Departmental results report 2023-24
Office of the Commissioner of Lobbying of Canada
Results at a glance
This report describes results achieved in relation to the priorities, plans and associated costs outlined in our 2023-24 departmental plan.
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 top priorities for 2023-24 supported good governance and trust in government institutions.
Ultimately, we continuously strengthen lobbying regulation by:
- maintaining and enhancing the Registry of Lobbyists, the searchable source of information related to regulated lobbying 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 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 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 2023-24
Total actual spending in 2023-24 was $5.77 million. Approximately 73% of this spending funded the equivalent of 29 employees who work on our mandate and the delivery of internal services.
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 this core responsibility, we spent $4.09 million (about 71%) of our total budget on a single unified program focused on registration, education and compliance.
Approximately 85% of the money spent on our core responsibility went towards salaries and benefits for the equivalent of 23 employees to deliver our program. These employees work directly on the Registry of Lobbyists, registration support, education and compliance.
More detailed information is available in the Spending and human resources section.
| Regulation of lobbying results highlights for 2023-24 | |
|---|---|
| Registration |
|
| Education |
|
| Compliance |
|
Further results information is available in the Regulation of lobbying section.
Message from the Commissioner
September 2024 marks 35 years of Canada's federal lobbying regime.
In 2023-24 there were around 5,800 active registrations at any one time and nearly 9,000 lobbyists listed in the Registry of Lobbyists.
During its first two decades, the Lobbying Act evolved considerably. Transparency requirements were expanded a number of times between the mid-1990s and 2008. The legal obligation to follow ethical rules when lobbying federal officials was added in 1996. Rigorous transparency requirements and ethical behaviour standards contribute to a healthy democracy.
The Lobbying Act and its regulations have not been updated in over 16 years. Meanwhile, other jurisdictions have and continue to explore, amend or introduce modern lobbying standards.
It is important that Parliament review and make legislative changes so that our federal lobbying regime can be the best of its kind and remain effective.
My team and I continue to explore possible legislative and regulatory improvements. I plan to share revised recommendations later this year to support parliamentarians in developing updates to the Lobbying Act.
In my seventh year as Commissioner of Lobbying, I reflect on what we have accomplished in administering the Lobbying Act since 2018. To name just a few key items:
- the Registry of Lobbyists has been frequently improved with new features and search refinements, with a focus on making the system easier to use and enhancing transparency
- the Lobbyists’ Code of Conduct has been updated using plain, clear and accessible language.
- our website was renewed to offer more helpful information, such as our brief overview of lobbying regulated at the federal level
- numerous investigations were performed to ensure compliance with federal lobbying requirements — leading to 16 referrals of suspected legal offences to policing authorities and the submission of 6 investigation reports to Parliament
Looking beyond 2023-24, I note that our budget has been modestly increased in recent years to enable our team to grow from 28 to 37 positions.
This additional resourcing was essential given the ongoing annual increases in the number of lobbyists and volume of lobbying as well as the increased demands of federal accountability measures. As a minimally resourced micro-organization, I recognized the challenge of fulfilling both our mandate and the same organizational accountability reporting obligations as government departments many times our size with the original resourcing levels set in 2008.
Through the careful and responsible management of our limited resources, we have delivered on our mandate to enable transparent and ethical lobbying. The team that supports me is dedicated and truly delivers value and excellence. I could not be more thankful.
I am pleased to present this report, which provides information about our mandate and our 2023-24 results.
Nancy Bélanger
Commissioner of Lobbying of Canada
October 2024
Regulation of lobbying
Reflecting our mandate set by the Lobbying Act, we organize our main work around a 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
Results 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 | Date to achieve | 2023-24 result |
|---|---|---|---|---|---|
| Change in level of understanding reported by participants after an educational session (on a 7-point scale) |
[2.6] * | [2.5] * | At least 2 | 31 March 2024 | 2.2 |
| Percentage of participants reporting a high level of understanding after an educational session (5 or more on a 7-point scale) |
[84%] * | [89%] * | At least 80% | 31 March 2024 | 100% |
* Using existing data, the values in square brackets represent what the result would have been if the indicator had been effective before April 1, 2023. These illustrative values do not appear in GC InfoBase.
| Indicator | 2021-22 result | 2022-23 result | 2023-24 target | Date to achieve | 2023-24 result |
|---|---|---|---|---|---|
| Percentage of new registrations filed on time | 95% | 95 % | At least 90% | 31 March 2024 | 95% |
| Percentage of registrations not requiring correction | 81% | 81 % | At least 75% | 31 March 2024 | 84% |
| Percentage of communications filed on time | 94% | 94 % | At least 90% | 31 March 2024 | 94% |
| Percentage of verified communications not requiring correction | 87% | 88% | At least 90% | 31 March 2024 | 85% * |
* 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 | Date to achieve | 2023-24 result |
|---|---|---|---|---|---|
| Percentage of registrants and lobbyists who are not subject to a compliance activity * | - | - | At least 95% | 31 March 2024 | 98% |
* New indicator effective April 1, 2023.
Detailed results and performance information for our program inventory is available on GC InfoBase.
Details on results
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 results | |
|---|---|
| 2023-24 |
|
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 results | |
|---|---|
| 2023-24 |
|
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 | |
|---|---|
| 2023-24 |
|
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 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 appropriate running of our information technology and information management systems.
Resources allocated
| 2023–24 planned | 2023–24 actual | |
|---|---|---|
| Spending |
$4.14 million |
$4.09 million |
| Full-time resources (employees) |
26 positions |
23 positions — $3.46 million (85%) of core responsibility spending |
In 2023-24, $125,000 (3%) of core responsibility spending was on services obtained from our federal partners and $508,000 (12%) was spent on the purchase of goods and professional services. The remaining $3,458,000 (85%) funded 23 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.
In 2023-24, this work included:
- in May 2023, participation by the Commissioner in a session titled Reinforcing democracy: The role of integrity amongst elected and appointed officials at the 2023 OECD Global Anti-Corruption & Integrity Forum
- in September 2023 and again in February 2024, taking part in meetings of the Lobbyists Registrars and Commissioners Network to discuss best practices and share updates with other Canadian commissioners and registrars on our respective regimes
- in November 2023, meeting a European Parliament delegation visiting Ottawa to share our experience administering Canada’s federal lobbying regime followed by the Commissioner appearing virtually before the European Parliament’s Constitutional Affairs Committee to share information about the Canadian regulatory experience
- in December 2023, presenting three sessions at the Council on Governmental Ethics Laws conference held in Kansas City, Missouri — including an update on developments in the Canadian lobbying landscape
- contributing to a number of Organization for Economic Cooperation and Development projects, including on public integrity indicators, its Trusted Dialogue on Getting Influence Right initiative and the renewal of its Recommendation on Transparency and Integrity in Lobbying
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.
Details on results
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 results | |
|---|---|
| 2023-24 |
|
| Every year |
|
Resources allocated
| 2023–24 planned | 2023–24 actual | |
|---|---|---|
| Spending |
$1.38 million |
$1.68 million |
| Full-time resources (employees) |
7 positions |
6 positions — $737,000 (44%) of internal services spending |
In 2023-24, $557,000 (33%) of internal services spending was on services obtained from our federal partners and $381,000 (23%) on the purchase of goods and professional services. The remaining $737,000 (44%) funded 6 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.
Our 2023 progress report outlines work done in 2023-24 in support of our accessibility plan.
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.
In advance of our phase 3 contributor target to have at least 5% off all contracts awarded to Indigenous business in fiscal year 2024-25, the value we awarded contracts to Indigenous businesses in 2023 24 was nearly 10%.
| Indicators | 2023–24 results |
|---|---|
| A. Value of all contracts awarded to Indigenous businesses | $93,000 |
| B. Value of all contracts awarded, including to Indigenous businesses | $963,000 |
| C. Value of exceptions applied by the Commissioner | $0 |
| Percentage of total value of contracts awarded to Indigenous businesses Formula: A / (B-C) x 100 |
9.7% |
Table 7 includes the value of all contracts awarded, instead of the amounts spent. While the value of all contracts awarded in 2023-24 was $963,000, actual expenditures were $889,000 ($508,000 on our core responsibility and $381,000 on internal services).
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.
Spending and human resources
The information that follows provides an overview of our financial and human resources for 2023-24 compared with those of previous years and the upcoming fiscal years.
Amounts indicated in tables and the related explanations are in dollars rounded to the nearest thousand.
Spending
Actual spending in 2023-24
Table 8A — Text version
| Regulation of lobbying | Internal services |
|---|---|
| $4,092,000 | $1,675,000 |
Budgetary performance summary
The expenditures over the past three years shown below are based on the Public Accounts of Canada published by the Receiver General for Canada.
| Spending | 2023–24 budgetary (Main Estimates) |
2023–24 authorities (Public Accounts) |
2021–22 actual |
2022–23 actual |
2023–24 actual |
|---|---|---|---|---|---|
| Regulation of lobbying | $4,099,000 | $4,417,000 | $3,143,000 | $3,681,000 | $4,092,000* |
| Internal services | $1,256,000 | $1,809,000 | $1,511,000 | $1,539,000 | $1,675,000 |
| Total | $5,355,000 | $6,226,000 | $4,654,000 | $5,220,000 | $5,767,000 |
Relative to 2021-22, spending in 2022-23 increased by $566,000 (12%). For 2023-24, spending increased by $547,000 (10%) relative to actual spending in 2022-23. The 2023-24 increase reflects progress made on staffing and salary expenses given new collective agreements negotiated after the 2023-24 planning period.
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.
More financial information from previous years is available on GC InfoBase.
* 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).
Budgetary planning
The amounts below are based on Main Estimates published by the President of the Treasury Board and reflect planned spending for upcoming years.
| Spending | 2023–24 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 | $1,756,000 | $1,663,000 | $1,664,000 |
| Total | $5,956,000 | $6,198,000 | $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 an allowed carryforward of up to 5% of unspent operating funds (which excludes employee benefit plan funding) from 2023-24. This accounts for an additional $242,000 in spending along with the $5,956,000 allocated in the 2024-25 Main Estimates.
More financial information from previous years is available on GC InfoBase.
Funding
Actual and approved spending, 2021-22 to 2026-27
The following graph shows actual spending between 2021-22 and 2023-24 and planned spending for 2024-25 and future years.
Table 9 — Text version
| Year | 2021-22 | 2022-23 | 2023-24 | 2024-25 | 2025-26 | 2026-27 |
|---|---|---|---|---|---|---|
| Statutory | $380,000 | $447,000 | $530,000 | $564,000 | $567,000 | $567,000 |
| Voted | $4,274,000 | $4,773,000 | $5,237,000 | $5,634,000 | $5,411,000 | $5,415,000 |
| Total | $4,654,000 | $5,220,000 | $5,767,000 | $6,198,000 | $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 a carryforward of $242,000 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 positions despite ongoing staffing efforts
- higher spending in 2023-24 compared to previous years reflects progress made on staffing new positions
Further information on our organizational voted and statutory expenditures is available in the Public Accounts of Canada.
Financial information
Financial statements
Our audited financial statements for the year ended March 31, 2024 are prepared using the Government of Canada's accounting policies. The Office of the Auditor General of Canada audits our financial statements annually.
Highlights
Planned financial results information for 2023-24 and related notes are found in our 2023-24 future-oriented statement of operations.
Information in the following 3 tables is extracted from 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.
| Results | 2023–24 actual |
2023–24 planned |
Difference: actual minus planned |
|---|---|---|---|
| Total expenses | $6,755,000 | $6,487,000 | $268,000 |
| Total revenues | - | - | - |
| Net cost of operations before government funding and transfers | $6,755,000 | $6,487,000 | $268,000 |
The amounts above summarize the net cost of our operations for 2023-24 before government funding and transfers. The difference of $268,000 (4%) relates mainly to increased salary expenses given new collective agreements negotiated after the 2023-24 planning period.
| Results | 2023–24 actual |
2022–23 actual |
Difference: 2023–24 minus 2022–23 |
|---|---|---|---|
| Total expenses | $6,755,000 | $5,915,000 | $840,000 |
| Total revenues | - | - | - |
| Net cost of operations before government funding and transfers | $6,755,000 | $5,915,000 | $840,000 |
Actual spending for 2023-24 compared with 2022-23 increased by 14%. The increase relates mainly to progress on staffing existing and new positions as well as increased salary expenses given new collective agreements.
| Results | 2023–24 actual |
2022–23 actual |
Difference: 2023–24 minus 2022–23 |
|---|---|---|---|
| Total net liabilities | $984,000 | $590,000 | $394,000 |
| Total net financial assets | $596,000 | $393,000 | $203,000 |
| Departmental net debt | $388,000 | $197,000 | $191,000 |
| Total non-financial assets | $1,462,000 | $1,618,000 | ($156,000) |
| Departmental net financial position | $1,074,000 | $1,421,000 | ($347,000) |
Table 10C provides a snapshot of our liabilities (what is owed) and assets (what is owned) in 2023-24 and 2022 23.
The increase in total net liabilities relates to having more unpaid expenditures, including higher salary expenses given new collective agreements. The increase in total net financial assets relates to amounts due from the consolidated revenue fund to pay for salaries.
The normal amortization of existing assets and the acquisition of new assets reflect the decrease in total non financial assets.
Human resources
Actual human resources
Numbers below for previous years reflect past results reports tabled in Parliament. The number for 2023-24 is based on actual staffing as of 31 March 2024.
| Full-time equivalents (employees) | 2021–22 actual |
2022–23 actual |
2023–24 actual |
|---|---|---|---|
| Regulation of lobbying | 21 | 23 | 23 |
| Internal services | 5 | 5 | 6 |
| 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. While new employees were hired in 2023-24 to fill positions enabled by Budget 2021, overall resourcing levels were offset by staff on planned extended leave. For the 33 positions we planned for 2023-24, our actual utilization was 29 positions by the end of the year.
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
The numbers below reflect allocations made based on funding levels outlined in the 2024 25 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 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
- 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 document that sets out an organization’s priorities, programs, expected results and associated resource requirements, covering a three year period. 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.
- 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 measure that provides a means to quantify 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.
- 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.
- priority (priorité)
- A plan or project that an organization has chosen to focus and report 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 desired results.
- 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 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 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
This publication is available upon request in accessible formats.
For a print copy of this publication, please contact:
Office of the Commissioner of Lobbying
410 Laurier Avenue West, 8th Floor
Ottawa ON K1R 1B7
Tel. : 613-957-2760
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© His Majesty the King in Right of Canada
as represented by the Commissioner of Lobbying of Canada, 2024
Catalogue No. Lo2-5E
ISSN 2564-4637
Aussi offert en français sous le titre :
Rapport sur les résultats ministériels 2023-2024 (Commissariat au lobbying du Canada)
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