4. Operational Performance
The OHRC has established the following key performance indicators (KPIs) and measurements to assess and report on the progress and achievements of its strategic and operational objectives over the next three years.
Strategic Plan KPIs
Reconciliation
Outcomes | Performance measures | Baseline | Targets |
|---|---|---|---|
| The OHRC is a trusted ally to Indigenous communities in the work of reconciliation | Percentage of Indigenous partners who agree that the OHRC maintains relevant and effective relationships | TBD | 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 |
Criminal Justice and Health and Well-being
Outcomes | Performance measures | Baseline | Targets |
| Duty-holders have and use accessible, relevant, and practical human rights tools | Percentage of duty-holders who report having accessed relevant and practical human rights tools | TBD | 10% increase in the number of duty-holders who report they have accessed relevant and practical human rights tools
|
Education
Outcomes | Performance measures | Baseline | Targets |
|---|---|---|---|
| Duty-holders in the education system are implementing changes that address systemic discrimination | Percentage of school boards that have a plan to implement the Right to Read recommendations | TBC | Year-over-year increase to 100% by year two (75% in year 1 and 100% in year 2) of school boards having a plan to implement the Right to Read recommendations.
|
| Improved opportunities and outcomes for students disproportionately affected by discrimination in Ontario |
Human Rights Culture
Outcomes | Performance measures | Baseline | Targets |
|---|---|---|---|
| The public is more knowledgeable about human rights | Public satisfaction with the OHRC’s products | TBD | 80% satisfaction with OHRC products |
Organizational Impact
Outcomes | Performance measures | Baseline | Targets |
|---|---|---|---|
Improved employee experience
| Percentage increase in employee experience rates | 69.5% | 2% increase in the employee experience rate based on the results of the bi-annual employee experience surveys |
Operational KPIs
Public Complaints and Inquiries
Outcomes | Performance measures | Baseline | Targets |
|---|---|---|---|
| Customer service and accessibility accommodation-related public complaints and inquiries response time meet service standards | Percentage of complaints responded to within the required response time | 100% | 100% of complaints are responded to within 21 business days |
| Percentage of inquiries responded to within the required response time | 100% | 100% of inquiries are responded to within 14 business days |
Freedom of information (FOI)
Outcomes | Performance measures | Baseline | Targets |
|---|---|---|---|
| The public gains access to responsive records, in full or in part, when requested | OHRC compliance rate fulfilling FOI obligations in accordance with the Freedom of Information and Protection of Privacy Act | 100% | 100% compliance rate every fiscal year |
French Language Services
Outcomes | Performance measures | Baseline | Targets |
|---|---|---|---|
| French Language Services are proactively offered to community groups and the public | Percentage of public events held or offered to be held in French | 66% | 100% of public events are offered in French every fiscal year |
| French Language Services are offered in equal quality and availability to English services at OHRC service points | Percentage of designated bilingual positions filled with the appropriate level of French language proficiency | 80% | 100% by end of fiscal year 2026–27 |
Operational Risks
The OHRC complies with established policies and directives on risk reporting and Enterprise Risk Management. Internal risk identification and assessment processes align with the quarterly cadence of High-Risk reporting required by the Ministry of the Attorney General.
The following subset of risks are significant (High-Risk) potential threats to the objectives of the OHRC. Not addressing these risks could have a negative impact on OHRC as a renowned institution nationally and internationally.
| Risk | Implications | Mitigation |
|---|---|---|
| The OHRC faces a challenge in adjusting its organisational structure to maintain operational effectiveness amid increasing budget pressures and hiring limits. The OHRC wants to ensure that it can continue providing its services at a high level. | The OHRC’s current organizational structure reflects its mandate - with a complement of 49 full time equivalent (FTE) positions. However, for several consecutive years the OHRC has used vacancy management as part of its approach to funding projects and initiatives due to budgetary pressures.
| The OHRC is optimizing existing resources by redistributing workloads to areas where most critical. In addition, the OHRC is reviewing unique position descriptions on a case-by-case basis to better represent work requirements and attract the best candidates for key positions. The OHRC is collaborating with the Ministry of the Attorney General to assess the agency's funding and resource needs. Addressing these needs would enable the organization to proceed with necessary alignment. |
| The risk that the OHRC may be unable to effectively meet all the goals and objectives set out in its Strategic Plan due to vacancy management necessary to offset rising budgetary pressures. | Since the OHRC operates within its allocated budget and has had to employ vacancy management strategies over consecutive years, it will continue to face budgetary and staffing pressures. This situation compromises the OHRC’s ability to meet its strategic goals and increase the risk of reduced service and reputational damage. OHRC being challenged in meeting its strategic goals and continued risk management related to reduced service levels and reputational harm. | The OHRC continues to use outcome-based work planning and is increasing its use of strategic prioritization of work and collaboration across branches. By improving internal processes and communication, the OHRC aims to address compliance requirements and other administrative impacts early on, thereby, reducing delays and complications in the work that supports strategic goals and objectives. Moreover, the OHRC is working with the Ministry of the Attorney General to evaluate the agency’s funding and resource needs, which, if addressed, would also meet the organization’s staffing requirements. |
Artificial Intelligence Usage Inventory and Risk
The Responsible Use of Artificial Intelligence Directive sets out the requirements for the transparent, responsible, and accountable use of Artificial Intelligence (“AI”) for the OHRC. Where the use of AI is introduced into the development or delivery of, or decision-making for, an OHRC policy, program, or service, the OHRC will apply appropriate and effective risk management and approval processes.
In addition to establishing robust internal controls to govern the use of AI, the OHRC will publish an annual list of current AI implementations, and associated risks. At present the OHRC has not adopted the use of AI within decision-making for policy, programs, or services.