ARCHIVED - RPP 2006-2007
Office of the Registrar of Lobbyists

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The Honourable John Baird, P.C., M.P.
President of the Treasury Board

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Section I – Overview

• Registrar's Message
• Management Representation Statement
• Summary Information
• Departmental Plans and Priorities

Section II – Analysis Program Activities by Strategic Outcomes

• Analysis by Program Activity

Section III – Supplementary Information

• Organizational Information
• Table 1: Departmental Planned Spending and Full Time Equivalents

Section I – Overview

Registrar's Message

On February 6, 2006, the Office of the Registrar of Lobbyists was designated as a department and was moved from the Department of Industry to the portfolio of the President of the Treasury Board as an independent organization. As Registrar of Lobbyists, I am pleased to present the first Report on Plans and Priorities for the Office, for the period 2006-2007 to 2008-2009.

The Lobbyists Registration Act (Act) is about much more than simply creating a public registry. I believe firmly that Parliamentarians intended the Act to contribute in an important way to an outcome of confidence in the integrity of government decision-making. This has recently been reinforced by the Parliamentary debate on Bill C-2 (the proposed Federal Accountability Act). Consequently, I have set my three priorities for this planning period to support this fundamental outcome – acting within the current legislation while preparing for any new accountability tools that Parliament chooses to provide.

The Registry of Lobbyists is our principal instrument of transparency. Accessible over the internet, it is well-known and well-used by lobbyists, journalists, public office holders and others. However, when the on-line Registry was launched in 1996, it was not designed for the volumes of data it now contains, nor for the search expectations of present internet users. Improving the capacity of the Registry and preparing it for enhanced capabilities is a priority for the planning period.

Increasing awareness of the Lobbyists Registration Act, including how it operates and who needs to register, is key to increasing compliance. We have begun developing a comprehensive education and awareness strategy aimed at public office holders, lobbyists and those who employ them, and I have set this as a priority.

There are consequences for failing to comply with the Lobbyists Registration Act or the Lobbyists' Code of Conduct (Code). Several investigations are underway now, and if Parliament provides increased enforcement powers, more can be expected. It will be important not only to pursue enforcement by assigning more resources to reviews and investigations within the Office, but also to communicate the outcomes of enforcement activity. This is the third of my priorities for the planning period.

I am confident that the work set out in this Report will play a key role in implementing Canada's federal lobbying legislation.

Michael Nelson
Registrar of Lobbyists

Management Representation Statement

I submit for tabling in Parliament, the 2006-2007 Report on Plans and Priorities (RPP) for the Office of the Registrar of Lobbyists.

This document has been prepared based on the reporting principles contained in the Guide for the Preparation of Part III of the 2006-2007 Estimates: Reports on Plans and Priorities and Departmental Performance Reports:

1. It adheres to the specific reporting requirements outlined in the TBS guidance;
2. It is based on the department's approved Program Activity Architecture as reflected in its MRRS;
3. It presents consistent, comprehensive, balanced and reliable information;
4. It provides a basis of accountability for the results achieved with the resources and authorities entrusted to it; and
5. It reports finances based on approved planned spending numbers from the Treasury Board Secretariat in the RPP.

Michael Nelson
Registrar of Lobbyists

Summary Information

Financial Resources (in '000$)

2006-2007	2007-2008	2008-2009
3,514	3,378	3,378

Human Resources

2006-2007	2007-2008	2008-2009
20	20	20

Departmental Priorities

	Type	Planned Spending (in '000$)
			2006-2007	2007-2008	2008-2009
Strategic Outcome: Transparency and accountability in the lobbying of public office holders contribute to confidence in the integrity of government decision-making.
Priority #1 Update the Registry and enhance its transparency	New	Program Activity – Registration of Lobbyists	1,519	1,420	1,420
Priority #2 Increase awareness of Act and Code requirements	New	Program Activity – Education and Research	930	908	908
Priority #3 Pursue enforcement of the Act and the Code and communicate the results achieved	New	Program Activity – Reviews and Investigations under the Lobbyists Registration Act and the Lobbyists' Code of Conduct	1,065	1,050	1,050

Departmental Plans and Priorities

We believe that the ultimate contribution of our work is increased confidence in the integrity of government decision-making.

We are focussing on the following three areas in this planning period:

1. Increased transparency in lobbying through ensuring that by way of a current, complete, and accurate public registry, there is more complete and timely knowledge of who is lobbying federal public office holders.
2. Increased clarity and awareness of the responsibilities and accountabilities of lobbyists' and public office holders under the Lobbyists Registration Act (Act) and the Lobbyists' Code of Conduct (Code). We plan to achieve this outcome through education and communication programs, policy research, and the provision of advisory opinions and interpretation bulletins.
3. Increased compliance with the Act and the Code. We will achieve this outcome through a combination of registration, education and communication activities, provision of advisory opinions and interpretation bulletins, investigations, verifications and audits and inclusion of their results in our Annual Reports.

We have organized our work around three principal activities and a set of outputs that contribute directly to the aforementioned focus areas. First, registration of lobbyists is designed to ensure that public office holders and the public know who is lobbying government. It targets lobbyists, and its outputs are a current and accurate public registry and registration advice for registrants (lobbyists). Key functions under this activity are registration of lobbying activities, maintenance of the public registry, and provision of registration advice to lobbyists to assist them in meeting the letter and spirit of the Act.

Second, education and research aims for greater awareness and clarity in respect of lobbyists and public office holders accountabilities. It targets lobbyists, public office holders and the general public, and its outputs are education programs for lobbyists and public office holders, communications for the general public, policy research for informed input into public policy development, Annual Reports, Advisory Opinions and Interpretation Bulletins.

Third, reviews and investigations under the Act and the Code aim for enhanced compliance and integrity in lobbying. They target lobbyists who fail to comply with the Act or the Code. Key outputs include public investigation reports, inclusion in Annual reports, and possible penalties under the Act.

These plans and priorities are summarized in Figure 1.

Figure 1: Graphic Display of ORL Plans and Priorities

Section II – Analysis of the Program Activities by Strategic Outcome

Analysis by Program Activity

Strategic Outcome

Transparency and accountability in the lobbying of public office holders contribute to confidence in the integrity of government decision-making.

Program Activity Name

Registration of Lobbyists

Financial Resources (in '000$)

2006-2007	2007-2008	2008-2009
1,519	1,420	1,420

Human Resources

2006-2007	2007-2008	2008-2009
7	7	7

Lobbying the federal government is a legitimate activity but it must be done transparently. The Lobbyists Registration Act requires that individuals who are paid to lobby public office holders must disclose certain details of their lobbying activities. The Registrar approves lobbyists' registrations and makes them available for searching in an electronic registry that is accessible on the Internet.

Priority #1: Update the Registry and enhance its transparency.

Analysis by Program Activity

Strategic Outcome

Transparency and accountability in the lobbying of public office holders contribute to confidence in the integrity of government decision-making.

Program Activity

Education and Research

Financial Resources (in '000$)

2006-2007	2007-2008	2008-2009
930	908	908

Human Resources

2006-2007	2007-2008	2008-2009
5	5	5

The Office develops and implements educational and research programs to foster awareness of the requirements of the Lobbyists Registration Act and the Lobbyists' Code of Conduct. The primary audiences for programs are lobbyists, their clients and public office holders.

Priority #2: Increase awareness of Lobbyists Registration Act and Lobbyists' Code of Conduct requirements.

Analysis by Program Activity

Strategic Outcome

Transparency and accountability in the lobbying of public office holders contribute to confidence in the integrity of government decision-making.

Program Activity

Reviews and Investigations under the Lobbyists Registration Act and the Lobbyists' Code of Conduct.

Financial Resources (in '000$)

2006-2007	2007-2008	2008-2009
1,065	1,050	1,050

Human Resources

2006-2007	2007-2008	2008-2009
8	8	8

The Office validates information provided by registered lobbyists to ensure accuracy. Allegations of non-registration or misconduct by lobbyists are reviewed and formal investigations are carried out when required.

Priority #3:Pursue enforcement and communicate the results.

Section III – Supplementary Information

Organizational Information

The Management Team

The Registrar is ultimately accountable for the work carried out by the Office of the Registrar of Lobbyists. The Director of Operations is responsible for the work carried out in the registration process both paper and web-based. The Director of Investigations is responsible for the work carried out in the enforcement of the Act and Code and the functions of Deputy Registrar.

The Office of the Registrar of Lobbyists obtains some of its corporate services through memoranda of understanding with Industry Canada and Treasury Board Secretariat.

Table 1: Departmental Planned Spending and Full Time Equivalents

(in '000$)	Forecast Spending 2005-2006	Forecast Spending 2006-2007	Forecast Spending 2007-2008	Forecast Spending 2008-2009
Registration of Lobbyists	-	-	-	-
Education and Research	-	-	-	-
Reviews and Investigations	-	-	-	-
Budgetary Main Estimates (gross)	-	-	-	-
Less: Respendable Revenue	-	-	-	-
Total Main Estimates	-	-	-	-
Adjustments:
Supplementary Estimates/ARLU	-	3,152	3,016	3,016
Other
Employee Benefit Plan (EBP)	-	362	362	362
Total Adjustments	-	3,514	-	-
Total Planned Spending	-	3,514	3,378	3,378
Total Planned Spending	-	3,514	3,378	3,378
Less: Non-Respendable Revenue	-	2	2	2
Plus: Cost of Services Received Without Charge	-	145	145	145
Net Cost of Department	-	3,657	3,521	3,521
Full Time Equivalents	-	20	20	20

NOTES:
1. On February 6, 2006, the Office of the Registrar of Lobbyists was designated as a department for the purposes of the Financial Administration Act and was transferred from Industry Canada to the Treasury Board portfolio as an independent organization. Consequently, Forecast Spending for the Office for 2005-06 is included in Industry Canada's Forecast Spending for that period. The Office will seek funding for 2006-2007 and future years through Supplementary Estimates and ARLU as set out in Table 1.
2. Costs for accommodation services received without charge by the Office are included in the Treasury Board Secretariat Report on Plans and Priorities.