Commission on the Reform of Ontario's Public Services

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Strengthen Accountability and Transparency The final, yet very important, component of our proposed framework for business support programs is improved accountability and transparency. In an era of fiscal restraint, the use of public funds must be closely monitored and studied to ensure that they are being spent in the best way possible. Business support programs must be subject to rigorous evaluation that links public expenditures to new, incremental activities by business. The impact of these expenditures on the economy as a whole must also be evaluated. We acknowledge, however, that measuring short-term and long-term effects of a particular program is challenging. Recommendation 11-15: Establish a four-year sunset rule for all future business support programs. Extend only programs that have demonstrated their merit through a mandatory, comprehensive evaluation in the third year of operation — and end all others. The final accountability component should be greater transparency. The <strong>Commission</strong> was surprised to find that something as simple as an inventory of direct business support programs and spending across ministries seemed to be difficult for the Ontario Public Service to produce. Existing inventories were either limited to certain sectors or incomplete; some even stated that spending was “unknown.” Such weak transparency impedes accountability. In the current system of public accounts, information is available on which companies have received government funding during a fiscal year. However, it is difficult to determine whether this funding was from a business support program or for other types of government activities. A clearer linkage between which program is supporting what company is preferable, so that the public can decide if their funds are being used appropriately. Recommendation 11-16: Publish an annual list of direct business support programs, tax expenditures and related annual spending. In addition, a list of companies receiving direct financial support from the government, including total amount received, should be published. We believe that the new framework for business support outlined above will have positive and demonstrable impacts for Ontario. The changes that are identified represent a significant but necessary shift in how government tries to help business. By following an objective of improving productivity, the outcome will hopefully be a better-focused, more flexible and more cost-effective use of public resources to achieve longer-term economic objectives. The impact of these changes should result in stronger, more productive firms able to produce higher-value products and services, while creating more higher-paying, skilled jobs for Ontarians. 318
Appendix 11.1 List of Business Support Expenditures 1 Chapter 11: Business Support Program 2006–07 Expenditures ($M) 2010–11 Expenditures ($M) Ministry of Aboriginal Affairs Aboriginal Community Capital Grants Program 3.4 3.6 New Relationship Fund — Economic Development Funding 0.0 14.0 Ministry of Agriculture, Food and Rural Affairs Ontario Ethanol Growth Fund 2.5 72.0 Rural Economic Development Program 11.3 40.1 Business Risk Management (also known as Risk Management Program) 370.0 145.2 Growing Forward 0.0 32.4 Rural Summer Jobs 2.7 4.5 Rural Connections 0.0 4.5 Ministry of Citizenship and Immigration Provincial Nominee Program 0.0 1.2 Ministry of Economic Development and Innovation2 Communities in Transition Initiative 1.6 1.0 Ontario Automotive Investment Strategy Fund (OAIS) 59.7 8.8 Eastern Ontario Development Fund (EODF) 0.0 11.8 Advanced Manufacturing Investment Strategy (AMIS) 2.0 7.1 Strategic Jobs and Investment Fund (SJIF) 0.0 3.0 Next Generation of Jobs Fund — Jobs and Investment Program N/A3 101.4 VQA Support Program 1.0 6.0 Ontario Wine Strategy Fund 2.0 3.0 Ontario Craft Brewers Opportunity Fund 0.0 2.0 Ontario Small Brewers Strategy Fund 1.0 0.9 Grants in Support of Business Development 0.3 5.2 Ontario Life Sciences Commercialization Strategy 4 0.0 6.0 Next Generation of Jobs Fund — Biopharmaceutical Investment Program (BIP) (incl. interest incentives) 4 0.0 6.8 Ontario Emerging Technologies Fund4 0.0 23.1 Innovation Demonstration Fund (incl. interest incentives) 4 0.6 15.6 Grants in Support of Innovation and Commercialization4 0.4 4.9 Business Ecosystem Support Fund4 0.0 11.8 Commercialization and Innovation Network Support4 60.3 75.6 Water Technology Acceleration Project4 0.0 0.05 Ministry of Energy Ontario Clean Energy Benefit to Business 6 Ministry of Finance 0.0 299.8 Grants in Support of Economic and Financial Services Policy Research Ministry of Natural Resources 0.4 11.7 Forest Sector Prosperity Fund 2.7 17.4 Forest Access Roads 75.0 75.0 Ontario Wood Promotion Program Ministry of Northern Development and Mines 0.9 1.1 7 Northern Ontario Heritage Fund 60.0 90.0 Export Assistance N/A 2.0 Northern Communities Investment Readiness Initiative 0.4 0.5 Northern Industrial Electricity Rate Program N/A 104.5 Forestry Loan/Guarantee Program (Bad Debt Expense) Ministry of Tourism, Culture and Sport 0.4 7.3 8 Entertainment and Creative Cluster Partnership Fund 0.0 3.0 Interactive Digital Media Fund 0.0 2.0 Tourism Development Fund 1.6 1.4 International Fund 0.0 1.3 Other Ontario Media Development Corporation Funding 14.3 19.8 Grants in Support of Tourism Regions 0.0 65.0 Total Notes on following page. 674.5 1,313.3 319
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2012 COMMISSION O N T H E REFORM O
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Chapter 4: Making Transformation Wo
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Chapter 9: Employment and Training
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This context lifts the task ahead w
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Action must begin very soon. The de
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xii Dominic Giroux, Commiss
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Photo Credit: Jovan Matic xiv Carol
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First, we assessed the 2011 Budget
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How did we get to this point? For m
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This permits post-secondary educati
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How does our scenario for the perio
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The “don’ts” are proposals th
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Several measures would strengthen t
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Health care is the Ontario governme
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There are inefficiencies in the hea
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Our first recommendation is that th
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Evidence should drive policy. Medic
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One potential way to reduce overall
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Elementary and Secondary Education
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Non-Teaching Staff: Since 2002-03,
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Delivering Services More Efficientl
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Simply maintaining the status quo r
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Benefit programs are delivered thro
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Child Welfare: In this case, as wit
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With so many services provided by s
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Over the past decade, the Ontario g
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Urban transportation is a particula
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Environment and Natural Resources R
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Labour Relations and Compensation T
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Leaders in the OPS and BPS should b
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In a number of areas, efficiencies
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Revenue Integrity Across a range of
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Contraband tobacco is another issue
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Risks Posed by the Federal Governme
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The Cost: Now and Ahead Chapter 5:
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Is the Health Care System Sustainab
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Chapter 5: Health In Ontario, a few
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Chapter 5: Health Case Study #1: A
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Chapter 5: Health Canada’s health
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Chapter 5: Health A broader perspec
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Service Delivery Chapter 5: Health
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Chapter 5: Health Medical schools p
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Chapter 5: Health There is much to
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Recommendation 5-2: Evaluate all pr
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Chapter 5: Health Several key princ
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Chapter 5: Health There are more th
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Optimize Human Resources Capacity C
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Appendix 2: List of Acronyms ABCs a
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FIT feed-in tariff FSCO Financial S
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MTCU Ministry of Training, Colleges
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REA Renewable Energy Approval RFP r
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Commission on the Reform of Ontario's Public Services

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