Commission on the Reform of Ontario's Public Services

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Create Efficiencies in the Administration of Transfer Payment and Grant Programs Transfer Payment and Grant Programs Transfer payment and grant programs in OPS ministries have tended to develop in relative isolation and are thus primed to deliver centralized efficiencies. By their nature, transfer payments and grant systems support a wide variety of agencies, programs and stakeholders. To list just a few examples, they support granting agencies such as the Ontario Arts Council, Ontario Media Development Corporation and Ontario Trillium Foundation, as well as highly specialized programs such as support for tourism development; operating funding for public libraries, museums and heritage organizations; project funding for arts and culture organizations; and support for small businesses. Perhaps because these programs are so specialized, there has been little development of a formal “community of practice” through horizontal integration of administrative services. As a result, the government has failed to reap potential efficiencies in program administration that could also improve customer service. Currently, many organizations are funded by multiple ministries, but the government has no easy way to assess the universe of funded organizations as a whole. Likewise, recipient organizations have expressed frustration at having to deal with multiple requirements. To address these issues, the <strong>Commission</strong> makes several recommendations that would centralize operations common to transfer payment and grant programs and, it is hoped, improve client experience, value-for-money outcomes and program efficiency. Recommendation 16-18: The Ontario Public Service should develop an integrated transfer payment operation centre and an enterprise grant management system. A joint project by the Ministry of Tourism, Culture and Sport and Ministry of Citizenship and Immigration resulted in the development of the Enterprise Grants Management System (EGMS). Further efficiency and value-for-money gains would be achieved by expanding this platform to the OPS. The expansion would create efficiencies in program administration as well as lower per unit ministry maintenance costs. Recommendation 16-19: Consolidate back-office operations for grant programs or transfer payments with identical recipients. 400
Chapter 16: Operating and Back-Office Expenditures Under the integration of a common management system, ministries should also be able to gain efficiencies through the identification and establishment of common administrative groups, forms production and the design and use of tracking and forecasting databases. For example, a number of programs in the Ministry of Economic Development and Innovation support the business development of Ontario’s brewery and vintners sector; this sector is also recipient of parallel programs by the Ontario Ministry of Agriculture, Food and Rural Affairs. 401
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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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Chapter 18: Revenue Integrity Incre
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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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6 TABLE 1. Three Views of the Outlo
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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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20 Service Delivery � Mostly publ
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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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� Mandate agreements should inclu
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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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� Aging infrastructure is deterio
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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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� Long-term health costs outstrip
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Immigration settlement and integrat
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Chapter 1: The Need for Strong Fisc
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The Budget Scenario Chapter 1: The
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80 60 40 20 0 Rest of Canada Ontari
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Revenue Implications Chapter 1: The
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TABLE 1.1 Three Views of the Outloo
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Conclusion Chapter 1: The Need for
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Chapter 2: The Fiscal Challenge in
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The Challenge Chapter 2: The Fiscal
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Chapter 3: Our Mandate and Approach
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Chapter 5: Health Chapter 5: Health
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Chapter 5: Health Indeed, quality a
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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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Canada falls short on many measures
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There are inefficiencies in the hea
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Chapter 5: Health A broader perspec
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Chapter 5: Health However, this is
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Mental health and addiction issues
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Chapter 5: Health Today, however, t
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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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Chapter 5: Health The LHINs should
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Chapter 5: Health Recommendation 5-
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Chapter 5: Health Despite variation
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Chapter 5: Health The ministry shou
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Chapter 5: Health � An “assess
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Chapter 5: Health The Commi
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Cost Efficiencies Chapter 5: Health
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Chapter 5: Health The stakeholders
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Chapter 6: Elementary and Secondary
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Affordability of the Full-Day Kinde
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Class Sizes Chapter 6: Elementary a
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Reform of Provincial Schools Chapte
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Chapter 7: Post-Secondary Education
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Need for Clear Objectives Chapter 7
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Chapter 8: Social Programs Chapter
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The Challenge Chapter 8: Social Pro
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Chapter 8: Social Programs Recommen
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Chapter 8: Social Programs In the a
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Initial Assessment Chapter 8: Socia
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Chapter 8: Social Programs To quali
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Chapter 8: Social Programs While th
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Youth Justice Chapter 8: Social Pro
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General Approach � Transaction fo
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Employment and Training Services Pr
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Chapter 10: Immigration The Economi
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TABLE 10.1 Permanent Residents Admi
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Chapter 10: Immigration Recommendat
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Other Integration Issues Chapter 10
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TABLE 10.4 Integration Program Fund
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Chapter 10: Immigration A new COIA
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Chapter 11: Business Support Chapte
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� Investment in post-secondary ed
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TABLE 11.1 Total Business Tax Relie
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Types of Business Support Chapter 1
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Chapter 11: Business Support The pr
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Chapter 11: Business Support An Ill
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Chapter 11: Business Support To fun
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Chapter 11: Business Support Tax ex
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Chapter 11: Business Support For ex
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Appendix 11.1 List of Business Supp
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Chapter 12: Infrastructure, Real Es
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Transportation Chapter 12: Infrastr
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Chapter 13: Environment and Natural
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Reform the approvals process Chapte
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Ring of Fire Chapter 13: Environmen
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Chapter 14: Justice Sector 2010-11
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CHART 20.1 Ontario’s Share of Fed
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CHART 20.3 Ontario’s Fiscal Gap 1
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Chapter 20: Intergovernmental Relat
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Potential Federal Impacts on Ontari
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Long-Term Health Costs Likely Outpa
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TABLE 20.2 Selected Examples of Tra
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CHART 20.7 2011-12 Equalization Ent
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Canada Social Transfer Chapter 20:
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Chart 20.10 Employment Outcomes for
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Green Energy Chapter 20: Intergover
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Environmental Protection and Regula
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CHART 20.11 2009 Municipal Revenues
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Infrastructure, Real Estate and Ele
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Appendix 1: Commission</str
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Appendix: Commission</stron
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Recommendation 8-9: Advocate for fe
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Chapter 11: Business Support Append
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Chapter 15: Labour Relations and Co
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Chapter 16: Operating and Back-Offi
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Chapter 17: Government Business Ent
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Chapter 18: Revenue Integrity Appen
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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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