Table of Contents
The Adjudicative Tribunals Accountability, Governance and Appointments Act (“ATAGAA”) requires Tribunals Ontario to prepare a Business Plan annually. This document sets out the Business Plan for Tribunals Ontario for the three fiscal years commencing April 1, 2023 and ending on March 31, 2026.
This Business Plan supports Tribunals Ontario’s vision to optimize dispute resolution through modern ways of service delivery while always keeping access to justice at the centre of everything we do. Our organization remains focused on delivering a strong, accessible, and modern administrative justice system.
Tribunals Ontario is a group of 13 adjudicative tribunals with a mandate to resolve and decide matters arising out of 60 statutes relating to safety, licensing, land, and social justice. Tribunals Ontario is led by an Executive Chair, who also assumes the powers, duties and functions legislatively assigned to the chair of each of our 13 boards, tribunals, and commissions (constituent tribunals). The Executive Chair is accountable to the Minister (Attorney General) for the performance of Tribunals Ontario in fulfilling our mandate. While under the leadership of the Executive Chair, each tribunal maintains its legislative mandate and remains independent in its decision-making.
The Executive Director is responsible for supporting the Executive Chair in the implementation of Tribunals Ontario’s policies and operational decisions. The Executive Director is accountable to the Deputy Attorney General for the management of Tribunals Ontario’s operations. All tribunals benefit from the coordination and sharing of resources, expertise, best practices, processes, and administrative and professional development support.
Diversity of our adjudicators and staff ensures the organization has the knowledge, expertise, and experience to fulfill our mandate. It is the skill and commitment of our adjudicators and staff that ensure fairness and excellent service delivery to meet the needs of the public we serve.
The tribunals hold proceedings and promote the early resolution of a multitude of matters using a variety of dispute resolution methods.
Tribunals Ontario is committed to serving the interests of all Ontarians and that includes looking at ways to improve our dispute resolution services, our digital first services, our accessibility and our measurement of effectiveness in meeting these goals.
Some of the ways that Tribunals Ontario has continued to modernize and improve how we deliver services to users this year (2022) include:
The Tribunals Ontario Portal, a new case management system launched in December 2021 at the Landlord and Tenant Board (LTB), is a central part of our digital-first strategy and a significant milestone in our ongoing modernization journey. Throughout the year, we made a number of updates and introduced new features to continue to enhance the functionality of the system. In addition to adding new application types to the portal, we launched a new self-scheduling feature to allow applicants to select their preferred hearing date and timeslot available for their application type. Tribunals Ontario has commenced implementation planning to expand the portal to additional tribunals over the next few years in a phased approach.
To modernize and provide more convenient and accessible service to our users, Tribunals Ontario continues to move forward with our digital-first strategy and schedules most proceedings virtually as the default format. However digital-first does not mean digital-only.
Over the summer 2022, Tribunals Ontario began holding in-person hearings in cases where an accommodation has been granted. Accommodations are arrangements to allow everyone, regardless of their abilities, to effectively participate in the tribunal process. Parties may request a hearing in a different hearing format, such as an in-person hearing. Based on the information provided, the tribunal will determine the format of the hearing that will be held (e.g., video, written, in-person etc.).
To better support users and provide clear, user-friendly information on the process to request an accommodation, including to change a hearing format, Tribunals Ontario posted new information to our website with additional guidance about the process and the accommodation supports that may be available.
Over the past year, Tribunals Ontario parties who do not have access to a telephone, computer and/or the internet could be accommodated at our Toronto, Hamilton, London, and Ottawa hearing centres where they could use access terminals to participate in their virtual hearings. Later in the year, we expanded our access terminal service to include our Sudbury hearing centre, enhancing access to justice in Northern Ontario.
Earlier this year, Tribunals Ontario piloted a phone program to loan free mobile phones or provide airtime minutes to LTB parties that do not have access to a telephone or have a prepaid or pay-as-you-go plan with limited airtime talk minutes. This mobile phone program has now been made permanent at the LTB and has been extended to parties before the Social Benefits Tribunal (SBT) and Human Rights Tribunal of Ontario (HRTO). It is another example of how we continue to modernize and enhance the accessibility of our services.
A key part of our digital-first strategy is continuing to develop supportive resources for users so they feel comfortable to participate in a virtual proceeding.
This year, Tribunals Ontario launched a series of short, user-friendly video guides posted on our website and YouTube that provide instructions in video format on how to use Zoom to participate in a tribunal proceeding. A new quick-tip guide to support clients experiencing technical issues during their proceeding was developed to help ensure that proceedings proceed with minimal interruption. In addition, the Tribunals Ontario website page on virtual proceeding resources and tips was revamped to make the information more user-friendly and include these new resources.
This spring, Tribunals Ontario staff, who had been primarily working remotely since March 2020, began to transition back to the office at least a few days a week. This has allowed staff to reconnect with colleagues in-person and help build new relationships that are critical to our workplace culture and success. To support staff in the workplace, we have configured changes to the Wi-Fi network to improve reliability and speed and we are working to enhance boardrooms with new technology for hybrid meetings. Tribunals Ontario will continue to develop our future of workplace plan guided by flexibility and safety as key foundational components as well as alignment with the model to be developed by the Ontario government for the Ontario Public Service.
Tribunals Ontario has made significant progress in the recruitment of additional adjudicators.
Adjudicators are appointed in accordance with a competitive merit-based process. Since April 1, 2022, the government has made a number of appointments and reappointments in key adjudicative leadership positions, including the reappointment of the Executive Chair to Tribunals Ontario. By December 19, 2022, the government had appointed 21 net new adjudicators to Tribunals Ontario and 19 existing adjudicators to a new position as well as reappointed 41 adjudicators. As of that date, Tribunals Ontario has 322 adjudicators - 136 full-time and 186 part-time. This is the most adjudicators that our 13 tribunals have ever had.
Achieving a full complement of adjudicators has been one of Tribunals Ontario’s top priorities. Tribunals Ontario will continue to work diligently with the government to address this ongoing need.
As part of Tribunals Ontario’s commitment to fostering an inclusive workplace culture free from discrimination and harassment, we have continued to take intentional and deliberate actions through initiatives of the Tribunals Ontario D&I Committee and across the organization. Over summer 2022, the D&I Committee held a series of internal employee engagement sessions to better understand the experiences and barriers faced within Tribunals Ontario. These sessions will help to inform the development of a multi-year D&I strategy for the organization. We continued to commemorate and educate through recognizing days of significance and worked with the OPS Pride Network to offer additional Positive Space Training to staff and adjudicators to help support an LGBTQ+ inclusive, welcoming and supportive environment. More information on our Diversity & Inclusion actions and plan is in Section 9 of this Business Plan.
Tribunals Ontario continued to actively recruit and train bilingual adjudicators to ensure sufficient bilingual adjudicator capacity to provide equivalent access to, and quality of, services in French. An internal review of our bilingual adjudicator hiring and onboarding process was conducted and enhancements made to improve tracking to identify and maximize bilingual member complement.
The Tribunals Ontario French Language Service Policy was reviewed and updated this year to clarify certain commitments and align the policy with the recent amendments to the French Language Services Act and key jurisprudence. To strengthen our capacity to deliver French language services, Tribunals Ontario also continued to support bilingual staff and adjudicators with ongoing training opportunities to maintain and develop their French language skills.
Tribunals Ontario implemented new Key Performance Indicators (KPIs) as part of our ongoing commitment to continuous improvement and ensuring that the services we provide meet the needs of our users.
Effective April 1, 2022, Tribunals Ontario began tracking the performance of our tribunals against six new KPIs. These KPIs were selected to help us better monitor key organizational priorities and objectives, which include: ensuring that disputes are resolved efficiently, effectively, and fairly; that we have user-friendly, navigable processes, and that our services are accessible to all users.
While many tribunals and boards meet or exceed the KPI targets, we recognize that some fall short and more work needs to be done to provide consistent and effective service to the public. Tribunals Ontario is dedicated to continuing to improve processes at these tribunals and boards to meet these targets. More information about these new KPIs is in Section 12 of this Business Plan.
On August 29, 2022, Tribunals Ontario launched the new Tribunals Ontario Contact Centre. The centre is a critical part of our front-line information system and oftentimes the first interaction that Ontarians have with Tribunals Ontario. Contact Centre Representatives perform a critical role providing information to potential applicants, status updates on files/cases, and fielding all types of general inquiries and complaints, always striving to do so with patience, empathy and compassion.
As part of Tribunals Ontario’s commitment to improve and modernize our services, we are looking to introduce more user-focused technology. We are working with our ministry partners to develop a new call centre platform that provides more client-focused features, including caller wait time announcements. This will not only provide a better caller experience but also help contact centre staff.
Tribunals across the organization have implemented plans to engage and consult with stakeholders. This has taken many forms, including participating in virtual and in-person meetings as well as requesting written feedback on proposed changes to rules and processes. Tribunals Ontario will continue to encourage and promote open dialogue with stakeholders to effectively serve the public and continually improve access to justice.
Tribunals Ontario is focused on delivering excellence in dispute resolution services. To achieve this, Tribunals Ontario will continue to pursue three main strategic directions: User Experience, Digital Modernization and People First. These strategic directions are addressed in Section 5 of this Business Plan.
Tribunals Ontario is a group of 13 adjudicative tribunals with a mandate to resolve and decide matters arising from over 60 statutes relating to safety, licensing, land, and social justice.
Tribunals Ontario will deliver administrative justice in a fair, independent, effective and efficient manner. We promote public confidence through integrity and excellence, and by being accessible, accountable and responsive.
Tribunals Ontario will optimize dispute resolution through modern, new ways of service delivery.
Tribunals Ontario is guided by the following five core values:
Publications, communications, and facilities will provide full and equitable access. Practices and procedures will be designed to promote informed and meaningful participation, and support diversity and inclusion.
High quality services are delivered consistently and with regard to value for money, resulting in a fair and accessible experience for parties, stakeholders, staff, and adjudicators.
Staff and adjudicators will act with honesty and with professionalism, exhibiting the highest standards of public service.
Proceedings will be conducted impartially, and parties will have a reasonable opportunity to be heard. Decisions will be principled and based on the facts, the applicable law, and the merits of the case.
Our actions demonstrate continued respect towards the public, our colleagues, and the law.
Tribunals Ontario is responsible for 13 constituent tribunals that fall under the Ministry of the Attorney General.
The constituent tribunals use a variety of dispute resolution methods and conduct different types of events, including formal hearings, case management conferences, pre-hearings, motion hearings and mediation sessions to resolve disputes between parties. The tribunals process files from intake to closure, which may include issuance of decisions, orders and recommendations arising from pre-hearings and mediations, settlement conferences and if required, a formal hearing.
The specific mandates for the 13 constituent tribunals are set out below.
Animal Care Review Board (ACRB) resolves disputes and conducts hearings regarding animal welfare, including hearing appeals of orders and decisions of the Chief Animal Welfare Inspector and other animal welfare inspectors. When reviewing appeals and applications, the welfare of any animal involved is the ACRB’s main priority.
Assessment Review Board (ARB) adjudicates applications and appeals on property assessments, classifications, and tax matters.
Child and Family Services Review Board (CFSRB) conducts reviews, hearings and appeals for matters affecting children, youth, and families in Ontario, including Children’s Aid Society services complaints, emergency secure treatment admissions, adoption refusals, and appeals of school board expulsions.
Custody Review Board (CRB) reviews placement decisions regarding young persons being held in detention or custody and makes recommendations to the Provincial Director regarding the placement of youth.
Fire Safety Commission (FSC) resolves disputes and conducts hearings regarding fire safety matters, including orders made by inspectors or the Fire Marshal for repairs, alterations or installations to a building, structure, or premises.
Human Rights Tribunal of Ontario (HRTO) resolves claims of discrimination and harassment brought under the Human Rights Code.
Landlord and Tenant Board (LTB) resolves disputes between residential landlords and tenants and resolves eviction applications filed by non-profit housing co-operatives. The LTB also provides information about its practices and procedures and the rights and responsibilities of landlords and tenants under the Residential Tenancies Act, 2006.
Licence Appeal Tribunal (LAT) adjudicates applications and resolves disputes concerning compensation claims and licensing activities regulated by the provincial government, including the activities of delegated administrative authorities. The LAT is comprised of two divisions: General Service (LAT-GS) and Automobile Accident Benefits Service (LAT-AABS).
Ontario Civilian Police Commission (OCPC) adjudicates applications, conducts investigations, and resolves disputes regarding the oversight and provision of policing services. This includes hearing appeals of police disciplinary decisions, conducting investigations and inquiries into the conduct of chiefs of police, police officers and members of police services boards.
Ontario Parole Board (OPB) makes parole decisions for applicants serving a sentence of less than two years in a provincial correctional institution. The OPB also decides applications for temporary absences from a correctional institution for greater than 72 hours.
Ontario Special Education Tribunals - English and French (OSETs) hear appeals from parents who have been unable to resolve disputes with school boards respecting the identification and placement of exceptional pupils.
Social Benefits Tribunal (SBT) considers appeals by applicants who have been refused social assistance and recipients of social assistance who disagree with a decision that affects the amount of, or their eligibility for, social assistance.
Tribunals Ontario remains focused on delivering a strong, accessible and modern administrative justice system. We have taken great strides to modernize and adapt many of our core services and have transformed all 13 constituent tribunals to operating online successfully.
The delivery of public services has been shifting for several years and we recognize now more than ever the strategic importance of digital modernization. Tribunals Ontario was already starting to shift dispute resolution services away from in-person proceedings. The pandemic created an urgent need to provide digital options to ensure that our tribunals continued to be accessible and available to users. Now, applicants and parties can access our services at any time and from anywhere in Ontario, and based on feedback from users, they like this change as it is easier and more convenient for them.
On August 9, 2022, the government reintroduced Ontario’s Plan to Build that would invest $4.5 million over three years to increase capacity at the LTB to resolve cases faster, address the backlog, support more efficient dispute resolution and increase housing supply and opportunity.
On September 8, 2022, the Ontario’s Plan to Build (Budget Measures), 2022 received Royal Assent. The Budget Measures postponed property tax reassessments for the 2021 to 2023 tax years, increased both the Ontario Disability Support Program (ODSP) and the Assistance for Children with Severe Disabilities Program maximum monthly amount by five per cent. Future ODSP rates will also be adjusted to inflation.
Each of the constituent tribunals at Tribunals Ontario is established by statute. The jurisdiction of those tribunals is subject to change over time as the government updates policy, regulations, and legislation to better meet the needs of the people of Ontario. Tribunals Ontario advises MAG of the potential impacts to process, resource needs and service delivery when changes to jurisdiction are identified.
As announced in the Ontario Economic Outlook and Fiscal Review, the general reassessment for the taxation years 2022 and 2023 was postponed.
On June 29, 2022, the provincial government announced the 2023 rent increase guideline is 2.5 per cent, effective January 1, 2023. The government had implemented a 1.2 per cent increase for the 2022 calendar year. This followed a rent freeze for the 2021 calendar year.
On September 8, 2022, the Ontario’s Plan to Build (Budget Measures), 2022 increased the ODSP maximum monthly amount by five per cent. Future ODSP rates will also be adjusted to inflation. This is relevant to the SBT as it hears appeals from people who have either been refused social assistance or who receive social assistance but disagree with a decision.
Tribunals Ontario continues active recruitment and onboarding efforts to increase and stabilize adjudicative resources at our tribunals. We are continuing to work with the government to appoint adjudicators to all our tribunals to adjudicate matters and meet legislated time requirements and service standards. This includes actively recruiting bilingual adjudicators to provide French-language services at hearings.
By December 19, 2022, the government had appointed 21 net new adjudicators to Tribunals Ontario and 19 existing adjudicators to a new position as well as reappointed 41 adjudicators. As of that date, Tribunals Ontario had 322 adjudicators - 136 full-time and 186 part-time. This is the most adjudicators that our 13 tribunals have ever had.
Beginning April 4, 2022, employees who have been working remotely have gradually returned to the workplace as health officials deemed it safe to do so as a result of high vaccination rates. Tribunals Ontario has successfully returned to the workplace and are operating efficiently in a hybrid model.
Tribunals Ontario is continuously examining and will make modifications to rules, practice directions and guidelines where and when necessary. Adjustments may be required to rules, practice directions and guidelines to address changes to processes or services, such as production and document exchange processes and responding to Indigenous service requests on a tribunal-specific basis.
Tribunals Ontario is focused on delivering a strong, accessible, and modern administrative justice system. We remain focused on our vision of becoming recognized as being among the best adjudicative tribunals in North America. To achieve this, Tribunals Ontario will continue to pursue three main strategic directions for the April 1, 2023 to March 31, 2026 period: User Experience, Digital Modernization and People First.
Every person who engages with the justice system should have the opportunity to be heard, and to participate in a process that is safe, fair, transparent, and timely. While every person who engages with the justice system may not agree with the final resolution, they should feel that they were served respectfully, that they understood the process, and that the experience was user-friendly. Tribunals Ontario will continue to examine our services and information on our website with an emphasis on user design.
A top priority is to ensure we have a clear strategy and measures in place to address any backlogs at tribunals and that we begin to make significant improvements and inroads in 2023. In addition, as part of our user experience strategy we will:
Tribunals Ontario continues to enhance digital literacy resources for users who may not be familiar with using technology so that everyone, regardless of their circumstances, is able to fully participate in their virtual proceedings.
Our strategy is not to simply digitize old processes for the sake of modernization, but to find new solutions that better meet the needs of Ontarians and those who access our services, including by:
The delivery of public services has been shifting for several years and we recognize now more than ever the strategic importance of digital modernization. Tribunals Ontario is now a digital organization with all our tribunals operating online successfully.
We are a digital-first service but we are not digital only. While most of our users appreciate and prefer using these new digital tools, we recognize that not everyone is able to use them, and for those users we provide alternatives to ensure that they can access our dispute resolution services in ways that better suit their needs. We plan to introduce more alternatives to continue enhancing access to justice in a user-friendly manner.
It is a high priority for Tribunals Ontario to continue to make improvements to our virtual hearings process to ensure that the hearings are accessible, user friendly and state of the art. A central element of this digital modernization will be to transition to a new case management system across all tribunals which will:
Our people first strategy is focused on our staff and adjudicator experience in the workplace with an aim to improve inclusivity and accountability from the front line to the senior leadership. We want to ensure that all staff and adjudicators have a positive experience in the workplace. Some of our priorities under this strategic direction include:
Tribunals Ontario is committed to building a diverse, dynamic, effective and respectful workplace that supports ongoing learning and development. Tribunals Ontario is actively working on our staff succession plan to address turnover and to identify and develop potential successors. Tribunals Ontario follows the OPS directives for recruitment and uses the Inclusion Lens throughout the competition process to ensure our hiring practices are fair and inclusive.
Tribunals Ontario has a full-time equivalent (FTE) allocation of 487 staff and 158 full-time adjudicator positions. The staff allocation is comprised of the following positions: Executive Management Group, Crown Counsel, Association of Law Officers of the Crown (ALOC), Management Compensation Plan (MCP), Association of Management, Administrative and Professional Crown Employees of Ontario (AMAPCEO), Ontario Public Service Employees Union (OPSEU) and Excluded. In addition to FTE allocation, Tribunals Ontario had a complement of 186 Part-time adjudicators, as of September 30, 2022.
This allocation includes the addition of 13 FTEs allocated to the LTB, in April 2022, to support faster housing creation. Tribunals Ontario does not set its own compensation levels. Management and staff are covered by the OPS Compensation Directive. Compensation for OIC appointees is set by the Treasury Board and approved by Cabinet. This is laid out in the Agencies & Appointments Directive.
Tribunals Ontario will continue to transition tribunals currently using legacy case management systems to the new case management system. Moving to the new case management system will enable:
To enhance access to justice, Tribunals Ontario has been providing accessible and user-friendly virtual hearing processes, leveraging best-in-class platforms, digital literacy tools and education for the public.
Tribunals Ontario is looking into opportunities to provide virtual hearing access terminals in other/remote locations to accommodate parties who do not have access to technology to participate in hearings and when they cannot easily get to a location where access terminals have already been set up.
Another key priority is to eliminate caseload backlogs through implementation of various strategies and measures, which includes appointing and maintaining a full complement of adjudicators and staff at each tribunal. In gearing up to deliver on this key priority Tribunals Ontario will continue to procure IT resources to ensure that staff and adjudicators have the necessary tools to be productive from day one.
Tribunals Ontario is committed to delivering fair and timely services, ensuring access to justice, and maintaining strong communications with the public and stakeholders. The Communications Unit supports the Executive Office (EO) to meet this commitment and provides a range of services and products that help the 13 tribunals to deliver on their strategic objectives and stakeholder relations.
Communication activities include strategic communications planning, internal communications, media relations, issues management, website content development, and supporting tribunal initiatives and stakeholder engagement activities. These services help Tribunals Ontario provide the public and stakeholders with the information relevant to them in a clear and transparent manner.
Tribunals Ontario has a broad communications plan and strategy that aims to:
As Tribunals Ontario continues to pursue a digital-first strategy, strategic communications plans focus on using digital communications tools to inform and engage with service users, stakeholders, and the public. The Tribunals Ontario website is typically the first point of access for information for our users, and communication products posted on our website will continue to be developed with accessibility, transparency, and equity in mind. To ensure compliance with our FLS policy, all public facing communication is available in French and English at the same time.
As the organization continues with a hybrid working model where staff and adjudicators work in the office and remotely, there is a greater dependence on a robust internal communications strategy to inform staff and adjudicators of operational and strategic changes. This strategy aims to provide an ongoing, clear, and consistent exchange of information with staff and adjudicators, whether those engagements are virtual or in-person.
Internal communications tools and products that will continue to be utilized include:
Tribunals Ontario is committed to proactively engaging with a variety of stakeholders on a regular basis to share tribunal updates and information regarding changes to operational processes, and to give stakeholders an opportunity to provide feedback on these operational changes. By engaging with stakeholders, tribunals can better understand the impacts of operational changes and identify opportunities to improve service delivery that meets the needs of those who access our services. To support this practice, Tribunals Ontario is working to implement an enhanced stakeholder engagement strategy to create a more consistent approach to stakeholder communications and engagement across all constituent tribunals. Tribunals Ontario continues to use online tools such as Zoom to conduct virtual stakeholder sessions as it allows tribunals to expand their stakeholder connections and is easy and convenient for participants. In-person meetings will also be scheduled where appropriate and feasible.
Tribunals Ontario’s Public Consultation Policy outlines how and when feedback is obtained from stakeholders and members of the public when we’re considering revisions to rules or policies. When public and stakeholder consultations are held, Tribunals Ontario will post a notice on the website, notify stakeholders by email, and post materials for consultation on a dedicated webpage. In most cases, tribunals will share a summary document of feedback received and finalized materials with stakeholders via email and post these documents on the dedicated webpage.
In addition to tribunal engagement sessions and consultations, the Executive Chair, Associate Chairs, Senior Management and Legal Counsel regularly connect with stakeholder groups by participating in virtual speaking engagements. Tribunals Ontario remains committed to having ongoing engagement with our stakeholders with a goal to ensure that our services and processes meet stakeholder and user needs.
The Tribunals Ontario website is an important communications channel to relay information to the public and stakeholders. The site provides up-to-date, accessible, and easy to understand information for the organization and all 13 tribunals. This ensures the public, self-represented parties and stakeholders understand and can easily access the relevant information they need to access services. As required by the Accessibility for Ontarians with Disabilities Act (AODA), Tribunals Ontario’s website is AODA compliant and compliant with the Web Content Accessibility Guidelines AA Standards.
Tribunals Ontario is working to provide more online services aligned with our digital-first approach. New digital tools were launched in 2021, including Navigate Tribunals Ontario and the Tribunals Ontario Portal, at the LTB.
Navigate Tribunals Ontario is an information tool that provides simple, accurate, and plain language information to users through guided paths. It empowers users with tailored information about their rights and options to help them manage their dispute.
The Tribunals Ontario Portal is a case management system that allows users to take a more active role in their case as it progresses through the tribunal’s process, providing timely, efficient and more accessible dispute resolution services to the people of Ontario.
Throughout 2022, Tribunals Ontario has been working to enhance the portal with more online forms and features to work towards full implementation at the LTB in early 2023. Over the next years, Tribunals Ontario will expand and implement these tools at more tribunals.
Tribunals Ontario is committed to responding to media inquiries effectively, accurately and in a timely manner.
Tribunals Ontario will continue to share hearing details with reporters and media outlets who have shown interest in particular cases. This will help promote and maintain positive working relationships with journalists.
Tribunals Ontario has continued to facilitate Media 101 training sessions with staff and adjudicators to ensure they understand the organization’s role in media relations and what they should do if they are contacted by a member of the media.
Tribunals Ontario is committed to and is actively taking deliberate action to help foster and sustain a safe and respectful workplace – one that is inclusive, diverse, equitable, anti-racist, accessible and free from harassment and discrimination. Tribunals Ontario is working to identify, prevent and remove barriers to ensure the organization achieves the best outcomes for employees and the people who access our services.
Tribunals Ontario’s Diversity and Inclusion Committee, which was created in May 2021, has worked to develop initiatives to address Tribunals Ontario’s commitments. In June 2021, Tribunals Ontario developed an Anti-Racism Action plan which received positive feedback from the government’s Anti-Racism Directorate, validating Tribunals Ontario’s plan and efforts towards building anti-racism competency and capacity within the organization. The plan was updated in May 2022 to ensure continued commitment to and achievement of Tribunals Ontario’s goals. In 2023 the Committee will leverage the feedback gained from grassroots engagement sessions with staff and adjudicators to build a renewed and updated diversity and inclusion strategy for the organization.
Tribunals Ontario believes that the foundations of building a more diverse, equitable and inclusive workplace requires a commitment to continuous learning and promoting awareness and knowledge of anti-racist leadership competencies.
The organization has committed to strengthening these competencies through the following educational opportunities:
Tribunals Ontario undertook internal employee and adjudicator engagement sessions in summer 2022 to better understand the experiences and barriers faced within Tribunals Ontario and sought input on steps we can take to move forward. The results of these conversations will be critical to informing our go forward D&I strategy – which we intend to continue to evolve and grow – and ensure that our actions are responsive and effective in identifying and addressing systemic barriers.
Tribunals Ontario is also committed to creating “safe spaces” within the organization for individuals to go to for support if they are experiencing issues. As a first step, Tribunals Ontario worked with the OPS Pride Network to provide training and have over 120 full-fledged Positive Space Champions at Tribunals Ontario. These sessions aim to increase awareness of the sexual and gender diversity that exists in the OPS community and help make workspaces an LGBTQ+ inclusive, welcoming and supportive environment.
Tribunals Ontario continues to work towards our commitment to build a diverse, equitable and inclusive workforce that embeds barrier-free hiring policies, processes, and services within the organization. As part of this commitment, Tribunals Ontario established an internal employee engagement committee that supports the well-being of the workforce and aims to remove potential systematic barriers to career progression.
Tribunals Ontario also ensures that interviews are conducted using consistent, structured, and objective criteria and processes. Adoption of the Ontario Public Service inclusion lens and the use of diversity and inclusion volunteer panel members helps to reduce potential bias that may be inherent during various stages of recruitment.
Currently, Tribunals Ontario is developing a succession planning framework to identify and develop future leaders in the organization and prepare high-potential employees for career advancement .As part of this initiative, attention will be given to identifying potential successors from underrepresented groups.
Tribunals Ontario is committed to treating all people in a way that allows them to maintain their dignity and independence. Tribunals Ontario believes in integration and equal opportunity. We are committed to meeting the needs of people with disabilities in a timely manner and will do so by preventing and removing barriers to accessibility and meeting accessibility requirements under the AODA. As an organization comprised of 13 adjudicative tribunals, Tribunals Ontario will provide accommodation while maintaining impartiality and adjudicative independence.
The 2020-2023 Tribunals Ontario Multi-Year Accessibility Plan (MYAP) is organized around the following standards and general requirements under AODA:
As outlined in the MYAP, Tribunals Ontario will focus on ensuring that our services are accessible. That means:
In establishing and maintaining our MYAP, Tribunals Ontario commits to auditing our current policies and practices, built environment, procurement processes, employment practices, and any proposed new website development to ensure that they meet the requirements of the AODA and its Integrated Accessibility Standards Regulation. Any potential or noted breaches will be identified and remedied.
Tribunals Ontario provides training to employees and adjudicators on Ontario’s accessibility laws and on the Ontario Human Rights Code as it relates to people with disabilities. Training is provided in a way that best suits the duties of employees and adjudicators.
Tribunals Ontario is developing our 2023-2025 MYAP to align with the Ontario Public Service’s 2022-2025 MYAP. While continuing with the focus of the 2020-2023 MYAP, the new plan will focus on reducing accessibility barriers in the following key areas:
Tribunals Ontario’s budget reflects the overall operational costs including the operational costs for the LAT– Automobile Accident Benefits Service (LAT-AABS) which are fully recoverable from the insurance industry.
Below is Tribunals Ontario 2022-23 fiscal year budget and forecast.
| Fiscal Year 2022-23 | |||
| Operating Budget | 2022-23 Budget Allocation | 2022-23 Q2 Forecast | Variance Surplus (Pressures) |
|---|---|---|---|
| Salaries and Wages | |||
| Salaries and Wages | $51,410,600 | $55,242,814 | $(3,832,214) |
| Benefits | $6,487,300 | $8,010,208 | $(1,522,908) |
| Other Direct Operating Expense (ODOE) | |||
| Transportation & Communications | $2,661,200 | $1,725,653 | $935,547 |
| Services | $20,021,400 | $26,739,939 | $(6,718,539) |
| Supplies & Equipment | $556,800 | $237,102 | $319,698 |
| Sub-total Operating | $81,137,300 | $91,955,716 | $(10,818,416) |
| Recoveries | $(457,300) | $(343,000) | $(114,300) |
| Total Operating | $80,680,000 | $91,612,716 | $(10,932,716) |
| Revenue | 2022-23 Budget Allocation | 2022-23 Q2 Forecast | Variance |
| Filing Fees and Sales* | $20,864,700 | $14,861,200 | $6,003,500 |
| Reimbursement of Expenditure LAT-AABS | $14,493,100 | $17,283,200 | $(2,790,100) |
Note: *ARB Assessment Year deferred resulting in a decrease in revenue for fiscal year 2022-23.
Below is Tribunals Ontario’s budget for fiscal years 2023-24 to 2024-26.
| Fiscal Years 2023-24 to 2025-26 | |||
| Operating Budget | 2023-24* Budget Allocation |
2024-25 Budget Allocation |
2025-26 Budget Allocation |
|---|---|---|---|
| Salaries and Wages | $51,711,400 | $51,533,800 | $51,533,800 |
| Benefits | $6,520,000 | $6,473,300 | $6,473,300 |
| Other Direct Operating Expense (ODOE) | |||
| Transportation & Communications | $2,659,400 | $2,650,400 | $2,650,400 |
| Services | $16,879,700 | $10,447,900 | $10,447,900 |
| Supplies & Equipment | $552,500 | $542,600 | $542,600 |
| Sub-total Operating | $78,323,000 | $71,648,000 | $71,648,000 |
| Recoveries | $(457,300) | $(457,300) | $(457,300) |
| Total Operating | $77,865,700 | $71,190,700 | $71,190,700 |
| Revenue | 2023-24 Budget Allocation |
2024-25 Budget Allocation |
2025-26 Budget Allocation |
| Filing Fees and Sales | $14,531,800 | $14,531,800 | $14,531,800 |
| Reimbursement of Expenditure LAT-AABS | $17,283,200 | $17,283,200 | $17,283,200 |
Notes: *For fiscal years 2020-21 to 2023-24 Tribunals Ontario received additional funding in Services from the Ontario Onwards Acceleration Funding for the implementation of a new Case Management System.
Effective April 1, 2022, Tribunals Ontario began tracking the performance of our tribunals against six new Key Performance Indicators (KPIs):
These KPIs were selected to help us better monitor key organizational priorities and objectives, which include ensuring that disputes are resolved efficiently, effectively, and fairly, that we have user-friendly, navigable processes and that our services are accessible to all users. To ensure openness and transparency, KPIs will be reported on a quarterly basis and published through updates on our website. We will also include these KPIs in the annual report.
This is the first set of KPIs established at the Tribunals Ontario level, and we expect that over time, they will help us better understand how we are doing across all tribunals. We feel that it is important that we have a single set of measures in place for Tribunals Ontario and that we track and monitor performance in a consistent way.
The development of these KPIs is an iterative process. We wanted to start out with a small group of KPIs at the outset. We anticipate that over time, we will introduce other measures, such as a measure related to French language services . In addition, our tribunals have begun engaging their stakeholders to seek feedback on their KPIs and performance targets. This input will help ensure that the KPIs remain relevant and help to inspire continuous improvement at all our constituent tribunals.
Tribunals Ontario recognizes that some tribunals and boards have experienced challenges that have caused them to fall short of meeting their service targets. Some of the broader challenges that have contributed to service delays include outdated case management systems, less than a full complement of adjudicators combined with the unprecedented challenges of the pandemic that have continued to affect many key areas. For instance, at the LTB, the 5-month moratorium on hearings and evictions in 2020 resulted in a significant increase in the LTB’s active caseload. Efforts have been underway since that time to catch up.
Addressing the factors that contribute to the delays and backlogs is a top priority for Tribunals Ontario. Over the past fiscal year, the tribunals and boards experiencing service delays have continued to implement strategies to improve services by increasing the number of adjudicators and enhancing the efficiency of caseload management. These plans include an aggressive recruitment framework to ensure recommendations to renew or fill vacant adjudicator positions are processed in a timely manner, robust training plans for new adjudicators, and procedure reviews to identify and implement efficiencies with respect to application processing, scheduling hearings and issuing orders.
The first chart below is a roll up of all 13 tribunals’ KPIs. The Tribunals Ontario-wide KPIs were calculated by taking an evenly weighted average across all tribunals that are reporting on that KPI (e.g., if 13 tribunals report on the KPI, then the weight would be 7.69% per tribunal). In certain situations, tribunals may not be added to the weighted average; specifically, if they did not receive a case in the time period being reported (noted as N/A) and/or if there are technical limitations with providing the data (noted as TBD). The table below shows how Tribunals Ontario is doing as an organization. Following the Tribunals Ontario table, we have similar tables for each of our tribunals.
| Tribunals Ontario (Roll up of all 13 tribunals) | Actuals Q1 & Q2 (2022-23) | Target | ||
|---|---|---|---|---|
| Key Performance Indicators | # | % | 2022-23 | 2023-24 2024-25 2025-26 |
| Volume of in-person, electronic and written hearing events held by Tribunals Ontario (total)* | 30,781 | |||
| In-Person Hearing Events** | 25 | |||
| Electronic Hearing Events | 29,423 | |||
| Written Hearing Events | 1,333 | |||
| Number of eligible accommodation requests granted (in whole or in-part) by Tribunals Ontario | 310 | |||
| Percentage that Tribunals Ontario meets their hearing event date scheduling target*** | - | 87% | 80% | 80% |
| Percentage that Tribunals Ontario meets their decision issuance standard**** | - | 90% | 80% | 80% |
| Percentage of cases within the case lifecycle for Tribunals Ontario***** | - | 70% | 80% | 80% |
| Percentage of cases that are resolved through alternative dispute resolution (in whole or in-part) within Tribunals Ontario****** | - | 51% | TBD | TBD |
* Hearing events refer to an event where an adjudicator has or can adjudicate a decision/order (such as a hearing, motion, case conference but does not include mediation or any other form of alternative dispute resolution).
** Tribunals Ontario resumed holding in-person events in June 2022, in cases where an accommodation request had been granted.
*** The hearing event date scheduling target KPI refers to the scheduling of the first hearing event within the respective tribunals service standards, which is based on the application/appeal receipt date to the scheduling of a first hearing event.
**** The decision issuance standard KPI refers to the percentage that tribunals meet their decision issuance service standards, which is based on the conclusion of a hearing to the decision/order issuance date.
***** The percentage of cases within the case lifecycle KPI refers to the active cases in the case lifecycle within the respective tribunals service standards. The case lifecycle refers to the time it takes a case to go from application/appeal receipt date to the date the case is fully closed (i.e., the disposition date).
****** The percentage of cases that are resolved through alternative dispute resolution KPI refers to the cases that were resolved by mediation, early resolution or dispute resolution used by tribunals.
| Animal Care Review Board (ACRB) | Actuals Q1 & Q2 (2022-23) | Target | ||
|---|---|---|---|---|
| Key Performance Indicators | # | % | 2022-23 | 2023-24 2024-25 2025-26 |
| Volume of in-person, electronic and written hearing events held at the ACRB | ||||
| In-Person Hearing Events | 0 | |||
| Electronic Hearing Events | 58 | |||
| Written Hearing Events | 2 | |||
| Number of eligible accommodation requests granted (in whole or in-part) by ACRB | N/A | |||
| Percentage of hearings scheduled within five business days after the receipt of a completed appeal | - | 100% | 95% | 95% |
| Decisions issued within 60 calendar days from the conclusion of a hearing | - | 86% | 80% | 80% |
| Percentage of cases within the three-month case lifecycle for ACRB | - | 82% | 80% | 80% |
| Percentage of cases resolved through alternative dispute resolution (in whole or in-part) within the ACRB | - | 45% | TBD | TBD |
| Assessment Review Board (ARB) | Actuals Q1 & Q2 (2022-23) | Target | ||
|---|---|---|---|---|
| Key Performance Indicators | # | % | 2022-23 | 2023-24 2024-25 2025-26 |
| Volume of in-person, electronic and written hearing events held at the ARB | ||||
| In-Person Hearing Events | 0 | |||
| Electronic Hearing Events | 418 | |||
| Written Hearing Events | 18 | |||
| Number of eligible accommodation requests granted (in whole or in-part) by ARB | N/A | |||
| Percentage that the hearing event month is assigned within 90 days of a perfected appeal | - | 100% | 85% | 85% |
| Decisions issued within 60 calendar days from the conclusion of a hearing | - | 99% | 85% | 85% |
| Percentage of summary appeals within 40 weeks following the commencement date for ARB | - | 88% | 85% | 85% |
| Percentage of general appeals within 135 weeks following the commencement date for ARB | - | 88% | 85% | 85% |
| Child and Family Services Review Board (CFSRB) | Actuals Q1 & Q2 (2022-23) | Target | ||
|---|---|---|---|---|
| Key Performance Indicators | # | % | 2022-23 | 2023-24 2024-25 2025-26 |
| Volume of in-person, electronic and written hearing events held at the CFSRB | ||||
| In-Person Hearing Events | 0 | |||
| Electronic Hearing Events | 25 | |||
| Written Hearing Events | 18 | |||
| Number of eligible accommodation requests granted (in whole or in-part) by CFSRB | 3 | |||
| Percentage of hearings scheduled within 60 calendar days from the eligibility date of their applications | - | 93% | 80% | 80% |
| Decisions issued within 45 calendar days from the conclusion of a hearing | - | 100% | 80% | 80% |
| Percentage of cases within the seven-month calendar days case lifecycle for CFSRB | - | 100% | 80% | 80% |
| Percentage of cases that are resolved through alternative dispute resolution (in whole or in-part) within the CFSRB | - | 52% | TBD | TBD |
| Custody Review Board (CRB) | Actuals Q1 & Q2 (2022-23) | Target | ||
|---|---|---|---|---|
| Key Performance Indicators | # | % | 2022-23 | 2023-24 2024-25 2025-26 |
| Volume of in-person, electronic and written hearing events held at the CRB | ||||
| In-Person Hearing Events | 0 | |||
| Electronic Hearing Events | 40 | |||
| Written Hearing Events | 0 | |||
| Number of eligible accommodation requests granted (in whole or in-part) by the CRB | N/A | |||
| Recommendations issued within 30 calendar days from the conclusion of a hearing | 25 | 100% | 100% | 100% |
| Percentage of cases within the 30-day case lifecycle for CRB | - | 100% | 100% | 100% |
| Fire Safety Commission (FSC) | Actuals Q1 & Q2 (2022-23) | Target | ||
|---|---|---|---|---|
| Key Performance Indicators | # | % | 2022-23 | 2023-24 2024-25 2025-26 |
| Volume of in-person, electronic and written hearing events held at the FSC | ||||
| In-Person Hearing Events | 0 | |||
| Electronic Hearing Events | 36 | |||
| Written Hearing Events | 2 | |||
| Number of eligible accommodation requests granted (in whole or in-part) by the FSC | 1 | |||
| Percentage of hearings scheduled within 60 calendar days of receipt of a completed appeal | - | 98% | 80% | 80% |
| Decisions issued within 60 calendar days from the conclusion of a hearing | - | 100% | 80% | 80% |
| Percentage of cases within the six-month case lifecycle for FSC | - | 71% | 80% | 80% |
| Percentage of cases resolved through alternative dispute resolution (in whole or in-part) within the FSC | - | 78% | TBD | TBD |
| Human Rights Tribunal of Ontario (HRTO) | Actuals Q1 & Q2 (2022-23) | Target | ||
|---|---|---|---|---|
| Key Performance Indicators | # | % | 2022-23 | 2023-24 2024-25 2025-26 |
| Volume of in-person, electronic and written hearing events held at the HRTO | ||||
| In-Person Hearing Events | 8 | |||
| Electronic Hearing Events | 905 | |||
| Written Hearing Events | TBD* | |||
| Number of eligible accommodation requests granted (in whole or in-part) by the HRTO | 24 | |||
| Percentage of hearings scheduled within 180 calendar days from the date the application is ready to proceed to a hearing | - | TBD** | 70% | 70% |
| Percentage of mediations scheduled within 150 calendar days from the date the parties agreed to mediation | - | 94% | 70% | 70% |
| Decisions issued within 6 months from the conclusion of a hearing | - | 62% | 70% | 70% |
| Percentage of cases within the 18-month case lifecycle for HRTO | - | 46% | 70% | 70% |
| Percentage of cases that are resolved through alternative dispute resolution (in whole or in-part) within the HRTO | - | 57% | TBD | TBD |
Notes:
*Due to limitations with the tribunal’s case management system, the HRTO is unable to report on the Written Hearing Events, but is looking to future enhancements that will enable reporting.
**The HRTO is unable to report on the percentage of hearings scheduled KPI for this fiscal year due to data integrity issues from their case management system. Solutions are being examined to ensure this KPI can be reported on in the future.
| Landlord and Tenant Board (LTB) | Actuals Q1 & Q2 (2022-23) | Target | ||
|---|---|---|---|---|
| Key Performance Indicators | # | % | 2022-23 | 2023-24 2024-25 2025-26 |
| Volume of in-person, electronic and written hearing events held at the LTB | ||||
| In-Person Hearing Events | 3 | |||
| Electronic Hearing Events | 18,146 | |||
| Written Hearing Events | 236 | |||
| Number of eligible accommodation requests granted (in whole or in-part) by the LTB | 262 | |||
| Percentage of hearings scheduled within 50 calendar days for L1 and L9 applications and 55 calendar days for all other applications except for L5’s and A4’s from the application receipt date. | - | TBD | 80% | 80% |
| Decision issued 20 calendar days for L1 and L9 applications from the conclusion of the final hearing event. | - | TBD | 80% | 80% |
| Decisions issued 35 calendar days for all other applications except for L5’s and A4’s from the conclusion of the final hearing event. | - | TBD | 80% | 80% |
| Percentage of cases within the 90 calendar days case lifecycle for all applications except for L5’s and A4’s for the LTB. | - | 36% | 80% | 80% |
| Percentage of cases that are resolved through alternative dispute resolution (in whole or in-part) within the LTB. | - | TBD | TBD | TBD |
Notes:
| Licence Appeal Tribunal (LAT) | Actuals Q1 & Q2 (2022-23) | Target | ||
|---|---|---|---|---|
| Key Performance Indicators | # | % | 2022-23 | 2023-24 2024-25 2025-26 |
| Volume of in-person, electronic and written hearing events held at the LAT | ||||
| In-Person Hearing Events | 0 | |||
| Electronic Hearing Events | 5,128 | |||
| Written Hearing Events | 311 | |||
| Number of eligible accommodation requests granted (in whole or in-part) by the LAT | 5 | |||
| Percentage that the first hearing event (i.e., a case conference) is scheduled within 60 calendar days for the LAT-GS and 90 calendar days for the LAT-AABS from the receipt of a completed appeal / application | - | 92% | 80% | 80% |
| Decisions* issued within 90 calendar days from the conclusion of a hearing | - | 64% | 80% | 80% |
| Percentage of cases within the 12-month case lifecycle for LAT | - | 69% | 80% | 80% |
| Percentage of cases that are resolved through alternative dispute resolution (in whole or in-part) within the LAT | - | 45% | 80% | 80% |
Note: *LAT’s Decision Issuance Key Performance Indicator (KPI) does not include case conference reports and orders, motion orders, or adjournment orders, which account for over 90% of total decisions. The inclusion of these decisions will be re-examined for a future iteration of the Tribunals Ontario KPI development.
| Ontario Civilian Police Commission (OCPC) | Actuals Q1 & Q2 (2022-23) | Target | ||
|---|---|---|---|---|
| Key Performance Indicators | # | % | 2022-23 | 2023-24 2024-25 2025-26 |
| Volume of in-person, electronic and written hearing events held at the OCPC | ||||
| In-Person Hearing Events | 0 | |||
| Electronic Hearing Events | 11 | |||
| Written Hearing Events | 1 | |||
| Number of eligible accommodation requests granted (in whole or in-part) by the OCPC | N/A | |||
| Percentage of hearings scheduled within 90 calendar days from the receipt of an application / appeal | - | 81% | 80% | 80% |
| Decisions issued within 90 calendar days from the conclusion of a hearing | - | N/A | 80% | 80% |
| Percentage of cases within the 12-month (365 calendar days) case lifecycle for OCPC | - | 63% | 80% | 80% |
| Ontario Parole Board (OPB) | Actuals Q1 & Q2 (2022-23) | Target | ||
|---|---|---|---|---|
| Key Performance Indicators | # | % | 2022-23 | 2023-24 2024-25 2025-26 |
| Volume of in-person, electronic and written hearing events held at the OPB | ||||
| In-Person Hearing Events | 1 | |||
| Electronic Hearing Events | 571 | |||
| Written Hearing Events | 733 | |||
| Number of eligible accommodation requests granted (in whole or in-part) by the OPB | 3 | |||
| Percentage of hearings scheduled prior to parole eligibility date | - | 100% | 80% | 80% |
| Decisions issued by parole eligibility date | - | 100% | 80% | 80% |
| Ontario Special Education Tribunals (English and French) | Actuals Q1 & Q2 (2022-23) | Target | ||
|---|---|---|---|---|
| Key Performance Indicators | # | % | 2022-23 | 2023-24 2024-25 2025-26 |
| Volume of in-person, electronic and written hearing events held at the OSETs | ||||
| In-Person Hearing Events | 0 | |||
| Electronic Hearing Events | 0 | |||
| Written Hearing Events | 0 | |||
| Number of eligible accommodation requests granted (in whole or in-part) by the OSETs | 0 | |||
| Percentage of hearings scheduled within 60 calendar days from the eligibility date of an application | - | - | 80% | 80% |
| Decisions issued 60 calendar days from the conclusion of a hearing | - | - | 80% | 80% |
| Percentage of cases within seven-month case lifecycle for the OSETs | - | - | 80% | 80% |
| Percentage of cases that are resolved through alternative dispute resolution (in whole or in-part) within the OSETs | - | - | TBD | TBD |
| Social Benefits Tribunal (SBT) | Actuals Q1 & Q2 (2022-23) | Target | ||
|---|---|---|---|---|
| Key Performance Indicators | # | % | 2022-23 | 2023-24 2024-25 2025-26 |
| Volume of in-person, electronic and written hearing events held at the SBT | ||||
| In-Person Hearing Events | 13 | |||
| Electronic Hearing Events | 4,085 | |||
| Written Hearing Events | 11 | |||
| Number of eligible accommodation requests granted (in whole or in-part) by the SBT | 12 | |||
| Percentage of hearings scheduled within 60 calendar days after receipt of the appeal | - | 30% | 80% | 80% |
| Decisions issued within 60 calendar days from the conclusion of a hearing | - | 99% | 90% | 90% |
| Percentage of cases within the 300 calendar days case lifecycle for SBT | - | 47% | 70% | 70% |
| Percentage of cases that are resolved through alternative dispute resolution (in whole or in-part) within the SBT | - | 27% | TBD | TBD |