and the Public Accounts, as published in GC InfoBase. FTEs are full-time equivalents.
