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Business Plan 2021–22 – 2023–24

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1. Mandate
2. Staffing
3. Three-year financial plan
4. Key performance indicators and measurements

 

1. Mandate

The Ontario Human Rights Commission (OHRC) was established in 1961 as an arm’s-length agency of government, to prevent discrimination and to promote and advance human rights in Ontario. The OHRC is one pillar of Ontario’s human rights system alongside the Human Rights Tribunal of Ontario (HRTO) and the Human Rights Legal Support Centre (HRLSC).

Under the Ontario Human Rights Code, the OHRC has a broad statutory mandate to promote, protect and advance respect for human rights, and to identify and promote the elimination of discriminatory practices. The OHRC promotes and enforces human rights to create a culture of human rights accountability. The OHRC fulfills this mandate in many ways, including through education, policy development, public inquiries and litigation.

Section 29 of the Code states that the functions of the OHRC are to “promote and advance respect for human rights in Ontario, to protect human rights in Ontario and, recognizing that it is in the public interest to do so and that it is the OHRC’s duty to protect the public interest, to identify and promote the elimination of discriminatory practices” and, more specifically:

  1. To forward the policy that the dignity and worth of every person be recognized and that equal rights and opportunities be provided without discrimination that is contrary to law
  2. To develop and conduct programs of public information and education
    1. to promote awareness and understanding of, respect for and compliance with this act, and
    2. prevent and eliminate discriminatory practices that infringe rights under Part I
  3. To undertake, direct and encourage research into discriminatory practices and to make recommendations designed to prevent and eliminate such discriminatory practices
  4. To examine and review any statute or regulation, and any program or policy made by or under a statute, and make recommendations on any provision, program or policy that in its opinion is inconsistent with the intent of this act
  5. To initiate reviews and inquiries into incidents of tension or conflict, or conditions that lead or may lead to incidents of tension or conflict, in a community, institution, industry or sector of the economy, and to make recommendations, and encourage and coordinate plans, programs and activities, to reduce or prevent such incidents or sources of tension or conflict
  6. To promote, assist and encourage public, municipal or private agencies, organizations, groups or persons to engage in programs to alleviate tensions and conflicts based upon identification by a prohibited ground of discrimination
  7. To designate programs as special programs in accordance with section 14
  8. To approve policies under section 30
  9. To make applications to the Tribunal under section 35
  10. To report to the people of Ontario on the state of human rights in Ontario and on its affairs
  11. To perform the functions assigned to the OHRC under this or any other act. 2006, c. 30, s. 4.

 

OHRC vision, mission and values

Vision: An inclusive society where everyone takes responsibility for promoting and protecting human rights; where everyone is valued and treated with equal dignity and respect; and where everyone’s human rights are a lived reality.

Mission: To promote and enforce human rights, to engage in relationships that embody the principles of dignity and respect, and to create a culture of human rights compliance and accountability. We act as a driver for social change based on principles of substantive equality. We accomplish our mission by exposing, challenging and ending entrenched and widespread structures and systems of discrimination through education, policy development, public inquiries and litigation.

Values

  • Respectful, engaged, trusting and collaborative relationships: We will engage in respectful, trusting and collaborative relationships, and put the lived-experience of people at the centre of our work.
  • Transformative approaches: We will be courageous, persistent, creative and innovative in pursuing systemic change and real impact.
  • Integrity: We will be principled and independent in advancing and securing substantive equality.
  • Accountability: We will be transparent and accountable to the people of Ontario both in terms of the pursuit of our mandate and the use of our resources.

The OHRC’s mandate, vision, mission and values align with those of the Ministry of the Attorney General, including the vision of an innovative, sustainable and responsive justice system that inspires public confidence and upholds the rule of law.

 

OHRC governance and operation

Under the Code, the OHRC is composed of persons (Commissioners) appointed by the Lieutenant Governor in Council (LGIC) who have knowledge, experience or training in human rights law and issues, and who broadly reflect the diversity of Ontario’s population. The LGIC also appoints a Chief Commissioner.

A Memorandum of Understanding (MOU) between the Chief Commissioner, on behalf of the OHRC, and the Attorney General sets out the OHRC’s accountability to, and independence from, government. Under section 11.2 of the MOU, the Chief Commissioner’s responsibilities include, but are not limited to:

  • Keeping informed of human rights issues and trends, domestic and, as appropriate, international, and of the activities, performance and expenditures of the OHRC to advise and make recommendations to the minister
  • Meeting with the Minister to discuss possible corrective action if the OHRC forms the opinion that serious questions of public importance have arisen about the government's compliance with the Code
  • Ensuring that the OHRC carries out its affairs in accordance with the Code
  • Developing performance measures and targets for the OHRC
  • Carrying out effective public communications as the OHRC's chief spokesperson
  • Communicating OHRC policy and strategic directions to the Executive Director
  • Monitoring the performance of the OHRC to ensure the implementation of its goals and long-term vision
  • Keeping the Minister informed of pending appointment vacancies and offering recommendations for appointments and reappointments
  • Submitting the OHRC's annual report to the Speaker of the Legislative Assembly in accordance with section 31.6(2) of the Code.

OHRC Commissioners are responsible for helping the Chief Commissioner provide strategic leadership and direction, including setting the OHRC’s goals, objectives and strategic direction. For example, Commissioners develop and approve the strategic plan, annual report and business plan, and evaluate the OHRC’s performance and impact. Commissioners also make recommendations, and review and approve major initiatives, including litigation, public inquiries and human rights policies.

OHRC Commissioners and staff broadly reflect the community and also engage with community members regularly. This includes:

  • Meeting and consulting with community and advocacy groups and people with lived experience and expertise to inform our ongoing work (for example, through meetings with individuals, town halls, roundtables and online surveys)
  • Making presentations to community groups and respondent duty holders
  • Participating in OHRC sessions and events, such as “Taking it Local”
  • Attending community events on behalf of the OHRC
  • Responding to mail and email correspondence, and telephone and website inquiries
  • Engaging with the HRTO and HRLSC about the provincial human rights systems via regular three-pillar meetings
  • Engaging with the public on social media.

 

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2. Staffing

The OHRC adheres to all Ontario Public Service (OPS) policies, directives and guidelines related to human resources management, and works with the Ministry of the Attorney General to comply with all applicable administrative standards.

Over the next three years, the OHRC will continue to adapt its human capital strategy to manage budget constraints, while ensuring it has the capacity and appropriate resources in place to meet current and future business needs.

 

OHRC organizational structure and staff composition

Commissioners

From October 30, 2015, to May 22, 2020, Renu Mandhane served as Chief Commissioner of the OHRC.

On July 22, 2020, Ena Chadha was appointed Chief Commissioner for a term of one year.

The Chief Commissioner, who is the only full-time Commissioner appointee, oversees all other part-time Commissioner appointees. Historically, the OHRC has operated with eight to 10 part-time Commissioners to ensure the Code’s requirement that part-time Commissioners reflect the diversity of the province, provide strategic direction and governance, and ensure that the OHRC acts in the public interest.

Part-time
Commissioners
Tenure
From To
Jewel Amoah May 28, 2020 May 27, 2022
Randall Arsenault January 9 2020 January 8, 2022
Brian Eyolfson November 12, 2020 November 11, 2022
Violetta Igneski January 9, 2020 January 8, 2022

 

Organizational structure

Chief Commissioner

  • Chief Commissioner
  • Executive Advisor
  • Administrative Scheduling Coordinator

Office of the Executive Director

  • Executive Director and Chief Legal Counsel
  • Administrative Assistant

Centralized Corporate Services

  • Chief Administrative Officer
  • Financial Analyst
  • IT Technical Lead
  • Technical Support Analyst
  • Web Administrator Developer
  • Network Specialist
  • Coordinator, Administrative Services
  • Administrative Clerk (2)

Communications and Issues Management

  • Manager
  • Executive Assistant
  • Issues and Media Relations Officer (Des)
  • Senior Communications Officer
  • Information Officer (1) (1 Des)
  • Special Events Coordinator
  • Analyst Issues Coordinator
  • Correspondence Coordinator

Legal Services and Inquiries

  • Manager
  • Counsel (6)
  • Legal Administrative Secretary
  • Inquiry Analyst (3) (1 Des)
  • Articling Student

Policy, Education, Monitoring and Outreach

  • Director
  • Administrative Assistant
  • Senior Policy Analyst (5) (1 Des)
  • Human Rights Education and Change Specialist (1) (1 Des)
  • Public Education and Outreach Officer (2)
  • Electronic Education Specialist

 

Employees

Representation category

Actual FTE* positions

Funded FTE positions

Classified

Unclassified

Classified Unclassified

ALOC

7

2

7

2

AMAPCEO

10

3

19

0

MCP

4

1

5

0

OIC

1

0

1

0

OPSEU

3

3

14

0

SMG

1

0

1

0

TOTAL STAFF

26

9

47

2

 

(Based on Workforce Information Network (WIN) data as of December 31, 2020)

*Full-time employee

 

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3. Three-year financial plan

The OHRC complies with Treasury Board/Management Board of Cabinet and Ministry of Finance directives on financial management and accountability. The OHRC works with the Ministry of the Attorney General to meet all applicable reporting requirements. The OHRC is responsible for ensuring that the actions it takes to fulfill its statutory mandate are in accordance with its authority under the Ontario Human Rights Code and otherwise lawful.

The OHRC is accountable to the Legislative Assembly through its annual reports, and to the Attorney General through regular financial and administrative reporting.

 

Cost-reduction strategies

The OHRC is expanding its efforts to address human rights issues across Ontario. The issues the OHRC focuses on are complex, have a high social impact and public profile, and require significant investments in time and resources. Over the next three years, the OHRC will do its part to manage costs and meet its objectives within existing funding and resource levels by:

  • Managing position vacancies (e.g. delaying and/or foregoing backfilling vacated positions)
  • Using employee attrition, and building capacity to reduce staffing costs (e.g. enabling staff to take on the responsibilities of vacated positions by supporting ongoing learning and development)
  • Evaluating OHRC positions against current program requirements to determine if any positions need to be rewritten or reclassified
  • Identifying any inefficiencies and opportunities for restructuring (in the interest of resource optimization)
  • Increasing the use of digital resources to disseminate information (more cost-effective than traditional printing)
  • Making all policy documents available in downloadable and accessible PDF formats (to reduce printing costs)
  • Using video conferencing technology (e.g. Zoom, Microsoft Teams etc.)/ teleconferences/webinars/webcasts for most public education and stakeholder engagement-related activities in place of in-person meetings/events where possible to reduce travel costs and as a health and safety measure during the COVID-19 pandemic
  • Using internal resources to perform some previously outsourced tasks (e.g. publication design)
  • Negotiating pricing with suppliers where possible (e.g. expert fees)
  • Prioritizing initiatives and partnering with other organizations to reduce costs on joint projects/initiatives
  • Using a business-critical lens to assess all expenditure requests and looking for efficiencies and cost-reduction options at every stage of the business planning and implementation process.

 

2019–20 Actual expenditures

Expense category

2019–20

budget

($M)

2019–20

actuals

($M)

Explanation of variance

Operating

Salaries and Wages (S&W)

4.5208

4.0013

In 2019–20, the OHRC managed position vacancies to cover costs in other areas identified at the start of the year (e.g. Compensation Increases, Benefits, Services).

Certain vacated positions were not filled/backfilled due to shifting organizational priorities, improvements in operational efficiency and the prospect of further budget constraints.

Recruitment for other vacated positions was delayed due to challenges associated with the hiring restrictions.

Benefits

0.3622

0.4461

The allocation for benefits was lower than the actual amount required to support staffed positions.

ODOE

Transportation and Communications (T&C)

0.1932

0.1236

In 2019–20, the OHRC focused on ways to reduce its travel costs by using online/electronic resources to facilitate public engagement and stakeholder communication activities (e.g. webinars, webcasts, social media, OHRC website, teleconferencing).

The OHRC also realized some savings through the Voice Optimization Program (i.e. from the cancellation of various office landlines and voicemails).

However, the OHRC incurred costs for public hearings/consultations related to its Right to Read Inquiry, which involved extensive travel across the province.

Services

0.0639

0.5153

Advancing reconciliation with Indigenous communities involves relationship building, the foundation of which is trust and respect. To show appreciation to Indigenous Elders and Knowledge Keepers who take part in our events by sharing their knowledge and life experiences, it is customary to offer honoraria. The OHRC incurred costs in this way.

As part of enforcing human rights and reducing systemic discrimination in the criminal justice system, the OHRC launched a public inquiry into racial profiling and racial discrimination of Black persons by the Toronto Police Service. There were costs associated with engaging an expert to analyze TPS data on lower-level use of force/charge, arrest and release records and stop and question activities for the inquiry.

In 2019-20 the OHRC also launched an inquiry into human rights issues affecting students with reading disabilities. This inquiry also requires the use of experts, and included costs for hosting public hearings/consultations across the province (e.g. venue rental, ASL/captioning services, A/V services and equipment rental) and conducting online stakeholder surveys.

The OHRC spreads awareness and understanding of the Ontario Human Rights Code and related Commission policies/guidelines through public engagement/education/training/media events. In 2019–20, there were costs associated with hosting these events and ensuring accessibility.

To promote a human rights culture in Ontario and deliver on its public education mandate, the OHRC must ensure that its literature is accessible to all people and communities. In 2019–20, significant costs (e.g. for translations, document remediation) were incurred to produce new policy documents, guidelines and other educational materials in various formats and languages.

The OHRC employs a media monitoring/news clipping service to identify and track media content (e.g. news articles) of interest/relevance to the OHRC. The OHRC requires this service to stay informed of and respond quickly to critical and emerging human rights issues.

The OHRC has its own IT systems, including directory domain, exchange and file servers, and its yearly operating expenses include substantial costs for IT hardware, software and support services.

Supplies and Equipment (S&E)

0.0282

0.0191

In 2019–20, the OHRC was able to reduce its office supply costs by instituting more effective inventory management practices.

TOTAL Operating

5.1683

5.1054

 

 

Multi-year operating budget

The OHRC publicly released its 2017–22 strategic plan, Putting People and their Rights at the Centre, in December 2016. The OHRC has developed its operational plan based on this strategic plan, which includes four key focus areas: Indigenous reconciliation, the criminal justice system, poverty and education. The plan also includes building on foundational strengths, including the OHRC’s leadership voice, people and relationships and taking evidence-informed approaches to deliver practical guidance and solutions that build understanding and support for human rights protections.

The current strategic plan, its priorities and key initiatives, will conclude at the end of 2021–22. A new strategic plan for 2022–27 will provide a framework to determine the key initiatives and expenditures over this period including for 2022–24. The OHRC expects that these programs, initiatives and activities will follow the historical pattern for operational budgets and expenditures. Based on this expectation, the OHRC currently anticipates its next three years as follows:

 

Expense category

2020–21

budget

($M)

2020–21

YE forecast

($M)

Explanation of variance

2021–22

budget

($M)

2022–23

budget

($M)

2023–24

budget

($M)

Operating

Salaries and Wages (S&W)

4.4727

4.1429

The OHRC is managing position vacancies to cover costs in other areas identified at the start of the year (e.g. Compensation Increases, Benefits, Services).

Certain vacated positions are not being filled/backfilled due to budget limitations, shifting organizational priorities and improvements in operational efficiency.

Filling other vacated positions has been delayed due to recruitment challenges.

Additionally, to improve resource optimization, certain vacated positions were/are being rewritten to better align with current and future business needs. The delay in the recruitment for these positions has also resulted in some salary savings.

4.4727

4.4727

4.4896

Benefits

0.3663

0.4968

The assigned allocation for benefits is lower than the actual amount required to support staffed positions.

0.3905

0.3936

0.3951

ODOE

Transportation and Communications (T&C)

0.1932

0.0877

The OHRC has focused on ways to reduce its travel costs by using online/electronic resources to conduct its public education and engagement related activities (e.g. webinars, webcasts, social media, OHRC website, videoconferencing, teleconferencing). Due to the COVID-19 pandemic, all public education and most stakeholder engagement-related activities as well as internal meetings (e.g. Commission meetings) are being conducted virtually, saving on travel costs.

0.1932

0.1932

0.1932

Services

0.2641

0.4217

Advancing reconciliation with Indigenous communities involves a foundation of trust and respect to build relationships. It is customary to offer honoraria to show appreciation to Indigenous Elders and Knowledge Keepers participating in OHRC events and advisory group meetings. The OHRC incurs costs in this way.

To enforce human rights and reduce systemic discrimination in the criminal justice system, the OHRC launched a public inquiry into racial profiling and racial discrimination of Black persons by the Toronto Police Services. This inquiry has required experts to analyze TPS data.

The OHRC is also conducting an inquiry into human rights issues affecting students with reading disabilities. This inquiry has also required the use of experts.

The OHRC conducts public education and engagement activities to spread awareness and understanding of the Human Rights Code. Due to the COVID-19 pandemic these activities are currently being conducted online or remotely. However, there are still costs associated with conducting webinars/webcasts online and ensuring accessibility (e.g. for American Sign Language and captioning services and A/V services).

Due to the COVID-19 pandemic, the OHRC has had to purchase videoconference and webinar subscriptions to conduct virtual meetings and webinars/webcasts for the public, stakeholders and staff.

To produce accessible communications to promote a human rights culture in Ontario and deliver on its public education mandate, the OHRC incurs significant costs (e.g. for translations, document remediation) to produce policy documents, reports, guidelines, and other educational materials in various formats and languages.

The OHRC employs a media monitoring/news clipping service to identify and track media content (e.g. news articles) of interest/relevance to the OHRC. The OHRC requires this service to stay informed of and respond quickly to critical and emerging human rights issues.

The OHRC has its own IT systems, including directory domain, exchange and file servers, and its yearly operating expenses include substantial costs for IT hardware, software and support services.

0.2641

0.2641

0.2641

Supplies and Equipment (S&E)

0.0282

0.0144

The OHRC has been able to reduce its office supply costs by instituting more effective inventory management practices.

0.0282

0.0282

0.0282

TOTAL Operating

5.3245

5.1635

 

5.3487

5.3518

5.3702

 

Three-year outlook

The OHRC staffing and expenditure plans for the next three years will be managed within its approved budget allocations. The OHRC will have to take into consideration the unpredictability of the COVID-19 pandemic in determining and allocating resources as it continues to advise government and others on human rights implications during the pandemic.

Some key initiatives/activities planned

over the next three years include:

Estimated expenditure in

2021–22

Estimated expenditure in 2022–23

Estimated expenditure in 2023–24

New OHRC strategic plan for 2022–27. The planning and decision-making process will require extensive meetings with stakeholders across Ontario and strategic planning expert services.

$5,000

$0

$0

OHRC website redesign, requiring experts in web design and development.

$50,000

$25,000

$0

A 15-month campaign to celebrate the 60th anniversary of the OHRC on March 29, 2021, and the 60th anniversary of the Ontario Human Rights Code on June 15, 2022. Activities include virtual events, or if health and safety conditions allow, an in-person conference or event.

$22,500

$43,000

$0

Continuing the public inquiry into human rights issues affecting students with reading disabilities, which requires experts to analyze inquiry data. The release of the final inquiry report in 2021–22 will require a budget allotment for a news conference and report creation/publishing in accessible formats.

$89,000

$0

$0

Continuing the public inquiry into racial profiling and racial discrimination of Black persons by the Toronto Police Service, which requires experts to analyze TPS data. The release of the final inquiry report in 2021–22 will require a budget allotment for a news conference and report publishing.

$40,400

$0

$0

Partnership with Peel Regional Police and Peel Regional Police Service Board to develop legally binding remedies to eliminate racial discrimination in policing.

$3,000

$3,000

$3,000

Developing human rights lesson plans for Grade 10 and 11 Civics and Citizenship classes in 2021–22.

$10,000

$0

$0

Facilitating a conciliatory process between the Ontario Lacrosse Association and Six Nations of the Grand River to address concerns of racial discrimination against Indigenous lacrosse players.

$10,000

 

 

 

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4. Key performance indicators and measurements

The OHRC will use the following key performance indicators (KPIs) and measurements to guide its work. The KPIs were strategically selected, with a mix of different types of indicators and using different data sources, to attempt to provide a clear picture of our progress in achieving commitments set out in the OHRC’s strategic plan.

Since September 2019, the OHRC has used the online survey platform Qualtrics to design stakeholder surveys to get feedback related to select KPIs. The OHRC also collects data on:

  • Media hits and reach (social and traditional media)
  • Number of events and participants at OHRC speeches, presentations and public education training sessions
  • Number of people trained by the OHRC’s eLearning products
  • Number of engagements with government and community groups
  • Traffic on the OHRC website
  • Written and verbal consultations with government (e.g. meetings, letters and submissions)
  • Enforcement actions and systemic remedies obtained.

The OHRC will be developing a new strategic plan for 2022–27, which will include new KPIs to align with the new plan.

 

Key performance indicators

Focus area: Reconciliation
Indicator Benchmark Target
Percentage of key Indigenous leaders, community members and who agree or somewhat agree that the OHRC’s products and activities reflect a deep understanding of Indigenous perspectives

92%
(based on a response rate of 18.3%)

5% increase in survey response rate

 

 Focus area: Criminal justice
Indicator Benchmark Target
Percentage increase in number of police services that collect identifier data relating to services for the purposes of human rights compliance 23% 5% increase in the number of police services collecting identifier data
Number of prisoners in administrative segregation 12,059

Zero prisoners in administrative segregation

Number of prisoners with a mental health disability who also have mental health alerts Unavailable from the Ministry of the Solicitor General at this time 100% of prisoners with a diagnosed or reported mental health disability having a mental health alert on their file

 

 Focus area: Poverty
Indicator Benchmark Target
One new legal intervention in the area of poverty  1 Target achieved
Qualitative review of HRTO/court decisions relating to poverty issues N/A Review to be conducted in 2022

 

Focus area: Education
Indicator Benchmark Target
Percentage of school boards informing the OHRC that they have adopted OHRC recommendations in the  Policy on accessible education for students with disabilities

27.6%

(based on a response rate of 42.1%)

5% increase in the survey response rate

5% increase in percentage of school boards adopting recommendations in the  Policy on accessible education for students with disabilities

Percentage of education and school board stakeholders who “agree” or “somewhat agree” that Ontario’s curriculum is inclusive of various groups in society

46%

(based on a response rate of 41%)

5% increase in the number of education and school board stakeholders who “agree” or “somewhat agree”

 

Focus area: Leadership voice
Indicator Benchmark Target
Cumulative reach for OHRC in traditional and social media, OHRC website hits/unique views

Potential reach: 795,156,889

Social media followers and friends: 39,126

Unique website views: 4,034,831 

Maintain potential reach and unique website hits

5% increase in social media followers and friends over 2019–20 results

 

Focus area: Our people
Indicator Benchmark Target
Percentage increase in relevant question areas in annual OPS employee engagement survey for OHRC staff OPS 2019 employee engagement survey results (unavailable at this time)  Targets will be established on review of the 2019 employee engagement survey results 

 

Focus area: Our relationships

Indicator

Benchmark Target
Percentage of community leaders and experts and duty holders, including employment and business leaders and police and school board stakeholders who “agree” or “somewhat agree” that the OHRC maintains effective relationships with all stakeholders

Community leaders and experts: 68%

Duty holders, including employment and business leaders and police and school board stakeholders: 34%

Maintain number of  community leaders who “agree” or “somewhat agree”

10% increase in the number of duty holders, including employment and business leaders and police and school board stakeholders who “agree” or “somewhat agree”

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