Message from the Executive Director
As we look back on 2025–26, we reflect on a milestone-year as the OHRC marked 65 years of advancing human rights in Ontario, while also looking ahead to the future. The OHRC continued to make meaningful advances in fulfilling its mandate under the Code, while strengthening the systems, culture, and capacity needed to support a responsive, and effective organization. Guided by its Strategic Plan 2023–2025 (now extended to March 31, 2028), the OHRC’s work continues to be anchored in a Human Rights First approach. Strengthening the OHRC’s connection with Ontarians remains central to its mission through public education, strategic engagement and digital outreach, the OHRC continued to expand access to human rights information and resources to reach a broad and diverse public across the province.
At the same time, the OHRC continued to be an astute steward of its resources, improve key internal processes, and fostered an inclusive, and engaged workforce. The dedication and professionalism of OHRC staff is essential to navigating Ontario’s evolving human rights landscape.
Their commitment ensures that the Commission’s work remains grounded in integrity and a deep understanding of the communities it serves.
Looking ahead, the OHRC remains focused on building sustained organizational readiness to address emerging human rights issues.
A strong, independent, and well‑resourced OHRC is essential to protecting and promoting human rights in the province.
The OHRC will continue to advance evidence‑informed approaches, while deepening collaboration across the human rights system and with communities throughout Ontario. Through collaboration and meaningful engagement, the OHRC will continue to foster a strong human rights culture in Ontario, to achieve its vision of a province where people are valued and treated with dignity, feel a deep sense of belonging, and take responsibility for promoting and protecting human rights.
With gratitude,
Meena Deol
A/Executive Director
Website survey
In late 2025, the OHRC conducted a survey to better understand how the public uses its website and social media channels and to identify ways to strengthen its digital presence. The survey asked users about how often they visit the OHRC website, what information they look for, and what devices they used. Respondents also rated the website on timeliness, usefulness, clarity, accessibility, and the ease of navigating its menus and overall structure.
The results highlighted the most frequently accessed content areas, including human rights information, policies, e-Learning courses, and guidance on making or understanding human rights complaints. Respondents also identified the Code grounds and social areas for which they most often sought information.
Feedback on navigation and accessibility pointed to opportunities to improve the user journey, such as improving search and menu functionality, and ensuring information is structured, categorized, and written in accessible, plain language.
Survey results showed interest in human rights information and practical guidance, as well as an appetite for content that helps people understand their rights and responsibilities and provide information about OHRC’s work.
2025–2026 Strategic Plan and Performance update
In late 2025, the 2023–25 Strategic Plan was extended to March 31, 2028. The extended Strategic Plan maintains the five priority areas: Indigenous Reconciliation, Criminal Justice, Health and Well-being, Education, and Fostering a Human Rights Culture in Ontario. Measuring the OHRC’s impact within these priority areas remains integral to the OHRC’s performance management system, and the OHRC’s ability to make evidence-based decisions.
The following performance indicators are key representations of the intended outcomes of the OHRC’s work. These outcomes are observed more clearly by duty-holders and community organizations that deliver services and advocate for justice. Many indicators rely on information solicited from stakeholders. Where results are not available, the OHRC continues to build and refine data sources, analysis methods, and the internal capacity to represent these measures accurately.
Indigenous Reconciliation
Outcome: The OHRC is a trusted ally to Indigenous communities in the work of reconciliation
Key Performance Measure: Percentage of Indigenous partners who agree that the OHRC maintains relevant and effective relationships
Baseline: TBD
Target: Five per cent (5%) increase in the number of Indigenous partners who agree that the OHRC maintains relevant and effective relationships based on the results of the biennial survey
Result: N/A
Criminal Justice and Health and Well-being
Outcome: Duty-holders have and use accessible, relevant, and practical human rights tools
Key Performance Measure: Percentage of duty-holders who report having accessed relevant and practical human rights tools
Baseline: TBD
Target: Ten per cent (10%) increase in the number of duty-holders who report they have accessed relevant and practical human rights tools
Result: N/A
Education
Outcome: Duty-holders in the education system are implementing changes that address systemic discrimination.
Key Performance Measure: Percentage of school boards that have a plan to implement the Right to Read recommendations
Baseline: TBD
Target: 100% have a plan to implement the Right to Read recommendations
Result: N/A
Human Rights Culture
Outcome: The public is more knowledgeable about human rights
Key Performance Measure: Public satisfaction with the OHRC’s products
Baseline: TBD
Target: Eighty per cent (80%) satisfaction with OHRC products
Result: N/A
Organizational Impact
Outcome: Improved employee experience
Key Performance Measure: Percentage increase in employee experiences rates
Baseline: 69.5%
Target: Two per cent (2%) increase in the employee experience rate based on the results of the biennial employee experience surveys
Result: N/A
Operational Key Performance Indicators
In addition to its operational plan, the OHRC is guided by the OHRC Action Plan, which is a set of commitments for ensuring the continuous maintenance and improvement of the OHRC’s services to the public and stakeholders, and the internal work environment.
While many of the commitments in the OHRC Action Plan have an internal focus on the employee experience, organizational effectiveness, and legislative compliance, the following Operational Key Performance Indicators show the OHRC’s progress and performance in essential areas of public interaction.
1. Public complaints about staff and service policies/operational procedures:
Operational KPI: To measure response times related to public complaints and inquiries (including those related to accessibility/ accommodation) about OHRC staff and service, policies, and operational procedures (% of complaints that are responded to within the required response time)
Outcome: Public complaints response time meet service standards
Baseline: 100%
Target: 100% of complaints are responded to within 21 business days
Result: 100%
2. Public complaints about staff and service policies/operational procedures:
Operational KPI: To measure response times related to public complaints and inquiries (including those related to accessibility/ accommodation) about OHRC staff and service, policies, and operational procedures (% of complaints that are responded to within the required response time)
Outcome: Public inquiries response time meet service standards
Baseline: 100%
Target: 100% of inquiries are responded to within 14 business days
Result: 100%
3. Freedom of Information:
Operational KPI: To measure the OHRC’s compliance rate in fulfilling its FOI obligations
Outcome: The public gains access to responsive records, in full or in part, when requested
Baseline: 100%
Target: 100% compliance rate
Result: 100%
4. French Language Services (FLS):
Operational KPI: To measure the proactive availability of FLS (% of public events held or offered to be held in French, when relevant)
Outcome: FLS are proactively offered to community groups and the public
Baseline: 66%
Target: 100% of public events are offered in French
Result: 100%
5. French Language Services:
Operational KPI: To measure the amount of designated bilingual positions (DBP) filled with the appropriate level of French language proficiency
Outcome: FLS are offered in equal quality and availability to English services at OHRC service points (i.e., phone, mail, email)
Baseline: 50%
Target: 100% of DBPs are filled with the appropriate level of proficiency
Result: 50%
Multi-Year Accessible Plan
The OHRC is committed to advancing the human rights of individuals with disabilities. This mandate under the Code is fulfilled through public education, policy development, public inquiries, and litigation. The OHRC also shows its commitment by ensuring, as an organization, that it is fully accessible to persons with disabilities.
Customer service
The OHRC is committed to ensuring that all individuals have access to and can effectively use its services, goods, and facilities. The OHRC continued to offer communication supports for OHRC-hosted public events, ensured that venues and digital spaces are accessible, and proactively communicated offers for accommodations.
Information and communications
The OHRC is committed to making sure its information and communications systems and products are accessible to persons with disabilities. The OHRC has continued to review its digital and other communication methods to improve accessibility of its services, including the review and correction of content posted in the past.
All public documents, including correspondence and publications, continue to be remediated and made available in accessible digital formats, and other formats upon request.
Employment
The OHRC is committed to ensuring that the recruitment process is accessible for all candidates. The OHRC continues to inform candidates and employees about their right to accommodation. New employees receive information and training on employees’ rights and responsibilities under the Code, the AODA and OPS policies, all of which foster a diverse and inclusive workplace.
The OHRC will continue to adhere to OPS policies and procedures on employment accommodation for current and prospective employees with disabilities, as well as the standards outlined in the Integrated Accessibility Standards Regulation (IASR).
Accessibility training
The OHRC is committed to making sure that all staff remain informed about their rights and responsibilities under the Code, the AODA, and the IASR by providing ongoing training. The OHRC continued to administer and monitor the completion of mandatory training on disability-related policies and procedures, including the AODA and the requirements of the accessibility standards under the IASR, and on the Code as it pertains to persons with disabilities.
Procurement
The OHRC is committed to incorporating accessible design, criteria, and features when procuring or acquiring goods, services, or facilities. The OHRC continues to comply with the procurement standard in the IASR and the accessibility obligations set out in the Ontario Public Service Procurement Directive.