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

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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. 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.

Part-time Commissioners
Part-time Commissioners	From	To
Violetta Igneski	January 9, 2020	January 8, 2025
Randall Arsenault	January 9, 2020	January 8, 2025
Jewel Amoah	May 28, 2020	May 27, 2025
Brian Eyolfson	November 12, 2020	November 11, 2025
Gary Pieters	March 25, 2021	March 24, 2026
Sandi Bell	March 24, 2023	March 23, 2025

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

Representation category	Currently filled positions		Total FTE positions
Representation category	Regular	Fixed-term	Regular	Fixed-term
ALOC	5	1	8	0
AMAPCEO	14	3	24	0
MCP	3	1	6	0
OIC	1	0	1	0
OPSEU	5	1	9	0
SMG	1	0	1	0
TOTAL STAFF	29	6	49	0
			[Based on Workforce Information Network (WIN) data as of December 31, 2023]

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:

Expense Category	2024-25		2025-26	2026-27
	Budget	YE Forecast	Budget	Budget
	($M)	($M)	($M)	($M)
Operating
Salaries & Wages (S&W)	4.5069	4.6702	4.5069	4.5069
Benefits	0.3907	0.5137	0.3907	0.3907
Other Direct Operating Expenses (ODOE)
Transportation & Communications (T&C)	0.1932	0.0950	0.1932	0.1932
Services	0.4052	0.2943	0.4052	0.4052
Supplies & Equipment (S&E)	0.0282	0.0210	0.0282	0.0282
Totals	5.5242	5.5242	5.5242	5.5242

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

Outcomes	Performance measures	Baseline	Targets
The OHRC is a trusted ally to Indigenous communities in the work of reconciliation	Percentage of Indigenous partners who agree that the OHRC maintains relevant and effective relationships	N/A	5% increase in the number of Indigenous partners who agree that the OHRC maintains relevant and effective relationships based on the results of the biennial survey

Criminal justice and Health and well-being

Outcomes

Performance measures

Baseline

Targets

Duty-holders have and use accessible, relevant, and practical human rights tools

Percentage of duty-holders who report having accessed relevant and practical human rights tools

N/A

10% increase in the number of duty-holders who report they have accessed relevant and practical human rights tools

Education

Outcomes	Performance measures	Baseline	Targets
Duty-holders in the education system are implementing changes that address systemic discrimination	Percentage of school boards that have a plan to implement the Right to Read recommendations	0%	Year-over-year increase to 100% by year two (75% in year 1 and 100% in year 2) of school boards having a plan to implement the Right to Read recommendations
Improved opportunities and outcomes for students disproportionately affected by discrimination in Ontario

Human rights culture

Outcomes	Performance measures	Baseline	Targets
The public is more knowledgeable about human rights	Public satisfaction with the OHRC’s products	N/A	80% satisfaction with OHRC products

Organizational impact

Outcomes

Performance measures

Baseline

Targets

Improved employee experience

Percentage increase in employee experience rates

69.5%

2% increase in the employee experience rate based on the results of the biennial employee experience surveys

Operational KPIs

Public complaints and inquiries

Outcomes	Performance measures	Baseline	Targets
Customer service and accessibility accommodation-related public complaints and inquiries response time meet service standards	Percentage of complaints and inquiries responded to within the required response time	N/A	100% of complaints and inquiries are responded to within 14 business days

Freedom of information (FOI)

Outcomes	Performance measures	Baseline	Targets
The public gains access to responsive records, in full or in part, when requested	OHRC compliance rate fulfilling FOI obligations in accordance with the Freedom of Information and Protection of Privacy Act	100%	100% compliance rate every fiscal year

French language services

Outcomes	Performance measures	Baseline	Targets
French Language Services are proactively offered to community groups and the public	Percentage of public events held or offered to be held in French	66%	100% of public events are offered in French every fiscal year
French Language Services are offered in equal quality and availability to English services at OHRC service points	Percentage of designated bilingual positions filled with the appropriate level of French language proficiency	50%	100% by end of fiscal year 2026–27

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.