Departmental plan 2026–27
Office of the Commissioner of Lobbying of Canada
Commissioner's message
The 2026-27 fiscal year will begin with increased lobbying transparency at the federal level.
Effective January 19, 2026, employers must start disclosing their lobbying activities in the Registry of Lobbyists once lobbying performed by their employees — individually or collectively — reaches 8 or more hours in any 4 consecutive weeks. Once the threshold is met, employers have two months to submit their initial registration.
Our current focus is to support stakeholders in understanding and complying with this change. Since setting this new threshold, over 1,000 individuals have attended one of our information sessions.
I am pleased with the feedback, often hearing that this change will not only result in greater transparency in the lobbying of federal decision makers but that registration also enhances visibility of the employers.
In 2026-27, I am also pleased that we may see the much-needed study of the Lobbying Act and its regulations by the Standing Committee on Access to Information, Privacy and Ethics.
I am at the ready to make recommendations to parliamentarians to enhance transparency and ethical lobbying, including that the Lobbying Act:
require registration by default of all employers whose employees lobby on their behalf, as is already the case for consultants lobbying on behalf of a client
introduce new, proportionate enforcement options to deal with non-compliance, including mandatory training, administrative monetary penalties and temporary lobbying bans
make everyone who lobbies subject to the Lobbyists’ Code of Conduct, which is not currently the case for some employees of corporations who lobby
In addition, my team and I remain committed to our ongoing work to improve the Registry of Lobbyists, to increase stakeholder understanding of the lobbying framework and to verify that registrants, lobbyists and former designated public office holders comply with the Act and Code.
Our work is rooted in all public sector values. I am very mindful of our stewardship of public resources as we administer the Lobbying Act. The ever-increasing costs, including those related to information technology, licenses and infrastructure needed to run the Registry of Lobbyists, puts pressure on our human resources to continue to meet the mandate that Parliament entrusts to our organization.
I am always very proud of my team and the work we do. We are the top-ranked federal organization based on the most recent Public Service Employment Survey, reflecting our collective sense of shared purpose, collaboration and integrity. Words cannot express how grateful I am for the team's unwavering dedication to lobbying transparency, ethics and compliance.
I am pleased to present this plan, which provides information about our mandate, the administration of the Lobbying Act and our priorities for 2026-27.
Nancy Bélanger
Commissioner of Lobbying of Canada
February 2026
What we do
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 in Canada. The Commissioner is an independent agent of Parliament and reports directly to parliamentarians.
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
Why transparent and ethical lobbying matters
When done transparently and ethically, lobbying is legitimate work and can support officials in making informed decisions.
Regulated lobbying and the Registry
36+ years of transparency
Since 1989, legislation has required disclosure of regulated lobbying done at Canada’s federal level on behalf of clients or employers.
29+ years of ethical rules
The Lobbyists’ Code of Conduct sets behaviour standards for registered lobbyists and works alongside the ethical frameworks that apply to federal officials.
Regulated lobbying is
Communicating with federal officials
directly (written, oral) or indirectly (appeals to the public)
About a federal matter
legislative proposal, bill or resolution, regulation
(developing, introducing, passing, defeating, amending)
policy or program
(developing, amending)
applies to lobbying done for a client or employer
grant, contribution or other financial benefit
(awarding)
contract
(awarding)
arranging a meeting between a federal official
and any other person
only applies to lobbying done for a client
For a client
for money or anything of value
- or -
For an employer
in performing work-related duties
Performed by
consultant lobbyists
Each consultant must register by default after agreeing to lobby, without exception
Performed by
in-house / employee lobbyists
Employer registers once employee lobbying — individually or collectively — reaches 8 or more hours within 4 consecutive weeks
Registry of Lobbyists
the public and searchable database of all registered lobbying
enables transparency and provides statistics as well as access to reports and customizable alerts
when filing, consultant lobbyists and employer registrants must:
provide registration details identifying the full scope and context of the lobbying work,
with this information kept current every month whenever it is no longer accurate or comprehensivesubmit filings every month detailing oral, arranged lobbying of designated public office holders
(communication reports)
2026-27 plans
Plans at a glance
The following describes high-level priorities, plans and associated costs for the upcoming three fiscal years.
Key priorities
Our plans for 2026-27 and beyond continue to support good governance and trust in government institutions.
We 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 advice to 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 public office holders are compliant with federal lobbying requirements
conducting investigations when necessary to determine whether 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 effective lobbying standards
In addition, we maintain a work environment enabling excellence and delivering value to Canadians. We nurture collaboration, innovation and respect and support our team in being knowledgeable, skilled, engaged and productive.
Highlights for 2026-27
We expect our overall spending in 2026-27 to be $6.15 million. Approximately 79% of this spending funds the equivalent of 36 employees working on our mandate and internal services.
Our sole core responsibility — the regulation of lobbying — supports our strategic results, which are as follows:
lobbyists, registrants, federal officials and the public understand the federal lobbying framework
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, we plan to spend $4.13 million (about 67% of total spending) on a single unified program focused on registration, education and compliance. Approximately 88% of planned spending on our core responsibility is for salaries and benefits for the equivalent of 27 employees to deliver our program. These employees work directly on the Registry of Lobbyists, registration support, education and compliance.
More detailed information is available under Spending and human resources.
Table 1 — Summary of most notable plans for 2026-27 | |
|---|---|
Registration |
|
Education |
|
Compliance |
|
More program-related planning information is available under Regulation of lobbying.
Regulation of lobbying
Reflecting the Lobbying Act’s mandate, we organize our work around a single core responsibility delivered through one program:
Core responsibility:
Regulation of lobbying
Program:
Registration, education and compliance
Description
The federal lobbying framework 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 framework 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 priorities and to build on previous actions to improve decision making and budgeting.
The framework recognizes the importance of all individuals having their fundamental rights and freedoms respected, being able to participate in civil society, and knowing that their voices are being heard. Having public institutions that are trusted to function effectively and treat all people impartially can help people in Canada feel safe and access the 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
Indicators and results — actual and planned — for our 3 strategic results areas:
Indicator | 2022-23 | 2023-24 | 2024-25 | 2026-27 | Date to |
|---|---|---|---|---|---|
Change in level of understanding reported by participants after an educational session | 2.5 | 2.2 | 2.4 | 31 March 2027 | |
Percentage of participants reporting a high level of understanding after an educational session | 89% | 100% | 100% | 31 March 2027 |
Indicator | 2022-23 | 2023-24 | 2024-25 | 2026-27 | Date to |
|---|---|---|---|---|---|
Percentage of new registrations filed on time | 95% | 95% | 95% | 31 March 2027 | |
Percentage of registrations not requiring correction | 81% | 84% | 85% | 31 March 2027 | |
Percentage of communications filed on time | 94% | 94% | 93% | 31 March 2027 | |
Percentage of verified communications not requiring correction | 88% | 85% | 87% | 31 March 2027 |
Indicator | 2022-23 | 2023-24 | 2024-25 | 2026-27 | Date to |
|---|---|---|---|---|---|
Percentage of registrants and lobbyists who are not subject to a compliance activity | — | 98% | 98% | 31 March 2027 |
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 filed by registrants as required by the Lobbying Act. Through the online Registry, the public can learn about lobbying taking place at the federal level.
2026-27 | plans |
|---|---|
Modernize the Registry’s underlying system to enable continuous improvements and functionality (this work does not change the user interface or how information is filed). | |
Simplify the process for addressing late registrations by having registrants explain the delay and steps taken to prevent future late filings directly in their Registry account. | |
Feature the ability to create search alerts more prominently on the Registry. | |
2027-28 | Add templates for registrant representatives to manage multiple consultant registrations for the same client. |
Enable registrants to copy shared information between client and employer registrations related to the same entity. | |
Provide the ability for registrants to replicate communication reports (filings of oral and arranged lobbying). | |
Assess the ability to connect government institutions lobbied to lobbying matters and subject-matter categories. | |
Every year | Improve the user experience and accessibility of the system based on user feedback and analysis. |
Enhance reports and statistics to help users find information filed in the Registry. | |
Improve the usability of the downloadable open data files containing all information filed in the Registry. |
Education
Awareness and understanding of the federal lobbying framework 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.
2026-27 | plans |
|---|---|
Share recommendations for improving the Lobbying Act and its regulations with parliamentarians, as well as with the appropriate sector at the Treasury Board Secretariat. | |
Develop new resources and tools about lobbying at the federal level — including interpretation, advisory opinions, guides, learning modules, etc. | |
Coordinate with government organizations to support the application of the Lobbying Act, including training and respect of the Act’s five-year lobbying restriction. | |
Adapt website content using data, including analytics, to enhance the user experience. | |
Every year | Provide timely and appropriate registration support, following our service standards. |
Refine our resources on the application of the Lobbying Act so that stakeholders have access to clear and comprehensive information. | |
Engage with a wide range of stakeholders and networks with an ongoing focus to reach even more groups and individuals. |
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.
2026-27 | plans |
|---|---|
Monitor understanding and respect of the new employer registration threshold (effective January 2026), analyze trends/data and work to achieve compliance. | |
Redevelop our compliance case management system. | |
2027-28 | Assess compliance with the requirement for registrants to close (terminate) registrations when lobbying has ended and work to achieve compliance. |
Every year | Identify and address recurring and emerging compliance issues, analyze trends/data and work to achieve compliance. |
Conduct efficient and timely compliance work in an independent, fair and impartial manner, supported by rigorous and continuously improved practices. |
Planned resources
2022-23 | 2024-24 | 2024-25 | 2025-26 | 2026-27 | |
|---|---|---|---|---|---|
Spending | $3.68 million | $4.09 million | $4.22 million | $4.23 million | $4.13 million |
Employees (full-time equivalents) | 23 positions | 23 positions | 24 positions | 24 positions | 27 positions |
Details
For 2026-27, our planned core responsibility spending includes $150,000 (4%) for services obtained from our federal partners and $342,000 (8%) for the purchase of goods, professional services and all other non-salary items. The remaining $3,633,000 (88%) 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.
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
In this section
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.
2026-27 | plans |
|---|---|
Further standardize information management for work efficiency and collaboration, including the review and application of retention schedules. | |
2027-28 | Monitor for appropriate opportunities and safeguards for future use of artificial intelligence (machine-learning) in systems and administrative workflows. |
Every year | Support the wellbeing of our employees, with particular attention to wellness and mental health initiatives. |
Encourage diversity, equity and inclusion and the use of official languages through training, awareness products and activities. | |
Reduce and prevent barriers to the accessibility of our program, services and work environment. | |
Support career development and employee retention through training and mentorship opportunities. |
Planned resources
2022-23 | 2023-24 | 2024-25 | 2025-26 | 2026-27 | |
|---|---|---|---|---|---|
Spending | $1.54 million | $1.68 million | $1.87 million | $1.89 million | $2.02 million |
Employees (full-time equivalents) | 5 positions | 6 positions | 9 positions | 9 positions | 9 positions |
Details
In 2026-27, we plan to spend around $581,000 (29%) on services from our federal partners and $229,000 (11%) on the purchase of goods, professional services and all other non-salary items. The remaining $1,211,000 (60%) 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.
Key risks and government-wide priorities
Below are key risks that could affect our work as well as broad government-wide priorities we align with as we carry out our mandate.
In this section
Key risks
We deliver on our mandate to support ethical and transparent lobbying of federal officials while also meeting government accountability obligations.
Depth of capacity is a primary risk for our organization. As a micro-organization, the size of our budget and our team means that typical fluctuations of a workplace have an amplified impact on our ability to reallocate resources and deliver on our mandate.
Because we do not have the levels of financial resources or the depth of human resources comparable to those of other federal organizations, we face 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 continuously ensuring the consistent operations and innovation of our information technology and information management systems.
As shown in Public Service Employment Survey results, our success in achieving a team and work environment enabling excellence is the most critical factor in achieving results. We believe in continuously developing our team so that we can adapt to changing demands and priorities.
Government-wide priorities
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 strengthen democratic systems.
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. Our accessibility plan outlines our related priorities for 2026-28.
Artificial intelligence
If the Lobbying Act and/or its regulations are updated in the coming years, we will carefully consider appropriate integration of artificial intelligence features when developing updates to the Registry.
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 can improve the inclusiveness and accessibility of our services.
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 assigned an annual target that a minimum of 5% of the total value of our contracts be awarded to Indigenous businesses, in accordance with Appendix E to the Treasury Board Directive on the Management of Procurement.
2023-24 | 2024-25 | 2025-26 | 2026-27 | |
|---|---|---|---|---|
Percent of total value of all contracts awarded to Indigenous businesses | 9.7% | 3.4% | 9.2% |
Details
The amounts in the table are the value of contracts awarded, instead of the amounts spent.
The value of contracts we awarded to Indigenous businesses in 2024-25 was 3.4% of all contracts. As shown in the table, the result in 2023-24 and forecast for 2025-26 almost double the 5% target. The 2025-26 forecast includes higher than usual spending for the evergreening of IT equipment, which was done through an Indigenous supplier. While results in a year can vary based on the specific goods and/or services we procure, the 5% target is effectively met when averaged over multiple years.
Spending and human resources
Our planned spending and human resources for 2026-27 and next two fiscal years builds on results achieved in 2025-26 and the two previous years.
Amounts indicated in tables and the related explanations are in dollars rounded to the nearest thousand.
In this section
Spending
Planned spending for 2026-27
 |
Table 8A — Text version
Regulation of lobbying | Internal services |
|---|---|
$4,125,000 | $2,021,000 |
Actual spending in recent years
Spending | 2023-24 | 2024–25 | 2025–26 |
|---|---|---|---|
Regulation of lobbying | $4,092,000 | $4,218,000 | $4,227,000 |
Internal services | $1,675,000 | $1,872,000 | $1,886,000 |
Total | $5,767,000 | $6,090,000 | $6,113,000 |
Details
Expenditures for previous years are based on the Public Accounts of Canada published by the Receiver General for Canada. The forecast for 2025-26 is based on anticipated spending as of December 31, 2025.
Relative to 2023-24, spending in 2024-25 increased by $323,000 (5.6%). The increase mainly relates to staffing of additional positions enabled by new funding in Budget 2023 and information technology equipment renewal.
For 2025-26, we forecast an increase of $23,000 (0.4%) relative to actual spending in 2024-25. The forecasted spending increase relates to salary increases as per collective bargaining adjustments.
Planned spending over 3 years
Spending | 2026–27 | 2027–28 | 2028–29 |
|---|---|---|---|
Regulation of lobbying | $4,125,000 | $4,125,000 | $4,125,000 |
Internal services | $2,021,000 | $2,021,000 | $2,021,000 |
Total | $6,146,000 | $6,146,000 | $6,146,000 |
Details
Amounts above are based on Main Estimates published by the President of the Treasury Board and reflect planned spending for upcoming years.
More financial information is available on GC InfoBase.
Funding
 | ||||||
Year | 2023-24 | 2024-25 | 2025-26 | 2026-27 | 2027-28 | 2028-29 |
Statutory | $530,000 | $595,000 | $634,000 | $682,000 | $682,000 | $682,000 |
Voted | $5,237,000 | $5,495,000 | $5,479,000 | $5,464,000 | $5,464,000 | $5,464,000 |
Total | $5,767,000 | $6,090,000 | $6,113,000 | $6,146,000 | $6,146,000 | $6,146,000 |
Details
Amounts indicated in the graph reflect actual spending for 2023-24 and 2024-25, forecasted spending for 2025-26 and planned spending for 2026-27 and future years.
In recent years, our planned and actual spending levels have varied due to adjustments that include:
in Budget 2023, an additional $278,000 for 2023-24 and $400,000 for 2024-25 and future years
lower actual spending than allowed by approved funding in 2023-24 because we could not staff some positions despite ongoing staffing efforts
Further spending information is available in the Public Accounts of Canada, and information about our approved funding is available in the 2026-27 Main Estimates.
Statement of operations
Planned financial results information for 2026-27 are found in our 2026-27 future-oriented statement of operations, including a reconciliation of the net cost of our operations with available funding.
Results | 2025–26 | 2026–27 | Difference: |
|---|---|---|---|
Expenses | $6,910,000 | $7,185,000 | $275,000 |
Revenues | — | — | — |
Net cost of operations | $6,910,000 | $7,185,000 | $275,000 |
Details
Some of the information in the 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. The Office of the Auditor General of Canada audits our financial statements annually.
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 2025-26 to 2026-27.
The approximate $275,000 increase for 2026-27 represents increased salary spending to bring our total staff to 36 (from 33 forecasted in 2025-26).
Human resources
Actual
Employees | 2023–24 | 2024–25 | 2025–26 |
|---|---|---|---|
Regulation of lobbying | 23 | 24 | 24 |
Internal services | 6 | 9 | 9 |
Total | 29 | 33 | 33 |
Details
During 2023-24, staffing efforts proved challenging given labour market conditions and competition for specialized resources. For 2023-24, we were resourced for 33 positions, and our actual utilization was equivalent to 29 positions. By the end of 2024-25, our actual utilization was equivalent to 33 positions.
With funding made available through Budget 2023, we planned for 36 positions in 2025-26, and we forecast our utilization to be equivalent to 33 positions by the end of 2025-26.
Staffing and recruitment are a continuous top priority for management. As a micro organization that is minimally resourced, 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
Employees | 2026–27 | 2027–28 | 2028–29 |
|---|---|---|---|
Regulation of lobbying | 27 | 27 | 27 |
Internal services | 9 | 9 | 9 |
Total | 36 | 36 | 36 |
Details
Effective April 2025, we are resourced to staff 36 positions, taking into account operating cost increases in recent years.
Reference information
Organizational profile
Official name | Office of Commissioner of Lobbying of Canada |
Institutional head | Nancy Bélanger, |
Enabling instrument | The Lobbying Act establishes the Office of Commissioner of Lobbying and gives the Commissioner powers for regulating the lobbying of the federal officials in Canada. |
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 | 410 Laurier Avenue West, Suite 810 |
Telephone | 613-957-2760 |
Fax | 613-957-3078 |
Website |
Additional information
Supplementary information tables:
Other organizational plans and strategies:
Federal tax expenditures
This report does not include information on tax expenditures.
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 background 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.
Definitions
core responsibility (responsabilité essentielle)
A function or role performed by a federal organization. What an organization wants to achieve for a core responsibility is shown through one or more specific results it aims to contribute to or influence.
departmental plan (plan ministériel)
A document submitted to Parliament that sets out priorities, programs, expected results and associated resource requirements, covering a three year period.
departmental results report (rapport sur les résultats ministériels)
A report submitted to Parliament on actual performance in a fiscal year against plans, priorities and expected results set out in the departmental plan for the same year.
full-time equivalent (équivalent temps plein)
The standard for how much of an employee’s work counts as a full year of work for budgeting, calculated by comparing the hours assigned to work with standard full-time hours set 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.
indicator (indicateur)
A measure that provides a means to quantify progress on a result.
plan (plan)
A strategic choice made to reach one or more goals. A plan usually shows why certain strategies were chosen and focuses on the actions that will help achieve the expected results.
planned spending (dépenses prévues)
Refers to funding shown in the Main Estimates. An organization is responsible for determining its planned spending and must be able to explain the amounts reported to Parliament.
priority (priorité)
A plan or project focussed and reported on during the planning period. Priorities represent the things that are most important or what must be done first to support the achievement of the planned results.
program (programme)
Individual or groups of services, activities or combinations thereof that are managed together and that focus on a specific set of outputs, outcomes or service levels.
program inventory (répertoire des programmes)
An inventory of programs that describes how resources are organized to carry out core responsibilities and achieve expected results.
result (résultat)
An external consequence or outcome 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 (législative)
Spending that Parliament approves through legislation other than appropriation acts.
target (cible)
A measurable performance or success level that is planned to achieve within a specified time period. Targets can be quantitative or qualitative.
voted (votée)
Spending that Parliament approves annually through an appropriation act.
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© His Majesty the King in Right of Canada
as represented by the Commissioner of Lobbying of Canada, 2026
Catalogue no. Lo2-4E
ISSN 2816-2560
Aussi offert en français sous le titre :
Plan ministériel 2026-2027 (Commissariat au lobbying du Canada)
- Date modified: