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2014-2018 Strategic Plan

The third strategic plan of the Québec Lobbyists Commissioner, based on the theme “Transparency—A Shared Responsibility”, covers the period from April 1, 2014 to March 31, 2018. The plan lays the groundwork for the actions to be implemented by the Québec.


To ensure compliance with the Act and the Code of Conduct for Lobbyists, awareness-raising and support, along with monitoring and control, are all essential. All players must be made aware of the role they have to play; in addition, the ability to act of the office of the Lobbyists Commissioner must be increased, and it must act more firmly with respect to offenders.
Orientation 1
Get players to assume their proper role in connection with lobbying activities

Almost 12 years after the passage of the Act, the various players involved in lobbying activities must take full responsibility for their respective roles. For lobbyists, this means complying with the rules, while for public office holders it means checking that lobbyists have complied with the rules. Both groups must continue to receive support, but all stakeholders must be made more aware of the question of influence communications. The office’s communications tools must be improved, and our public presence must be maintained in order to attract media and public attention for the registry of lobbyists and the rules governing lobbying activities.

Orientation 2
Increase our monitoring and control activities and act more strongly

To increase compliance with the legislative provisions governing lobbying activities, a range of methods must be deployed, in particular targeting lobbyists who still resist the idea of complying with the Act. Over the coming years, the office of the Lobbyists Commissioner will not only increase its monitoring and control ability, but will also act more firmly with those who fail to comply with the Act or the Code. It will also focus on strengthening monitoring mechanisms in all its sectors of activity, reducing file processing times, and launching more inspections and inquiries.

Since 2008, many different players have joined with the Lobbyists Commissioner to call for amendments to the Act passed in 2002. Despite the observations made by a number of different stakeholders, no amendments to the rules governing lobbying activities have yet been made. In addition, there have been many calls for changes to the registry of lobbyists.

Orientation 3
Evolve the regulatory framework for and transparency of lobbying activities
There is an urgent need for an in-depth review of the provisions of the Act. To promote a broader and more uniform application of the rules, the Act must be revised. The office of the Lobbyists Commissioner intends to continue work to ensure that legislative amendments are introduced quickly. The registry of lobbyists must also be reviewed. The Lobbyists Commissioner has undertaken to contribute to its development by proposing improvements and helping to implement them. Last, in order to remain abreast of best practices at all times and to be aware of any difficulties encountered, an advisory committee will be established and consulted on a regular basis. Its members will include players wishing to make a contribution by expressing their vision or sharing their experience and expertise in the field of lobbying. The work of the advisory committee will complement the legislative and strategic monitoring conducted by the office of the Lobbyists Commissioner in order to remain abreast of developments in the rules governing lobbying activities.
To meet the challenges it faces, the office of the Lobbyists Commissioner must be able to rely on a committed team and perform well as an organization able to adapt to its environment. Good performance depends, to a large extent, on the quality and expertise of staff members. In addition, approaches must be optimized and institutional risks must be taken into account.

Orientation 4
Recognize and encourage staff commitment, potential, expertise and excellence
The office of the Lobbyists Commissioner firmly believes that its performance depends largely on the quality, mobilization and commitment of its staff members. It intends to maintain and develop a stimulating workplace by focusing on responsibilization, knowledge transfer and staff versatility. It will take action to ensure that staff members are able to achieve their full potential and strive for excellence.
Orientation 5
Increase the institution's capacity for action and quality of service
To increase its capacity for action and the quality of its services, the office of the Lobbyists Commissioner intends to reviews its operational and management processes. The number of requests for information, training and legal support, and the number of files undergoing monitoring, inspection or inquiry is increasing constantly. To meet this growing need with a limited number of staff members, certain operational and management processes will be optimized. In addition, to ensure that service delivery matches client expectations, a service quality improvement strategy will be established and implemented. Last, once institutional risks have been assessed and taken into account, action will be taken to reduce the occurrence of certain risks and their potential impact on the office of the Lobbyists Commissioner.

See the full version [in French] of the 2014-2018 Strategic Plan  (266 kb).

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