Over the last year, the government moved forward with about half the
Commission’s recommendations. This year, the Province will continue to move forward with a total of 60 per cent of the recommendations. The government will continue to study the remaining recommendations over the coming months.
The government’s progress on implementing the Commission’s recommendations crosses many critical areas of service delivery and government management.
Significant transformation has been occurring in diverse areas ranging from health care and corporate tax compliance to environmental approvals and efficiencies in the justice system.
Examples of actions taken by the government to implement the Commission’s recommendations include increasing investment and building capacity in lower cost health care settings such as home care and community services,
implementing a different funding approach for successful high school credits beyond a 34‐credit threshold, compliance activities to address both the underground economy and corporate tax avoidance, not funding incremental compensation increases and eliminating retirement gratuities for teachers.
There are many more examples, some of which are highlighted on the following pages.
TABLE 1.2 Transformative Initiatives Being Implemented by Sector
Health Care moving from a lump-sum payment to a new patient- and activity-based funding model for hospitals
increasing investments in home care and community services to improve patient experience and take pressure off acute care facilities
developing a narcotics monitoring system to reduce the abuse of prescription narcotics and controlled substance medications
negotiated a new compensation agreement with the Ontario Medical Association that manages costs and works towards quality health care
implementing key recommendations from Dr. Samir Sinha’s report, “Living Longer, Living Well,” to help seniors stay healthy and live at home longer, consistent with the Commission’s recommendation to match seniors to the services that they need
releasing a series of recommendations by the Healthy Kids Panel, a group of experts the government assembled to provide advice on how best to reduce childhood obesity by 20 per cent over five years, consistent with the Commission’s recommendation to reverse the trend of childhood obesity
expanding the scope of practice for pharmacists to administer routine injections and inhalations
implementing a new income-tested deductible under the Ontario Drug Benefit (ODB), effective August 2014, so that high-income seniors will pay more of their prescription drug costs, as per the Commission’s recommendation to link the ODB more directly to income
Elementary and Secondary Education
protecting gains in the education sector, including improved student achievement and closing gaps in student outcomes, in alignment with the Commission’s recommendation to stay the course with the current education agenda
implementing a different funding approach for successful
TABLE 1.2 Transformative Initiatives Being Implemented by Sector (cont’d)
Postsecondary Education
increasing differentiation through focused strategies, including establishing mandate agreements with postsecondary institutions
harmonizing the variety of scholarships, grants and other assistance programs across postsecondary institutions
modernizing student aid programs
approving the collection of Key Performance Indicators (KPIs) to monitor and increase quality at Private Career Colleges
maintaining the Ontario Student Access Guarantee
supporting key projects in the sector, undertaken by universities and employee groups, to look at alternative models to the current single-employer pension plans Social Programs reforming social assistance to make the system more
efficient, simplified and effective in order to deliver higher-quality services to social assistance recipients and help them return to the labour market
reducing barriers to employment for people with disabilities and engaging the private sector to both support their need for a skilled workforce while also accommodating the specific needs of the individual in the workplace, with the goal of ultimately improving employment outcomes
transforming child welfare by implementing a new funding model and enhanced outcome-based accountability measures
transforming mental health services to improve access through a better coordinated and responsive system for children, youth and their families
working to launch a single point of access, similar to the Open for Business initiative, for the non-profit sector to improve and broaden relationships across ministries that enter into contracts with the non-profit sector
Employment and Training Services
integrating employment and training services across government with Employment Ontario
working to improve data collection in employment and training programs
TABLE 1.2 Transformative Initiatives Being Implemented by Sector (cont’d)
Immigration setting a new direction for how Ontario selects, welcomes and assists immigrants to the province by launching Ontario’s first immigration strategy
requesting that the federal government raise Ontario’s Provincial Nominee Program (PNP) to 5,000 nominees, consistent with the recommendation to advocate for an expanded PNP
Business Support creating a technical panel to provide recommendations to achieve savings in business support and consolidate remaining programs into a Jobs and Prosperity Fund, to respond to the Commission’s recommendations to refocus the mandate of business support programs
Infrastructure and Real Estate
continuing to work with municipalities and members of the public to best create new revenue sources that further Metrolinx’s Regional Transportation Plan, consistent with the recommendation to engage in an open dialogue on new revenue sources for future transportation needs
moving forward with a Realty Transformation Strategy to achieve greater value from existing assets and move to cost-recovery rates for the use of government real estate Environment moving towards full-cost recovery models for environmental
programs and services
employing a risk-based approach for environmental approvals to improve protection
Justice Sector using civilians for administrative duties, such as data entry, where possible
using alternative financing to meet the capital infrastructure needs of Ontario’s justice system
streamlining operations by integrating programs and back-office functions across the justice sector
TABLE 1.2 Transformative Initiatives Being Implemented by Sector (cont’d)
Labour Relations and
Compensation
the existing fiscal framework includes no funding for incremental compensation increases for new collective agreements, consistent with the recommendation to provide zero budget increases for wage costs
consulting with bargaining agents and employer groups on how best to move towards more efficient and effective bargaining, including the creation of sectoral tables, where appropriate, in support of the recommendation to further rationalize bargaining
Operating and Back-Office Expenditures
consistent with the Commission’s recommendation to achieve savings and efficiencies by coordinating existing horizontal supply chains across the broader public sector:
developing strategies for leveraging purchasing power at postsecondary institutions, hospitals and school boards; and
evaluating opportunities to drive efficiencies across the Ontario Public Service and broader public sector through an integrated procurement strategy for data network services
Government Business Enterprises
pursuing Liquor Control Board of Ontario (LCBO) store expansion, consistent with the recommendation to enhance LCBO profits while continuing to promote socially responsible consumption
modernizing gaming to optimize revenue from gaming assets in a responsible manner
working with the horse racing industry to support a smaller, but sustainable, market-driven racing industry, integrated with the provincial gaming strategy
TABLE 1.2 Transformative Initiatives Being Implemented by Sector (cont’d)
Revenue Integrity centralizing the collection of outstanding tax and non-tax accounts within the Ministry of Finance
working with the federal government to enhance compliance activities to address both the underground economy and corporate tax avoidance
improving oversight and ensuring better enforcement of Ontario’s tobacco-related laws
Liability Management
mitigating the risk of future pension-expense increases until the deficit is eliminated in 2017–18 by negotiating
agreements that would require the four consolidated jointly sponsored pension plans to reduce prospective benefits rather than increase contribution rates when faced with new funding shortfalls
establishing a working group to advise on the implementation of a pooled asset management entity, consistent with the 2012 Budget announcement to introduce a pooling framework for public-sector pension plans
Intergovernmental Relations
ensuring that municipalities collect more fines owed to them under the Provincial Offences Act by requiring payment of traffic tickets before renewing vehicle licence plates
phasing down the Ontario Municipal Partnership Fund (OMPF) to $500 million by 2016 while continuing to implement the upload of social assistance benefit programs and court security and prisoner transportation costs
advocating strongly for reforming federal programs that are not working effectively in Ontario’s interests such as Equalization
Moving Forward with Productivity Teams
The Transfer Payment Accountability Productivity Team has developed a model to enhance the accountability relationship with the community-based child and youth mental health sector through more effective accountability tools and defined performance and outcome measures.
When operationalized, this model will support better outcomes, including more predictable wait times, clarity of access and enhanced quality of services.
The model will enable an effective, transparent and outcome-focused
contracting regime, including a set of robust accountability tools and supportive measures, as well as clear reporting and monitoring requirements.
The model will provide a methodology for strengthening the accountability relationship between the government and its transfer-payment partners in the broader public sector.
The Benefits Transformation Productivity Team is considering identification approaches recommended by experts to support the implementation of a My Benefits Account.
The My Benefits Account would make it easier for people to apply for the benefits they are entitled to receive, manage transactions and view specified information across multiple benefit programs.
It would also support more sophisticated policy analysis and planning that would lead to more effective solutions to meet clients’ needs, and lay the groundwork for broader benefit transformation service delivery streamlining and administrative efficiency.
Advice and input on potential identification approaches were sought from an expert panel from various industries, jurisdictions and sectors, including those specializing in technology issues.
The Jobs and Prosperity Productivity Team has completed foundational work as part of the 2012 Budget commitment to consolidate existing business support programs into a Jobs and Prosperity Fund.
The team supported the work of the Jobs and Prosperity Council, including the recommendation that the sustainability and effectiveness of business support programs be evaluated according to three policy filters: innovation, productivity and increasing exports.
The Network Services Productivity Team is working with representatives across the broader public sector in municipalities, universities, school boards, colleges, hospitals and government business enterprises to evaluate opportunities for common procurement of data network services.
Results will be used to design a robust telecommunications network and business model that could generate cost savings and improve service delivery.
Considerable progress has been made in collaborating across government and with the vendor community to understand common requirements and identify potential options that could generate efficiencies. Findings and
recommendations will be finalized during the summer of 2013.