Departmental plan 2024–25
Office of the Commissioner of Lobbying of Canada
Plans at a glance
This plan describes our priorities, plans and associated costs for the upcoming three fiscal years.
Vision, raison d’être and mandate
Our vision
Lobbying of federal officials is done transparently and ethically.
Raison d’être and operating context
Our Office exists to support the Commissioner of Lobbying in regulating lobbying at the federal level.
The Commissioner of Lobbying is an independent agent of Parliament and reports directly to Parliament.
Mandate and role
Canada's federal lobbying regime sets requirements and standards for the transparent and ethical lobbying of federal officials.
We support the Commissioner of Lobbying in administering the Lobbying Act and the Lobbyists’ Code of Conduct.
Our primary responsibilities include:
- maintaining and enhancing the Registry of Lobbyists
- developing and offering education and information resources to expand awareness and understanding of the lobbying regime and compliance obligations
- conducting compliance work that supports respect of the Lobbying Act and the Lobbyists’ Code of Conduct
Key priorities
Our plans for 2024-25 and beyond continue to support good governance and trust in government institutions.
Ultimately, we aim to continuously strengthen lobbying regulation by:
- maintaining and enhancing the Registry of Lobbyists, the searchable source of regulated lobbying and related information filed in accordance with the Lobbying Act
- providing registration support and sharing appropriate advice with stakeholders
- ensuring stakeholders have access to clear guidance
- expanding awareness and understanding of the lobbying regime and compliance obligations through education
- verifying that registrants, lobbyists and former designated officials are compliant with federal lobbying requirements
- conducting investigations when necessary so that the Lobbying Act and the Lobbyists’ Code of Conduct are respected
- sharing our regulatory expertise with Canadians, parliamentarians and regulatory peers (domestic and international) to help foster common and effective lobbying standards at all levels
In addition, we focus on maintaining a work environment that enables excellence and that delivers value to Canadians. We nurture collaboration, innovation and respect and support our team in being knowledgeable, skilled, engaged and productive.
Highlights for 2024-25
Our sole core responsibility — the regulation of lobbying — supports our strategic organizational results, which are as follows:
- lobbyists, registrants, federal officials and the public understand the federal lobbying regime
- registrants report regulated lobbying in the Registry of Lobbyists as required by the Lobbying Act
- regulated individuals respect federal lobbying requirements
To fulfill our core responsibility in 2024-25, we are dedicating $4.44 million (about 72%) of our $6.15 million total budget to a single unified program focused on registration, education and compliance.
Approximately 85% of the money allocated to our core responsibility goes towards salaries and benefits for the equivalent of 30 employees. These employees work directly on the Registry of Lobbyists, registration support, education and compliance.
| Regulation of lobbying planning highlights for 2024-25 | |
|---|---|
| Registration |
|
| Education |
|
| Compliance |
|
More information about the regulation of lobbying is available below.
Message from the Commissioner
Canada's federal lobbying regime will mark its 35th year in September 2024.
First enacted as the Lobbyists Registration Act in 1989, today's Lobbying Act evolved over its first two decades to enable and require transparent and ethical lobbying of federal officials. Despite having some weaknesses, the legislation provides for lobbying transparency and ethical behaviour standards that contribute to a healthy democracy.
Given that more than 15 years have passed since the Lobbying Act and its regulations were updated, my team and I continue to explore possible improvements so that our federal lobbying regime can continue to remain effective and be the best of its kind.
Since this is the last year of my 7-year term as Commissioner of Lobbying, I will share my most recent recommendations for legislative and regulatory changes later this year to support parliamentarians in developing future updates to the Lobbying Act.
As we begin 2024-25, I highlight that in recent years our budget has been modestly increased to enable our team to grow to 37 positions.
As a micro-organization that operated with no more than 28 staff for most of its existence, having 9 more employees enhances our capacity to operate and improve the Registry, to offer and deliver education and information about regulated lobbying to stakeholders, and to perform compliance work as the number of registered lobbyists and volumes of lobbying continue to increase.
Through the careful and responsible management of our limited resources, we deliver on our mandate while adapting as best we can to emerging issues and increasing workloads.
What we achieve is not possible without the perseverance of my team, and I remain impressed and grateful for their dedication to our work.
I stress how thankful I am for everything the team does to deliver value and excellence to the people of Canada while also developing and maintaining a truly exceptional work environment.
I am pleased to present this plan, which shares information about our mandate and our priorities for 2024-25 with parliamentarians and our many stakeholders.
Nancy Bélanger
Commissioner of Lobbying of Canada
February 2024
Regulation of lobbying
Reflecting our mandate set by the Lobbying Act, we organize our main work around one single core responsibility delivered through one program:
Core responsibility:
Regulation of lobbying
Program:
Registration, education and compliance
Description
The federal lobbying regime sets requirements and standards for the transparent and ethical lobbying of federal officials. The Commissioner of Lobbying with the support of the Office administers the Lobbying Act and the Lobbyists’ Code of Conduct.
Our primary responsibilities include:
- maintaining and enhancing the Registry of Lobbyists
- expanding awareness and understanding of the lobbying regime and compliance obligations through education
- conducting compliance work that supports respect of federal lobbying requirements
Quality of life impacts
Canada’s Quality of Life Framework enables the federal government to identify future priorities and to build on previous actions in order to improve decision making and budgeting.
Under good governance, the framework recognizes that it is important in a well-functioning democracy that all individuals have their fundamental rights and freedoms respected, are able to participate in civil society, and know that their voices are being heard. Having public institutions that are trusted to function effectively and treat all people impartially can help ensure that people in Canada feel safe and have access to the public services they need.
Results linked to the regulation of lobbying relate most closely to the framework’s confidence in institutions indicator, under the good governance domain.
Results and targets
These tables show indicators and results – actual and planned – for each of our three result areas.
| Indicator | 2020-21 result | 2021-22 result | 2022-23 result | Target for 2024-25 | Date to achieve |
|---|---|---|---|---|---|
| Change in level of understanding reported by participants after an educational session (on a 7-point scale) |
2.2 | 2.6 | 2.5 | At least 2 | 31 March 2025 |
| Percentage of participants reporting a high level of understanding after an educational session (5 or more on a 7-point scale) |
83 % | 84 % | 89 % | At least 80% | 31 March 2025 |
| Indicator | 2020-21 result | 2021-22 result | 2022-23 result | Target for 2024-25 | Date to achieve |
|---|---|---|---|---|---|
| Percentage of new registrations filed on time | 96 % | 95 % | 95 % | At least 90% | 31 March 2025 |
| Percentage of registrations not requiring correction | 80 % | 81 % | 81 % | At least 75% | 31 March 2025 |
| Percentage of communications filed on time | 92 % | 94 % | 94 % | At least 90% | 31 March 2025 |
| Percentage of verified communications not requiring correction | 89 % | 87 % | 88 % | At least 90% | 31 March 2025 |
| Indicator | 2020-21 result | 2021-22 result | 2022-23 result | Target for 2024-25 | Date to achieve |
|---|---|---|---|---|---|
| Percentage of registrants and lobbyists who are not subject to a compliance activity * | - | - | - | At least 95% | 31 March 2025 |
* New indicator effective April 1, 2023.
Financial, human resources and performance information for our program inventory is available on GC InfoBase.
Plans to achieve
Registration
We maintain and continuously improve the Registry of Lobbyists — the searchable source of information about lobbying activities reported by registrants as required by the Lobbying Act. Through the online Registry, the public can learn about lobbying taking place at the federal level.
| Our Registry of Lobbyists plans | |
|---|---|
| 2024-25 |
|
| 2025-26 and beyond |
|
| Every year |
|
Education
Awareness and understanding of the federal lobbying regime and compliance obligations are expanded by publishing educational material and providing information sessions.
Lobbyists, registrants, federal officials and other stakeholders are offered ongoing support and advice – including on how to use the Registry and how to comply with the Lobbying Act and the Lobbyists’ Code of Conduct.
| Our education plans | |
|---|---|
| 2024-25 |
|
| 2025-26 and beyond |
|
| Every year |
|
Compliance
We enhance respect for federal lobbying requirements through our compliance work, such as verifications to ensure that registrants file information correctly and on time.
Concerns about non compliance are addressed and we investigate when the Commissioner believes it is necessary to ensure compliance with the Lobbying Act and the Lobbyists’ Code of Conduct; if the Commissioner discovers reasonable grounds to believe an offence has occurred, the matter is referred to the appropriate police authority. At the conclusion of an investigation, findings are reported to Parliament.
| Our compliance plans | |
|---|---|
| 2024-25 |
|
| Every year |
|
Key risks
We are committed to delivering on our mandate to support ethical and transparent lobbying of federal officials while also meeting important organizational obligations. With the ongoing evolution and growth of federal accountability measures, our capacity becomes ever more strained to deliver both our mandate and the same organizational expectations and accountability reporting as government departments many times our size.
Because we do not have the levels of financial resources or the depth of human resources comparable to those of other federal organizations, the unavoidable allocation of program resources to meet organizational accountability measures risks our ability to adequately fulfill our core responsibility.
Depth of capacity is a primary risk for our organization. While somewhat mitigated by the modest increases to our funding levels in Budget 2021 and Budget 2023, as a small organization our ability to reallocate resources is limited. This raises the risk of failure or delays in key areas such as education, policy, and communications. Similar challenges may develop when we face an increase in the volume or complexity of compliance matters.
Other ongoing organizational risks relate to adequately maintaining the Registry of Lobbyists, safeguarding the cybersecurity of our systems, relying on other organizations to obtain services that we cannot deliver ourselves because of our small size and minimal resourcing levels, and always ensuring the appropriate running of our information technology and information management systems.
Planned resources
Snapshot of our core responsibility resources planned for 2024–25:
Planned spending:
$4.44 million
Planned full-time resources:
30 positions — $3.76 million (85%) of core responsibility spending
Related government priorities
Gender-based analysis plus
Stakeholders providing feedback on our educational sessions are routinely invited to provide GBA Plus information on a voluntary basis. Analysis of this data informs changes to improve the inclusiveness and accessibility of our services and educational resources.
United Nations 2030 Agenda for Sustainable Development
We align with the United Nations’ sustainable development goal on peace, justice and strong institutions (Goal 16). We are committed to sharing our expertise in lobbying regulation with provincial and international counterparts to help foster effective, accountable and inclusive institutions at all levels.
Common goals of transparency and accountability in the principles of lobbying registration and compliance support the development of open standards that can strengthen democratic systems.
Program inventory
Our core responsibility is supported by our one and only program: Registration, education and compliance.
Supporting information on our planned expenditures, human resources, and results related to our program inventory is available on GC InfoBase.
Internal services
Our ability to deliver on our mandate and fulfill corporate obligations relies on a number of internal services, the majority of which we obtain through paid arrangements with other federal organizations.
Functional area:
Internal services
Results focus:
Team and work environment
Description
As a micro-organization operating with a limited budget, we rely on and pay for a number of services we obtain from federal partners. Our service providers include Public Services and Procurement Canada, the Canadian Human Rights Commission, the Parole Board of Canada and the Office of the Privacy Commissioner of Canada.
Reflecting our operational reality, our internal services include:
- acquisition management
- financial management
- human resources management
- information management
- information technology
- materiel management
- management and oversight
- real property management
Unlike most federal organizations, we allocate communications, legal and a substantial portion of information technology resources directly to our core responsibility. These particular resources are necessary to fulfill our mandate set by the Lobbying Act, and are used to maintain the Registry of Lobbyists, deliver educational services and review compliance with lobbying requirements.
Plans to achieve
Our team and work environment enables excellence and delivers value to Canadians through collaboration, innovation and respect. We support our employees in being knowledgeable, skilled, engaged and productive.
| Our team and work environment plans | |
|---|---|
| 2024-25 |
|
| Every year |
|
Planned resources
Snapshot of our internal services resources planned for 2024–25:
Planned spending:
$1.71 million
Planned full-time resources:
7 positions — $889,000 (52%) of internal services spending
In 2024-25, we plan to spend $524,000 (31%) on services obtained from our federal partners and $299,000 (17%) on the purchase of goods and professional services. The remaining $889,000 (52%) funds 7 employee positions mainly related to acquisition, finance, information management, information technology, and management/oversight functions.
Related government priorities
Accessibility
The Government of Canada aspires to have a public service that is accessible by default for the Canadian public, government institutions and their workforce. This is rooted in the belief that an inclusive public service is more innovative, efficient and productive.
We recognize the importance of eliminating barriers and obstacles to accessibility in order to achieve a diverse workforce, an accessible work environment and an equitable approach to working with Canadians.
In 2024-25, we plan to have a third party assess the accessibility of our website and the Registry of Lobbyists. Following this analysis, we will work to address any identified barriers to accessibility. We also plan to seek feedback directly from the users of our website and the Registry.
Contracts awarded to Indigenous businesses
The Government of Canada is committed to economic reconciliation with Indigenous peoples and will contribute to improve socio-economic outcomes by increasing opportunities for First Nations, Inuit and Métis businesses through the federal procurement process.
Our organization is identified as a phase 3 contributor to the Government’s commitment and target that a minimum of 5% of the total value of contracts is awarded to Indigenous businesses annually, in accordance with Appendix E to the Treasury Board Directive on the Management of Procurement.
To support meeting or exceeding this target, we plan to do the following in 2024-25:
- administer and implement revised contracting protocols, resources, tools and forms to help us identify opportunities for Indigenous businesses
- ensure tracking, oversight and reporting measures are followed
2024-25 planned result:
at least 5% off all awarded contracts
Sustainable development
In keeping with the purpose of the Federal Sustainable Development Act – to make decision making related to sustainable development more transparent and accountable to Parliament – we support goals laid out in the 2022 to 2026 Federal Sustainable Development Strategy through the activities described in our sustainable development strategy.
Our sustainable development vision focuses on actions within our reach and directly in line with our commitments under goals 10, 12 and 13 of the federal strategy. Our strategy is centred on effective actions that we can achieve alongside our regulatory mandate as set by the Lobbying Act.
Planned spending and human resources
Our planned spending and human resources for 2024-25 and next two fiscal years builds on results achieved in 2023-24 and the two previous years.
Amounts indicated in tables and the related explanations are in dollars rounded to the nearest thousand.
Spending
Planned spending for 2024-25
Table 5A — Text version
| Regulation of lobbying | Internal services |
|---|---|
| $4,442,000 | $1,712,000 |
Actual spending in recent years
Expenditures for previous years are based on the Public Accounts of Canada published by the Receiver General for Canada. Spending for 2023-24 is forecasted based on actual and anticipated spending as of 31 December 2023.
| Spending | 2021–22 actual |
2022–23 actual |
2023–24 forecast |
|---|---|---|---|
| Regulation of lobbying | $3,143,000 | $3,681,000 | $4,079,000 |
| Internal services | $1,511,000 | $1,539,000 | $1,591,000 |
| Total | $4,654,000 | $5,220,000 | $5,670,000 |
Relative to 2021-22, spending in 2022-23 increased by $566,000 (12%). For 2023-24, we forecast an increase of $450,000 (9%) relative to actual spending in 2022-23. Both increases relate to our staffing of new positions and higher expenditures on professional and special services.
Relative to the years before 2021-22, the increases in spending shown in the table were enabled by new funding provided in Budget 2021 and Budget 2023.
Budgetary planning
Amounts below are based on Main Estimates published by the President of the Treasury Board and reflect planned spending for upcoming years.
| Spending | 2024–25 budgetary (Main Estimates) |
2024–25 planned |
2025–26 planned |
2026–27 planned |
|---|---|---|---|---|
| Regulation of lobbying | $4,357,000 | $4,442,000 | $4,315,000 | $4,318,000 |
| Internal services | $1,599,000 | $1,712,000 | $1,663,000 | $1,664,000 |
| Total | $5,956,000 | $6,154,000 | $5,978,000 | $5,982,000 |
Relative to actual spending in recent years, planned spending for 2024-25 and ongoing years includes allocations from Budget 2023 that enable funding of 4 new positions to strengthen our educational and accountability functions.
Planned spending for 2024-25 includes a maximum allowed 5% carryforward of lapsed funds from 2023-24. This accounts for an additional $198,000 in spending along with the $5,956,000 allocated in the 2024-25 Main Estimates.
Funding
Organizational spending, 2021-22 to 2026-27
Amounts indicated in the graph reflect actual spending for 2021-22 and 2022-23, forecasted spending for 2023-24 and planned spending for 2024-25 and future years.
Table 6 — Text version
| Year | 2021-22 | 2022-23 | 2023-24 | 2024-25 | 2025-26 | 2026-27 |
|---|---|---|---|---|---|---|
| Statutory | $380,000 | $447,000 | $574,000 | $564,000 | $567,000 | $567,000 |
| Voted | $4,274,000 | $4,773,000 | $5,096,000 | $5,590,000 | $5,411,000 | $5,415,000 |
| Total | $4,654,000 | $5,220,000 | $5,670,000 | $6,154,000 | $5,978,000 | $5,982,000 |
In recent years, our planned and actual spending levels have varied due to adjustments that include:
- allocation in Budget 2021 of additional funds of $556,000 for 2021-22 and $590,000 for 2022-23 and future years
- allocation in Budget 2023 of additional funds of $278,000 for 2023-24 and $400,000 for 2024-25 and future years
- for 2024-25, the inclusion of an estimated carryforward of $198,000 of unused funds from 2023-24
- lower actual spending than allowed by authorities in 2021-22, 2022-23 and 2023-24 because we could not staff some new positions despite ongoing staffing efforts
Estimates by vote
Information on our organizational appropriations is available in the 2024–25 Main Estimates.
Statement of operations
Our future-oriented statements of operations and associated notes provide financial information on our operations. They include a reconciliation of the net cost of operations with the requested authorities.
The forecast and planned amounts in the statements of operations are prepared on an accrual basis and are based on our audited financial statements. The forecast and planned amounts presented in other sections of this plan are prepared on an expenditure basis. Amounts may therefore differ.
The amounts below summarize the net cost of our operations for 2023-24 to 2024-25.
| Results | 2023–24 forecast |
2024–25 planned |
Difference: 2024-25 minus 2023-24 |
|---|---|---|---|
| Total expenses | $6,612,000 | $7,166,000 | $554,000 |
| Total revenues | - | - | - |
| Net cost of operations before government funding and transfers | $6,612,000 | $7,166,000 | $554,000 |
The difference of $554,000 (8%) relates mainly to vacant positions during 2023-24. At the time when this report was prepared, we forecasted the 2023-24 lapse to be approximately $600,000 given delays in staffing.
In 2024-25, we expect a $633,000 increase in personnel costs linked to the filling of all vacant positions and a $89,000 decrease in operating professional and special services. The remaining amount is an approximate increase of $10,000, which represents consolidated adjustments to other operating expenses.
Human resources
Actual human resources
Numbers below for previous years reflect past results reports tabled in Parliament. The number for 2023-24 is forecasted based on actual and anticipated staffing as of 31 December 2023.
| Full-time equivalents (employees) | 2021–22 actual |
2022–23 actual |
2023–24 forecast |
|---|---|---|---|
| Regulation of lobbying | 21 | 23 | 24 |
| Internal services | 5 | 5 | 5 |
| Total | 26 | 28 | 29 |
In 2020-21, we were resourced for 28 positions. Budget 2021 increased this to 33 positions and by the end of 2021-22, our actual utilization was equivalent to 26 positions.
With labour market conditions and competition for specialized resources, staffing efforts continued to prove challenging in 2022-23 and 2023-24. We forecast our actual utilization to be 29 positions by the end of 2023-24.
Staffing and recruitment are a continuous top priority for management. As a micro-organization that is minimally resourced and that faces depth-of-capacity challenges, every departure and unfilled position has a real impact on our ability to fulfill our core responsibility and deliver on the wide range of organizational responsibilities that apply to all government departments, regardless of department size or resourcing.
Planned human resources
Numbers below reflect allocations made based on funding levels outlined in the Main Estimates published by the President of the Treasury Board.
| Full-time equivalents (employees) | 2024–25 planned |
2025–26 planned |
2026–27 planned |
|---|---|---|---|
| Regulation of lobbying | 30 | 30 | 30 |
| Internal services | 7 | 7 | 7 |
| Total | 37 | 37 | 37 |
Effective April 2024, we are resourced to staff 37 positions. This 11% increase compared to 33 planned positions in 2023-24 is enabled by new authorities allocated in Budget 2023. The 4 new positions will strengthen our educational and accountability functions.
Additional information
Organizational profile
| Official name | Office of Commissioner of Lobbying of Canada |
| Institutional head | Nancy Bélanger, Commissioner of Lobbying of Canada |
| Enabling instrument | Lobbying Act — R.S.C., 1985, c. 44 (4th Supp.) |
| Year commenced | 2008 |
| Ministerial portfolio | Treasury Board |
| Other | For administrative purposes, the President of the Treasury Board tables our departmental plans and departmental results reports in Parliament. |
Contact information
| Mailing address | Office of the Commissioner of Lobbying of Canada 410 Laurier Avenue West, Suite 810 Ottawa ON K1R 1B7 |
| Telephone | 613-957-2760 |
| Fax | 613-957-3078 |
| info@lobbycanada.gc.ca | |
| Website | lobbycanada.gc.ca |
Supplementary information
Information tables:
Sustainable development vision, commitments and actions:
Federal tax expenditures
This plan does not include information on tax expenditures.
Tax expenditures are the responsibility of the Minister of Finance. The Department of Finance Canada publishes cost estimates and projections for government-wide tax expenditures each year in the Report on Federal Tax Expenditures. It provides detailed information on tax expenditures, including objectives, historical background and references to related federal spending programs, as well as evaluations, research papers and gender-based analysis plus.
Definitions
- appropriation (crédit)
- Any authority of Parliament to pay money out of the Consolidated Revenue Fund.
- core responsibility (responsabilité essentielle)
- An enduring function or role performed by a federal organization. Intentions with respect to a core responsibility are reflected in one or more related results that the organization seeks to contribute to or influence.
- full time equivalent (équivalent temps plein)
- A measure of the extent to which an employee represents a full person year charge against a budget. Full time equivalents are calculated as a ratio of assigned hours of work to scheduled hours of work. Scheduled hours of work are set out in collective agreements.
- gender-based analysis plus (analyse comparative entre les sexes 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 diverse needs of the people most impacted; and anticipating and mitigating any barriers to accessing or benefiting from the initiative. GBA Plus is an intersectional analysis that goes beyond biological (sex) and socio-cultural (gender) differences to consider other factors, such as age, disability, education, ethnicity, economic status, geography, language, race, religion, and sexual orientation.
- indicator (indicateur)
- A factor or variable that provides a valid and reliable means to measure or describe progress on a result.
- Indigenous business (entreprise autochtone)
- As defined on the Indigenous Services Canada website in accordance with the Government of Canada’s commitment that a mandatory minimum target of 5% of the total value of contracts is awarded to Indigenous businesses annually.
- departmental plan (plan ministériel)
- A document that sets out an organization’s priorities, programs, expected results and associated resource requirements, covering a three year period beginning with the year indicated in the title of the report. Plans are usually tabled in Parliament each spring.
- departmental results report (rapport sur les résultats ministériels)
- A report on an organization’s actual performance in a fiscal year against its plans, priorities and expected results set out in its organizational plan for that year. Results Reports are usually tabled in Parliament each fall.
- plan (plan)
- The articulation of strategic choices, which provides information on how an organization intends to achieve its priorities and associated results. Generally, a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead up to the expected result.
- planned spending (dépenses prévues)
- Refers to those amounts presented in the Main Estimates. An organization is expected to be aware of the authorities that it has sought and received. The determination of planned spending is a organizational responsibility, and organizations must be able to defend the expenditure and accrual numbers presented to Parliament.
- program (programme)
- Individual or groups of services, activities or combinations thereof that are managed together within an organization and that focus on a specific set of outputs, outcomes or service levels.
- program inventory (répertoire des programmes)
- An inventory of an organization’s programs that describes how resources are organized to carry out its core responsibilities and achieve its planned results.
- result (résultat)
- An external consequence attributed, in part, to an organization, policy, program or initiative. Results are not within the control of a single organization, policy, program or initiative; instead, they are within the area of the organization’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 an organization, 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.
Copyright statement
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Accessible formats are available on request by contacting info@lobbycanada.gc.ca.
Permission to reproduce
The information in this publication may be reproduced, in part or in whole and by any means, without charge or further permission from the Office of the Commissioner of Lobbying of Canada, provided that due diligence is exercised in ensuring the accuracy of the information reproduced; that the Office of the Commissioner of Lobbying of Canada is identified as the source institution; and, that the reproduction is not represented as an official version of the information reproduced, nor as having been made in affiliation with, or with the endorsement of the Office of the Commissioner of Lobbying of Canada.
For permission to reproduce the information in this publication for commercial redistribution, please email: info@lobbycanada.gc.ca
© His Majesty the King in Right of Canada
as represented by the Commissioner of Lobbying of Canada, 2024
Catalogue No. Lo2-4E
ISSN 2816-2560
Aussi offert en français sous le titre :
Plan ministériel 2024-2025 (Commissariat au lobbying du Canada)
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