Tribunals Ontario
2024-25 Annual Report

(Disponible en français)

Mailing Address:
15 Grosvenor Street, Ground Floor
Toronto ON M7A 2G6

ISBN 978-1-4868-8848-1
© King's Printer for Ontario, 2025

June 30, 2025

Dear Attorney General Doug Downey

Re: Tribunals Ontario 2024-25 Annual Report

On behalf of Tribunals Ontario, it is our pleasure to present to you our 2024-2025 Annual Report. This report reflects the agency's accomplishments for the fiscal year ending March 31, 2025.

Our Tribunals Ontario 2024-2025 Annual Report provides a snapshot of our ongoing modernization journey and the key operational highlights across our constituent tribunals.

We are pleased to report that the vast majority of our tribunals continued to meet or exceed all their respective service targets in the past fiscal year. Our focus remains on sustaining the significant progress made in improving service timelines to eliminate the backlogs at the Landlord and Tenant Board and the Human Rights Tribunal of Ontario.

We look forward to continuing to work with you and your ministry in the coming year.

Yours sincerely,

Sean Weir, KC
Executive Chair
Tribunals Ontario

Harry Gousopoulos
Executive Director
Tribunals Ontario

Executive Chair's Message

During the 2024-2025 fiscal period, Tribunals Ontario continued to enhance the efficiency and accessibility of our services with a focus on improving service timelines and eliminating backlogs. We continue to make significant progress in these areas.

Since 2023, we have improved services at the Licence Appeal Tribunal (LAT) and Social Benefits Tribunal (SBT), successfully eliminating backlogs at both tribunals. We are pleased that users can once again rely on timely and efficient service from these tribunals. With no backlogs at 11 of our 13 tribunals, our top priority remained achieving the same results at the Landlord and Tenant Board (LTB) and the Human Rights Tribunal of Ontario (HRTO).

This fiscal year, both the LTB and HRTO made significant progress in reducing their active case count while facing significant increases in application intake. Despite a record-high application intake in 2024, the LTB decreased its active caseload by 26% from its peak in December 2023, while scheduling the highest number of hearings and resolving more cases in one year than ever before.

The HRTO has also successfully reduced its caseload by 13% from its peak in February 2023, even with an increase in application intake of approximately 22% during the last fiscal year.

To achieve this, we implemented numerous measures to address service delays and handle the increased workload arising from increased application intake and file complexity. These measures included a continued emphasis on adjudicator recruitment and training, hiring additional support staff, upgrading technology, and, implementing operational changes to encourage alternative dispute resolution, and more. These initiatives helped move cases through the process to resolution faster and more efficiently. With a renewed focus and a great team working to reduce the backlogs, I believe that we are on track to position our tribunals with minimal or possibly no backlogs by the end of the 2025-2026 fiscal year.

Since 2020, we have continued to modernize, build on, and sustain our digital-first strategy to provide a variety of convenient and accessible digital options and services that Ontarians have come to expect. Having held more than 300,000 virtual hearings, along with providing a range of convenient and user-friendly online filing options, Tribunals Ontario has become a leader in successfully administering modernized digital services.

I'd also like to acknowledge our improvements in reducing call wait times. The Tribunals Ontario Contact Centre is busy, having received 294,112 calls in the last fiscal year. Looking back, a few years ago, the average wait time for those calling the Contact Centre was about 45 minutes. Using new technology and through recruitment and training, we have reduced the current average wait time to about five to seven minutes. This new technology has enabled us to deploy our contact centre staff more efficiently, and the incredible wait time improvement means better service for the callers and the public.

Reaching a full complement of adjudicators has been one of my top priorities since I joined Tribunals Ontario in 2020. Having almost doubled our adjudicator complement from 206 when I started to 409 today, we have effectively achieved this goal and remain focused on working to sustain the number of appointments.

Reflecting on the progress made this past fiscal year, our strong resolve and dedication to modernization will continue to bring us closer to our mission and goal of becoming one of the best tribunals in North America.

Sincerely,

Sean Weir, KC
Executive Chair

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Executive Director's Message

Throughout the past fiscal year, we have remained committed to continuously improving our services, with a strong focus on optimizing the user experience. This means delivering timely services, ensuring simple and navigable processes, equipping our staff with tools and training that meet user needs, and actively engaging with users to integrate their feedback.

Our strategy involves more than listening to users; it means taking tangible steps to improve their experience at the various touchpoints they have with us, such as our website, contact centre and hearings. It also means providing clear and simple information to help them navigate tribunal processes with ease, as well as letting them know what to expect at various stages of their application process.

On this front, we took a significant step forward in November 2024 with the launch of the new, modernized Tribunals Ontario website. The new website provides a simple, more intuitive, consistent, and seamless online experience, which prioritizes user needs by making it easier to find key information. We also added more digital resources and began providing clearer information regarding service timelines to empower users and help them know what to expect in the tribunal process. In addition, we continued to publish Key Performance Indicators for all our tribunals as part of our ongoing commitment to transparency and openness, continuous improvement and to ensure that the services we provide meet the needs of our users.

Although each tribunal's process will differ based on its unique legislative rules, the overall goal remains consistency and transparency at the organizational level, to ensure a single set of measures are in place for the organization and its tribunals to track and monitor performance in a consistent way. At the same time, by setting service timelines, we are providing meaningful information tailored to the needs of the tribunal user and setting clear, tangible expectations for them in the tribunal process.

Our commitment to continuous improvement is reflected in the number of "Lean" projects that we have implemented, focused on creating value for our users while minimizing waste. We made progress on our vision this past year through Lean initiatives aimed at streamlining and optimizing business processes at the SBT and Access to Records and Information Units, with more on the horizon for the next fiscal year. Under the new Tribunals Ontario Lean Program and with the support of ongoing training opportunities, these projects are addressing process redundancies, simplifying procedures, and improving efficiency with tangible results. We have also established a dedicated cross-tribunal team to further the understanding of the best user design principles. This initiative is aimed at developing a user-focused mindset in every facet of our operations.

People are the cornerstone of any organization, playing a crucial role in its success and growth. We continued to work toward making Tribunals Ontario an employer of choice by infusing our workplace culture with numerous initiatives aimed at fostering connections and engagement, such as the "Day in the Life" series and corporate welcome sessions. Transparent communication from leadership and direct engagement with our teams through events such as regular town halls and in-person discussion sessions remain central to our approach.

We also continue to invest in our employees' growth through programs such as mental health workshops and a renewed focus on training. Our succession planning framework, reverse job shadowing program, and expanded in-house coaching program for emerging leaders ensure that our people are well-supported for growth and development. Ultimately, our philosophy is simple: the better our people feel valued and engaged, the better our service output and organizational success.

These initiatives, from digital resources and Lean process improvements to robust employee engagement and development programs, underscore our commitment to building both a user-focused organization and an exceptional workplace. We will continue to evolve these strategies so that every interaction, internal and external, reflects our core values of accountability, excellence, inclusion, integrity, and respect.

Sincerely,

Harry Gousopoulos
Executive Director

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About Tribunals Ontario

In 2024-2025, Tribunals Ontario was responsible for 13 boards and tribunals that fall under the Ministry of the Attorney General (MAG):

• Animal Care Review Board (ACRB)
• Assessment Review Board (ARB)
• Child and Family Services Review Board (CFSRB)
• Custody Review Board (CRB)
• Fire Safety Commission (FSC)
• Human Rights Tribunal of Ontario (HRTO)
• Landlord and Tenant Board (LTB)
• Licence Appeal Tribunal (LAT)
• Ontario Civilian Police Commission (OCPC)
• Ontario Parole Board (OPB)
• Ontario Special Education Tribunals – English and French (OSETs)
• Social Benefits Tribunal (SBT)

The tribunals hold proceedings and promote the early resolution of a multitude of matters using a variety of dispute resolution methods. 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.

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Organizational Structure

Tribunals Ontario is led by an Executive Chair and an Executive Director.

The Executive Chair is accountable to the Minister (Attorney General) for the performance of Tribunals Ontario in fulfilling its mandate. While under the leadership of the Executive Chair, each tribunal maintains its legislative mandate and remains independent in its decision-making. However, all tribunals benefit from the coordination and sharing of resources, expertise, best practices, processes, and administrative and professional development support.

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.

Tribunals Ontario has a full-time staff and Order-in-Council (OIC) total of 758 as outlined below.

Tribunals Ontario Staff and Adjudicators

Notes:

*For reporting purposes, the Executive Office includes staff supporting ministry liaison, access to records, professional development and training, and public appointments.

**See Appendix A for a full list of OICs.

Tribunals Ontario Appointees

In 2024-2025, Tribunals Ontario continued its active recruitment and onboarding efforts to increase and stabilize adjudicative resources at our constituent tribunals. Recruiting and onboarding new adjudicators and developing and training existing adjudicators have remained top priorities for the organization over the past year to sustain and improve service delivery and reduce the backlogs at the LTB and HRTO.

As required by the Adjudicative Tribunals Accountability, Governance and Appointments Act, 2009, and to ensure skilled and qualified individuals are identified, Tribunals Ontario employs a rigorous, competitive, and merit-based selection process for the appointment of adjudicators. Recommendations for new appointments and reappointments are made by the Executive Chair to the Attorney General of Ontario.

Candidates undergo a conflict of interest and criminal background check and may be selected to appear for a review before members of the Standing Committee on Government Agencies. The appointment process may take up to six months or longer.

Appointments are made by the Lieutenant Governor in Council and only those candidates who have been recommended by the Executive Chair may be appointed as an adjudicator to a Tribunals Ontario constituent tribunal. Once approved, the Lieutenant Governor signs an Order-in-Council appointing an individual as an adjudicator to a Tribunals Ontario tribunal. From the time an adjudicator is appointed, it takes, on average, about six months for the adjudicator to complete their onboarding and training before they can take on a full schedule of hearings and other adjudicative matters.

Between April 1, 2024, and March 31, 2025, Tribunals Ontario received 4,053 adjudicator applications, conducted 241 interviews, and worked with the Ontario government to appoint or reappoint 205 adjudicators. As of March 31, 2025, Tribunals Ontario had 179 full-time and 238 part-time adjudicators. Tribunals Ontario will continue to work with the Ontario government to achieve and maintain a full complement of adjudicators.

Tribunals Ontario has cross-appointed some adjudicators to two or more of its constituent tribunals. Cross-appointments offer greater flexibility to respond to changing caseload demands and fluctuation in adjudicative resources and help ensure hearings requiring French language services can be scheduled as quickly as matters in English. In addition, cross-appointment at the leadership level supports succession planning by reducing the potential for leadership gaps.

Access to Justice

Access to justice remained a top priority and a foundational element in service delivery at Tribunals Ontario in 2024-2025. Over the past year, Tribunals Ontario introduced new initiatives and improved existing services to further enhance access to justice across its key strategic priorities.

Tribunals Ontario continued enabling users to fully participate in the tribunal process by providing them accommodations. An accommodation, or alternative arrangement, may be provided to support a need related to the Ontario Human Rights Code, or a need or concern related to procedural fairness.

Some examples of how Tribunals Ontario supported its users through accommodations in 2024-2025 included:

• Real-time closed captioning during hearings
• Extra breaks during the proceeding or more time to present evidence, to support mental health needs
• Allowing a support person or animal to attend the hearing
• Access to technology through an access terminal or Tribunals Ontario's phone program
• Paying the cost of transportation to a legal clinic, for those with financial barriers, to help them participate in the hearing
• Allowing different hearing formats, such as in-person, written, phone or video

In-Person Hearings

Tribunals Ontario provides in-person hearings where appropriate for Ontario Human Rights Code-related needs or for procedural fairness. In 2024-2025, Tribunals Ontario received a total of 291 requests for an in-person hearing. This represents less than 0.3% of the total hearings held across all its constituent tribunals. Seventeen requests for in-person hearings were granted, and 42 requests were accommodated with alternative supports, including access terminals, loaner phones/top-up minutes through Tribunals Ontario's phone program, or a written hearing. Almost half of the initial requests for in-person hearings were withdrawn or abandoned.

Hybrid in-person hearings are another alternative arrangement that tribunals consider where there is a need for both virtual and in-person participation. In 2024, Tribunals Ontario launched a new internal process and technical support model to enable efficient and effective hybrid in-person hearings.

In-Person Submission of LTB Applications

During the 2024-2025 fiscal year, the LTB received a total of 87,993 applications, of which 81,490 applications were submitted online, or over 92% of the total. Landlords filed 72,836 applications, while tenants filed 8,267 applications through the Tribunals Ontario Portal. Additionally, 387 co-op applications were filed using the Portal.

For those who prefer to submit printed applications, the LTB continues to accept applications and document filings by mail, courier, and in-person at 80 ServiceOntario locations.

While ServiceOntario is an option for users who prefer to file in-person, less than 3% of applications were submitted by this method. With over 92% of applications filed electronically through the Tribunals Ontario Portal, and with such low demand for in-person filing, users were clearly expressing their preference for online options to file their applications.

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Digital-First Modernization

Tribunals Ontario believes that, in today's digital society, Ontarians expect online services that are convenient and accessible anywhere and at any time. Through its digital-first strategy, Tribunals Ontario empowers Ontarians to access a range of services online, including filing an application, finding information about tribunal services, attending a hearing, and mediating disputes.

In 2024-2025, Tribunals Ontario continued its work on several key initiatives to further improve its digital services and systems.

Virtual Hearing Support

As part of Tribunals Ontario's digital-first strategy, most hearings are held as electronic (video or telephone) or written hearings. The small volume of requests for in-person hearings and feedback received from parties in post-hearing surveys suggests the vast majority of tribunal users are comfortable with, and in fact, prefer virtual hearings.

Based on the needs of their users, some tribunals offered enhanced support for virtual hearings. For example, the LTB has a virtual hearing technical support line for troubleshooting technical issues users may face while joining their hearing on Zoom. Hearing participants who have technical issues on the day of their hearing can email or call the dedicated phone line. Staff troubleshoot challenges the participant may be facing and help them join their hearing.

Access to Technology

While a digital-first approach improves access to justice for most, Tribunals Ontario acknowledges that some individuals may face barriers in accessing the necessary technology to participate in electronic hearings. This technology might include a computer, reliable internet, or a telephone.

With these users in mind, Tribunals Ontario continued to offer access terminals for individuals who need access to a computer or the internet so they can participate in their virtual proceeding. These terminals are equipped with a computer, internet access, a telephone, and on-site support to assist with basic technology issues or questions.

Access terminals are available at Tribunals Ontario locations in Hamilton, London, Ottawa, Toronto, and Sudbury. For users in other parts of the province, Tribunals Ontario will arrange for a suitable alternate venue (for example, a community centre or public library), as well as technical equipment and on-site support, similar to what is provided at the Tribunals Ontario locations.

This fiscal year, 164 parties were granted the use of an access terminal to participate in their virtual proceeding. Of the granted requests, 140 were for a Tribunals Ontario location, and 24 were granted for alternative venues across the province, including Elliot Lake, Haliburton, Tiny, Chatham, and Windsor.

Tribunals Ontario continued to support users who do not have access to a telephone by offering services through its phone program. This initiative provides either a basic cell phone or top-up vouchers to users with prepaid or pay-as-you-go plans that have limited airtime minutes, enabling them to participate in their tribunal proceeding via telephone.

Throughout the fiscal year, a total of 16 parties benefited from this accommodation, which is double the number in the previous fiscal year. Specifically, 15 parties received a basic cell phone along with airtime minutes, while one party was provided with airtime minutes.

Tribunals Ontario Portal Update

One of the most significant milestones in our digital-first modernization journey was the completion of the implementation of the Tribunals Ontario Portal, the LTB's new case management system, in 2023-2024. The system enables LTB applications to be filed, processed, and scheduled online and encourages greater resolution of disputes before the hearing, with new features that give parties the ability to connect directly with each other to attempt to resolve the dispute among themselves. The system also allows parties to reach out and request assistance from a Dispute Resolution Officer who provides mediation services.

Since its launch, enhancements have been made to expand and improve the portal's functionality based on user feedback to maximize operational and adjudicative efficiency, as well as increase the number of application types that can be filed.

Tribunals Ontario also continued to provide an online self-help tool for LTB users – Navigate Tribunals Ontario – that empowers users with tailored information about their rights, responsibilities, and the rules and processes at the LTB. Through Navigate Tribunals Ontario, a series of questions guide users along pathways tailored to their situation. At the end of the exploration, they are provided recommendations on potential actions they could take. In the 2024-2025 fiscal year, 50,539 user sessions were undertaken by landlords, tenants, co-ops, and co-op members using Navigate Tribunals Ontario.

Digital Literacy Supports

A central element of Tribunals Ontario's digital-first strategy is offering supportive resources to enhance the digital literacy of our users, so that they feel confident and ready to engage in virtual proceedings.

In August 2024, Tribunals Ontario published an updated Zoom Guide on its website. This guide offers practical tips for minimizing technical issues before proceedings and provides troubleshooting advice for any issues that may arise during the proceedings. It also includes detailed instructions on using basic Zoom controls, steps users can take to minimize technical issues, and how to troubleshoot technical issues that may occur during Zoom proceedings. Other topics include how to screen share, change video panel layout, use breakout rooms, chat, and join a virtual hearing at the LTB. It also includes a section about what participants can expect during their hearing.

Enhanced Access to Hearings

This fiscal year, Tribunals Ontario launched its Enhanced Access initiative to provide the public with more seamless access to observe video hearings using Zoom. The ARB was the first tribunal to participate in the program.

As a part of this initiative, in June 2024, the ARB began providing links and details on the Tribunals Ontario website to observe Zoom hearings that are open to the public on its online e-Calendar of scheduled events.

Tribunals Ontario monitors feedback to identify if any changes are required to further improve how we provide enhanced access and will evaluate the success of this initiative to determine whether it could be expanded to other tribunals in the future.

Artificial Intelligence

Artificial Intelligence (AI) has the potential to help transform public programs and services to better serve people and businesses. Like many other public sector agencies, Tribunals Ontario began exploring AI to identify opportunities to advance innovation, improve service delivery, and achieve efficiencies in accordance with Tribunals Ontario's mission and values and the Ontario government's policies and directives.

The Ontario government recently issued the Responsible Use of Artificial Intelligence Directive as part of its broader framework of policies, products, and guidance for the transparent, responsible, and accountable use of AI in Ontario.

At Tribunals Ontario, a working group was formed to explore potential uses of AI across the organization. In addition, the development of risk management processes was initiated in accordance with the Directive communicating expectations about the use of AI to staff and adjudicators in their work.

Tribunals Ontario also began work on a new Practice Direction to provide information and guidance to tribunal adjudicators and participants about the use of AI in tribunal proceedings. The Practice Direction will be released in early 2025-2026.

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User Experience

Tribunals Ontario is committed to ensuring that everyone who interacts with the justice system has the chance to be heard and engage in a process that is safe, fair, transparent, and timely. Although the outcome may not always be what users hope for, they should feel respected, understand the process, and find the experience user-friendly.

Our user experience strategy steers Tribunals Ontario's culture and service delivery to prioritize the needs of tribunal users and continuously improve how these needs are met. This involves providing timely services, simplifying processes using Lean methodologies, communicating clearly in plain language, fostering a culture of continuous improvement, and being open to user feedback to make necessary changes.

In line with its user experience strategy, Tribunals Ontario maintained a strong focus during the fiscal year on reducing backlogs at two of its tribunals and enhancing services across all tribunals. Tribunals Ontario engaged with users to gain deeper insight into improving customer service. Additionally, Tribunals Ontario intensified its efforts to provide clear, straightforward information and support to help parties better understand and navigate the tribunal process.

Tribunals Ontario also continued to enhance processes and training to deliver on its ongoing commitment to ensure that the French language user experience is of equal quality to English.

Backlog Reduction Updates

Tribunals Ontario recognizes the importance of providing timely service to ensure a positive user experience. Throughout the 2024-2025 fiscal year, 11 out of 13 tribunals met or exceeded their respective service targets, with no backlogs.

In 2023, the LAT and SBT completely eliminated their respective backlogs and, since then, have continued to further improve service delivery.

Work continues to address the backlogs at the LTB and the HRTO, and both tribunals made measurable progress throughout the fiscal year toward their goal of backlog elimination. As with the LAT and SBT, the LTB and HRTO have established clear and comprehensive strategies across both operational and adjudicative areas to focus efforts on backlog reduction.

HRTO Backlog Reduction

During the past fiscal year, the HRTO focused on several initiatives aimed at improving service timelines to reduce and ultimately eliminate its backlog, including enhancing its scheduling model and case management system, continuous recruitment efforts, and a tribunal-wide review of its processes.

As of March 31, 2025, the HRTO had reduced its active caseload to 8,446, a 13% reduction since it peaked in February 2023. This case reduction was achieved over roughly the same period when application intake increased by about 22%.¹

See the HRTO's Operational Highlights section for a summary of the actions taken to address, reduce, and ultimately eliminate its backlog.

¹ As of September 23, 2025, the HRTO has successfully reduced its active caseload to 8,046 applications, representing a 5% reduction since March 31, 2025.

LTB Backlog Reduction

Over the past fiscal year, the LTB dedicated continuous efforts and undertook several streamlining and modernizing initiatives that resulted in a significant reduction to its backlog.

As of March 31, 2025, the LTB had reduced its active caseload to 41,465, representing a 26% reduction since the peak in December 2023. The LTB continues to prioritize improving its processes and service timelines to ensure timely access to justice for all Ontarians and anticipates further progress in the coming fiscal year.²

See the LTB's Operational Highlights section for a summary of the actions taken to address, reduce, and ultimately eliminate the backlog.

² As of September 23, 2025, the LTB had successfully reduced its active caseload to 36,689 applications, a 11.5% reduction since March 31, 2025.

Key Performance Indicators and Service Timelines

Effective April 1, 2022, Tribunals Ontario implemented Key Performance Indicators (KPIs) as part of its ongoing commitment to continuous improvement and began tracking the performance of its tribunals against six KPIs.

Tribunals Ontario developed KPIs to ensure a single set of measures is in place across all 13 tribunals.

These KPIs were selected to help us better monitor key organizational priorities and objectives, which include:

• Ensuring disputes are resolved efficiently, effectively, and fairly
• Ensuring processes are user-friendly and navigable
• Ensuring tribunal services are accessible to all users

Building on the KPIs established in April 2022, Tribunals Ontario enhanced its performance management framework to include three additional measures. Effective April 1, 2024, Tribunals Ontario began monitoring and reporting on the performance of French and Bilingual files separately from English files. We also developed a new metric that measures the time to proceed to the first hearing event.

For the fiscal year ending March 31, 2025, Tribunals Ontario as a whole met its KPI targets across most categories.

Service Timelines

This fiscal year, Tribunals Ontario worked to establish clear service timelines to offer applicants and parties a general idea of how long it will take to complete each major step in the tribunal's process. Actual times may vary depending on the specific circumstances of each case. These service timelines will be made available on each tribunal's web page. This work is currently underway, and some tribunals have already posted their service timelines, including the LTB, LAT, CRB, and CFSRB. These timelines will help parties know what to expect in their application and appeal process and when they can expect to receive an update from a tribunal.

In 2025-2026, Tribunals Ontario is committed to continuing this effort to ensure that all tribunals will have their service timelines available on the website.

Streamlining and Optimizing Business Processes Using LEAN

In 2024, Tribunals Ontario continued to embed "Lean" principles of continuous improvement into its organizational culture through the launch of the Tribunals Ontario Lean Program. Several initiatives were launched under the program's three interconnected pillars: Capacity Building, Communication and Change Management, and Business Optimization.

The Capacity Building pillar of the program expanded Lean knowledge across the organization through leadership and staff training. This fiscal year, over 120 staff and 24 managers received Lean certifications. The Communication and Change Management pillar showcased Lean's value to the organization by creating awareness about the results achieved and providing training opportunities.

Under the Business Optimization pillar of the program, several projects were launched to address process redundancies, simplify procedures, improve efficiency, and foster an organization-wide culture of continuous improvement. Process improvement projects launched at the SBT, the Access to Records and Information Unit, and the Mail Processing Centre aimed at enhancing efficiency with measurable results:

• The SBT applied Lean techniques to improve their email intake process and video hearing scheduling process, eliminating an estimated 542 hours of work per year.
• The Access to Records and Information Unit applied Lean methodologies to improve the Freedom of Information and Protection of Privacy Act request process. By assigning designated contacts for each tribunal and holding information sessions, they reduced follow-ups by 50-74%.
• The Mail Processing Centre utilized Lean tools and techniques to streamline and optimize their mail intake processes for tribunals and business units, including the implementation of a Misdirected Mail Notification process.

TO Website Modernization Project

In November 2024, Tribunals Ontario launched a new modernized website to provide a simple, more intuitive, consistent, and seamless online experience for all our users. The new Tribunals Ontario website prioritizes user needs by making it easier to find key information.

To ensure the redesigned website meets user needs, Tribunals Ontario conducted usability testing sessions with individuals and groups that regularly interact with our tribunals. The new, modernized website incorporates feedback and insights from the User Experience Lab (formerly the Ontario Digital Service Research Lab) and other experts to improve the design and layout from a user perspective.

The new website is based on a modern IT platform and is fully accessible and responsive across various devices, including desktops, tablets, and smartphones, and compatible with the most commonly used browsers, including Chrome, Safari, Edge, and Firefox.

Tribunals Ontario Website Survey

On November 27, 2024, Tribunals Ontario launched a survey to gather feedback from users about their experience using the modernized Tribunals Ontario website. Feedback is reviewed on an ongoing basis to explore opportunities for possible future improvements to our website.

User Research

Tribunals Ontario is always looking for new ways to improve appeal and application processes to better meet the needs of users.

In 2024-2025, Tribunals Ontario continued its partnership with the User Experience Lab to conduct independent research sessions with tribunal users to gather feedback on how improvements could be made in several areas.

In early summer 2024, the SBT collaborated with the User Experience Lab to conduct 35 research sessions aimed at reviewing operational processes and website content to identify opportunities for improvement. These sessions involved appellants, respondents, legal representatives, and internal staff at the SBT to gain a deeper understanding of their experiences with the process.

The User Experience Lab analyzed the feedback and provided 12 actionable recommendations for the SBT. Two of these recommendations were addressed by upgrades to the Tribunals Ontario website. Another was addressed by the SBT, making it easier for appellants who provide their email address on their appeal to receive documents by email. Work began in early 2025 to prioritize and implement the remaining recommendations.

This fiscal year, the ACRB and FSC also made further improvements based on feedback received through user research. New information sheets and a new Notice of Motion form were created to provide more information about the appeal process in plain language.

Zoom Hearings Survey Update

Tribunals Ontario continues to seek feedback from participants on their virtual hearing experience. Prior to 2023, a survey was emailed to hearing participants either before or after their proceeding. In 2023, Tribunals Ontario implemented a more efficient survey process that presented participants with the option of completing a survey immediately after they log out of their Zoom proceeding. In 2024, further enhancements were made to improve the quality of responses received.

In the fiscal year 2024-2025, Tribunals Ontario received over 2,000 survey responses. Out of all survey respondents, 42% identified as self-represented. Of those who provided feedback, 86% reported having a positive experience and 92% reported being comfortable or somewhat comfortable using Zoom. Of all survey respondents that provided feedback, 79% reported they had no technical issues.

While the survey results show that the vast majority are comfortable with videoconferencing technology, there is a small percentage who continue to lack access or familiarity with digital platforms, and who sometimes experience technical issues. We will continue to seek user input and pursue a culture of inquiry and evaluation to identify additional tools and information that will help make participation in virtual proceedings more user-friendly and accessible.

Stakeholder Engagement

Tribunals Ontario recognizes the critical role of ongoing dialogue in ensuring that tribunal processes and rules meet stakeholder and user needs.

In 2024-2025, Tribunals Ontario continued to engage with stakeholders regularly to exchange information and gather feedback based on its Public Consultation Policy.

Tribunals Ontario engages formally and informally with a variety of stakeholders on several topics, including policies, rules, guidelines, scheduling strategies, forms and applications, and process design reviews. Some highlights include:

• The ACRB continued to have positive engagement with the Chief Animal Welfare Inspector and Animal Welfare Services.
• The ARB continued to meet quarterly with stakeholders through the Appeals Management Committee, which includes representatives from the Municipal Property Assessment Corporation (MPAC), municipalities, law firms and tax agent firms.
• The CRB met with the Youth Justice Division of the Ministry of Children, Community and Social Services in the summer of 2024 to provide an overview of operational and adjudicative processes and procedures at the tribunal.
• The FSC met regularly with the Ontario Fire Marshal to review and provide operational and adjudicative updates.
• The HRTO continued to meet quarterly with the Ontario Human Rights Commission and the Human Rights Legal Support Centre as the "three pillars" of the human rights system.
• In June 2024, the HRTO consulted on updates to its Rules of Procedure to support an operational change resulting from Tribunals Ontario's practice of audio recording hearings. In fall 2024, the HRTO consulted on further updates to its Rules of Procedure aimed at streamlining its processes to facilitate fair, just, and expeditious resolutions of the matters before it and reduce delays.
• The LTB engaged the Advocacy Centre for Tenants Ontario to implement a new process addressing challenges identified by Tenant Duty Counsel. The LTB also continued to enhance the Tribunals Ontario Portal based on stakeholder feedback sessions held on April 18 and 19, 2024. In addition, the LTB held its annual town hall in December 2024 to provide operational and adjudicative updates to all its key stakeholders.
• In 2024, the LAT engaged with the Insurance Bureau of Canada and the Ontario Trial Lawyers Association to provide updates on its key initiatives and priorities.
• The OPB continued to meet quarterly with the Canadian Association of Parole Authorities to discuss and share best practices with the leadership of the Parole Board of Canada, Alberta Parole Board and Quebec Parole Board (Commission québécoise des libérations conditionnelles).
• The SBT met with stakeholders regularly to discuss operational items and held monthly collaboration meetings with the Ministry of Children, Community and Social Services to share information regarding new processes.

French Language Services

Tribunals Ontario is committed to providing an active offer of French language services (FLS) to the public that is of equal quality to English language services. Over the past fiscal year, Tribunals Ontario continued to meet this goal and obligation.

Recruitment of Bilingual Adjudicators

In 2024-2025, Tribunals Ontario remained focused on improving its FLS by optimizing the recruitment, onboarding, and monitoring of bilingual adjudicators to better identify and support its bilingual adjudicator complement. All Order-in-Council postings were advertised in French on Ministry of the Attorney General billboards as well as with Association des juristes d'expression française de l'Ontario (AJEFO)'s legal community communications.

As of March 31, 2025, Tribunals Ontario had 39 bilingual adjudicators, many of whom were cross-appointed to two or more tribunals. With almost 10% of our adjudicators providing bilingual services, Tribunals Ontario continues to ensure that it has the capacity to effectively meet the demand for FLS at each of its 13 tribunals.

Training

Another key area of emphasis was training bilingual adjudicators in delivering FLS and enhancing staff and adjudicator awareness of Tribunals Ontario's FLS obligations.

Tribunals Ontario continued to provide all staff and adjudicators training on Tribunals Ontario's FLS Policy and framework, including an overview of FLS requirements and internal procedures for responding to FLS requests. Bilingual adjudicators participated in various opportunities for French language training, including attending French Language in a Legal Setting courses. This course is offered by the Office of the Coordinator of French Language Services at the Ministry of the Attorney General and is designed to ensure bilingual adjudicators and staff receive the appropriate learning tools and training to provide services in accordance with legislative requirements and user needs.

Active Offer

This fiscal year, Tribunals Ontario's website was modernized to provide a more user-friendly online experience and ensure that public-facing material complies with the active offer requirements. Tribunal forms, website language, rules and other communications continue to be reviewed and optimized to ensure a comprehensive active offer of FLS is applied in all public communications.

Tracking FLS Delivery through KPIs

Performance measures and service standard data are vital operational tools for ensuring the organization is meeting the standard of providing equal quality service in French and English. As such, Tribunals Ontario implemented KPIs related to tracking FLS to strengthen the evaluation and accountability of FLS delivery across all its constituent tribunals. These new FLS KPIs will track:

1. Volume of in-person, electronic and written hearing events held in French across all tribunals
2. Percentage of cases within the case lifecycle for French applications (varies by tribunal)

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People-First Plan

In alignment with the OPS People Plan, Tribunals Ontario remains focused on fostering a people-first organization and culture where staff and adjudicators feel respected and welcomed for the unique contributions they make. Ensuring fair treatment and equitable access to opportunities for every person across all levels of the organization is a priority for Tribunals Ontario.

Diversity, Inclusion and Accessibility

Tribunals Ontario is taking deliberate action to help foster and sustain a safe and respectful workplace. These efforts are aligned with and support OPS direction, including the OPS Leadership Pledge, which outlines a commitment to creating an inclusive, diverse, equitable, anti-racist and accessible workplace that is free from discrimination and harassment.

Tribunals Ontario's commitment to diversity, equity, and inclusion (DEI) has been ongoing for several years. In the 2024-2025 fiscal year, Tribunals Ontario formalized a comprehensive three-year DEI Strategy and action plan, which outlines its vision of fostering an inclusive, diverse, equitable, anti-racist, and accessible Tribunals Ontario. It centres around three key goals:

1. Fostering diversity of thought and experience
2. Cultivating inclusive leaders and culture
3. Attracting and retaining diverse talent

Along with the launch of this new formal strategy, three new working groups were established to ensure thoughtful, focused actions are in place to work toward meeting our goals and objectives. In 2024-2025, these new working groups outlined an initial action plan focused on:

• Commemorating, honouring, and celebrating diversity across the organization, through highlighting days of significance, featuring different voices and experiences through the sharing of books and podcasts, and curating DEI-related learning and development resources for ongoing learning and growth
• Cultivating an inclusive culture at Tribunals Ontario to ensure all employees feel safe and secure to bring their full selves to work, including through maintaining and enhancing the number of Quiet Rooms and Positive Space Champions resources and programs in the organization
• Beginning to establish a measurement framework to monitor progress toward our goals and ensure continued data-centric decision practices within Tribunals Ontario's DEI strategy and action planning

Build Anti-Racism Competency and Capacity

Tribunals Ontario believes the foundation for 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 educational opportunities such as:

• Implicit Bias Training to increase the organization's understanding of implicit, or unconscious bias, and how it can impact the workplace, including our actions and decision-making
• Commemoration of days of significance, as opportunities to educate through lived experiences

Diversify the Talent Bench

Tribunals Ontario renewed its commitment to building a diverse, equitable, and inclusive workforce that embeds barrier-free hiring policies, processes, and services within the organization. This includes ensuring that the recruitment process and interviews are conducted using consistent, structured, and objective criteria and processes.

The adoption of the Ministry of the Attorney General's Inclusive Recruitment Toolkit in the fiscal year 2024-2025, as well as the continued use of the Diverse Interview Panel Program, help to reduce potential bias that may be inherent during various stages of recruitment.

Professional Development and Training

Professional development and training are an integral part of the workplace culture at Tribunals Ontario. The training of adjudicators and staff ensures they have the most current and relevant knowledge of legislation, rules, and operational and adjudicative functions and processes. Job shadowing, coaching, and ongoing mentoring are also important components of the training program.

Tribunals Ontario has continued to provide new adjudicators with onboarding and tribunal-specific training sessions, mostly virtually through remote platforms. Training is facilitated internally by Associate Chairs, Vice-Chairs, adjudicators, Registrars, and legal counsel, and externally with guest presenters, through online modules, self-directed study, and job shadowing. Training is done collaboratively throughout the organization and, over the past year, covered topics such as decision-writing, access to information and privacy, operational and legislative changes, mediation, alternative dispute resolution, early resolution, accommodation, principle of fairness, and FLS.

Over the past year, Tribunals Ontario continued its partnership with the Society of Ontario Adjudicators and Regulators (SOAR) and Osgoode Professional Development/Osgoode Hall Law School to provide specialized training for Tribunals Ontario adjudicators.

To enhance the current training framework, Tribunals Ontario established an Onboarding and Offboarding Committee to provide a consistent approach across the organization for new employees and to ensure that every new hire has the appropriate knowledge, resources, and support in place.

Some examples of training and mentorship programs that Tribunals Ontario staff, managers, and adjudicators participated in the last year include:

• Mandatory Indigenous cultural competency training through the San'yas Indigenous Cultural Safety Program for all staff.
• In commemoration of National Truth and Reconciliation Day on September 29, Tribunals Ontario welcomed Elders from White Buffalo Road Healing Lodge and The Honourable Justice Jonathon C. George of the Court of Appeal for Ontario for a moderated discussion on the colonial legacy of the Residential School policy.
• Opportunities for ongoing French language training were provided to French-speaking staff.
• In partnership with Inkblot by GreenShield Health and expert presenters in the field, the final two webinar sessions of a three-part mental health training series were offered to all adjudicators and staff.
• Adjudicators and those individuals who provide substantive adjudicative support attended an intensive half-day decision writing seminar delivered by John Laskin, Former Justice of the Court of Appeal of Ontario, a highly reputable and respected expert.
• Some staff participated in Lean training to learn about implementing business optimization strategies, which will eliminate waste, streamline processes, and enhance efficiency.
• Adjudicators attended Zoom training for virtual hearings, delivered internally by Tribunals Ontario's Video Conferencing Task Force.

Succession Planning and Reverse Job Shadowing Program

Since 2022, Tribunals Ontario continued building out a succession planning framework to identify and develop future leaders in the organization and prepare high-potential employees for career advancement into management. As part of this initiative, attention was given to identifying potential successors from underrepresented groups.

As of January 2025, Tribunals Ontario had identified one or more successors for all its management positions, in line with OPS succession best practices.

In 2024, Tribunals Ontario launched its formal Reverse Job Shadow program, which provided managers with the opportunity to shadow an employee, gain a better understanding of their daily responsibilities and challenges, and identify further opportunities for learning and development. At the end of the program, managers shared their experiences and key takeaways.

The program will be continued in 2025 to promote a better understanding of the day-to-day work across the organization, support professional development, and help make Tribunals Ontario an employer of choice.

Employee Experience

Staff and adjudicators play a key role in driving the success of service-oriented organizations such as Tribunals Ontario. As a people-powered organization, Tribunals Ontario's workforce brings together diverse skills and perspectives to drive innovation, creativity, and adaptability across the organization.

Education and Learning

Over the past year, Tribunals Ontario launched and expanded several programs and initiatives to support education, professional development, and career progression for its staff and adjudicators.

In 2024, Tribunals Ontario partnered with the Ministry of Public and Business Service Delivery and Procurement to educate staff and adjudicators on identifying and reporting phishing attempts, enhancing cybersecurity awareness, and reducing risks to our data and systems.

TO Learns

Promoting learning and development remains a top priority for Tribunals Ontario. To deliver on that commitment, a monthly bulletin featuring a curated list of OPS learning and development opportunities called "TO Learns" was launched in January of 2025. The objective of this initiative is to identify opportunities from various OPS training and development newsletters that are relevant to staff and adjudicators and make it easier for them to sign up for relevant courses or register for learning sessions, all in a single easy-to-find email.

Coaching Program

The Tribunals Ontario Coaching Program was developed to support managers for continued growth and development, and to foster a collaborative and growth- mindset culture. Members of the senior management team were first to be paired with a coach, followed by training sessions for all managers across Tribunals Ontario. Some of the topics covered included what coaching is, structured coaching, and the role of a coachee. Various interactive elements, such as videos on coaching, provided an impetus to stimulate group discussions. In 2025, Tribunals Ontario expanded its formal coaching program to include those on its succession plan.

Employee Engagement

In March 2022, Tribunals Ontario consolidated its existing four employee experience committees into a single overarching Employee Engagement Committee, with learning and development and enhancing internal communications as their key priorities. Over the past three years, a number of initiatives have been introduced to support those objectives and employee well-being more broadly, and those efforts have produced results.

Staff were surveyed in early 2024 as part of a broader review by the OPS on employee engagement activities across the public service. Overall, the results were very positive and a clear indication the organization is continuing to move in the right direction. Importantly, in almost every category and statement, Tribunals Ontario scored higher than the OPS and Ministry of the Attorney General means. This is a very positive signal.

Tribunals Ontario remains committed to fostering a people-first culture across the organization, and in support of this goal, is introducing a number of new initiatives in the coming year to continue to make this a place people want to work, grow, and thrive.

Mental Health and Well-Being

Tribunals Ontario places a strong emphasis on mental health and well-being. In the past year, several initiatives were implemented to foster a supportive and inclusive work environment. These initiatives include interactive events designed to foster social connectivity and inclusion across the organization, a mental health series offering webinars to equip staff and adjudicators with techniques to improve mental health and well-being, and sessional team activities to promote a healthy work-life balance.

Additionally, team and community lunches were organized to encourage team bonding and community spirit, while walking, yoga and meditation sessions provided opportunities for physical activity and mindfulness practices. These efforts reflect Tribunals Ontario's commitment to creating a workplace where mental health and well-being are prioritized, ensuring its staff can thrive both personally and professionally.

Mental Health Series

Tribunals Ontario continues to prioritize the mental health and well-being of its staff and adjudicators by providing learning sessions that equip them with tools and strategies to manage and maintain wellness.

Throughout 2024-2025, Tribunals Ontario partnered with GreenShield Health to provide voluntary sessions to staff and adjudicators covering a variety of mental health and well-being topics. Follow-up surveys showed strong attendance and a positive reception.

In addition to the GreenShield mental health series, Tribunals Ontario conducted an information session on mental health resources, led by guest speakers from the Wellness and Mental Health Unit, Centre for Employee Health, Safety and Wellness (Treasury Board Secretariat).

Tribunals Ontario Corporate Welcome

Tribunals Ontario Welcome and Orientation sessions were held on May 29 and 30 and November 19 and 20, 2024. These in-house training sessions are designed to strengthen the onboarding experience for new employees who have joined the organization and support their learning. Employees were provided with a high-level overview of the organization's mandate, vision, mission, and strategic priorities, as well as an introduction to the work done by various tribunals and program areas.

Recognition and Employee of the Year Award

Recognition was another key focus, with programs designed to acknowledge outstanding work within the organization. A peer recognition feature in our monthly newsletter allows staff and adjudicators to recognize colleagues on an ongoing basis, for their exceptional contributions.

In 2024, Tribunals Ontario launched its formal Awards and Recognition Program, recognizing and celebrating excellence within the organization by awarding Employee and Team of the Year awards.

Tribunals Ontario will seek further opportunities to recognize staff achievements and encourage both formal and informal recognition of the excellent work across the organization as the program develops in 2025.

IT Clinics

This fiscal year, approximately 7,000 support tickets were logged across Tribunals Ontario. Of these requests, a significant number of tickets were logged for a variety of Windows and Outlook issues, as well as those involving remote access and login and password resets.

To assist Tribunals Ontario staff and adjudicators with the knowledge to troubleshoot many of these issues themselves, Digital Delivery conducted a series of six standardized IT clinics in March 2025. These sessions were well-received, with a total of 520 attendees. The clinics covered a range of topics including, an overview of Windows 11, email security, how to set up a new computer and essential programs, and tips to avoid technical challenges while working remotely.

At the end of the sessions, a survey was sent to gather feedback, and the participants rated the clinics an average of 4.0 out of 5.0. Additionally, attendees received resources to further support their learning. The feedback received will inform future IT clinics to better address the needs and concerns of participants.

Workplace of the Future

Tribunals Ontario continues to focus on building a workplace of the future that supports staff and adjudicators through a hybrid work strategy that aligns with the OPS model.

During this past fiscal year, Tribunals Ontario continued to evaluate its ongoing space requirements, organization-wide assets, and IT needs to ensure efficiency and optimization of resources. It also began work to update its continuity of operations plan to better reflect a hybrid and digital-first working mode. This work will be continued and completed in 2025/26.

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One Organization

Since its creation in 2019, Tribunals Ontario has continually worked to further its One Organization strategy that aims to create a common vision and consistent approach to service delivery excellence across all 13 tribunals.

Through the One Organization strategy, Tribunals Ontario has streamlined processes and enhanced coordination through changes to organizational structures, processes, policies, and systems. All tribunals benefit from the coordination and sharing of resources, expertise, best practices, processes, and administrative and professional development support, which has significantly improved front-line service delivery for the thousands of people across the province who access our tribunals each year.

Over the past several years, organizational design has been a key focus of the One Organization strategy. Significant progress has already been made when it comes to support functions, including business planning, communications, technology, project management, legal services, and public appointments, which were designed or have been adapted with a one organization model in mind.

In 2024-2025, Tribunal Ontario continued to pursue opportunities to optimize its resources and enhance efficiencies through an initiative to improve and harmonize the mail services for all tribunals and business areas.

Tribunals Ontario continues to apply its One Organization strategy in its approach to accommodations. Accommodation requests are considered based on the individual circumstances and information provided, and decisions are made to ensure equal access to the tribunal process. Tribunals Ontario is absolutely committed to ensuring this process is applied consistently across the organization, such that everyone, regardless of their abilities, can participate fully in the tribunal process. To this end, in 2024-2025, Tribunals Ontario focused on ensuring consistent record keeping and internal reporting of accommodation requests across the organization.

Tribunals Ontario also worked to bring consistency across tribunals with respect to the audio recording of hearings.

Mail Processing Centre

The Tribunals Ontario Mail Processing Centre (TO-MPC) was launched on August 12, 2024. The TO-MPC is responsible for opening and digitally scanning all mail that comes into 15 Grosvenor Street, for the Executive Office, business units and most tribunals.

This achievement consolidates mailroom functions across the organization, which we continue to plan to improve and expand in the coming year. It marks a significant milestone in Tribunals Ontario's journey toward its one organization goal of unifying processes to enhance efficiency for our internal and external users.

Forms Modernization Project

In 2024-2025, Tribunals Ontario launched its Forms Modernization Project, which is a key step in enhancing the user experience and aligned with Tribunals Ontario's One Organization strategy. The initiative was created in response to ongoing reports from users about challenges with accessing outdated PDF forms, which are not browser friendly.

To address these issues, Tribunals Ontario is developing modern, accessible, web-based forms that allow users to complete forms directly from the Tribunals Ontario website instead of downloading or printing a PDF form. Once all information is entered, users will be able to save the form as a PDF document, which can be emailed to the tribunal per their current processes.

Additionally, a form wizard will be introduced to guide users through the process, improving usability and reducing errors in submitted forms. This is expected to reduce the workload of intake staff.

This work directly supports Tribunals Ontario's User Experience Strategy by ensuring that forms are accessible, easy to use, and aligned with user needs. It also contributes to Tribunals Ontario's One Organization Approach by standardizing and simplifying form processes across all 13 tribunals.

Given the scope and complexity of this initiative, implementation will occur in phases over the coming years. Tribunals Ontario is taking a thoughtful and user-centered approach to ensure each form meets accessibility standards, user expectations, and operational needs.

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Tribunal Highlights

Achievements and Highlights

Tribunals Ontario's commitment to service excellence continued to drive tribunal performance throughout the fiscal year. Through innovative solutions and a dedication to continuous improvement, Tribunals Ontario made significant progress in enhancing services and operations. It continued to meet or exceed service targets at most of its tribunals this fiscal year.

The fiscal year was marked by continued high intake at many tribunals, as well as increasing complexity of files. To manage the increased workload, tribunals implemented various operational improvements, including streamlining procedures, enhancing case management systems, and adopting new technologies to ensure efficient and timely processing of cases.

Tribunals also focused on recruiting new adjudicators and staff to maintain a full complement, coupled with robust onboarding, training and professional development programs to ensure the workforce is well-equipped to handle the complexities of cases effectively.

Tribunals Ontario's dedication to improving operations, enhancing accessibility, and effectively managing the increasing demand for their services is evident in the results from all the tribunals. This includes the LTB and HRTO, which remain focused on reducing their respective backlogs through comprehensive and multi-faceted strategies touching on all aspects of their operations and adjudication.

Overall, Tribunals Ontario:

• Met its hearing event date scheduling target 95% of the time, against the target of 80%
• Met its time to proceed to the initial hearing event target 92% of the time, against the target of 80%
• Met its decision issuance standard 94% of the time, against the target of 80%.
• The percentage of cases within the case lifecycle for Tribunals Ontario was 74% for English files and 70% for French/bilingual files, against the target of 80%

Tribunals Ontario Key Performance Indicators

Notes:

• This chart 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 calculation for these KPIs is further outlined in the "Tribunals Ontario Key Performance Indicators Summary Report – Overview".
• *11 of the 13 tribunals have no backlogs. Given the high volume of cases at the HRTO and LTB, the backlogs at these two tribunals have a disproportionate influence on the Tribunals Ontario aggregate rolled-up statistics. The backlogs at the HRTO and LTB continue to decline, and they are actively working to improve their processing timelines.
• **This KPI does not include ARB data, as the ARB reports on cases resolved during the case lifecycle.
• ***The LTB was included in Q4 of the decision issuance standard KPI. It was not reported in previous quarters due to limitations in the case management system. As a result, the number is larger than in previous quarters.

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Animal Care Review Board (ACRB)

The ACRB resolves disputes and conducts hearings related to animal welfare, including appeals of orders and decisions of the Chief Animal Welfare Inspector and other animal welfare inspectors. The ACRB also hears applications for revocations of orders and determinations (return of animals).

The ACRB's jurisdiction and authority are derived from the Provincial Animal Welfare Services Act (PAWS Act) and the Statutory Powers Procedure Act.

Operational Highlights

The number of appeals before the ACRB has continued to rise in recent years, driven in part by amendments to the PAWS Act that extended the legislated timeframe for filing appeals from five to 10 days. While the volume of new appeals remained stable this fiscal year, the ACRB saw an increase in interim requests and an increased number of cases advancing to hearings. This resulted in more hearing events. In response, the ACRB launched operational reviews to ensure its processes remain agile, efficient, and aligned with legislative expectations. Despite the increased procedural demands, the ACRB consistently met all legislated timelines and performance targets for hearing events.

In 2024-2025, the ACRB introduced a new application form that allows applicants to seek the revocation of an order, or the return of animals based on changed circumstances that no longer cause distress. Under section 38 of the PAWS Act, the owner or custodian of an animal can file an application with the ACRB to request the cancellation of an order if the animal is no longer in distress or to seek the return of an animal if the conditions that led to the animal being kept in or taken into the Chief Animal Welfare Inspector's care have ceased to exist.

Additionally, the ACRB continued to recruit adjudicators to ensure a full complement. The ACRB also appointed a new team of vice-chairs, who brought fresh perspectives and skills to the role. Their leadership will enhance the consistency and quality of our adjudication process. The ACRB continued to provide bi-monthly professional development sessions for the adjudicative team, covering topics such as access to information, hybrid hearings, decision-writing, and cybersecurity guidelines.

The ACRB has focused on effectively utilizing its resources and realigning administrative support to enhance case file management, improve appeal resolution, and provide additional executive-level support. These strategies have enabled the ACRB to manage the increasing complexity of appeals and applications, ensuring seamless service to the public.

Furthermore, the ACRB's operations, adjudicative, and legal teams collaborated to develop information sheets about various aspects of the application process, including motions, disclosure, and evidence. These resources were posted to the ACRB's website as part of its ongoing commitment to explaining the application process and supporting self-represented parties in accessing its services.

Throughout the fiscal year, the ACRB maintained outreach with key stakeholders, fostering open feedback channels and sharing operational improvements and highlights.

The ACRB performed exceptionally well with regard to its KPI targets, surpassing them significantly on all parameters.

Statistics

Table 1: ACRB Caseload Overview

Table 2: ACRB Key Performance Indicators

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Assessment Review Board (ARB)

The ARB adjudicates applications and appeals on property assessments, classifications, and tax matters.

The ARB's jurisdiction and its authority are defined by the Assessment Review Board Act, the Assessment Act, the Municipal Act, the City of Toronto Act, the Provincial Land Tax Act, the Education Act, and the Statutory Powers Procedure Act.

Operational Highlights

The ARB remains committed to building on its successes while continuing to drive positive changes that are reflected in its processes, guidelines, and Rules of Practice and Procedure, which support and meet the needs of Ontarians for effective, efficient, and fair access to justice.

The ARB's primary goals this fiscal year were to continue to:

• Focus on enhanced service delivery, which includes developing and communicating service delivery timelines that assist and support stakeholder expectations.
• Modernize and introduce digital solutions that support the effectiveness and efficiency in achieving the ARB's mandate.
• Reduce the number of active appeals and applications.
• Improve key performance indicators.
• Develop a succession planning model for key administrative roles.
• Improve training for adjudicators.
• Maintain transparent, open, and strong relationships with stakeholders.
• Recruit staff and adjudicators in preparation for the next general re-assessment.
• Increase engagement and visibility within the assessment community through formal outreach opportunities.

The current assessment cycle as per the Assessment Act was extended to include the 2021 to 2025 taxation years. Responding to a new cycle requires forethought, preparation, and diligence to execute effectively. The ARB is focused on continuous improvement and is actively preparing for the next general re-assessment cycle to ensure a timely, smooth, and seamless implementation and overall process.

The government announced in 2023 that the Ministry of Finance is conducting a review of the Property Assessment and Taxation system. In 2024, the ARB conducted stakeholder consultations on the possible operational impacts of the next general re-assessment. The ARB shared their findings with the Ministry of Finance.

The ARB continued to meet quarterly with stakeholders through its Appeals Management Committee, which includes representatives from the Municipal Property Assessment Corporation, municipalities, law firms and tax agents. The Committee's purpose is to support the ARB in its work to resolve appeals in a timely, effective, and efficient manner. It provides a forum for identifying systemic issues and trends and facilitates open communication between stakeholders and the ARB.

Over the past fiscal year, the ARB also engaged in outreach opportunities by presenting at the Ontario Municipal Tax and Revenue Association Annual Conference in September 2024, along with hosting a "Day at the ARB" in October 2024 for recent graduates of the Real Property Administration Program at Seneca College.

The ARB continued to enhance access to its services by updating its e-Filing system to provide a Zoom link for easy access to hearings, along with modernizing the ARB's webpages.

The ARB performed well on its KPI targets throughout the past fiscal year.

Statistics

Table 1: ARB Assessment Appeals Caseload

Table 2: ARB Caseload Breakdown by Original Versus Deemed

Note:

*Deemed Appeals: When the ARB has not resolved an assessment appeal by March 31 of the year following the year under appeal, a new appeal will be created for the next tax year. For example, if a decision on a 2023 appeal is not issued by March 31, 2024, a new appeal would be created for the 2024 tax year without the appellant submitting another appeal and paying additional fees. The 2024 appeal would be considered the "deemed" appeal.

Table 3: ARB File Types

Note:

*Definitions for file types:

• Summary: If the property appealed is classified as residential, farm or managed forest, the appeal will be heard by way of Summary Proceeding. An appeal under the Municipal Act, 2001 or the City of Toronto Act will also be heard by way of Summary Proceeding.
• General: If the property appealed is classified as commercial, industrial, or non-residential, the appeal will be heard by way of General Proceeding.
• Legacy: Any appeals that were filed with the ARB before taxation year 2017.

Table 4: ARB Tax Appeals Caseload

Table 5: ARB Caseload*

Note:

*This table captures the total number of assessment appeals and tax appeals for the fiscal year 2024-2025.

Table 6: ARB Key Performance Indicators

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Child and Family Services Review Board (CFSRB)

The 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.

The CFSRB's jurisdiction and authority are derived from the Child, Youth and Family Services Act, the Education Act, the Intercountry Adoption Act, and the Statutory Powers Procedure Act.

Operational Highlights

The overall number of applications received in 2024-2025 increased by nearly 18% as compared to the previous fiscal year. While facing this increase in applications, the CFSRB continued to provide prompt and effective services to all parties and met or exceeded its key performance targets.

As of March 31, 2025, the CFSRB had 23 part-time adjudicators (including an Associate Chair and Vice-Chairs) and was awaiting the appointment of additional adjudicators stemming from completed competitions.

The CFSRB provided extensive training for new adjudicators, which included training on the relevant law, legislation, and adjudication skills, such as hearing management and decision-writing. As part of the structured onboarding process, new adjudicators initially preside with an experienced adjudicator. Ongoing training for adjudicators included monthly professional development in areas relevant to the CFSRB's mandate or function.

The CFSRB achieved or surpassed its KPI targets on most measures.

Statistics

Table 1: CFSRB Applications

Note:

*The previously reported numbers under this category were calculated by adding the number of applications received to the previous year's active cases at year-end and subtracting the number of applications completed. In this report and moving forward, the data in this category will capture the number of cases active on the last day of the fiscal year.

Table 2: CFSRB Key Performance Indicators

Notes:

• For the time to proceed to a first-held hearing event KPI, the CFSRB has two hearing types, as indicated in the chart above. The first is a pre-hearing mediation that has a service standard of 40 days and refers to applications filed about complaints against a Children's Aid Society (s. 119/120). The second is an introductory hearing, which has a service standard of seven days. This applies to applications submitted about the proposed removal of a child from a foster home or review of an adoption refusal (s. 109 / 192).
  • s.119/120: Application about Complaints Against a Children's Aid Society
  • s.109: Application about the Proposed Removal of a Child from a Foster Home
  • s.192: Application for Review of an Adoption Refusal
• *The CFSRB's previously reported KPIs under this category captured the number of CFSRB applications resolved within the target seven-month calendar day case lifecycle. In this report and moving forward, the data in this category will capture the number of active cases within the CFSRB's seven-month calendar day case lifecycle.

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Custody Review Board (CRB)

The 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.

The CRB’s authority and jurisdiction are derived from the Child, Youth and Family Services Act and the Youth Criminal Justice Act.

Operational Highlights

The matters that come before the CRB are critical for the health and well-being of youth, and the CRB takes this responsibility seriously. During the 2024-2025 fiscal year, the CRB continued to meet its KPI performance measures 100% of the time. In all cases, an adjudicator contacted the youth within 24 hours of receiving an application and recommendations were issued within 30 calendar days.

In 2024-2025, the CRB received 15% more applications than in the previous fiscal year. The efforts of the CRB's operational staff and adjudicators ensured those matters were dealt with promptly.

This fiscal year, the CRB continued to engage with key stakeholders. This included the CRB's staff and adjudicators attending a presentation given by the Service Delivery Branch, Youth Justice Division of the Ministry of Children, Community and Social Services. The CRB also provided an updated adjudicators list, mandate information, and best avenues of communication to and from the provincial custody facilities in Ontario to ensure that the appropriate facility staff can communicate effectively with CRB adjudicators when contacted regarding youth custody matters.

Statistics

Table 1: CRB Applications

Table 2: CRB Key Performance Indicators

Notes:

• The CRB does not hold hearings. The CRB conducts reviews and issues recommendations. As such, instead of reporting on decisions issued from the conclusion of a hearing, the CRB reports on the recommendations issued from the conclusion of a review.
• Due to the CRB conducting reviews and not hearings, it will not report on the hearing event date scheduling target KPI.
• The CRB does not report on matters related to alternative dispute resolution, as such activities fall outside the scope of its legislative mandate.
• The CRB's previously reported KPIs under this category captured the number of CRB applications resolved within the target 30-day case lifecycle. In this report and moving forward, the data in this category will capture the number of active cases within the CRB's 30-day case lifecycle.

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Fire Safety Commission (FSC)

The FSC resolves disputes and conducts hearings regarding fire safety matters. It operates under the authority and jurisdiction of the Fire Protection and Prevention Act and the Statutory Powers Procedure Act.

Operational Highlights

In the 2024-2025 fiscal year, the FSC experienced a 65% increase in the number of appeals filed and referrals from the Ontario Fire Marshal. Despite the increased workload, the FSC consistently met legislated timelines and hearing event performance targets throughout this fiscal year.

To ensure a full complement, the FSC continued recruiting new adjudicators. The FSC maintained its commitment to professional development by providing bi-monthly training for the adjudicative team. Training topics included access to information, decision-writing, and cybersecurity guidelines.

During the fiscal year, the FSC focused on optimizing resources and realigning administrative support to enhance case file management, improve appeal resolution, and provide additional support at the executive level. The operational, adjudicative, and legal teams collaborated to develop new information sheets for the public to help self-represented parties access and understand tribunal services.

Throughout 2024-2025, the FSC continued to engage with stakeholders in highly cooperative formal and informal meetings, fostering open communications for sharing feedback, operational improvements and highlights.

The FSC demonstrated exceptional performance, reaching 100% in all KPIs — well above the 80% target.

Statistics

Table 1: FSC Caseload Overview

Table 2: FSC Key Performance Indicators

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Human Rights Tribunal of Ontario (HRTO)

The HRTO is an independent, quasi-judicial tribunal that resolves applications alleging discrimination and harassment brought under the Human Rights Code. The HRTO receives and reviews all applications that are filed at the tribunal, ensuring they are complete and fall within the jurisdiction of the HRTO. Parties may attempt settlement through mediation facilitated by an adjudicator. If the parties do not agree to mediation, or if mediation does not resolve the application, the application may proceed to a hearing. An adjudicator will actively case manage applications to facilitate a fair, just, and expeditious resolution of the merits of the matters before it.

The HRTO's jurisdiction and authority derive from the Human Rights Code and the Statutory Powers Procedure Act.

Operational Highlights

The HRTO’s active caseload peaked in February 2023 at 9,700. As of March 31, 2025, the HRTO had reduced its active caseload to 8,446, or about a 13% reduction¹. This case reduction was achieved over roughly the same time period as application intake increased by about 22%. The HRTO closed this fiscal year with 4,518 new applications received, which is the second highest annual intake since the HRTO was established in 2008.

In late 2024, the HRTO consulted with stakeholders on proposed changes to its Rules of Procedure aimed at streamlining processes to resolve applications more efficiently for all parties. The HRTO received feedback from over fifty stakeholders, applicants, respondents, and representatives. This feedback will inform amendments to its Rules and practice directions. The HRTO is planning to launch its first phase of changes in June 2025, focused on mandatory mediation, requests for extensions, rescheduling and adjournments. The HRTO will continue to carefully review the feedback received and consult on further updates in 2025.

Over the past year, the HRTO significantly enhanced its recruitment efforts. Since March 2024, the HRTO has onboarded more than 30 new adjudicators, increasing its team to 21 full-time and 51 part-time adjudicators. As part of this recruitment effort, the HRTO improved its French Language Services by recruiting bilingual adjudicators, ensuring better support for French-speaking parties.

The HRTO hired more staff to provide case management support and maintain efficient operations. These resources provide crucial support in helping review files and schedule applications faster.

Recognizing the importance of staff training in ensuring process consistency, the HRTO began updating its training programs this fiscal year. Regular refresher training and updated materials significantly enhanced HRTO staff performance and promote better communication and teamwork across all departments.

New adjudicator onboarding and tribunal-specific training sessions were conducted virtually, facilitated internally by the Associate Chair, Vice Chairs, adjudicators, Registrar, and legal counsel, and externally by guest presenters. Training methods included online modules, self-directed study, and job shadowing. Post-onboarding, the HRTO continued to provide training on topics such as decision writing, access to information and privacy, operational and legislative changes, jurisprudence, mediation, alternative dispute resolution, early resolution, accommodation, procedural fairness, trauma-informed approaches, and FLS. In 2024, the HRTO launched four new training modules covering the lifecycle of an HRTO application, including foundations, jurisdictional reviews, mediation training, and merits hearings.

As a result of these recruitment and training efforts, HRTO adjudicators were onboarded more quickly, allowing the HRTO to schedule more events. The HRTO also improved its scheduling model by reducing mediation length and streamlining adjudicator workload categories, creating more opportunities for scheduling events.

In the last fiscal year, the HRTO launched several projects to upgrade its case management system, addressing performance issues and gaps in data collection. The deployment of these upgrades has significantly improved the system's performance and speed. A key function added was the automatic uploading of form data upon receipt, which has greatly reduced staff time spent on manual data entry. The HRTO also transitioned to a new data reporting engine with improved accuracy and simplified reporting capabilities, providing better insights into the HRTO’s performance and areas for improvement.

As the HRTO continues to review and assess its processes and technology, further reductions to the active caseload are anticipated in the coming year.

¹ As of September 23, 2025, the HRTO has successfully reduced its active caseload to 8,046 applications, representing a 5% reduction since March 31, 2025.

Statistics

Table 1: HRTO Applications

Notes:

* Case processing time includes all cases closed in the time period, regardless of the method of closure. Due to backlog recovery strategies implemented beginning in 2022-2023, timelines have increased as older cases are being actioned.

** In July 2024, several deferred files were reactivated and subsequently closed for administrative reasons.

*** As of September 23, 2025, the HRTO has successfully reduced its active caseload to 8,046 applications, representing a 5% reduction since March 31, 2025.

Table 2: Types of HRTO Decisions

Note:

*The HRTO began to report on this data point in the 2021-2022 fiscal year.

Table 3: Applications by Social Area

Note:

*Some applications allege discrimination in more than one social area, so the total may exceed 100%.

Table 4: Applications by Grounds

Note:

*Some applications allege discrimination on more than one ground, so the total may exceed 100%.

Table 5: HRTO Key Performance Measures

Notes:

• The HRTO is unable to report on the percentage of mediations scheduled KPI for Q1, Q2, Q3, and Q4 2024-2025 due to data limitations with their case management system. Solutions are being examined to ensure this KPI can be reported on in the future.
• For the HRTO, the volume of hearing events KPI includes both hearings and mediations.
• For the HRTO, the decisions issued KPI only includes final decisions.

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Landlord and Tenant Board (LTB)

The LTB resolves applications related to residential tenancy disputes between landlords and tenants and eviction disputes in non-profit housing co-operatives.

The LTB's authority and jurisdiction are derived from the Residential Tenancies Act, 2006 (RTA) and the Statutory Powers Procedure Act. The LTB is also mandated to provide information to landlords and tenants about their rights and responsibilities under the RTA.

Operational Highlights

During the past fiscal year, the LTB prioritized initiatives aimed at improving service timelines to reduce and ultimately eliminate its backlog. A strong emphasis on scheduling and modernizing processes helped the LTB resolve approximately 106,000 cases in calendar year 2024, the highest number of resolutions in the LTB’s history. This represents a 28% increase from the 83,000 cases resolved in calendar 2023, which was already a 45% increase from the 57,000 cases resolved in 2022. As of March 31, 2025, the LTB had already resolved over 32,000 cases in calendar year 2025.

In 2024, the LTB scheduled approximately 109,000 hearings – the highest number of hearings ever scheduled at the LTB in one year. For comparison, approximately 49,000 hearings were scheduled in 2022, and approximately 76,000 in 2023. As of March 31, 2025, approximately 58,000 hearings have been scheduled for the current calendar year.

These efforts countered a considerable increase in the LTB’s application intake that continued throughout the fiscal year. In 2024, the LTB received approximately 87,600 new applications, the highest number of applications that the LTB has received in a calendar year since its creation. As of March 31, 2025, the LTB has continued to receive an average of over 7,000 new applications each month. In addition, the LTB continued to see an increased proportion of more complex applications that require more time to hear, as well as an increased number of requests for review.

As of March 31, 2025, the LTB had successfully reduced its active caseload to 41,465, representing a 26% reduction since the peak in December 2023². The LTB has also sustained significant improvements in service timelines across all application types. In particular, L1 and L9 applications, which comprise over half of the LTB’s total applications, continue to be scheduled for a hearing within the target of approximately 90 days on average.

The LTB undertook several initiatives in the last fiscal year to streamline its operations and improve services, including:

Onboarding and Training New Staff and Adjudicators: To support backlog reduction, the LTB continued to prioritize adjudicator and staff recruitment. As of March 31, 2025, the LTB had 81 full-time and 52 part-time adjudicators. Over the past fiscal year, the LTB significantly increased the number of Dispute Resolution Officers. To support growth and development, the LTB also provided its staff with training sessions on the RTA and conflicts of interest.

Tribunals Ontario Portal: Over the past fiscal year, Tribunals Ontario continued to work on ongoing updates and enhancements to the LTB’s case management system, the Tribunals Ontario Portal, based on user and stakeholder feedback. Key updates included enhancements to the Online Dispute Resolution tool, new functionalities to improve online filing, and changes that support staff efficiency with case management.

Form updates: In January 2025, the LTB split the Request to Extend and Shorten Time into two separate forms. This update supports the LTB’s ongoing initiative to ensure its forms are accessible, easy to use, and aligned with user needs.

Filing process enhancements: The LTB launched an administrative project aimed at improving the process for parties when filing evidence for their hearings. To further streamline the filing process, the LTB also launched a new Practice Direction requiring legal licensees to use the LTB’s case management system to access and submit various items.

ServiceOntario: The LTB continued to collaborate with ServiceOntario to establish service standards between both organizations. The LTB also onboarded an additional 14 ServiceOntario offices to begin accepting LTB applications, bringing the total to 80 locations.

Over the past fiscal year, the LTB continued to engage stakeholders with regular communications, including requests for feedback on improvements to the Tribunals Ontario Portal and other process enhancements. The LTB held virtual meetings with the public and several stakeholders, including the Retirement Homes Regulatory Authority and the Advocacy Centre for Tenants Ontario, among others.

In December 2024, the LTB held a town hall meeting for all stakeholders, with 276 attendees. The Tribunals Ontario and LTB leadership teams provided updates on the LTB’s backlog reduction strategies and progress, and key initiatives, and addressed stakeholder questions.

² As of September 23, 2025, the LTB had successfully reduced its active caseload to 36,689 applications, a 11.5% reduction since March 31, 2025.

Statistics

Table 1: LTB Applications

Notes:

* The totals include non-profit co-operative housing eviction applications filed in the LTB’s new case management system.

** The totals do not include non-profit co-operative housing eviction applications.

*** In 2022-2023, 47% of the applications were resolved at the hearing (ordered by hearing contested or uncontested, or ordered by review), 6% through mediation (mediated or ordered by hearing mediated), and 29% through withdrawals.

**** In a small number of cases, “resolved” applications are re-opened (e.g., when the LTB grants a request for review or an order). As a result, a single application can result in more than one resolution. Therefore, the number of applications open at the end of the fiscal year does not necessarily equal the number from the previous year plus “applications received,” less the “applications resolved.”

***** As of September 23, 2025, the LTB had successfully reduced its active caseload to 36,689 applications, a 11.5% reduction since March 31, 2025.

Table 2: Landlord Applications Received by Type

Table 3: Tenant Applications Received by Type

Table 4: Co-Op Applications Received by Type

Table 5: Call Centre

Table 6: LTB Key Performance Indicators

Notes:

• As of Q4 of 2024-2025, the LTB has fully transitioned to the new Tribunals Ontario Portal case management system and is able to compile this data. Data prior to this transition is unavailable.
• The definitions for each type of application referenced above are as follows:
  • L1: Application to evict a tenant for non-payment of rent and to collect rent the tenant owes
  • L5: Application for an Above Guideline Increase
  • L9: Application to Collect Rent the Tenant Owes
  • A4: Application to Vary the Amount of a Rent Reduction

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Licence Appeal Tribunal (LAT)

The 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 main divisions: General Service (LAT-GS) and Automobile Accident Benefits Service (LAT-AABS).

LAT’s jurisdiction and authority are derived from:

• Accessibility for Ontarians with Disabilities Act, 2005
• Alcohol and Gaming Commission of Ontario Act, 2019
• Auto Insurance Rate Stabilization Act
• Bailiffs Act, 1990
• Building Code Act, 1992, and O. Reg. 332/12, Division C, Part 3; and O. Reg. 163/24
• Cannabis License Act, 2018
• Child Care and Early Years Act, 2014
• Child, Youth and Family Services Act, 2017
• Collection and Debt Settlement Services Act, 1990
• Combative Sports Act, 2019
• Compulsory Automobile Insurance Act
• Condominium Act, 1998
• Condominium Management Services Act, 2015
• Consumer Protection Act, 2002
• Consumer Reporting Act, 1990
• Discriminatory Business Practices Act, 1990
• Funeral, Burial and Cremation Services Act, 2022
• Gaming Control Act, 1992
• Highway Traffic Act, 1990
  • Subclause 32(5)(b)(i) - Medical (MED)
  • Subsection 47(1) – Medical (MED) and Commercial Vehicle Operator's Registration (CVOR)
  • Subsections 17(2), (3) - Commercial Vehicle Operation's Registration (CVOR)
  • Subsection 48.3(2) - Administrative Driver's Licence Suspension (ADLS)
  • Section 82.1 - Commercial Vehicle Impoundment and Suspension (CVIS)
  • Subsection 95(1) - Motor Vehicle Inspection Licence (GAR)
  • Subsection 55.1(3) - Motor Vehicle Impoundment (MVIA)
• Horse Racing Licence Act, 2015
• Insurance Act, 1990
  • O.Reg. 34/10: Statutory Accident Benefits Schedule
• Intercountry Adoption Act, 1998
• Licence Appeal Tribunal Act
• Liquor Licence and Control Act, 2019
• Motor Vehicle Accident Claims Act
• Motor Vehicle Dealers Act, 2002
• New Home Construction Licensing Act, 2017 (NHCLA)
• Ontario New Home Warranties Plan Act, 1990
• Payday Loans Act, 2008
• Post-secondary Education Choice and Excellence Act, 2000 O. Reg. 279/02
• Private Career Colleges Act, 2005
• Private Security and Investigative Services Act, 2005
• Ontario Career Colleges Act, 2005
• Real Estate and Business Brokers Act, 2002
• Retirement Homes Act, 2010
• Technical Standards and Safety Act, 2000
• Ticket Sales Act, 2017
• Travel Industry Act, 2002
• Trust in Real Estate Services Act, 2002
• Towing and Storage Safety and Enforcement Act, 2021
• Vintners Quality Alliance Act, 1999

Operational Highlights

In 2024–2025, the LAT maintained strong service delivery while managing 16,776 new matters—the second-highest annual intake on record. This included 4,559 matters in Q4 alone, marking the highest quarterly appeal and application volume ever recorded at the LAT. Despite the increased workload, the LAT improved its KPI of resolving case files within their 12-month lifecycle to 88%, rising from 85% in 2023-2024.

Following the elimination of the backlog in October 2023, file resolution has remained a top priority for the LAT. In the last fiscal year, the LAT continued to reduce its active caseload, resolving a record 19,627 files despite the increased intake volume. As of March 31, 2025, the active caseload stood at 9,367 files down from a peak caseload of 17,465 in August 2022.

The LAT achieved or outperformed its KPI targets on all measures.

LAT-AABS

Scheduling Improvements

To sustain service improvements, the LAT-AABS significantly reduced the time between application intake and the first case conference. In 2024-2025, the average timeline dropped to three months and three weeks, down from six months the previous year.

The LAT-AABS also improved scheduling efficiency for merits hearings. The average time from application to oral hearing decreased from 437 to 332 days, while written hearing timelines decreased from 528 to 421 days.

LAT-GS

Despite significantly higher appeal volumes in 2024-2025, the LAT-GS met its service delivery timelines in 99% of cases. The LAT-GS also expanded its jurisdiction to include appeals under the Combative Sports Act, 2019. To prepare for this change and manage increased volume, the LAT-GS proactively adjusted internal business processes, ensuring operational readiness and service continuity.

This strong performance is particularly notable given a 20% increase in total intake, from 645 matters in the 2023-2024 fiscal year to 774 in 2024-2025.

The number of appeals filed under the Highway Traffic Act rose by around 34%, with notable increases in medical suspensions, administrative driver’s licence suspensions, and motor vehicle impoundments. The LAT also saw an increase of 55 new appeals under the Towing and Storage Safety and Enforcement Act and a 62% increase in appeals under the Ontario New Home Warranties Plan Act.

Stakeholder Engagement

The LAT held two stakeholder engagement sessions during the 2024-2025 fiscal year, engaging with the Insurance Bureau of Canada and the Ontario Trial Lawyers Association. These sessions focused on planned improvements for the upcoming fiscal year, including recruitment, scheduling timelines, practice directions and other key priorities. These stakeholder sessions promote meaningful working relationships with the LAT’s stakeholders and reaffirm the LAT’s commitment to fulfilling the mandate of efficient and fair access to dispute resolution. Stakeholders are informed on a quarterly basis of the current case conference and oral hearing scheduling timeframes at the LAT-AABS.

Adjudication

During the 2024-2025 fiscal year, the LAT continued to focus on adjudicator recruitment and onboarded four cohorts for a total of 27 new appointees. The LAT also provided training to existing adjudicators to increase adjudicator capacity. Recruitment and training will remain key priorities at the LAT into the next fiscal year.

Statistics

Table 1: LAT-GS Caseload Overview

Table 2: LAT-AABS Caseload Overview

Table 3: LAT Key Performance Indicators

Note:

The LAT’s Decision Issuance KPI does not include case conference reports and orders, motion orders, or adjournment orders, which account for over 90% of total decisions for LAT. The statistics on decision issuance for the divisions within LAT (LAT-AABS and LAT-GS) are rolled up using a weighted average based on the number of decisions released across each division. The inclusion of decision types will be re-examined for a future iteration of the Tribunals Ontario KPI development.

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Ontario Civilian Police Commission (OCPC)

The OCPC is an independent, quasi-judicial agency with two divisions: Adjudicative and Investigative. The divisions operate independently under one Registrar. The OCPC's jurisdiction and authority are derived from the Police Services Act (PSA). As of April 1, 2024, the PSA was repealed and the Community Safety and Policing Act, 2019 (CSPA), came into force.

During the 2024-2025 fiscal year, the OCPC adjudicated applications, conducted investigations, and resolved disputes regarding the oversight and provision of policing services. This included hearing appeals of police disciplinary decisions and conducting investigations and inquiries into the conduct of chiefs of police, police officers, and members of police services boards.

The OCPC continued to work on its adjudicative and investigative caseloads and has made adjustments in accordance with the CSPA and Ontario Regulation 125/24 (Transitional Matters) under the CSPA.

As of April 1, 2024, the OCPC was unable to accept any new appeals, applications, or requests for investigation, and the applicable CSPA entities assumed responsibility for any new cases, as appropriate: Inspectorate of Policing, Law Enforcement Complaints Agency, and the Ontario Police Arbitration and Adjudication Commission. The OCPC will finalize any active adjudicative and investigative matters. At a future date, to be determined by the Ministry of the Attorney General, the OCPC will be dissolved.

Operational Highlights

With the CSPA coming into force on April 1, 2024, the OCPC continued to collaborate in cross-ministerial working groups to facilitate the exchange of transitional material and information to support the framework under the CSPA. The OCPC also created internal working groups that focused on legislative changes, record management, operational winddown processes, and communication planning.

The OCPC's duties and powers to investigate police matters arise out of section 25 of the PSA. Under this section, the OCPC had the discretion to initiate investigations in one of two ways:

1. In response to requests from one of the prescribed entities, such as the Solicitor General, the Independent Police Review Director, a municipal council, and/or a municipal police services board.
2. On its own motion, in which the OCPC will consider information provided by individuals or organizations and may act on such information on its own motion and on a discretionary basis, including initiating a formal investigation.

While pivoting with regulatory change, the OCPC adjudicators remained focused on excellence in decision-making and working toward the finalization of the existing caseload. In early 2024, the OCPC added to its modest adjudicator roster to ensure continued competency and efficiency during this transition period, and in anticipation of the completion of all cases prior to the forecasted dissolution date in 2025.

Ultimately, the OCPC’s adjudicators are prepared for dissolution with an achievable, limited docket remaining.

Statistics

Table 1: OCPC Caseload Overview

Table 2: OCPC Investigation Overview

Notes:

*This investigative data has been modified from previous reporting to now reflect the total number of s. 25 investigations (conduct and/or performance of duties of a police officer, chief of police, auxiliary member of a police force, special constable, municipal law enforcement officer, member of a board, or an appointing official under the Interprovincial Policing Act in addition to the administration of a municipal police force or manner in which police services are provided for a municipality) initiated by request and on the OCPC’s own motion.

**This statistic represents the total number of pending s. 25(1) investigations as of March 31, 2024, where the matter does not relate to the conduct or the performance of duties of an auxiliary member of a police force, a special constable, or a municipal law enforcement officer, per s. 15(2)(b) of O.Reg. 125/24 (Transitional Matters) under the CSPA.

Table 3: OCPC Key Performance Indicators

Note:

The OCPC does not report on matters related to alternative dispute resolution, as such activities fall outside the scope of its legislative mandate.

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Ontario Parole Board (OPB)

The 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. When considering parole and temporary absence applications, public safety is the OPB's main priority.

The OPB's jurisdiction is delegated under the federal Corrections and Conditional Release Act. The OPB's powers and duties come from the provincial Ministry of Correctional Services Act.

Operational Highlights

In 2024-2025, the OPB continued to streamline its processes to ensure consistency throughout the operations team, which included improvements to forms, processes, and guidelines while ensuring compliance with accessibility standards and availability in both English and French.

The OPB received and adjudicated three accommodation requests on hearing formats that allowed for hearing or vision impairments, cognitive developmental delays, and illiteracy. Pre-hearing conferences were scheduled for each accommodation request submitted to OPB, allowing adjudicators to ask further questions and better assess the needs of the applicant. The approved accommodations allowed applicants to participate fully and ensured equal access to the hearing process.

The OPB continued to provide culturally relevant services to Indigenous (First Nations, Inuit, Metis) applicants. The OPB worked with Elders attending hearings at institutions to strengthen the cultural support provided on site while maintaining the Zoom platform for all other participants and adjudicators.

As of March 31, 2025, the OPB had a full complement of adjudicators, which supports access to justice and legislative compliance, ensuring the OPB is able to hear and decide parole applications before the Parole Eligibility Date. As part of its commitment to French language services, the OPB recruited three bilingual adjudicators this fiscal year, increasing the complement of bilingual adjudicators to five. Recruitment efforts going forward will focus on maintaining and strengthening the complement.

In addition to recruitment, the OPB conducted monthly adjudicator training on issues affecting public safety. Adjudicators received focused training on firearms, including innovations in manufacturing firearms, human trafficking, and security threat groups.

Over the past fiscal year, the OPB held numerous stakeholder meetings with paroling authorities across Canada, the Ministry of the Solicitor General and the Criminal Lawyers Association. The OPB remains committed to stakeholder engagement and strengthening its positive relationships with stakeholder groups.

The OPB outperformed its KPI targets on all measures.

Statistics

Table 1: OPB Caseload Overview

Note:

*Files closed through Waivers of Parole Consideration are not included in this figure. In these cases, the applicant waived their right to a parole consideration, and the file was closed without a decision rendered.

Table 2: OPB Hearings Days

Note:

*Hearing days are measured by any portion of a day when adjudicators were assigned to conduct an oral hearing. Written hearings are not included in this total.

Table 3: OPB Key Performance Indicators

Notes:

• The OPB does not have a standard case lifecycle, as all cases are active until the applicants are discharged from an institution and the decision issued is determined by the Parole Eligibility Date, not a pre-set timeframe. Due to the OPB not having a case lifecycle, it will not report on the percentage of cases within the case lifecycle KPI.
• The OPB does not conduct alternative dispute resolution. As such, they will not report on the KPI for the percentage of cases resolved through alternative dispute resolution.

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Ontario Special Education Tribunals — English and French (OSETs)

The OSETs hear appeals from parents who have been unable to resolve disputes with school boards with respect to the identification and placement of exceptional pupils.

The OSETs’ jurisdiction and authority are derived from the Education Act and the Statutory Powers Procedure Act.

Operational Highlights

Effective January 1, 2025, the French language name of the OSET changed to “Tribunal de l’éducation spécialisée de l’Ontario”.

In contrast to the previous fiscal year, in which no appeals were received, the OSET (English) received eight new appeals in the fiscal year 2024-2025.

This past fiscal year, the OSETs developed dedicated case file folders for the Vice Chairs and adjudicators participating in hearings. In addition, the mediation agreement form was updated.

The OSETs’ managing Vice Chair provided an orientation and two presentations in September 2024 and January 2025 to new adjudicators.

The OSETs (French) did not receive any appeals in 2024-2025.

The OSETs outperformed their KPI targets on all measures.

Statistics

Table 1: OSETs Key Performance Indicators

Note:

*The OSETs' previously reported KPIs under this category captured the number of OSETs applications resolved within the target seven-month calendar day case lifecycle. In this report and moving forward, the data in this category will capture the number of active cases within the OSETs' seven-month calendar day case lifecycle.

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Social Benefits Tribunal (SBT)

The SBT considers appeals by appellants who have been refused social assistance and recipients of social assistance who are appealing a decision that affects the amount of, or their eligibility for, social assistance.

The SBT’s jurisdiction and authority are derived from the Ontario Works Act, the Ontario Disability Support Program Act, and the Statutory Powers Procedure Act.

Operational Highlights

During 2024-2025, the SBT continued to implement Tribunals Ontario's digital-first approach while providing accommodations where necessary to ensure access to justice.

While the vast majority of the SBT’s hearings were held virtually via Zoom video proceedings and Zoom telephone, the SBT held written hearings, and in-person hearing events, and offered users Access Terminals across Ontario.

Throughout 2024-2025, the SBT continued to close more files than it opened, resulting in a steady decrease in the number of outstanding appeals. The SBT continued to achieve its performance targets at a rate of over 98%. These successes ensured parties were provided with timely outcomes to their matters while supporting the SBT's ongoing commitment to providing fair and effective dispute resolution services.

This past fiscal year, the SBT engaged with the Ontario Digital Service Research Lab to conduct independent research sessions with SBT users to gather feedback on how improvements could be made in several areas. Based on the feedback received, the SBT streamlined its processes and updated its forms to be more user-friendly.

The SBT has continued the Early Resolution Opportunity enhancement program. Under this program, brief hearings before an adjudicator following Early Resolution Sessions continued to facilitate the determination of jurisdiction and disposition of preliminary matters before a full hearing.

During this fiscal year, the SBT continued to engage with key stakeholders, allowing for open communication, both for feedback and to share operational improvements and highlights.

The SBT reached its full complement of adjudicators during this last fiscal year and continued to recruit new adjudicators to ensure the SBT maintains a high standard of performance. The SBT continued to provide extensive training for new adjudicators on relevant law and legislation, adjudication skills, hearing room management, and decision-writing. Ongoing training for the adjudicative team included monthly professional development meetings and lunch-and-learn sessions.

The SBT outperformed its KPI targets on all measures.

Statistics

Table 1: SBT Caseload Overview

Table 2: SBT Appeals of Program

Table 3: ODSP Appeals by Category

Table 4: OW Appeals by Category

Table 5: ODSP Decisions by Outcome

Notes:

*Decisions include granted in part.

**Other decisions include Consent order, no appeal before the tribunal, appeal out of time, no jurisdiction, matter resolved or withdrawn, or cases referred to the Director or Administrator to reconsider its original decision in accordance with the directions given by the tribunal.

Table 6: OW Decisions by Outcome

Notes:

*Decisions include granted in part.

**Other decisions include Consent order, no appeal before the tribunal, appeal out of time, no jurisdiction, matter resolved or withdrawn, or cases referred to the Director or Administrator to reconsider its original decision in accordance with the directions given by the tribunal.

Table 7: SBT Key Performance Indicators

Note:

Alternative dispute resolution (ADR) at the SBT is a voluntary mechanism where appellants agree to participate as a method to facilitate the resolution of an appeal. Not all appeals are captured in ADR, as some appellants chose not to undergo that process.

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Financial Summary

The 2024-2025 financial summary includes the consolidated expenditures for Tribunals Ontario. This financial summary also includes the expenditures for the LAT-AABS, which are fully recoverable from the insurance industry.

Table 1: Summary Comparison of Tribunals Ontario's Actuals, Revenue and LAT-AABS Reimbursement

Note:

*Updated to reflect the final adjustments in Q1 of 2024-2025.

Table 2: Comparison of Tribunals Ontario Expenditures

Notes:

*Updated to reflect the final adjustments in Q1 of 2024-2025.

**Full-time OIC remuneration is included in Salary and Wages and Employee Benefits. Part-time OIC remuneration is included in Services.

Table 3: Comparison of Tribunals Ontario Revenue

Revenue received by Tribunals Ontario is transferred to the provincial government’s Consolidated Revenue Fund.

Notes:

*Updated to reflect the final adjustments in Q1 of 2024-2025.

**The cost of LAT-AABS is fully recoverable from the insurance industry. Regulation 160/16 sets out a points scheme that determines each insurer's share of the assessment, which is based on their usage of the service.

Table 4: Remuneration of Appointees to Adjudicative Tribunals and Regulatory Agencies

Table 5: Remuneration Paid to the Full-time and Part-time Members

Note:

Full-Time OIC remuneration is included in Salary and Wages and Employee Benefits. Part-time OIC remuneration is included in the Services line in Table 2.

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Appendix

Appointees