Ontario Human Rights Commission Business Plan 2024-25 – 2026-27

Contents

1. Mandate

2. Staffing

3. Three-year financial plan

4. Key performance indicators and measurements

5. Communications plan

1. Mandate

The Ontario Human Rights Commission (OHRC) was established in 1961 as an arm’s-length agency of government. It has a provincewide legislative mandate to promote, protect and advance human rights in Ontario based on 17 prohibited grounds of discrimination, and five social areas covered by the Ontario Human Rights Code (Code), including private and public services, employment, and housing/accommodation. The OHRC is one pillar of Ontario’s human rights system, working alongside the Human Rights Tribunal of Ontario (HRTO) and the Human Rights Legal Support Centre (HRLSC), and is regarded as a leader among human rights commissions across the country, having achieved, over its 60-year history, major successes in advancing human rights in Ontario.

The Code gives the OHRC a broad statutory mandate. This includes the authority to work in the broader public interest to identify and eliminate discriminatory practices, and bring about broad, systemic change to create a culture of human rights accountability.

To undertake its mandate, the OHRC develops policies and provides public education, monitors human rights issues, and conducts research and analysis. While it does not deal with individual human rights complaints, the OHRC can initiate public inquiries, bring forward systemic cases, or intervene in cases before tribunals or courts on systemic issues of broad public interest.

Section 29 of the Code states that the functions of the OHRC are to advance policies that promote and recognize the dignity and worth of every person and the primacy of equality of rights and opportunities for all by:

• Developing and conducting programs for public information and education on awareness and understanding of the Code and to support preventing and eliminating discriminatory practices
• Undertaking and supporting research into discriminatory practices and making recommendations to prevent such practices
• Examining and reviewing any statute or regulation, program or policy made by or under a statute, and make recommendations where, in its opinion, they are inconsistent with the intent of the Code
• Initiating reviews and inquiries into incidents of tension or conflict in a community, institution, etc., making recommendations, and encouraging and coordinating plans, programs and activities to reduce or prevent such incidents
• Promoting, assisting and encouraging public and private entities to engage in programs to alleviate tension and conflict related to a prohibited ground of discrimination
• Designating programs as special programs in accordance with section 14 of the Code
• Approving policies under section 30 of the Code
• Making applications to the HRTO under section 35 of the Code
• Reporting to the public of Ontario on the state of human rights in Ontario
• Performing the functions assigned to the OHRC under the Code or any other act.

OHRC vision, mission, and values

Vision: An inclusive society where human rights are a lived reality and where all people are valued and treated with dignity and respect, feel a sense of belonging, and take responsibility for promoting and protecting human rights.

Mission: To create a climate of understanding and mutual respect for the dignity of all people by promoting and protecting human rights in Ontario by addressing systemic discrimination.

Values:

• Social justice: Be courageous, creative, nimble, and steadfast in addressing systemic issues that affect Ontarians and perpetuate inequality, discrimination, and injustice.
• Relationships: Build and sustain respectful, trusting, and constructive relationships with rights- and duty-holders to advance human rights.
• Collaboration: Collaborate and partner with groups, organizations, and institutions, including the human rights system, to maximize its collective impact.
• Integrity: Be principled and independent in advancing and securing substantive equality.
• Accountability: Be transparent and accountable to the people of Ontario in pursuing our mandate and being efficient and responsible in its use of 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 Commissioners, who are persons appointed by the Lieutenant Governor in Council (LGIC). Commissioners have knowledge, experience or training in human rights law and issues, and broadly reflect the diversity of Ontario’s population. The LGIC also appoints a Chief Commissioner.

A Memorandum of Understanding (MOU) between the Attorney General and the Chief Commissioner, on behalf of the OHRC, 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
• Ensuring that public funds are used with integrity and honesty
• Carrying out effective public communication as the OHRC's chief spokesperson
• Communicating OHRC policy and strategic directions to the Executive Director
• Providing leadership to the Commission and monitoring the performance of the OHRC to ensure the implementation of its goals and long-term vision
• Ensuring through the Executive Director that conflict of interest rules, approved by the Conflict of Interest Commissioner, are in place for Commission staff and that Commission policies are publicly available
• Ensuring that the Executive Director's performance contract is in place and that it sets out the Executive Director's responsibilities and reporting obligations and the standards to be met in carrying them out
• 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.

As noted above, the Commissioners broadly reflect the diversity of Ontario’s population. They are responsible for helping the Chief Commissioner provide strategic leadership, including setting the OHRC’s goals, objectives, and strategic direction. For example, section 11.3 of the MOU reads:

A. Ensuring that the Commission fulfills the functions assigned to it by section 29 of the Code;

B. Fulfilling their responsibilities under the Public Service of Ontario Act in respect of ethical conduct and political activity; and

C. Consulting, as appropriate, with interested and affected parties on the Commission’s goals, objectives, strategic directions, rules and procedures.

OHRC staff engage regularly with community members to conduct consultation and education activities and to answer public questions. This includes:

• Meeting and engaging with community and advocacy groups and people with lived experience and expertise to inform OHRC’s ongoing work (for example, through meetings with individuals, community and stakeholder, roundtable sessions, and online surveys)
• Making presentations to community groups and human rights duty-holders
• Taking part in OHRC-led sessions, events and training
• Attending community events on behalf of the OHRC
• Responding to correspondence as well as telephone and website inquiries
• Engaging with the HRTO and HRLSC about the provincial human rights system via regular three-pillar meetings
• Engaging and sharing information with the public on social media.

OHRC staff also support and engage with public- and private-sector entities (e.g., government ministries, not-for-profit organizations, major employers, academic institutions, community groups), and members of OHRC advisory groups, to establish and maintain strong and impactful relationships, partnerships and collaborations to support developing human rights-related accountability mechanisms and to further advance human rights in Ontario.

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.

The OHRC continues to manage its budget, while ensuring it has the capacity and appropriate resources to meet current and future business needs, including meeting the goals and objectives of its strategic plan.

OHRC organizational structure and staff composition

Commissioners

On August 19, 2023, Patricia DeGuire was reappointed Chief Commissioner for a term of three years.

The Chief Commissioner is the only full-time Commissioner appointee and oversees the part-time Commissioner appointees.

OHRC’s current organizational structure

The OHRC has 49 full time equivalent (FTE) positions, however, some positions are vacant due to ongoing funding pressures.

Office of the Chief Commissioner

• 1 Chief Commissioner
• 1 Special Advisor to the Chief Commissioner
• 1 Administrative Scheduling Coordinator

Executive Director’s Office

• 1 Executive Director
• 1 Executive Advisor
• 1 Administrative Coordinator

Centralized Corporate Services

• 1 Chief Administrative Officer
• 1 IT Technical Lead
• 1 Technical Support Analyst
• 1 Web Administrator Developer
• 1 Business Lead
• 1 Financial Analyst
• 1 Coordinator, Administrative Services

Communications and Issues Management

• 1 Manager
• 1 Team Lead
• 1 Designated Bilingual Senior Issues & Media Relations Specialist
• 3 Senior Strategic Communications Advisors
• 1 Communications Digital and Issues Coordinator
• 1 Stakeholder Relations and Outreach Coordinator
• 1 Designated Bilingual Stakeholder Relations and Outreach Coordinator
• 1 Web Developer Editor

Legal Services and Inquiries

• 1 Manager
• 1 Legal Secretary
• 8 Counsels
• 2 Inquiry Analysts
• 1 Designated Bilingual Inquiry Analyst
• 1 Articling Student*
• 1 IPC Law Student*

Policy, Education, Monitoring and Outreach

• 1 Director
• 1 Administrative Assistant
• 7 Senior Policy Analysts
• 1 Designated Bilingual Senior Policy Analyst
• 2 Policy Analysts
• 1 Electronic Education Specialist

*Not included in Active Headcount or FTE position cap.

Employees

The first two columns above reflect OHRC filled positions as of December 31, 2023, and the last two columns reflect the total number of OHRC FTE positions.

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 decisions it takes to fulfill its statutory mandate are in accordance with its authority under the Code and otherwise lawful.

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

The OHRC continues to address systemic human rights issues across Ontario, including complex and high-profile issues according to its strategic plan and remains agile to respond to other emerging human rights issues. As discussed earlier, the OHRC will continue to work with the Ministry of the Attorney General on its financial and staffing needs to effectively meet its provincewide human rights mandate and build a culture of human rights in the province. The OHRC is also implementing business improvement strategies and optimization initiatives to enhance efficiency and operational effectiveness.

For several consecutive years, including this fiscal year, the OHRC had to employ vacancy management to fund projects/initiatives. This has led to operational pressures that limited the OHRC’s presence in communities across the province, including northern communities, to respond to local human rights issues.

The OHRC is working with the Ministry of the Attorney General to review the funding and resourcing requirements the agency needs to effectively fulfill its mandate and implement its strategic priority objectives.

Over the next three years, the OHRC will continue to demonstrate fiscal responsibility while continuing to implement its strategic objectives by:

• Managing position vacancies
• Building staff capacity through learning and development in a cost-effective way
• Increasing its use of digital resources to disseminate information
• Providing resources to the public in accessible electronic and downloadable formats
• Where possible, using video conferencing technology for external meetings, public education and stakeholder engagement and other related activities
• Pursuing opportunities with cost recovery options
• Optimizing operational systems and processes to further reduce costs
• Using internal resources where possible to perform some previously outsourced tasks
• Prioritizing collaboration and partnerships with other organizations to reduce or share costs on joint projects/initiatives
• Using a business-critical lens to assess all expenditure requests and identifying opportunities for efficiencies and cost-reduction strategies during the business planning and implementation process.

In 2024, the OHRC will undertake a transformation of its website to improve user experience and meet accessibility standards. This initiative will migrate the OHRC’s current content management system to a new web platform and redesign the website to improve navigation, content accessibility and searchability. The website transformation project is pending ministry funding approval.

Three-year outlook

The OHRC’s business over the next three year will be guided by its current strategic plan, Human Rights First: A plan for belonging in Ontario. Human Rights First maintains three priorities established in its previous strategic plan: Indigenous reconciliation, the criminal justice system, and the education system. It includes building human rights culture through meaningful engagement with rights-holders and duty-holders; and health and well-being, including a continued focus on poverty and homelessness – applying a human rights lens to determinants of health such as housing, income and employment. The plan also recognizes the critical need to focus on the agency’s capacity to effectively fulfill its mandate and strategic objectives in a results-oriented way.

Budget

The OHRC’s three-year budget to implement its strategic and operational plans is as follows:

4. Key performance indicators and measurements

The OHRC has established the following key performance indicators (KPIs) and measurements to assess and report on the progress and achievements of its strategic and operational objectives over the next three years. Performance will be measured using surveys and other forms of data collection and will be reported on in the OHRC’s annual report.

Strategic Plan KPIs

Reconciliation

Criminal justice and Health and well-being

Education

Human rights culture

Organizational impact

Operational KPIs

Public complaints and inquiries

Freedom of information (FOI)

French language services

5. Communications plan

The OHRC continues to implement its 2023–2025 Strategic Plan and is committed to ongoing outreach, public education, and relationship-building with the public, stakeholders, and community groups. The OHRC will continue to inform the public about its work through integrated communications strategies including digital, social and traditional communications.