Departmental plan 2025–26
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 framework 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 framework and compliance obligations
- conducting compliance work that supports respect of the Lobbying Act and the Lobbyists’ Code of Conduct
Key priorities
Our plans for 2025-26 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
- providing registration support and sharing appropriate advice with stakeholders
- ensuring stakeholders have access to clear guidance
- expanding awareness and understanding of the lobbying framework 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 2025-26
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 2025-26, we are dedicating $4.35 million (about 69%) of our $6.35 million total budget to a single unified program focused on registration, education and compliance.
Approximately 84% of the money allocated to our core responsibility goes towards salaries and benefits for the equivalent of 27 employees. These employees work directly on the Registry of Lobbyists, registration support, education and compliance.
More detailed information is available in the Planned spending and human resources section.
| Regulation of lobbying planning highlights for 2025-26 | |
|---|---|
| Registration |
|
| Education |
|
| Compliance |
|
More information about the Regulation of lobbying is available below.
Message from the Commissioner
After seven years administering the Lobbying Act and the Lobbyists’ Code of Conduct, I am very honoured to take on my second term as Commissioner of Lobbying to further build on the work the team and I have accomplished to support transparent and ethical lobbying at the federal level.
As we plan for 2025-26 and beyond, we are committed to improving the Registry of Lobbyists, to increasing stakeholder understanding of the lobbying framework and to making sure that registrants, lobbyists and former designated public office holders are compliant with its requirements.
Since 2008, there have been no legislative changes to the Lobbying Act, despite a parliamentary committee recommending improvements during the last review that was completed in 2012.
The Lobbying Act requires a parliamentary committee to study the provisions and operations of the Act every five years, which means that since 2012, two reviews should have occurred.
During my first term, I shared my preliminary recommendations for improving the Lobbying Act and its regulations. My team and I continue to identify and explore possible improvements.
I stress how important it is that Parliament consider and make legislative changes so that our lobbying framework can be the best of its kind and remain effective. This is crucial, because rigorous transparency standards contribute to a healthy democracy.
While awaiting legislative changes, I continue to administer the Lobbying Act we have today consistent with its legislated purpose and using accepted principles of statutory interpretation.
As previously indicated, I will issue new interpretation in 2025 with respect to the registration threshold that applies to lobbying done by employees of organizations and corporations, as described at paragraph 7(1)(b) of the Lobbying Act. Corresponding interpretation will also be issued in relation to the five-year restriction on lobbying described at subsection 10.11(1).
My expectation is that this new interpretation will result in more transparency and help achieve the Lobbying Act’s objectives.
It is my hope that the new interpretation will not be taken as a substitute for updating the Lobbying Act.
To fulfill our 2025-26 plans, I am pleased that we are staffed at full salary capacity. I note that we expect to lapse less than 5% of our 2024-25 funding and that, as we continue to face rising operating costs, I remain committed to allocating resources with a clear focus on optimizing lobbying transparency as well as the services we offer to the public and the regulated community.
As always, I am grateful for the professional work and exceptional contributions of my team. Through their dedication, Canadians benefit from ever-increasing degrees of lobbying transparency and ethical lobbying behaviour.
I am pleased to present this plan, which provides information about our mandate and our priorities for 2025-26.
Nancy Bélanger
Commissioner of Lobbying of Canada
May 2025
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 category.
Results, indicators and targets
These tables show indicators and results – actual and planned – for each of our three result areas.
| Indicator | 2021-22 result | 2022-23 result | 2023-24 result | Target for 2025-26 | Date to achieve |
|---|---|---|---|---|---|
| Change in level of understanding reported by participants after an educational session (on a 7-point scale) |
2.6 | 2.5 | 2.2 | At least 2 | 31 March 2026 |
| Percentage of participants reporting a high level of understanding after an educational session (5 or more on a 7-point scale) |
84% | 89% | 100% | At least 80% | 31 March 2026 |
| Indicator | 2021-22 result | 2022-23 result | 2023-24 result | Target for 2025-26 | Date to achieve |
|---|---|---|---|---|---|
| Percentage of new registrations filed on time | 95% | 95% | 95% | At least 90% | 31 March 2026 |
| Percentage of registrations not requiring correction | 81% | 81% | 84% | At least 75% | 31 March 2026 |
| Percentage of communications filed on time | 94% | 94% | 94% | At least 90% | 31 March 2026 |
| Percentage of verified communications not requiring correction | 87% | 88% | 85% * | At least 80% | 31 March 2026 |
* Over-reporting of information remained a significant inaccuracy identified in the 1,511 communication reports reviewed during 2023-24. Compared to previous years, no significant difference in the accuracy rate was observed.
| Indicator | 2021-22 result | 2022-23 result | 2023-24 result | Target for 2025-26 | Date to achieve |
|---|---|---|---|---|---|
| Percentage of registrants and lobbyists who are not subject to a compliance activity * | - | - | 98% | At least 95% | 31 March 2026 |
* 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 | |
|---|---|
| 2025-26 |
|
| 2026-27 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 | |
|---|---|
| 2025-26 |
|
| 2026-27 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 | |
|---|---|
| 2025-26 |
|
| Every year |
|
Key risks
We are committed to delivering on our mandate to support ethical and transparent lobbying of federal officials while also meeting organizational accountability obligations.
With the evolution and growth of federal accountability measures, our capacity becomes more constrained to deliver both our mandate and the same organizational expectations and accountability reporting as government departments many times our size.
Depth of capacity is the 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.
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 puts into risk our ability to adequately fulfill our core responsibility.
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 continuously ensuring the consistent operations of our information technology and information management systems.
Planned resources
| 2024-25 forecasted |
2025-26 planned |
|
|---|---|---|
| Spending |
$4.15 million |
$4.35 million |
| Full-time resources (employees) |
24 positions |
27 positions — $3.64 million (84%) of core responsibility spending |
In 2025-26, our planned core responsibility spending includes $122,000 (3%) for services obtained from our federal partners and $594,000 (13%) for the purchase of goods, professional services and all other non-salary items. The remaining $3,635,000 (84%) funds 27 employee positions working directly on the Registry of Lobbyists, registration support, education and compliance.
Detailed financial information and human resources information is available on GC InfoBase.
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.
Conversations with Canadian and international peers enable the sharing of information on legislation and best practices for lobbying regulation. 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.
Additional results information 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 | |
|---|---|
| 2025-26 |
|
| Every year |
|
Planned resources
| 2024-25 forecasted |
2025-26 planned |
|
|---|---|---|
| Spending |
$2.12 million |
$2.00 million |
| Full-time resources (employees) |
9 positions |
9 positions — $1.29 million (65%) of internal services spending |
In 2025-26, we plan to spend around $525,000 (26%) on services from our federal partners and $185,000 (9%) on the purchase of goods, professional services and all other non-salary items. The remaining $1,290,000 (65%) funds 9 employee positions mainly related to acquisition, finance, information management, information technology, and management/oversight functions.
Detailed financial information and human resources information is available on GC InfoBase.
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 support of our accessibility plan, in 2025-26 we will continue to address any barriers to accessibility identified with respect to our website and the Registry of Lobbyists. Going forward, each month we will assess a portion of our website so that we can identify and make accessibility improvements. We will also continuously improve our educational material, with a focus on using plain, direct and accessible language.
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 asked to award to Indigenous businesses at least 5% of the total value of contracts we enter into, in accordance with Appendix E to the Treasury Board Directive on the Management of Procurement.
| 2023-24 planned |
2023-24 actual |
2024-25 forecasted |
2025-26 planned |
|
|---|---|---|---|---|
| Percent of total value of all contracts awarded to Indigenous businesses |
5% |
9.7% |
4.2% |
5% |
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 2025-26 and next two fiscal years builds on results achieved in 2024-25 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 2025-26
Table 8A — Text version
| Regulation of lobbying | Internal services |
|---|---|
| $4,351,000 | $2,000,000 |
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 2024-25 is forecasted based on actual and anticipated spending as of 31 December 2024.
| Spending | 2022–23 actual |
2023–24 actual |
2024–25 forecast |
|---|---|---|---|
| Regulation of lobbying | $3,681,000 | $4,092,000 * | $4,151,000 |
| Internal services | $1,539,000 | $1,675,000 | $2,117,000 |
| Total | $5,220,000 | $5,767,000 | $6,268,000 |
* To avoid misstating the totals in table 8B, actual spending for 2023-24 is stated as $4,092,000 ($4,091,000 would otherwise be the standard rounding of the full amount of $4,091,405).
Further information
Relative to 2022-23, spending in 2023-24 increased by $547,000 (10%). The 2023-34 increase relates to our staffing of new positions and higher expenditures on professional and special services.
For 2024-25, we forecast an increase of $501,000 (9%) relative to actual spending in 2023-24. The 2024-25 forecasted spending increase in relates to our staffing of new positions and information technology equipment renewal.
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 | 2025–26 budgetary (Main Estimates) |
2025–26 planned |
2026–27 planned |
2027–28 planned |
|---|---|---|---|---|
| Regulation of lobbying | $4,081,000 | $4,351,000 | $4,085,000 | $4,085,000 |
| Internal services | $2,000,000 | $2,000,000 | $2,001,000 | $2,001,000 |
| Total | $6,081,000 | $6,351,000 | $6,086,000 | $6,086,000 |
Further information
Planned spending for 2025-26 includes an estimated carryforward of $270,000 of unspent funds from 2024 25. This carryforward from 2024-25 enables additional spending of $270,000 in 2025-26 along with the $6,081,000 allocated in the 2025-26 Main Estimates.
Funding
Actual and approved spending, 2022-23 to 2027-28
Amounts indicated in the graph reflect actual spending for 2022-23 and 2023-24, forecasted spending for 2024-25 and planned spending for 2025-26 and future years.
Table 9 — Text version
| Year | 2022-23 | 2023-24 | 2024-25 | 2025-26 | 2026-27 | 2027-28 |
|---|---|---|---|---|---|---|
| Statutory | $447,000 | $530,000 | $564,000 | $634,000 | $635,000 | $635,000 |
| Voted | $4,773,000 | $5,237,000 | $5,704,000 | $5,717,000 | $5,451,000 | $5,451,000 |
| Total | $5,220,000 | $5,767,000 | $6,268,000 | $6,351,000 | $6,086,000 | $6,086,000 |
Further information
In recent years, our planned and actual spending levels have varied due to adjustments that include:
- in Budget 2021, an additional $590,000 for 2022 23 and future years
- in Budget 2023, an additional $278,000 for 2023-24 and $400,000 for 2024 25 and future years
- for 2024-25, a carryforward of $242,000 of unspent funds from 2023 24
- for 2025-26, an estimated carryforward of $270,000 of unspent funds from 2024-25
- lower actual spending than allowed by approved funding in 2022-23 and 2023-24 because we could not staff some positions despite ongoing staffing efforts
Information on our organizational appropriations is available in the 2025-26 Main Estimates.
Statement of operations
Planned financial results information for 2025-26 and related notes are found in our 2025 26 future oriented statement of operations, including a reconciliation of the net cost of our operations with available funding.
Some of the information in the following table is based on our audited financial statements, which are prepared on an accrual basis of accounting instead of on a government funding basis of accounting. Note 3 to our audited financial statements provides a reconciliation of the differences.
While the forecast and planned amounts presented in other sections of this plan are prepared on an expenditure basis, the amounts below are prepared on an accrual basis and summarize the net cost of our operations for 2024-25 to 2025-26.
| Results | 2024–25 forecast |
2025–26 planned |
Difference: 2025-26 minus 2024-25 |
|---|---|---|---|
| Total expenses | $6,920,000 | $6,935,000 | $15,000 |
| Total revenues | - | - | - |
| Net cost of operations before government funding and transfers | $6,920,000 | $6,935,000 | $15,000 |
Further information
The approximate $15,000 increase for 2025-26 represents minor consolidated adjustments to forecasted and planned expenses.
Human resources
Actual human resources
Numbers below for previous years reflect past results reports tabled in Parliament. The number for 2024-25 is forecasted based on actual and anticipated staffing as of 31 December 2024.
| Full-time equivalents (employees) | 2022–23 actual |
2023–24 actual |
2024–25 forecast |
|---|---|---|---|
| Regulation of lobbying | 23 | 23 | 24 |
| Internal services | 5 | 6 | 9 |
| Total | 28 | 29 | 33 |
Further information
Throughout 2022-23 and 2023-24, staffing efforts proved challenging given labour market conditions and competition for specialized resources.
In 2022-23, we were resourced for 33 positions. By the end of 2023-24, our actual utilization was equivalent to 29 positions.
With funding made available through Budget 2023, we planned for 37 positions in 2024-25, and we forecast our utilization to be equivalent to 33 positions by the end of 2024-25.
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) | 2025–26 planned |
2026–27 planned |
2027–28 planned |
|---|---|---|---|
| Regulation of lobbying | 27 | 27 | 27 |
| Internal services | 9 | 9 | 9 |
| Total | 36 | 36 | 36 |
Further information
Effective April 2025, we are resourced to staff 36 positions.
Compared to our 2024-25 plans that anticipated the equivalent of 37 positions, our planning for 2025-26 and onwards considers operating cost increases in recent years.
A cost allocation review also led to a slight shift in the distribution of human resources between our program and internal services. Compared to the 80/20 distribution of positions (30 program and 7 internal services) we planned for in 2024-25, we are now planning for a 75/25 distribution (27 program and 9 internal services).
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 descriptions, objectives, historical background and references to related federal spending programs, as well as evaluations, research papers and gender-based analysis plus of tax expenditures.
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.
- departmental plan (plan ministériel)
- A report on the plans and expected performance of a federal organization over a 3 year period. Plans are usually tabled in Parliament each spring.
- departmental results report (rapport sur les résultats ministériels)
- A report on actual accomplishments against the plans, priorities and expected results set out in the corresponding departmental plan. Results reports are usually tabled in Parliament each fall.
- full time equivalent (équivalent temps plein)
- A measure of the extent to which an employee represents a full person year charge against a budget. For a particular position, the full-time equivalent figure is the ratio of 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 (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 (including rurality), language, race, religion, and sexual orientation.
- indicator (indicateur)
- A quantitative measure of progress on an organizational 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.
- 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 an 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 contribute to its core responsibilities and results.
- result (résultat)
- A consequence or outcome that a federal organization seeks to achieve. A result is often outside the organization’s immediate control, but it should be influenced by program-level outcomes.
- 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
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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, 2025
Catalogue No. Lo2-4E
ISSN 2816-2560
Aussi offert en français sous le titre :
Plan ministériel 2025-2026 (Commissariat au lobbying du Canada)
- Date modified: