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Published Plan and Annual Report 2015-16

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PART I: PUBLISHED PLAN 2016-17

MINISTRY FINANCIAL INFORMATION

APPENDIX: 2015-16 ANNUAL REPORT

 


Part I: Published Plan 2016-17

Ministry Overview

Ministry Vision

The Ministry of Municipal Affairs and Housing (MMAH) helps people live in thriving resilient and complete communities served by strong local government. 

Mandate

The ministry operates within a dynamic and changing environment that is responsive to municipal, stakeholder, and public needs. The ministry is well-positioned to deliver on its mandate to: 
  • move forward on social and affordable housing and homelessness by: improving the availability of affordable housing; helping to expand supportive housing opportunities for people with mental health and addiction issues; engaging federal partners to commit to long-term funding for social and affordable housing; undertaking activities in support of the Long-Term Affordable Housing Strategy (LTAHS) Update and supporting the long-term goal of ending homelessness.
  • ensure that the Planning Act and the Development Charges Act, 1997, contribute to improved land use planning initiatives and encourage smart growth, and review the scope and effectiveness of the Ontario Municipal Board.
  • review provincial growth and greenbelt plans by leading the co-ordinated review of the Growth Plan for the Greater Golden Horseshoe (GGH) and the Greenbelt plans; working to protect prime agricultural lands; finalizing the indicators for the GGH Growth Plan and the Greenbelt Plan, and partnering with municipalities to grow the Greenbelt.
  • review municipal governance by undertaking reviews of the Municipal Act, 2001, City of Toronto Act, 2006, Municipal Conflict of Interest Act, and the Municipal Elections Act, 1996.
  • strengthen partnerships with municipalities by continuing to apply a municipal lens to decisions made across government; facilitate the strong relationship between the province and municipalities through the Memorandum of Understanding with the Association of Municipalities of Ontario and the Toronto-Ontario Cooperation and Consultation Agreement, and work with municipalities outside of formal agreements to ensure their perspectives are heard.
  • review the Building Code to continue to ensure buildings are safe, accessible and cost-effective; focussing on moving Ontario forward as the North American leader in climate-resistant and environmentally efficient construction, and responding to recommendations from the Elliot Lake Public Inquiry.
  • implement new disaster recovery programs that are responsive to the needs of municipalities and people affected by natural disasters, and offer timely and fair financial assistance.
  • work with other ministries to consult with stakeholders and develop clear policy on community hubs.

Ministry Contribution to Priorities and Results

The ministry supports the following government priorities:

  1. Reduced Poverty, Inequality and Exclusion: through the Affordable Housing, Social Housing and Ending Homelessness programs. The ministry’s programs improve access to affordable housing that is suitable and sustainable for low and moderate income households. When people have a home, they are better able to manage other challenges in their lives. It is an important first step to moving out of poverty, as articulated in the province’s Poverty Reduction Strategy.

  2. Leader on Environmental Sustainability and Climate Change Mitigation: through the Land Use Planning program, led by the ministry, the Province sets the legislative and policy framework for planning in Ontario. Land use and growth planning is an essential component in addressing the government’s environmental and climate change goals. The land use planning system advances and upholds provincial interests and supports municipal implementation of land use planning through a variety of legislative tools, and a coordinated inter-ministry “one-window” model.

  3. Strengthened Public Safety and Security: through the Building Regulation and Disaster Recovery Financial Assistance programs. The Building Code Act, 1992 and the Building Code are key statutory vehicles assisting the government to meet commitments and priorities, including public safety, environmental sustainability (e.g., impacts of septic systems on water quality and reduction in greenhouse gas emissions), energy and water conservation, and accessibility. They also support the establishment of requirements to respond to areas of importance for Ontario’s building industry stakeholders (e.g., climate change, mid-rise wood construction). 

    Following a disaster, the ministry provides financial assistance through transfer payments to municipalities for emergency response and infrastructure repairs and to individuals, small businesses, farmers and non-profit organizations to replace essential property. The province may also design special financial assistance programs to address specific needs associated with natural or non-natural disasters.  

  4. Other Public Interest: through the Municipal Finance and Governance and the Residential Tenancies programs. The Municipal Finance and Governance program develops the legislative and program frameworks that require municipalities to be open, effective and accountable governments. The ministry also helps build the capacity of municipalities to use all of the financial and governance tools at their disposal to deliver financially sustainable services.

    The Residential Tenancies program provides advisory, investigation and enforcement services for landlords and tenants. The legislative and policy framework sets the rules of engagement for landlords and tenants, and provides consumer protection provisions and processes for resolving certain types of disputes.

Ministry Programs

Affordable Housing Program

The program addresses the need to assist individuals and households who cannot obtain or maintain adequate, suitable and affordable housing in the private market through a range of affordable housing opportunities.

Administered through service managers (municipalities and District Social Services Administration Boards (DSSABs)), this program increases affordable housing opportunities and improves housing stability in communities by providing new affordable rental construction and repair, and homeownership and rental assistance to individuals and households. The program includes the policy, legislative and regulatory framework within which service managers and housing/service providers deliver housing and homeless services. 

The program has the following key output measures:

  • households no longer in housing need as a result of the Investment in Affordable Housing (IAH) program
  • Indigenous households living off-reserve no longer in housing need as a result of the IAH
  • seniors and persons with disabilities households, who are able to remain living independently

The program has the following key outcome measures:

  • reduce the number of households in need by improving access to affordable housing that is sound, suitable and sustainable for households in need
  • reduce the demand for services and institutional living by increasing and extending independent living for households in need for seniors and persons with disabilities

In 2016-17, the ministry plans to undertake the following key activities in the Affordable Housing program:

  • implement an updated LTAHS so that housing policies are relevant to current realities and reflect new research, best practices, and the housing needs of Ontarians.
  • help communities provide affordable housing opportunities to those in need by assisting service managers in the delivery of the $801 million Investment in Affordable Housing for Ontario (IAH 2014 Extension) program.
  • continue to work with Indigenous housing partners to deliver off-reserve Indigenous housing programs, such as the Off-Reserve Aboriginal Housing component of the IAH 2014 Extension.

participate in the closing of the Agreements of Purchase and Sale for the two affordable rental housing buildings in the 2015 Pan/Parapan American Games Athletes’ Village.

Social Housing

The program addresses the inability of some individuals and families to obtain or maintain adequate, suitable and affordable housing in the private market, whose needs are met through the provision of rent-geared-to-income and low end of market opportunities.

The Social Housing program provides affordable housing to Ontarians who cannot afford to have their needs met in the private market. The program includes the policy, legislative and regulatory framework within which service managers and housing/service providers deliver housing and homelessness services.

The program has the following key measures:

  • number of rent-geared-to-income 
  • units and accessible units in Ontario

In 2016-17, the ministry plans to undertake the following key activities in the Social Housing program:

  • develop policy and regulatory recommendations in support of the update to the Long-Term Affordable Housing Strategy related to the modernization of the social housing system into a flexible, outcome-based, efficient and coordinated system of housing assistance, that will better meet the changing needs of people.
  • consult stakeholders from municipalities and housing and community sectors on the development of the social housing modernization framework recommendations.
  • continue to deliver the Strong Communities Rent Supplement Program which provides $50 million in annual long-term funding to service managers.
  • continue partnerships with Indigenous non-profit organizations to deliver and administer off-reserve Aboriginal housing programs. 
  • continue to work both bilaterally and with other provinces and territories to engage the federal government to provide long-term funding for housing through a National Housing Strategy.
  • provide service managers and housing providers with guidance and information on redeveloping and regenerating social housing properties.

Ending Homelessness

This program supports a broad range of transformation activities associated with the province’s target of ending chronic homelessness by 2026. The program also addresses the need to assist individuals and households experiencing homelessness or that are at risk of homelessness, to become stably housed or avoid becoming homeless in the first place. The program includes the policy, legislative and regulatory framework within which service managers and housing/service providers deliver housing and homelessness services.

The program has the following overarching outcomes:

  • decreasing the number of people who are homeless
  • increasing the number of households that are stably housed

Community Homelessness Prevention Initiative (CHPI)

Administered through service managers (municipalities and District Social Service Administration Boards), the CHPI provides a flexible array of services and supports to assist those experiencing homelessness or those at risk of homelessness. 

The CHPI has the following key outcomes:

  • people experiencing homelessness obtain and retain housing
  • people at-risk of homelessness remain housed

In 2016-17, the ministry plans to undertake the following key activities in the Ending Homelessness program:

  • launch a pilot program involving a portable housing benefit for victims of domestic violence, which will also provide early evidence and insight to support improvements to the Special Priority Policy. $2.4 million is available in 2016-17 for this initiative.
  • create an Innovation, Evidence and Capacity Building Fund to support research, evaluation and capacity building initiatives, and support the required culture change to continue the transformation of the housing and homelessness system, as mentioned in the LTAHS Update. $0.5 million is available in 2016-17 for this initiative.
  • continue to assist service managers with the delivery and  implementation of the CHPI and identify municipal best practices to promote effective use of program funding. The CHPI will provide $293.7 million in 2016-17.
  • develop a Supportive Housing program to promote a more person-centred approach to the provision of supportive housing, as well as support the construction of up to 1,500 new supportive housing units over the long term.  The program will commence in 2017-18.
  • support the province’s actions in response to the recommendations of the Expert Advisory Panel on Homelessness.
  • support the Poverty Reduction Strategy’s long-term goal to end homelessness. 
  • identify next steps in ending homelessness based on the recommendations of the Expert Advisory Panel on Homelessness and report back on progress through the Poverty Reduction Strategy Annual Report.

Land Use Planning

The program addresses the need to support Ontario's economic development by avoiding future costs, protecting environmental and agricultural lands, and creating complete and healthy communities.

The ministry develops the policy and legislative framework for land use planning through the Planning Act, the Provincial Policy Statement, and unique provincial plans like the Greenbelt Plan, Oak Ridges Moraine Conservation Plan, and the Growth Plan for the Greater Golden Horseshoe.

The land use planning system advances and upholds provincial interests and supports municipal implementation of land use planning through a variety of legislative tools, and a coordinated inter-ministry “one-window” planning model. The “one-window” approach to planning provides: regulatory approvals, advice and capacity building for municipalities; access to planning tools; and the ability for the province to defend provincial plans and policies through dispute resolution and litigation.

The program has the following key measures:

  • timely decisions on approving official plans
  • up-to-date official plans reflecting provincial priorities
  • change of density in urban areas
  • amount of farmed agricultural land

In 2016-17, the ministry plans to undertake the following key activities in the Land Use Planning program:

  • continue to work with the Ministry of Natural Resources and Forestry on the co-ordinated reviews of the Greenbelt Plan (including the Oak Ridges Moraine Conservation Plan and the Niagara Escarpment Plan) together with the Growth Plan for the Greater Golden Horseshoe. The co-ordinated review includes a climate change lens. It will also consider opportunities to grow the Greenbelt and further reduce urban sprawl.
  • support the implementation of Bill 73, the Smart Growth for Our Communities Act, and prepare proposed regulatory amendments regarding land use planning in support of the Smart Growth for Our Communities Act, for government consideration and public input.
  • monitor provincial interests through the performance indicators for provincial plans and policies.
  • work with the Ministry of the Attorney General to move forward with the review of the scope and effectiveness of the Ontario Municipal Board.
  • continue to work with municipalities and partner ministries to implement provincial policy as expressed in the Provincial Policy Statement, 2014 and provincial plans, including helping position municipalities to achieve complete and sustainable communities.
  • undertake a variety of policy and implementation support activities in coordination with other ministries to advance the government’s initiatives including community hubs, asset management, planning, and climate change initiatives.

Building Regulation

The program addresses the need for safe, accessible and environmentally sustainable buildings in Ontario.
MMAH administers the outcome-based Building Code which governs the construction, renovation and demolition of buildings and maintains the qualification system for most building practitioners. The ministry also supports the development of the legislative framework within which municipalities issue building permits, conduct inspections and enforce compliance with the Building Code.

The program has the following key measures:

  • enhance building sector capacity
  • client satisfaction with technical advice and services
  • Ontario is a leader in Building Code development
  • annual percentage reduction of greenhouse gas emission in buildings

In 2016-17, the ministry plans to undertake the following key activities in the Building Regulation program

  • administer the Building Code Act, 1992, and the Building Code efficiently and effectively to support the Ontario economy and promote innovation.
  • develop policy to support the government’s response to the Report on the Elliot Lake Commission of Inquiry.
  • support climate change initiatives by developing policy that would enable the establishment of new target requirements to further reduce energy use in buildings.
  • develop policy and conduct public consultation on potential requirements to be included in next edition of the Building 

Disaster Recovery Financial Assistance

The program addresses the need to help municipalities and victims of disasters recover when they are impacted by disasters beyond their capacity to manage. The need for this assistance has increased substantially as a result of climate change.
Following a disaster, the province provides financial assistance through transfer payments to municipalities for emergency response and infrastructure repairs, and to individuals, small businesses, farmers and non-profit organizations to replace essential property. The province may also design special financial assistance programs to address specific needs associated with natural or non-natural disasters.
The program has the following key measures:

  • efficient delivery of disaster financial assistance to Ontarians
  • timely delivery of disaster financial assistance to municipalities 
  • Ontarians who submit eligible claims for disaster financial assistance have access to clear and fair program processes
  • percentage of Ice Storm Assistance Program expenditures found eligible under the federal Disaster Financial Assistance Arrangements

In 2016-17, the ministry plans to undertake the following key activities in the Disaster Recovery Financial Assistance program:

  • implement two new programs launched on March 1, 2016: Disaster Recovery Assistance for Ontarians, and the Municipal Disaster Recovery Assistance.
  • continue to implement existing Ontario Disaster Relief Assistance Program active files. 
  • audit and submit to the federal government Ontario’s claim for cost-sharing of the December 2013 ice storm. 
  • implement the federal National Disaster Mitigation Program in Ontario.

Municipal Finance and Governance

The program addresses Ontarians’ dependence on municipalities to deliver local services in a reliable, financially sustainable and accountable manner.

Through the Municipal Finance and Governance program, the ministry develops, and supports other ministries to develop the legislative and program frameworks that require municipalities to be open, effective and accountable governments. The ministry helps build the capacity of municipalities to use all of the financial and governance tools at their disposal to deliver financially sustainable services. The ministry monitors, measures and reports on municipalities' success in delivering on provincial priorities such as asset management planning, financially sustainable infrastructure and affordable housing, and manages issues when municipalities demonstrate a need for provincial intervention.

The program has the following key measures:

  • advice to municipalities to build municipal capacity (number of meetings held with municipalities and other municipal stakeholders).
  • effective and efficient service delivery to municipalities (level of satisfaction of municipalities with ministry services).
  • municipal fiscal management (number of  municipalities with existing financial tools to increase their revenue and reduce service costs).
  • municipal financial sustainability (number of municipalities with fiscal challenges as identified from analysis of their financial information returns).

In 2016-17, the ministry plans to undertake the following key activities in the Municipal Finance and Governance program:

  • continue to help build the capacity of municipalities to use all of the financial and governance tools at their disposal to deliver financially sustainable services.
  • encourage greater consultation and partnerships between municipalities and local partners, including working with Cabinet Office, the Ministries of Health and Long-Term Care, Education, and others, to develop clear government policy on community hubs.
  • support continued efforts related to the Provincial-Municipal Fiscal and Service Delivery Review as a component of ongoing support for municipalities.
  • continue the reviews of the City of Toronto Act, 2006, Municipal Act, 2001 and Municipal Conflict of Interest Act which seek to ensure that the legislation meets the needs of communities. 
  • propose amendments to the Municipal Elections Act,1996 that would, if passed, provide municipalities with the option of using ranked ballots in future elections.

Residential Tenancies

The program recognizes the need to provide landlords and tenants with a legislative and policy framework for addressing conflicting interests within the landlord-tenant relationship.
The ministry provides advisory, investigation and enforcement services for landlords and tenants. The legislative and policy framework that flows from the Residential Tenancies Act, 2006 (RTA) sets the rules of engagement for landlords and tenants, and provides consumer protection provisions and processes for resolving certain types of disputes. 
The program has the following key output measure:

  • percentage of complaints received under the RTA resolved through education and intervention

In 2016-17, the ministry plans to undertake the following key activities in the Residential Tenancies program:

  • implement the updated Long-Term Affordable Housing Strategy so that housing policies are relevant to current realities and reflect new research, best practices, and the housing needs of Ontarians
  • develop outreach methods and stakeholder partnerships to extend public education about the mandate and services of the Investigation and Enforcement Unit  to increase compliance rates and reach vulnerable populations
  • initiate a review of the annual rent increase guideline provisions under the  RTA

HIGHLIGHTS OF 2015-16 ACHIEVEMENTS

What follows are the ministry’s key results and achievements in 2015-16:

1. Reduced Poverty, Inequality and Exclusion

In 2015-16, the ministry supported the government’s multi-year priority of Reduced Poverty, Inequality and Exclusion through the following actions:

  • implemented and delivered the Investment in Affordable Housing for Ontario (IAH 2014 program extension), a six year extension of the existing IAH program starting in 2014-15
  • implemented and delivered the Community Homelessness Prevention Initiative (CHPI) in alignment with the recommendations of the Commission on the Reform of Ontario’s Public Services (CROPS). CHPI provides funding to service managers to address the needs of those who are homeless or at risk of homelessness, including those on social assistance and low-income people. $293.7 million was available in 2015-16
  • established an Expert Advisory Panel on Homelessness in early 2015 to provide advice on the province’s long-term goal to end homelessness: including how to define and measure homelessness and set targets. The Panel’s report outlining its recommendations, A Place to Call Home, was released on October 28, 2015. In response to the report, the government  is committing to a number of immediate and long-term actions, including setting a target to end chronic homelessness within 10 years
  • worked to update the Long-Term Affordable Housing Strategy (LTAHS), in consultation with stakeholders, with $178 million to be invested over three years to continue transforming the housing system by:
  • assisting up to 4,000 families and individuals in supportive housing, and building up to 1,500 new supportive units over the long term; 
  • introducing inclusionary zoning that, if passed, would enable municipalities to require developers to build affordable housing as part of new development proposals; 
  • introducing a portable housing benefit that will give people receiving housing assistance more flexibility to choose where they want to live, and which will help more people over time; 
  • building on the current annual investment of more than $294 million in funding for the Community Homelessness Prevention Initiative with $15 million in additional funding in 2017-18, climbing to $30 million in 2018-19, for a total of $324 million in annual investments; 
  • creating an Indigenous Housing Strategy that will be developed in partnership with Indigenous communities; and 
  • modernizing social housing to align with our focus on poverty reduction and better manage legacy social housing programs 
  • under the province’s Green Investment Fund, the ministry developed and is implementing two programs to reduce greenhouse gas emissions and improve electrical efficiency in social housing buildings: the Social Housing Electrical Efficiency Program (SHEEP), and the Social Housing Apartment Retrofit Program (SHARP)

Table 1:  Total number of households assisted under the Community Homelessness Prevention Initiative (CHPI)

  Total number of households assisted under the Community Homelessness Prevention Initiative (CHPI)

Statement of result:

The result shows the number of households assisted under the CHPI by program outcome. The result reflects data for the 2014-15 fiscal year. Note that the total numbers are not added together as some households may be reflected in both outcomes.

Note: Data was provided by service managers in their 2014-15 CHPI Year-End Reports. The two CHPI program outcomes are measured by ten program indicators. The data reflected in the results represents data from seven out of the ten indicators. Three indicators were not used as data was inconclusive. There are no targets for CHPI as there is no data available on the number of people experiencing homelessness in Ontario. 
It is anticipated that CHPI data for 2015-16 will be available in August 2016.  

Table 2:  Total number of households in need assisted through MMAH housing programs

 

Total number of households in need assisted through MMAH housing programs 

Statement of result:
The result shows the ministry’s ability to assist lower-income households through the Investment in Affordable Housing (IAH) (2014 Extension) program and the Strong Communities Rent Supplement Program. 

The results for 2015-16 (as of December 31, 2015) – 11,219 households assisted – exceeded the target of 11,039 households assisted.   

Table 2: This table provides a summary of the households assisted through the ministry’s various affordable housing programs. These include the current Investment in Affordable Housing for Ontario (IAH) (2014 Extension) program and the Strong Communities Rent Supplement Program, as well as the following legacy programs:

  • Investment in Affordable Housing (IAH) 2011-14 program – ended March 31, 2015 – replaced by IAH 2014 Extension
  • Canada-Ontario Affordable Housing Program (AHP) – ended March 31, 2010 (capital components) and March 31, 2013 (Rent Supplements) – replaced by the AHP Extension (2009)
  • AHP Extension (2009) – program ended March 31, 2011 – replaced by the IAH program
  • Rental Opportunity for Ontario Families (ROOF) – funded through the federal Affordable Housing Trust – ended December 31, 2012
  • Short-Term Rent Support Program (STRSP) – funded through the federal Affordable Housing Trust – ended March 31, 2013
  • Provincial Rent Bank – ended December 31, 2012 – program consolidated into the Community Homelessness Prevention Initiative (CHPI) effective January 1, 2013
  • Off-Reserve Aboriginal Housing Trust – funded through the federal Affordable Housing Trust – program ended March 31, 2012

2. Leader on Environmental Sustainability and Climate Change Mitigation

In 2015-16, the ministry supported the priority of becoming a Leader on Environmental Sustainability and Climate Change Mitigation through the following actions:

  • improved the tools and processes that municipalities and citizens use to determine how their neighbourhoods grow, and to plan and pay for this growth through the Smart Growth for Our Communities Act (Bill 73) which received Royal Assent. 
  • launched the Coordinated Review of the Growth Plan for the Greater Golden Horseshoe, Greenbelt Plan, Oak Ridges Moraine Conservation Plan and Niagara Escarpment Plan (in partnership with Ministry of Natural Resources and Forestry). As part of the Co-ordinated review, the Ministry successfully engaged stakeholders across the Greater Golden Horseshoe and Niagara Escarpment area, hosting 17 town hall-format workshops attended by over 3,000 people, and received over 19,000 written submissions 
  • an advisory panel of experts from different sectors was established to support the Coordinated Review. The Panel submitted its 87 recommendations in December 2015 which addresses the four plans.
  • continued to work closely with the Ministry of Northern Development and Mines on their mandated responsibility to review progress of the Growth Plan for Northern Ontario.
  • undertook work to better understand growth planning issues in Eastern Ontario.

Table 3:  Client satisfaction with training, education and advisory services provided to the municipal sector regarding land use planning 

Statement of result: 

 

Client satisfaction Table 

Ministry services to the municipal sector build the capacity of municipal planning authorities to make accountable local decisions and protect matters of provincial interest.

Client satisfaction with land use planning training, education and advisory services is within the average level of satisfaction reported since 2012.)  

Table 3: This table shows the level of client satisfaction with the ministry’s training, education and
advisory services to the municipal sector in land use planning. Results are compiled through a client satisfaction survey

3. Strengthened Public Safety and Security

In 2015-16, the ministry supported the government’s multi-year priority of Strengthened Public Safety and Security through the following actions:

  • provided opportunities for municipal capacity building through e-learning and other means, as well as implementing streamlined qualification and registration processes for building practitioners under the Building Code
  • developed policy to support amendments to the Building Code to put in place requirements that allow construction of wood structures up to six storeys while maintaining public safety
  • supported implementation of Building Code requirements that enhance accessibility in buildings
  • completed a comprehensive review of the Ontario Disaster Relief Assistance Program, resulting in the development and launch of two new disaster recovery programs that will better meet the needs of people and municipalities affected by natural disasters
  • administered funding commitments totalling over $45 million in 37 communities affected by floods and tornados, and made payments of over $131 million to 52 municipalities and 6 conservation authorities impacted by the December 2013 ice storm
  • represented Ontario’s interests in discussions on disaster mitigation and recovery with federal, provincial and territorial counterparts and implemented the federal government’s National Disaster Mitigation Program in Ontario

Table 4:  Percent of Building Code Commission Decisions Communicated Within 15 Business Days of Completed Application

 Building Code Commission Table

Statement of result:
The measure relates to the administrative element of the Building Code Act. The Building Code Commission resolves disputes concerning the sufficiency of compliance with the technical requirements of the Building Code, time period disputes for site inspections and time period disputes for processing permit applications.
The 2015-16 results show timely decisions made by the Building Code Commission. 
 
Table 4: This table shows the timeliness of decisions made by the Building Code Commission. 

4. Other Public Interest

In 2015-16, the ministry supported the government’s multi-year priority of Other Public Interest through the Municipal Finance and Governance program as follows:

  • provided strategic leadership on activities related to the Memorandum of Understanding with Association of Municipalities of Ontario and Toronto-Ontario Cooperation and Consultation Agreement with the City of Toronto, and worked with other ministries to ensure effective use ofthese consultative mechanisms
  • helped foster new partnerships among municipalities and local partners
  • supported the continued implementation of municipal infrastructure programs and engaged directly with municipalities to encourage and assist in their effective use of long-term asset management planning, consistent with recommendations in the Commission on the Reform of Ontario’s Public Services (CROPS)  
  • coordinated provincial participation in key municipal conferences. At the Association of Municipalities of Ontario’s (AMO) conference and the combined conference of the Rural Ontario Municipal Association (ROMA) and Ontario Good Roads Association (OGRA), the ministry coordinated over 735 meetings of municipal delegations with 22 ministers and several parliamentary assistants
  • consulted municipal stakeholders and the public on four pieces of municipal legislation: the Municipal Act, City of Toronto Act, Municipal Conflict of Interest Act and Municipal Elections Act, including ranked ballots as an option for municipal elections. Over 3,400 submissions were received from the public, municipal councils and staff from across the province as part of the Municipal Election Act consultation. An early outcome of consultations has included regulatory reforms to give the City of Toronto a framework to invest according to the prudent investor standard

Table 5:  Client satisfaction with training, tools and advisory services provided to the municipal sector regarding municipal governance

Table 5. 

Statement of result:

Ministry services to the municipal sector support stronger accountability, transparency, governance and 
financial management practices.

The 2015-16 results reflect overall satisfaction with the training and advisory services provided by ministry staff to the municipal sector, and the strong provincial/municipal relationship. 
 
Table 5: This table shows the level of client satisfaction with the ministry’s training, tools and advisory services to the municipal sector in municipal governance. Results are compiled through a client satisfaction survey.
The ministry also supported the priority of Other Public Interest through the Residential Tenancies program as follows:

  • enforced compliance with the Residential Tenancies Act, 2006
  • promoted a healthy rental market. 

Table 6:  Percentage of complaints received under the Residential Tenancies Act (RTA) resolved through education and intervention 

Table 6 

Statement of result:
The ministry uses a voluntary compliance approach when it receives complaints from landlords and tenants about alleged offences under the RTA. Complaints are either closed at the intervention stage or are referred for further investigation if there is sufficient reason to believe non-compliance has continued. In 2015-16, the file resolution rate at the intervention stage was 91 per cent, slightly below the target of 92 per cent. Successful resolutions reduce the impact of offences on complainants and lessen the need for further enforcement actions including prosecutions.  
  
Table 6: This table shows the percentage of complaints resolved through education and intervention.

MINISTRY ORGANIZATION CHART

Ministry Organization Chart [PDF]

  • Minister of Municipal Affairs and Housing The Honourable Ted McMeekin
    • Parliamentary Assistant Lou Rinaldi
    • List of Council, Commission and Corporation Chairs
      • Building Code Commission - Antonio Chow, Chair
      • Building Materials Evaluation Commission - Edward J. Link, Chair
      • Building Code Conservation Advisory Council - Tony Crimi, Chair
      • Ontario Mortgage & Housing Corporation - Janet Hope, Chair
      • Toronto Islands Residential Community Trust Corporation - Lorraine Filyer, Chair
      • Greenbelt Council - Peter Victor, Chair
      • Local Government and Planning Policy Division - Kate Manson-Smith, ADM
        • Municipal Finance Policy Branch - OliverJerschow, Director
        • Intergovernmental Relations and Partnerships Branch - Diane McArthur-Rogers, Director
        • Provincial Planning Policy Branch - Audrey Bennett, Director
        • Local Government Policy Branch - Jonathan Lebi, Director
      • Business Management Division - Jim Cassimatis, CAO/ADM
        • Corporate Services Branch - Jim Lewis, Director
        • Controllership and Financial Planning Branch – Jason Arandjelovic, Director
        • Human Resources Strategies Branch – Maureen Buckely, Director [4]
        • Community Services Audit Service Team - Gord Nowlan, Director [3]
      • Housing Division - Janet Hope, ADM
        • Housing Policy Branch - Carol Latimer, Director
        • Housing Funding and Risk Management Branch - Keith Extance, Director
        • Housing Programs Branch - Jim Adams, Director
      • Communications Branch - Mary Anne Covelli, Director [1]
      • Legal Services Branch - Joanne Davies, Director [2]
      • Ontario Growth Secretariat - Larry Clay, ADM
        • Growth Policy, Planning and Analysis Branch - Adam Redish, Director
        • Partnerships and Consultation Branch – Tanzeel Merchant, Director
      • Community Services I&IT Cluster - Soussan Tabari, CIO/ADM  [5]
        • Strategic Planning and Business Relationship Management - Lolita Singh, Director
        • Case and Grant Management Solutions - Sanaul Haque, Director
        • Data Collection and Decision Support Solutions - Carm Scarfo, Director
        • iACCESS Solutions - Sanjay Madan, Director
    • Deputy Minister Laurie LeBlanc
      • Executive Assistant Clare Faulds
      • Municipal Services Division - Elizabeth Harding, ADM
        • Municipal Services Offi­ce Central Region - Marcia Wallace, Regional Director
        • Municipal Services O­ffice Western Region – Roger Moyer (A), Regional Director
        • Municipal Services O­ffice Northern Region - Lynn Buckham, Regional Director
        • Municipal Services O­ffice Eastern Region - Allan Scott, Regional Director
        • Municipal Programs and Education Branch – Andrew Tang (A), Director
        • Building and Development Branch - Brenda Lewis, Director
  1. Dual reporting relationship with the Deputy Minister of Communications and the Associate Secretary of Cabinet
  2. Dual reporting relationship with MAG and MAH (to CAO for administrative purposes; to Deputy for legal services)
  3. Dual reporting relationship with CIA, Ontario Internal Audit Division, Ministry of Finance and ADM, BMD for administrative purposes
  4. Dual reporting relationship with MGCS HR Service Delivery
  5. Reports to Corporate Chief Information Technology Officer

 

PROVINCIAL AGENCIES REPORTING TO THE MINISTER OF MUNICIPAL AFFAIRS AND HOUSING

The following six provincial agencies (one adjudicative agency, one regulatory agency, two operational enterprise agencies, and two advisory agencies) report to the Minister of Municipal Affairs and Housing. All are subject to the Management Board of Cabinet Agencies and Appointments Directive and other key provincial accountability directives, policies and guidelines. Each operates under a formal Memorandum of Understanding with the Minister that clearly states its powers, legal status, mandate, structure, financial capacities, other resources, and further details of the respective roles and responsibilities of both the agency and the ministry.

1) Building Code Commission 

The Building Code Commission is an adjudicative agency that resolves disputes on the technical requirements of the Ontario Building Code. All administrative and technical support to the Commission is provided by ministry staff. The operating expenses for this commission are paid out of the Municipal Services and Building Regulation (Vote 1902).

Table 7: Building Code Commission Financial Data 

2016-17 Expenditure Estimates*

2016-17 Revenue Estimates**

2015-16 Expenditure Interim Actuals*

2015-16
Revenue
Interim Actuals**

2014-15 Expenditure Actuals*

2014-15 Revenue Actuals**

$67,000

$10,320

$78,716

$9,315

$33,581

$6,133

 

* The number of hearings is determined by the application rate. Expenditure Estimates are based on typical application rates (using historical data and projecting forward) and members’ per diem compensation rates. Member per diem compensation rates are established by the Management Board of Cabinet Directive applying to part-time Order in Council-appointed members. 

The operating expenses cover per diem fees for BCC members and reimbursement for out-of-pocket travel expenses related to hearings. These include hotel accommodations, meal allowances (to the allowable maximum), parking and public transit.  

** The Building Code Commission (BCC) previously did not charge fees. A fee of $170 for BCC applications came into effect on January 1, 2014 and is set to increase annually up to the rate of the Consumer Price Index. Revenue Estimates for 2016-17 are based on receiving an average of 60 BCC applications per year over the last Building Code cycle (2007-2012).  

2) Building Code Conservation Advisory Council

The Building Code Conservation Advisory Council is an advisory agency that provides strategic advice to the Minister on energy and water conservation issues related to the Building Code and the Building Code Act. Council members are non-remunerated appointees. All administrative support to the Commission is provided by ministry staff. The operating expenses of the Advisory Council are paid out of the Municipal Services and Building Regulation (Vote 1902).

Table 8:   Building Code Conservation Advisory Council Financial Data 

2016-17 Expenditure Estimates *

2016-17 Revenue Estimates**

2015-16 Expenditure Interim Actuals*

2015-16
Revenue Interim
Actuals**

2014-15 Expenditure Actuals*

2014-15 Revenue Actuals**

$5,000

nil

$1,000

nil

$1,500

nil

 

* The operating expenses cover reimbursement for out-of-pocket travel expenses related to meetings, including hotel accommodations, meal allowances (to the allowable maximum), parking and public transit. Expenditures could increase if meetings are held outside of Toronto and if there is an increase in the allowable number of members who live outside the Greater Toronto Area. 

** The Building Code Conservation Advisory Council does not charge fees.

3) Building Materials Evaluation Commission 

The Building Materials Evaluation Commission is a regulatory agency that evaluates and authorizes innovative building materials, systems or designs where no criteria are set out in the Ontario Building Code. All administrative and technical support to the Commission is provided by ministry staff. Operating expenses for the commission are paid out of the Municipal Services and Building Regulation (Vote 1902).

Table 9: Building Materials Evaluation Commission Financial Data

2016-17 Expenditure Estimates*

2016-17 Revenue Estimates**

2015-16 Expenditure Interim Actuals*

2015-16
Interim Revenue
Actuals**

2014-15 Expenditure Actuals*

2014-15 Revenue Actuals**

$160,000

$70,000

$138,042

$36,650

$73,049

$6,441

 

* The number of meetings is determined by the application rate. Expenditure Estimates are based on typical application rates (using historical data and projecting forward) and members’ per diem compensation rates. Member per diem compensation rates are established by a Management Board of Cabinet Directive applying to part-time Order in Council-appointed members. 

Operating expenses cover per diem fees for Building Materials Evaluation Commission (BMEC) members and reimbursement for out-of-pocket travel expenses related to meetings. These include hotel accommodations, meal allowances (to the allowable maximum), parking and public transit. 

** Revenue Estimates for 2016-17 are based on receiving 10 Commission applications per year based on the last Building Code cycle (2007-2012). Scheduled fee changes came into effect starting January 1, 2015 (e.g., fee change from $950 to $5,000 per application effective January 1, 2015 and $7,000 per application effective January 1, 2016).   

4) Greenbelt Council

The Greenbelt Council is an advisory agency, required under the Greenbelt Act, 2005, which provides the Minister of Municipal Affairs and Housing with advice on the Greenbelt. Administrative support to the Council is provided by ministry staff and by a part-time Executive Coordinator. Council members are non-remunerated appointees. Operating expenses of the Greenbelt Council are paid out of the Local Government and Planning Policy (Vote 1903).

Table 10: Greenbelt Council Financial Data 

2016-17
Expenditure Estimates *

2016-17
Revenue Estimates**

2015-16
Interim Expenditure Actuals*

2015-16
Revenue Interim
Actuals**

2014-15
Expenditure Actuals*

2014-15
Revenue Actuals**

Executive Co-ordinator:
$30,000

Council Members:
$7,100

N/A

Executive Co-ordinator:
$20,152

Council Members:
$970

N/A

Executive Co-ordinator:
$26,975

Council Members:
$1,275

N/A

 

* Expenditure Estimates and Expenditure Actuals include amounts for the Greenbelt Executive Co-ordinator and Greenbelt Council members. 

Reimbursements to appointed Council members include out-of-pocket travel expenses related to meetings (e.g. mileage, public transit, and parking) and meals when working on Council-related business. Council members do not receive compensation per diems. Other expenses related to the Council include French translation services (required to post Council material in French on the ministry’s website) and conference registrations. 

** The Greenbelt Council does not generate revenue or charge fees.

5) Ontario Mortgage and Housing Corporation

The Ontario Mortgage and Housing Corporation (OMHC) is an operational enterprise agency responsible for: servicing public housing debt related to the former public housing portfolio; administering loans and leases for social housing programs and for a student residence program ; indemnifying the Canada Mortgage and Housing Corporation (CMHC) against mortgage defaults under certain non-profit social housing programs; administering leases and receiving payments collected by CMHC from homeowners under the H.O.M.E. (Home Ownership Made Easy) program; addressing matters pertaining to previously-owned public housing properties including any potential environmental liability issues; and administering the Homeownership component of the Affordable Housing Program and its revolving loan fund.


As of April 1, 2015, the OMHC assumed responsibility for administering the assets, liabilities, rights and obligations of the former Ontario Mortgage Corporation (OMC), including the administration of OMC’s legacy marketable and forgivable mortgages under previous housing programs such as the Permanent Homes for the Homeless Program and Project 3600.

The OMHC is funded by the province through transfer payments under Affordable Housing - Social and Market Housing (Vote/Item 1904-02) and Affordable Housing Capital (Vote/Item 1904-04). The Corporation’s audited financial statements are published as part of its Annual Report and as part of the Public Accounts of the province. OMHC Board members are senior civil servants at the ministry and are not remunerated for their service to the Corporation. Administrative support to the Corporation is provided by the ministry. 

Table 11: Ontario Mortgage and Housing Corporation Financial Data (Operating)

2016-17 Expenditure Estimates

2016-17 Revenue Estimates

2015-16 Expenditure Interim Actuals

2015-16
Revenue
Interim Actuals

2014-15 Expenditure Actuals

2014-15 Revenue Actuals

$20,370,000

$81,641,600

$24,931,300

$87,330,100

$28,936,000

$89,505,000

 

Table 12: Ontario Mortgage and Housing Corporation Financial Data (Capital)*

2016-17 Expenditure Estimates

2016-17 Revenue Estimates

2015-16 Expenditure Interim Actuals

2015-16
Revenue Interim Actuals

2014-15 Expenditure Actuals

2014-15 Revenue Actuals

 

$686,700

 

$12,026,200

 

$658,300

 

$13,126,100

 

$0

 

$688,843

 

* The OMHC adopted the new Public Sector accounting standard for Liability for Contaminated Sites (PS3260), which requires recognition of a liability for the remediation of contaminated sites. This standard was applied retroactively on April 1, 2014. 

6) Toronto Islands Residential Community Trust Corporation

The Toronto Islands Residential Community Trust Corporation is an operational enterprise agency that manages the sale and transfer of properties on provincially-owned lands, and the maintenance and use of six community buildings, in a 262-home residential community on Ward’s and Algonquin Islands, part of the Toronto Islands. 
The Corporation does not receive any funding from the province, and is self-sustaining through revenue generated from an annual levy charged to each Island leaseholder, rental income on Trust buildings, and administrative fees. The Corporation’s accounts are separate from those of the ministry and the province. It is responsible for managing its own financial matters, including the completion of an annual financial audit. The audited financial statement is published with its Annual Report. The Board members are not remunerated for their service to the Corporation.

Legislation

Municipal Affairs and Housing is responsible for the following legislation:
  1. Barrie-Innisfil Boundary Adjustment Act, 2009 Adjusts the boundary between the City of Barrie and the Town of Innisfil
  2. Building Code Act, 1992 Authorizes regulations to prescribe the Building Code. The Building Code regulates standards for the construction and demolition of new buildings
  3. City of Greater Sudbury Act, 1999 Establishes a new single tier City of Greater Sudbury effective January 1, 2001. Establishes the composition of the City council and sets out certain financial and other powers and duties of the new city
  4. City of Hamilton Act, 1999 Establishes a new single tier city of Hamilton effective January 1, 2001. Establishes the composition of the new City council and sets out certain financial and other powers and duties of the new city
  5. City of Kawartha Lakes Act, 2000 This legislation gives the Kawartha Lakes Transition Board the powers to enter into certain agreements on behalf of the new city and gives the new city the authority to allocate certain municipal costs to taxpayers in specific areas of the city
  6. City of Ottawa Act, 1999 Establishes a new single tier City of Ottawa effective January 1, 2001, including the composition of the City council and certain financial and other powers and duties of the new city
  7. City of Toronto Act, 2006 Provides for the structure of the City of Toronto and sets out its basic powers including the ability to regulate (e.g. licensing), the provision of services, finances and roads
  8. Commercial Tenancies Act Regulates commercial tenancies
  9. Development Charges Act, 1997 Empowers municipalities to impose development charges against land to be developed where the development will increase the need for municipal services
  10. Elderly Persons’ Housing Aid Act Provides for grants to be made for the purpose of constructing low rental housing units for elderly persons
  11. Geographic Township of Creighton-Davies Act, 1997 Changes the name of the geographic township of Creighton to the geographic township of Creighton-Davies
  12. Greenbelt Act, 2005 Enables the Lieutenant Governor in Council to make a regulation creating a Greenbelt Area in the Golden Horseshoe area and to establish a Greenbelt Plan by Order in Council, which contains land use designations and policies to govern the lands within the Greenbelt Area
  13. Housing Development Act Authorizes federal/provincial housing projects, provincial housing related financial assistance, certain municipal housing powers and the establishment of corporations to construct or manage housing projects
  14. Housing Services Act, 2011 Provides for the planning of housing and homelessness services and the administration of housing programs by service managers, including municipalities, effective January 1, 2012
  15. Line Fences Act Provides a local method of arbitrating fencing disputes between neighbouring property owners
  16. Ministry of Infrastructure Act, 2011 [only in respect of clause 7(1)(b) with respect to growth management, clause 7(1)(c) and subsection 7(4) with respect to growth management and growth plans] Provides for matters relating to growth management and growth plans
  17. Ministry of Municipal Affairs and Housing Act Establishes the ministry and outlines the Minister's powers. Gives the Minister general responsibility for Ontario's housing policy and programs and responsibility for the Acts the ministry administers
  18. Municipal Act, 2001 Provides for the structure of single, upper and lower tier municipalities, and sets out their basic powers including the ability to regulate (e.g. licensing), provision of services, finances and roads
  19. Municipal Affairs Act Sets out powers of the ministry with respect to overseeing municipal activities
  20. Municipal Arbitrations Act Provides a means of arbitrating claims against a municipality
  21. Municipal Conflict of Interest Act Requires council members to disclose their pecuniary interest in matters before council
  22. Municipal Corporations Quieting Orders Act Allows the Ontario Municipal Board, upon application, to determine the exact location of a municipal boundary
  23. Municipal Elections Act, 1996 Governs the holding of elections to the offices of municipal councils and elected local boards
  24. Municipal Extra-Territorial Tax Act Provides for taxation for municipal purposes in territory without municipal organization
  25. Municipal Franchises Act Establishes the procedures for granting franchises for the supply of a public utility
  26. Municipal Tax Assistance Act Provides for payments by the province or its agencies to municipalities, in lieu of taxes on provincially-owned lands
  27. Municipality of Shuniah Act, 1936 Restructures the municipality and provides for wards, composition of council, tax sales. Unconsolidated in 1990 Revised Statutes of Ontario, not in E-laws “consolidated law” list.
  28. Oak Ridges Moraine Conservation Act, 2001 This Act provides authority to establish the Oak Ridges Moraine Conservation Plan to protect the ecological and hydrological integrity of the Oak Ridges Moraine
  29. Oak Ridges Moraine Protection Act, 2001 This Act froze development on the Oak Ridges Moraine for six months while a long term action plan to protect the moraine was developed
  30. OC Transpo Payments Act, 2000 Allows the Regional Municipality of Ottawa-Carleton and the Ottawa-Carlton Regional Transit Commission to make payments to estates of certain employees who died in 1999
  31. Ontario Mortgage and Housing Corporation Act Continues the Ontario Housing Corporation and enables it to fund and administer housing programs
  32. Ontario Municipal Employees Retirement System Act, 2006 Provides for the governance and administration of the Ontario Municipal Employees Retirement System pension plans by two corporations representing the municipal sector
  33. Ontario Municipal Employees Retirement System Review Act, 2006 Provides for the review of the Ontario Municipal Employees Retirement System governance model under the Ontario Municipal Employees Retirement System Act, 2006
  34. Ontario Planning and Development Act, 1994 Authorizes Minister to establish development planning areas for promotion of the economic and environmental condition of areas
  35. Places to Grow Act, 2005 Provides for the development of growth plans over geographic regions in the Province in order to allow for growth in a coordinated and strategic way
  36. Planning Act Establishes a regulatory framework for the use and development of land in Province. Provides for the Provincial Policy Statement setting out provincial land use policy
  37. Public Utilities Act Most of the Act has been repealed. The remainder primarily provides a regulatory framework for company (private) public utilities
  38. Regional Municipality of Peel Act, 2005 Restructures the composition of the council of the regional Municipality of Peel
  39. Residential Tenancies Act, 2006   [except for the following provisions which are administered by the Ministry of the Attorney General: Part XI; Part XII except for subsection 194(3) and sections 203 and 203.1; and paragraphs 61-67 and 69-71 of subsection 241(1)] Establishes the framework for the regulation of residential rents, sets out the rights and responsibilities of residential landlords and tenants and provides for the adjudication and resolution of disputes between residential landlords and tenants
  40. Road Access Act Establishes a procedure to keep certain types of roads open unless closed by a court order
  41. Shoreline Property Assistance Act Authorizes municipalities to borrow provincial funds to make loans to the owners of shoreline properties for protective works
  42. Statute Labour Act Provides for duties to perform statute labour in townships and areas without municipal organization
  43. Territorial Division Act, 2002 Divides the territory of Ontario into geographic areas
  44. Toronto Islands Residential Community Stewardship Act, 1993 Vests residential community land located on Toronto Island in the province, and provides for 99-year leases to island residents 
  45. Town of Haldimand Act, 1999 Establishes a new single tier Town of Haldimand effective January 1, 2001. Establishes the composition of the Town council and sets out certain financial and other powers and duties of the new Town
  46. Town of Moosonee Act, 2000 Constitutes the Town of Moosonee as a municipality
  47. Town of Norfolk Act, 1999 Establishes a new single tier Town of Norfolk effective January 1, 2001. Establishes the composition of the Town council and sets out certain financial and other powers and duties of the new Town

MINISTRY FINANCIAL INFORMATION

Chart 1: Ministry Investment by Vote 2016-17 *

Chart 1. Ministry Investment by Vote 2016-17

Table 13: Ministry Planned Expenditures 2016-17 ($M)

 

Operating

$911.74

Capital

$148.52

TOTAL

$1,060.25

 

 

* Total Operating and Capital Expense include Statutory Appropriations and Consolidation Adjustments (Ontario Mortgage and Housing Corporation). Totals may not add due to rounding.

Table 14:  Operating and Capital Summary by Vote 

Votes/Programs

Estimates
2016-17
$

Change from Estimates
2015-16 $

%

Estimates
2015-16*
$

Interim Actuals
2015-16* $

Actuals
2014-15*
$

OPERATING EXPENSE




1901 Ministry Administration Program

22,632,200

115,300

0.5

22,516,900

21,718,657

20,640,480

1902 Municipal Services and Building Regulation

21,106,200

(34,600)

(0.2)

21,140,800

23,344,905

27,054,604

1903 Local Government and Planning Policy

37,853,200

16,877,400

80.5

20,975,800

19,393,961

18,849,330

1904 Affordable Housing Program

838,091,200

(25,293,500)

(2.9)

863,384,700

862,500,870

874,045,232

Total Operating Expense to be Voted

919,682,800

(8,335,400)

(0.9)

928,018,200

926,958,393

940,589,646

Statutory Appropriations

72,999,887

(27,975,400)

(27.7)

100,975,287

100,975,287

61,095,800

Ministry Total Operating Expense

992,682,687

(36,310,800)

(3.5)

1,028,993,487

1,027,933,680

1,001,685,446

Consolidation & Other Adjustments - Ontario Mortgage and Housing Corporation

(80,944,900)

6,063,400

(87,008,300)

(86,661,180)

(82,774,106)

Total Including Consolidation & Other Adjustments

911,737,787

(30,247,400)

(3.2)

941,985,187

941,272,500

918,911,340

CAPITAL EXPENSE




1901 Ministry Administration Program

-

(1,000)

(100.0)

1,000

-

1,201,000

1902 Municipal Services and Building Regulation

4,000

-

-

4,000

279,000

2,655,001

1903 Local Government and Planning Policy

-

(1,000)

(100.0)

1,000

-

-

1904 Affordable Housing Program

160,536,200

6,678,100

4.3

153,858,100

243,843,200

127,547,409

Total Capital Expense to be Voted

160,540,200

6,676,100

4.3

153,864,100

244,122,200

131,403,410

Statutory Appropriations

1,000

-

-

1,000

-

-

Ministry Total Capital Expense

160,541,200

6,676,100

4.3

153,865,100

244,122,200

131,403,410

Consolidation & Other Adjustments - Ontario Mortgage and Housing Corporation

(12,026,200)

3,555,500

(15,581,700)

(13,126,100)

(688,843)

Total Including Consolidation & Other Adjustments

148,515,000

10,231,600

7.4

138,283,400

230,996,100

130,714,567

CAPITAL ASSETS






1902 Municipal Services and Building Regulation

1,000

-

-

1,000

-

-

Total Capital Assets to be Voted

1,000

-

-

1,000

-

-

Statutory Appropriations

-

-

-

-

-

Total Assets

1,000

-

-

1,000

-

-

Ministry Total Operating and Capital Including Consolidation & Other Adjustments (not including Assets)

1,060,252,787

(20,015,800)

(1.9)

1,080,268,587

1,172,268,600

1,049,625,907

 

* Estimates, Interim Actuals and Actuals for prior fiscal years are re-stated to reflect any changes in ministry organization and/or program 


APPENDIX: 2015-16 ANNUAL REPORT


2015-16 ACHIEVEMENTS

The Ministry of Municipal Affairs and Housing (MMAH) helps people live in thriving, resilient and complete communities served by strong local government.

MMAH made significant progress in a number of areas:

  • continued to administer the Community Homelessness Prevention Initiative (CHPI), which provided $293.7 million to service managers to address the homelessness needs in their communities. In 2014-15, approximately 30,500 households experiencing homelessness were assisted in obtaining housing, and approximately 104,400 households at risk of homelessness, remained housed.
  • continued to administer the Investment in Affordable for Ontario (IAH) program (2014 Extension) which funded the creation and repair of over 2,100 affordable housing units, and the provision of rental and down payment assistance to nearly 2,500 households in 2015-16 (as of December 31, 2015).
  • established an Expert Advisory Panel on Homelessness to provide advice on how to achieve the long-term goal of ending homelessness under the province's Poverty Reduction Strategy. The panel’s report was released in October 2015.
  • worked to update the Long-Term Affordable Housing Strategy (LTAHS), in consultation with stakeholders, to reflect new research and best practices related to housing and homelessness.
  • continued to work with the Pan/Parapan American Games Secretariat, Infrastructure Ontario and other partners to coordinate efforts on the affordable rental housing in the Athletes’ Village. Provincial funding is also available to assist low- to moderate-income renter
  • households purchase condominium units in the Athletes' Village. Completed the sale of these affordable homeownership units
  • Successfully merged the Ontario Mortgage and Housing Corporation (OMHC) with the Ontario Mortgage Corporation (OMC) effective April 1, 2015, in support of the Commission on the Reform of Ontario’s Public Services (CROPS)
  • improved the tools and processes that municipalities and citizens use to determine how their neighbourhoods grow, and to plan and pay for this growth through the Smart Growth for Our Communities Act (Bill 73), which received Royal Assent.
  • launched the Co-ordinated Review of the Growth Plan for the Greater Golden Horseshoe, Greenbelt Plan, Oak Ridges Moraine Conservation Plan and Niagara Escarpment Plan (in partnership with the Ministry of Natural Resources and Forestry).
  • as part of the co-ordinated review, the ministry successfully engaged stakeholders across the Greater Golden Horseshoe and Niagara Escarpment area, hosting 17 town hall-format workshops attended by over 3,000 people, and received over 19,000 written submissions. 
  • an Advisory Panel comprised of experts from different sectors was established and submitted its 87 recommendations in December 2015 which addresses the four plans, as well as broader actions across the government.
  • supported a new edition of the Building Code that ensures new buildings are safe, accessible and energy-efficient.
  • supported amendments to the Building Code to allow for six storey mid-rise wood construction.
  • received a report for consideration from the Building Safety Technical Advisory Panel (BSTAP) which was established as recommended in the Report of the Elliot Lake Commission of Inquiry.
  • completed a review of the Ontario Disaster Relief Assistance Program resulting in the development and launch of two new disaster recovery programs that will be more responsive to the needs of people and municipalities affected by disasters.
  • provided over $131 million in financial assistance payments to 52 municipalities and 6 conservation authorities impacted by the December 21-22, 2013 ice storm. 

The ministry enhanced its capacity in areas of employee diversity, inclusion and engagement through various sessions with employees and managers.

1. Reduced Poverty, Inequality and Exclusion

Affordable Housing

Long-Term Affordable Housing Strategy (LTAHS)

The ministry continued to implement Ontario’s Long-Term Affordable Housing Strategy (LTAHS) – an approach that focuses on providing more flexible and coordinated housing services to meet diverse local needs. The strategy is based on four key pillars:

  • putting people first;
  • creating strong partnerships;
  • supporting affordable options;
  • accountability.

A component of the strategy is the LTAHS investment plan.

In support of the goals and spirit of the new Poverty Reduction Strategy, the government committed to updating the Long-Term Affordable Housing Strategy by the end of 2015-16, to ensure that it continues to remain relevant to all Ontarians and reflects new research and best practices related to housing and homelessness.

Local Housing and Homelessness Plans

A key element of the original Long-Term Affordable Housing Strategy is the requirement for service managers to have long-term plans for housing and homelessness in place. These plans are part of the comprehensive 10-year housing strategies developed to reflect local needs. The plans incorporate a local vision, propose some unique local approaches, and recognize that homelessness is a matter of particular concern.
Starting on June 30, 2015, service managers have been required to provide annual progress reports on their 10-year plans for local housing and homelessness to the public and to the Minister of Municipal Affairs and Housing. Annual reports for 2014-15 have been received from all service managers. A variety of reports were submitted to the ministry, highlighting each service manager’s local housing achievements.
Investment in Affordable Housing (IAH) Program
The Investment in Affordable Housing (IAH) program (IAH 2014 Extension) is a 50/50 cost-shared agreement with the federal government which provides over $800 million of funding for affordable housing over five years (delivered over six years). The total investment under the IAH program is over $1.28 billion. Fiscal year 2015-16 marked the second year of the IAH 2014 Extension program. As of December 31, 2015, a total of 2,173 units of affordable housing have been approved for construction or repair; and rental and down-payment assistance has been approved for 2,498 households.
Aboriginal Housing
The IAH (2014 Extension) dedicates an additional $44.1 million in funding to an Off-Reserve Aboriginal Housing component over six years. In the second year of the IAH (2014 Extension), the ministry has worked with Miziwe Biik Development Corporation and Ontario Aboriginal Housing Services to build and repair 78 affordable units and to provide down-payment assistance to 50 households (as of December 31, 2015).
Federal Engagement on Long-Term Funding for Housing
The ministry continued to pursue strategies to engage the federal government on long-term funding for housing. On a multilateral level, the ministry has represented Ontario as part of a Canada-wide partnership with all other provinces and territories (P/Ts) through the P/T Housing Forum.

Social Housing 

In March 2016, the ministry released the Long-Term Affordable Housing Strategy Update to build on past progress with a vision of a modernized social housing system that reflects new research and best practices. The modernized social housing system will provide a more flexible, outcome-based, efficient and coordinated system of housing assistance that will better meet the changing needs of people.

 

Under the province’s Green Investment Fund, the ministry developed and is implementing two programs to reduce greenhouse gases and improve electricity efficiency in social housing buildings. The Social Housing Electricity Efficiency Program (SHEEP) provides $10 million to improve energy efficiency in single social housing homes. The Social Housing Apartment Retrofit Program (SHARP) provided $82 million for retrofitting high-rise social housing apartment buildings (over 150 units) to reduce greenhouse gas emissions.

The ministry continued with outreach and capacity-building to inform service managers of the procedures required where potential environmental contamination exists on land formerly owned by the province. In addition, outreach and education on the ministerial consent process, benchmark review requests, and requests for Land-Transfer Tax Exemption will continue to be provided over the coming year.

The Build Opportunity and Securing Our Future (Budget Measures) Act, 2014 contained legislation to dissolve the Ontario Mortgage Corporation (OMC) and transfer its assets, liabilities, rights, obligation and functions to Ontario Mortgage and Housing Corporation (OMHC). This legislation has been proclaimed and came into force on April 1, 2015.

Ending Homelessness 

The Poverty Reduction Strategy (PRS) commits the government to a long-term goal of ending homelessness and seeking expert advice, including from those with lived experience, on defining the problem; understanding how to measure it, track it and collect the data; and defining a baseline and setting a target related to chronic homelessness. As a first step, the Ministry of Municipal Affairs and Housing and the Treasury Board Secretariat established an Expert Advisory Panel on Homelessness in early 2015. 

 

The panel consisted of 14 members reflective of Ontario’s diversity and was co-chaired by the Minister of Municipal Affairs and Housing and the Deputy Premier, and Minister Responsible for the Poverty Reduction Strategy. The panel engaged in discussions with experts and people with lived experience, hearing from 40 presenters representing 15 subpopulations. 

The panel’s report outlining its recommendations, A Place to Call Home, was released on October 28, 2015. In response to the report, the government is committing to a number of immediate and long-term actions, including: 

  • setting a target to end chronic homelessness in 10 years;
  • prioritizing provincial action to reduce homelessness in four areas: youth, Indigenous, and chronic homelessness, as well as homelessness following transitions from provincially-funded institutions and service systems, such as jails and hospitals; and
  • planning to require enumeration at the local level to gather data about homelessness.

In 2015-16, CHPI entered its third year of implementation, which saw some changes to program design. In February 2016, the ministry released updated performance indicators for CHPI, which are effective April 1, 2016. The updated CHPI performance indicators will improve data consistency and facilitate the collection of CHPI data by service managers. The CHPI performance indicators were updated in partnership with a Service Manager Technical Advisory Group.

The creation of CHPI was a critical step in social services transformation and the alignment of housing and homelessness programs in Ontario to support improved client outcomes and fiscal sustainability in alignment with the recommendations of the Commission on the Reform of Ontario’s Public Services (CROPS).

2. Leader on Environmental Sustainability and Climate Change Mitigation

Land Use Planning

Co-ordinated Provincial Plan Review

 

A permanent Greenbelt was established in 2005 – nearly two million acres of environmentally sensitive and agricultural lands in the Golden Horseshoe are protected under legislation. The ministry continued to work with municipalities interested in growing the Greenbelt, with the focus being on urban river valleys in existing urban areas. The Growth Plan for the Greater Golden Horseshoe was issued in 2006 under the Places to Grow Act, to direct growth to existing settlement areas, reduce sprawl by limiting urban expansions, maximize infrastructure investments, and work in conjunction with the Greenbelt Plan. Both plans are required to be reviewed every 10 years.

The ministry worked with the Ministry of Natural Resources and Forestry (MNRF), the Niagara Escarpment Commission and partner ministries in preparing for and launching the co-ordinated review of the Greenbelt Plan, Oak Ridges Moraine Conservation Plan, the Niagara Escarpment Plan and the Growth Plan for the Greater Golden Horseshoe. The review began in early 2015, with 17 workshop-format town halls held across the region and attended by over 3,000 people. Over 19,000 submissions were received. An advisory panel, supported by the ministry, submitted 87 recommendations for the government’s consideration. This coordination will promote a better informed review that supports all four plans working together to manage growth and protect environmentally sensitive and agricultural lands. 

Performance Indicators were developed and consulted upon for both the Greenbelt Plan and the Growth Plan for the Greater Golden Horseshoe over the last few years, and were released early in 2015 to inform the co-ordinated review discussions. The indicators suggest that the plans are directing new housing developments towards existing settlement areas, and away from agricultural and environmentally sensitive lands. They more specifically examined base line data measuring the health of natural features (e.g. woodland cover, wetland cover) as well as per capita emissions of transportation greenhouse gases by municipality. 

Provincial Policy Statement

The ministry worked with municipalities to implement the Provincial Policy Statement, 2014 (PPS), which sets out the Ontario government’s policy direction for land use planning and development. The new PPS came into effect on April 30, 2014 and applies to all decisions made on or after that date. Ongoing performance monitoring through the PPS performance indicators was also undertaken. 

Review of Land Use Planning and Appeal and Development Charges Systems 

As a result of the review of the Land Use Planning and Appeal System and Development Charges Act, Bill 73 – the proposed Smart Growth for Our Communities Act received Royal Assent in the Legislature. The legislation makes needed changes to the land use planning and development charges systems. 

The amendments focus on: 

  • helping municipalities fund growth; 
  • giving residents a greater, more meaningful say in how their communities grow; 
  • protecting and promoting green spaces; 
  • making the development charges system more predictable, transparent and accountable; 
  • making the planning and appeals process more predictable; and
  • giving municipalities more independence and making it easier to resolve disputes.  

The changes are designed to make the system more transparent and cost effective, and to better meet the needs of stakeholders and communities. Municipal, stakeholder and public consultation throughout the process helped to shape the legislative changes to the Planning Act and the Development Charges Act.

In April 2015, the ministry launched the Development Charges Working Group, to support regulatory amendments to the following items proposed in Bill 73:

  • a forward looking service calculation for transit and potentially other services;
  • changes to the list of eligible services subject to a 10 per cent discount and  ineligible services; and, 
  • whether to mandate strategic development charges in different areas within municipalities (area specific) to promote intensification and transit priorities.

The Working Group provided recommendations to the Minister in October 2015. Informed by those recommendations, Ontario regulation 82/98 was amended effective January 1, 2016 to support greater investments in public transit, while fostering an accountable and transparent development charges system. 

MMAH Municipal Empowerment Strategy 

The Municipal Empowerment Strategy is premised on a municipality having an updated official plan, which describes a municipality’s policies on how land in the community should be used, that is consistent with the Provincial Policy Statement or provincial plan. With an updated plan in place, the municipality can be given subdivision, condominium and consent authorities and provided with an exemption from the minister’s approval of official plan amendments, where this has not already occurred. The goal of the strategy is to create a framework for land use planning, which sees the province focussing its resources on protecting provincial interests through new official plans and updates, as well as building local capacity in municipalities to make local decisions that are in keeping with approved and up-to-date official plans.

The ministry continues to implement its municipal empowerment strategy. Four ministerial regulations came into effect in 2015-16, giving added authorities for decisions on planning applications that don’t require further provincial approvals. Four single-tier municipalities (typically larger cities with one official plan) in the North and four upper-tier municipalities (typically counties or regions)  in the South were exempted from obtaining the minister’s approval on official plan amendments, three municipalities were given subdivision and condominium approval authority, and one was given consent granting authority. 

Municipal Official Plans 

From January 1, 2015 to December 31, 2015, the ministry commented on eight draft official plans and 17 draft official-plan amendments to ensure that they complied with provincial plans and policies. The minister also approved 18 adopted official plans and 22 adopted official-plan amendments.

Building Code

To maintain Ontario’s leadership position as having the most progressive, (i.e., safe, affordable, accessible and environmentally sustainable) Building Code in North America, as well as to support government’s commitment to energy efficiency, building permit applications submitted on or after January 1, 2014, must address enhanced requirements for heating systems in houses.
Permit applications submitted on or after January 1, 2015, must also address updated standards for heating and ventilation system design, as well as new requirements for heating system equipment. 

3. Strengthened Public Safety and Security

Building Regulation

Effective in October 2014, the ministry transferred the delivery of Building Code examinations to Ontario’s community-college sector. Transfer of these services has provided greater access, as well as a broader flexibility and choice for how building practitioners can become qualified under the Building Code. 

Effective January 1, 2015, the new Building Code provisions gave designers more choice in construction methods, while protecting safety of building occupants and fire fighters. Mid-rise wood buildings constructed in Ontario will meet the very high standard of public safety, which Ontario’s Building Code requires for all buildings.

Effective January 1, 2015, the ministry implemented the new accessibility requirements. These amendments further enhance accessibility in newly constructed buildings and existing buildings that are to be extensively renovated. These amendments to Ontario’s Building Code are helping to create more livable communities, while balancing the interests of everyone in Ontario. Greater accessibility means greater opportunity for Ontarians. 

The ministry also implemented the amended Building Code-related fees and registration requirements effective January 2015. These new requirements will ensure an efficient and effective building regulatory system that builds safe communities in Ontario. 
In alignment with recommendations made by the Commission on the Reform of Ontario’s Public Services (CROPS), the ministry continued to implement its strategy to bring its user fees to full cost recovery and indexation where feasible. 

Disaster Recovery Financial Assistance Program 

Review of Disaster Financial Assistance

 

The ministry completed an extensive review of the Ontario Disaster Relief Assistance Program, as appeared in the minister’s mandate letter commitment. The review, which included an external program evaluation as well as consultation with the public and municipalities, resulted in government direction to replace the Ontario Disaster Relief Assistance Programs with two new programs: one for disaster victims and one for municipalities. The new programs, Disaster Recovery Assistance for Ontarians, and Municipal Disaster Recovery Assistance, both came into effect on March 1, 2016.

The Ontario Disaster Relief Assistance Program 

In the interim, the ministry continued to provide support to municipalities across the province through the Ontario Disaster Relief Assistance Program. The program provides financial assistance to alleviate hardship suffered by private homeowners, tenants, farmers, small businesses and non-profit organizations whose essential property has been damaged in a natural disaster. The program also provides financial assistance to help municipalities with extraordinary operating and capital costs that result from a natural disaster. In 2015-16, the ministry administered funding commitments totalling over $45 million in 37 communities affected by floods and tornados under the program. 
One-Time Ice Storm Assistance Program The ministry provided over $131 million in financial assistance payments to 52 eligible municipalities and 6 conservation authorities impacted by the December 21-22, 2013 ice storm. The program covered eligible response and recovery costs that were incurred to protect public health and safety and/or to provide access to public routes.

4. Other Public Interest

Municipal Finance and Governance

Governance

The ministry provided strategic and timely communication as well as policy advice on a range of contentious matters of local governance, and worked collaboratively with other ministries on issues that impact municipalities. The ministry provided information and customer service to the public, municipalities and other stakeholders on a range of issues, including in relation to new oversight of municipalities by the Ontario Ombudsman. The ministry also consulted the public and municipal stakeholders on suggestions to strengthen four pieces of municipal legislation: the Municipal Act (MA), City of Toronto Act (COTA), Municipal Conflict of Interest Act (MCIA) and Municipal Elections Act (MEA). We’ve received approximately 350 submissions on the MA/COTA, MCIA, and over 3,400 on the MEA. 

The ministry helped build the capacity of municipalities to use all of the financial and governance tools at their disposal to deliver financially sustainable services. 

Financing

To support growth and investment in municipal infrastructure, the ministry continued to work closely with the municipal sector on financing tools – such as development charges, user fees, investments, debt financing and local improvement charges. To encourage more efficient ways of providing municipal services, municipal efficiencies and savings, the ministry worked closely with the municipal sector on revenue tools, service delivery reviews, and municipal shared services.

The ministry established the Municipal Budgeting and Long-Term Financial Planning Action Group to engage with municipal stakeholders to develop new tools, including best practices and guidelines, to support municipal budgeting and long-term financial planning in the province. The ministry worked with the Ministry of Economic Development, Employment and Infrastructure (MEDEI) and other partners this year to launch the Ontario Community Infrastructure Fund (OCIF). This fund is providing support for municipal capital projects, and the continued development and implementation of asset management plans. To emphasize ways of achieving greater value from existing assets, the ministry continued to support MEDEI and work with the municipal sector to implement long-term asset management planning.
The ministry worked with the Ministry of Finance, other ministries, the Association of Municipalities of Ontario, and the City of Toronto, on implementing the results of the Provincial–Municipal Fiscal and Service Delivery Review (PMFSDR). In spring 2012, as part of the PMFSDR, the province began uploading court security costs, which will reach $125 million annually by 2018. This, along with annual upload of costs of social-assistance benefit programs, saved municipalities an estimated $1.56 billion in 2014. 

The ministry supported MEDEI in introducing the Forfeited Corporate Properties Act (FCPA), including changes to the Municipal Act and the City of Toronto Act (COTA) that became necessary because of the introduction of the FCPA. The FCPA will enhance the ability of municipalities to use the tax sale process to return property that transfers to the Crown as a result of the dissolution of a corporation, back to productive use.
The ministry has been leading the Planning for Growth and Infrastructure Working Group. This working group, co-chaired by the Minister of Municipal Affairs and Housing and the Mayor of Ajax, has met four times to discuss how to achieve tangible outcomes and track progress on better coordination of municipal and provincial efforts related to planning for growth and infrastructure. 

The government introduced regulatory reforms to provide the City of Toronto with a framework to invest according to a prudent investor standard, which expands investment opportunities for the City while legally requiring it to act prudently in making its investments. This reform is a demonstration of the province’s strong commitment to supporting the City as it looks at ways to enhance its long-term financial sustainability. These reforms are expected to enable the City of Toronto to earn better risk-adjusted returns on its investments. 

Association of Municipalities of Ontario and Toronto-Ontario Cooperation and Consultation Agreement

Both the Memorandum of Understanding with the Association of Municipalities of Ontario and the Toronto–Ontario Cooperation and Consultation Agreement, reflect the province's ongoing commitment to strong provincial–municipal relationships based on mutual respect and consultation. These agreements foster stronger relationships with municipal partners, effectively communicate provincial policies that impact municipalities, and provide a forum to discuss initiatives that can help municipalities improve their general and fiscal management. 

As in previous years, the ministry coordinated provincial participation in key municipal conferences. At the Association of Municipalities of Ontario’s conference in Niagara Falls and the combined conference of the Rural Ontario Municipal Association (ROMA) and Ontario Good Roads Association (OGRA) in Toronto, the ministry coordinated over 735 meetings of municipal delegations with 22 ministers and several parliamentary assistants.

Strategic Support for Other Ministries

The ministry has continued to grow in its role of supporting other ministries in developing and delivering their key priorities. The ministry participated in a number of working groups to advise ministries of municipal implications and/or support municipal sector engagement. 

The ministry also reviewed and/or provided comments on a variety of private member and government bills, Cabinet submissions and related documents. 

Regulatory Framework

The ministry continued to provide municipalities with the flexibility to conduct their affairs effectively and to serve their citizens. The ministry amended regulations under the Line Fences Act, 2006, to renew and update the appeal-fee structure, remuneration of Line Fence referees, and accessibility standards.

Indigenous Issues

The ministry provided a coordinating and advisory role in addressing municipal–Indigenous matters impacting the ministry. The ministry continued to advise the Ministry of Aboriginal Affairs (MAA) on litigation and negotiation related to Indigenous issues – such as the Algonquin land claim. The ministry participated on several MAA-led working groups and/or committees and developed policy, and provided strategic advice on Indigenous consultation and/or engagement initiatives, within the ministry and line ministries.

Residential Tenancies

Landlord and Tenant Disputes

The ministry continued to respond to complaints from both landlords and tenants about alleged offences under the Residential Tenancies Act, 2006 to ensure fair, unbiased and expeditious resolutions. The ministry provided education services to landlords, tenants and stakeholders about rights and obligations under the Act. When it is necessary and appropriate, the ministry investigates and pursues prosecutions. Last year, 91 per cent of landlord and tenant complaints were resolved at the intervention stage, avoiding the need for investigation and prosecution.

Table 15:  Ministry Interim Actual Expenditures 2015-16

($M)

Ministry Interim Actual Expenditures 2015-16 *

Operating

$941.3

Capital

$231.0

Staff Strength **
(as of February 29, 2016)

527.21

 
* Total Operating and Capital Expense include Statutory Appropriations and Consolidation Adjustments (Ontario Mortgage and Housing Corporation). 
Interim Actuals reflect the numbers presented in the 2016 Ontario Budget.

** Ontario Public Service Full-Time Equivalent positions.