Email this pagePublished Results-based Plan 2009/10
Ministry Overview
Ministry Activities and Highlights of Achievements
Ministry Organization Chart
Legislation
Agencies, Boards and Commissions (ABCs)
Ministry Financial Information
Annual Report 2009-10
Ministry Vision
Safe and strong communities with abundant green space, economies that are thriving and prosperous, and a range of housing choices.
The Ministry of Municipal Affairs and Housing (MMAH) works in partnership with municipalities and a variety of stakeholders, such as the housing and building sectors, to help realize this vision. The Ministry works horizontally with other Ontario ministries, and co-operatively with the federal government, to develop greater harmonization and consistency in policy direction and outcomes, streamline services, reduce regulatory burdens, and facilitate greater cooperation among all governments.
Mandate
The Ministry operates within a dynamic and changing environment that is responsive to the government’s agenda as well as municipal, stakeholder, and public needs. Our work is shaped by our legislative mandate (see page 3), government priorities, and cross-cutting issues such as emergency management and Aboriginal affairs.
The Ministry’s major areas of responsibility, service and program delivery include:
- developing and administering the policy and regulatory frameworks for local government, land use planning, residential tenancy, affordable and social housing, and building regulation;
- delivering land use planning services under the Planning Act and Places to Grow Act along with the “Growth Plan for the Greater Golden Horseshoe”, and the Provincial Policy Statement;
- developing, funding and administering programs in support of social and affordable housing, including administration of the Canada-Ontario Affordable Housing Program;
- working to ensure that Ontario Government policies and programs which impact municipalities are developed in accordance with provincial responsibilities under the Memorandum of Understanding with the Association of Municipalities of Ontario (AMO) and the cooperation and consultation agreement with the City of Toronto;
- managing the provincial-municipal relationship including Ontario’s approach to an evolving federal-provincial-municipal relationship;
- acting as a centre of expertise and providing advice, education and training on a regional basis for municipalities and other stakeholders; and,
- developing and administering disaster and emergency recovery and other transfer payment programs to assist communities and individuals, and other programs in support of community development, municipal governance and accountability.
Priorities and Results
The Ministry has five strategic outcomes:
- Strong, accountable and sustainable municipalities
The Ministry will provide municipalities with tools to support them as they develop local solutions to meet local needs. - Well-planned communities that promote green space and economic well-being to achieve a better quality of life
The Ministry fosters an environment that nurtures effective, efficient and innovative land use and development. - Housing options for Ontarians, including a healthy rental market
The Ministry will maximize opportunities to enable the development of a range of housing options. - Safe, accessible and sustainable buildings
The Ministry will maintain and enhance an efficient and effective regulatory environment for the construction and renovation of buildings. - Organizational excellence
The Ministry will foster an engaging, innovative and diverse environment to enable the achievement of the Ministry’s outcomes.
Ministry Activities and Highlights of Achievements
1. Strong, accountable and sustainable municipalities
The Ministry works to achieve this outcome through the following actions:
- Provide municipalities with a broad framework of authority, tools, advice, guidance, education, training and supports that enhance the quality, effectiveness, resilience, capacity, sustainability, autonomy and accountability of municipalities.
- Build strong relations, maintain a meaningful consultative and policy dialogue and work collaboratively with municipalities, Aboriginal communities and other governments to achieve common goals in the interests of Ontarians.
- Provide inter-Ministry leadership for greater coordination and harmonization of policies, and facilitate and streamline municipal access to relevant provincial information and services.
- Provide inter-Ministry leadership and develop policies, programs and initiatives to enhance provincial and municipal capacity to recover from major emergencies.
- Build and maintain positive relationships among municipalities, MMAH and Aboriginal peoples to promote mutual understanding and dialogue.
Table 1 shows the level of client satisfaction with the Ministry’s provision of municipal governance training, tools and advisory services we provide to the municipal sector. Results are compiled through questionnaires/evaluations conducted at training sessions at the Ministry’s five regionally-based Municipal Service Offices conferences and other workshops. Typically, the conferences are attended by up to 500 councillors, staff and representatives from municipal organizations. The client satisfaction result for 2008-2009 is an interim estimate and the final result will be available in May 2009.
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Client satisfaction with education and training, tools and advisory services provided to enhance municipal governance and management is expected to remain steady at 85% in 2008 to 2013 thereby strengthening local governments to improve service delivery, enhance accountability and assist them in making environmentally and economically responsible decisions. |
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In 2009-10, MMAH plans to undertake the following activities to contribute to building strong, accountable and sustainable municipalities:
- Enable communities to be more sustainable and investment-ready by providing advice, direct support and education and training.
- Support sustainable development through an improved, dynamic land-use planning system that helps municipalities conform to provincial plans, policies and legislation and engages Aboriginal peoples.
- Protect community health and safety through the delivery of emergency assistance programs and enhanced provincial response, recovery and mitigation activities.
- Build strong relations and partnerships with municipal sector to promote government- to- government relations and encourage municipal participation in transforming Ontario's economy.
- Coordinate implementation of results of the Provincial-Municipal Fiscal and Service Delivery Review.
- Consult on and develop policy and legislative options for review of municipal legislation such as the Municipal Act, Municipal Elections Act, City of Toronto Act, and the OMERS Act.
- Provide support for government priorities such as the Green Energy Act, and the Accessibility for Ontarians with Disabilities Act.
2. Well-planned communities that promote green space and economic well-being to achieve a better quality of life
The Ministry works to achieve this outcome through the following actions:
- Encourage efficient and effective land-use patterns and development that balance environmental, economic, social and cultural values.
- Support implementation of the Greenbelt Plan and contribute to the development of other Ministry plans and priorities with a land-use component.
- Lead the ongoing reviews and updates to the province’s land-use planning framework to inform municipal planning and development decisions.
- Deliver the provincial one-window planning service with partner ministries.
- Build and maintain positive relationships among municipalities, MMAH and Aboriginal peoples to promote mutual understanding and dialogue.
Table 2 shows the level of client satisfaction with the land use planning, training, education and advisory services provided to the municipal sector through the Ministry’s Municipal Services Offices. The client satisfaction result for 2008-09 is an interim estimate and the final result will be available in May 2009.
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Table 2 : Client satisfaction with training, education and advisory services provided to the municipal sector regarding land use planning | |
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Statement of result: Client satisfaction with land use planning training, education and advisory services provided to the municipal sector is expected to be at least 85% in 2008-09 and over the period to 2012-13 thereby enabling the streamlining of the land use planning system. |
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In 2009-10, MMAH plans to:
- Advance the brownfields redevelopment strategy to assist with environmental sustainability and economic stimulus in communities through research, financial tools and incentives, enhanced capacity and improved processes.
- Provide support to the Ministry of Energy and Infrastructure to achieve the Government’s direction in regards to the Green Energy Act and table regulatory amendments to the Municipal Act and the City of Toronto Act as part of the Green Energy Initiative.
- Prepare a performance measurement framework for monitoring the Greenbelt Plan and the Provincial Policy Statement, working with partner ministries, municipalities, the Greenbelt Council and stakeholders.
- Prepare for the five-year review of the Provincial Policy Statement.
- Provide support for government priorities such as the Green Energy Act, and climate change initiatives.
3. Housing options for Ontarians, including a healthy rental market
The Ministry is working to develop and deliver a long term affordable housing strategy that proposes an integrated legislative, policy and financial framework to:
- Encourage the development of affordable social, private rental and owned housing.
- Promote an efficient housing market.
- Promote homeownership among under-served households.
- Maintain and upgrade aging social and affordable housing units.
- Build local capacity to meet current and future housing needs.
- Address off-reserve housing requirements for Aboriginal peoples.
- Work with partners to coordinate and harmonize internal and inter-Ministry activities as they relate to housing.
- Continue to streamline processes and facilitate access to social, rental and private housing programs and services.
Since 2002, under the Affordable Housing Program (AHP), over 13,500 affordable housing units have been approved and over 3,700 housing allowances are available to Ontarians across the province. Under the Rental Opportunity for Ontario Families (ROOF) program, an additional 7,000 households are participating in the program bringing the overall total of ROOF recipients to 21,500. As part of the Poverty Reduction Strategy, the Ministry announced that it will be stabilizing Provincial Rent Bank funding at $5 million per year. To date, the Rent Bank has helped over 18,700 Ontario families stay in their homes.
Table 3 provides a summary of the number of housing units made available to households in need by the province. The data in the table reflects Affordable Housing Program commitments to date. Preliminary results for 2008-09 will be available in May 2009.
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Table 3 : Total number of households in need assisted through MMAH housing programs | |
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Statement of result: Affordable housing provided through MMAH programs will assist at least 37,000 households from 2008-2013. This shows MMAH’s ability to assist low-income households by maximizing federal funds through the Affordable Housing Program and Aboriginal Housing Trust, and using rent supplement programs to promote stability by helping to avoid tenant eviction due to short-term rent arrears. |
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One characteristic of a healthy rental market is viable tenant protection. In 2008-09, the Ministry introduced a new performance measure designed to indicate levels of tenant protection: the percentage of complaints resolved through intervention. Intervention results in lawful behaviours under the Act, such as vital services (gas, fuel, electricity, heat, hot and cold water) being restored, tenants being allowed back into their units and landlords being granted access to units to carry out repairs or to show their units to prospective tenants or buyers. In total, there are 38 core offences under the RTA.
Table 4 shows the percentage of complaints resolved through education and intervention.
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Table 4 : Percentage of complaints under the Residential Tenancies Act (RTA) resolved through education and intervention. | |
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Statement of result: That the percentage of complaints resolved through education and intervention is expected to be at least 85% in 2008-09 and over the period to 2012-13. This shows that there is a fair and effective process for the resolution of complaints for alleged offences by tenants and landlords under the RTA through effective intervention by the Ministry. Resolution of complaints at the intervention stage removes the need to proceed to further investigation and possibly prosecution of alleged offenders. |
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In 2009-10, MMAH plans to:
- Lead the development of a Long-Term Affordable Housing Strategy in partnership with other ministries and stakeholders, which will complement the Poverty Reduction Strategy, the Provincial Municipal Fiscal and Service Delivery Review and review of the Roots of Youth Violence initiative.
- Continue to support the development and delivery of the off-reserve Aboriginal housing programs.
- Develop recommendations to support the government’s energy conservation strategy through housing initiatives.
- Administer the Affordable Housing Program.
- Develop program design and funding processes to support timely and accountable take-up of new federal-provincial funding for social housing capital repairs and an extended Affordable Housing Program.
- Help communities provide affordable housing opportunities to those in need through the delivery of new and existing affordable housing initiatives.
- Look for new opportunities to educate the public and stakeholder groups regarding our mandate to monitor compliance with the Residential Tenancies Act.
4. Safe, accessible and sustainable buildings
MMAH is responsible for administering the Building Code Act, 1992 and the Building Code, which regulate the construction, renovation and change of use of buildings. The legislation sets up technical and administrative requirements and establishes a framework for municipal enforcement. To this end, the Ministry carries out the following actions:
- Leads the coordinated development of, and regularly updates the objective-based Building Code to reflect government priorities, new policy directions and innovations in building technologies.
- Provides an efficient and effective building regulatory system to enable the economic viability of building construction.
- Supports municipalities and industry in implementing the Building Code.
Table 5 shows the level of client satisfaction with the advice provided by the building code advisors to the public, as well as to clients and board members of the two commissions. Due to a re-thinking of the survey instrument in 2005-06, the survey was not conducted for that year. The results for the 2008-09 survey will be available in May 2009.
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Table 5 : Client satisfaction with the clarity, timeliness, relevance and quality of technical advice and services provided in relation to the administrative and enforcement elements of the Building Code Act, the new and pending energy efficiency provisions of the 2006 Building Code, and the technical requirements of the Building Code. | |
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Statement of result: Client satisfaction with the clarity, timeliness, and relevance of training materials is expected to be at least 80% in fiscal years 2008-13 in relation to the administrative and enforcement elements of the Building Code Act, the new and pending energy efficiency provisions of the 2006 Building Code, and the technical requirements of the Building Code, including the ongoing reviews of the administrative and enforcement elements of the Building Code Act and the technical requirements of the Building Code. |
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In 2009-10, MMAH plans to:
- Maintain and modernize the Building Code to enhance public safety and enforcement, respond to building industry needs and address the emerging government agenda (climate change, energy efficiency, green economy and accessibility).
5. Organizational excellence
The Ministry will continue to create a work environment that is dedicated to excellence. This means strengthening our leadership capacities, attracting and retaining talent, modernizing our processes through technology, and ensuring effective stewardship of our human, financial and physical resources. Ministry actions to build this environment include:
- Enhance management processes and governance structures to enable more effective and informed decision-making.
- Build partnerships and maintain a network of relations, within and outside the Ontario Public Service (OPS), to support policy as well as program development and implementation.
- Implement continuous business improvements and innovations, and leverage information and communication technologies to maximize efficiencies and improve services.
- Implement corporate initiatives on diversity, Green OPS, Open for Business and Talent Management.
- Enable internal capacity building.
- Communicate Ministry priorities and activities to staff and external audiences.
In 2009-10, MMAH plans to:
- Foster the value of careers in public service and community stewardship by coordinating and promoting the municipal internship program and Local Government Week in partnership with municipal organizations, the education sector and other ministries.
- Support and participate in enterprise-wide initiatives such as the implementation of the new Ontario Public Service Human Resources Service Delivery Model, and the Open for Business initiative.
- Support employee engagement initiatives including leadership development.
- Develop and implement initiatives to support organizational health, safety and wellness such as flexible work arrangements, healthy living.
- Ensure the Ministry Continuity of Operations Program complies with legislation including coordinating development, implementation and testing of business continuity plans and pandemic plans.
- Promoting and encouraging a culture of diversity and inclusion in the Ministry including developing and implementing a diversity framework, manager training and information sessions.
- Continue the Document and Records Management Transformation project across the Ministry.
- Comply with the Customer Service Regulation under the Accessibility for Ontarians with Disabilities Act, 2005.
- Managing/coordinating the technical and policy support for the Standards Development Committee which is developing an accessible built environment standard under the Accessibility for Ontarians with Disabilities Act.
- Lead the development of the Ministry’s burden reduction initiatives and governance framework to comply with the enterprise-wide Open for Business requirements.
Ministry Organization Chart
Legislation
MMAH is responsible for the following pieces of legislation:
- Building Code Act, 1992
Authorizes regulations to prescribe the Building Code. The Building Code regulates standards for the construction and demolition of new buildings. - 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. - 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. - 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. - 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. - 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. - Commercial Tenancies Act
Regulates commercial tenancies. - 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. - Elderly Persons’ Housing Aid Act
Provides for grants to be made for the purpose of constructing low rental housing units for elderly persons. - Geographic Township of Creighton-Davies Act, 1997
Changes the name of the geographic township of Creighton to the geographic township of Creighton-Davies. - Geographic Township of Hansen Act, 1986
- Changes the name of the geographic township of Stalin to the geographic township of Hansen.
- Unconsolidated in 1990 Revised Statutes of Ontario, not in E-laws “consolidated law” list. - 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. - 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. - Line Fences Act
Provides a local method of arbitrating fencing disputes between neighbouring property owners. - 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. - 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. - Municipal Affairs Act
Sets out powers of the Ministry with respect to overseeing municipal activities. - Municipal Arbitrations Act
Provides a means of arbitrating claims against a municipality. - Municipal Conflict of Interest Act
Requires council members to disclose their pecuniary interest in matters before council. - Municipal Corporations Quieting Orders Act
Allows the Ontario Municipal Board, upon application, to determine the exact location of a municipal boundary. - Municipal Elections Act, 1996
Governs the holding of elections to the offices of municipal councils and elected local boards. - Municipal Extra-Territorial Tax Act
Provides for taxation for municipal purposes in territory without municipal organization. - Municipal Franchises Act
Establishes the procedures for granting franchises for the supply of a public utility. - Municipal Tax Assistance Act
Provides for payments by the province or its agencies to municipalities, in lieu of taxes on provincially-owned lands. - 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. - North Pickering Development Corporation Act, 1974
- Establishes the North Pickering Development Corporation, primarily for the purpose of planning and developing the North Pickering Planning Area.
- Unconsolidated in 1990 Revised Statutes of Ontario, not in E-laws ”consolidated law” list. - 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. - 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. - 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. - Ontario Mortgage and Housing Corporation Act
Continues the Ontario Housing Corporation and enables it to fund and administer housing programs. - Ontario Municipal Employees Retirement System Act, 2006
Provides for the governance and administration of the OMERS pension plans by two corporations representing the municipal sector. - Ontario Municipal Employees Retirement System Review Act, 2006
Provides for the review of the OMERS governance model under the Ontario Municipal Employees Retirement System Act, 2006 - Ontario Planning and Development Act, 1994
Authorizes Minister to establish development planning areas for promotion of the economic and environmental condition of areas. - 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. - Public Utilities Act
Most of the Act has been repealed. The remainder primarily provides a regulatory framework for company (private) public utilities. - Regional Municipality of Peel Act, 2005
Restructures the composition of the council of the regional Municipality of Peel. - Residential Tenancies Act, 2006
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. - Road Access Act
Establishes a procedure to keep certain types of roads open unless closed by a court order. - Shoreline Property Assistance Act
Authorizes municipalities to borrow provincial funds to make loans to the owners of shoreline properties for protective works. - Social Housing Reform Act, 2000
Provides for administration of housing programs by service managers, including municipalities, beginning January 1, 2001. - Statute Labour Act
Provides for duties to perform statute labour in townships and areas without municipal organization. - Tax Sales Confirmation Act, 1974
- Confirms the legal validity of sales, deeds and related documents respecting municipal sale of land for tax arrears prior to this Act.
- Unconsolidated in 1990 Revised Statutes of Ontario, not in E-laws “consolidated law “list. - Territorial Division Act, 2002
Divides the territory of Ontario into geographic areas. - 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. - 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. - Town of Moosonee Act, 2000
Constitutes the Town of Moosonee as a municipality. - 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.
Agencies, Boards and Commissions (ABCs)
Building Code Commission
The Building Code Commission is an adjudicative agency that resolves disputes regarding the technical requirements of the Ontario Building Code. The operating expenses for the Building Code Commission are paid out of Land Use Planning and Building Regulation Program (1903-07).
Table 6: Building Code Commission Financial Data
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2009-10 Expenditure Estimates |
2009-10 Revenue Estimates* |
2008-09 Expenditure Interim Actuals |
2008-09 Revenue Interim Actuals * |
2007-08 Expenditure Actuals |
2007-08 Revenue Actuals* |
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61,000 |
NIL |
25,000 |
NIL |
31,300 |
NIL |
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*The Building Code Commission does not charge a fee. | |||||
Building Materials Evaluation Commission
The Building Materials Evaluation Commission is a regulatory agency that evaluates and authorizes materials, techniques and building design where no criteria are set out in the Ontario Building Code. Operating expenses for the Building Materials Evaluation Commission are paid out of Land Use Planning and Building Regulation Program (1903-07).
Table 7: Building Materials Evaluation Commission Financial Data
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2009-10 Expenditure Estimates |
2009-10 Revenue Estimates |
2008-09 Expenditure Interim Actuals |
2008-09 Revenue Interim Actuals |
2007-08 Expenditure Actuals |
2007-08 Revenue Actuals |
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190,000 |
20,000 |
103,000 |
6,000 |
127,000 |
17,194 |
The Landlord and Tenant Board is an adjudicative agency responsible for resolving disputes between landlords and tenants and to give information about the RTA; it is a quasi-judicial Tribunal that holds hearings and conducts mediation. Operational expenses are paid out of Affordable Housing – Residential Tenancy (1904-03).
Table 8: Landlord and Tenant Board Financial Data
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2009-10 Expenditure Estimates |
2009-10 Revenue Estimates |
2008-09 Expenditure Interim Actuals |
2008-09 Revenue Interim Actuals |
2007-08 Expenditure Actuals |
2007-08 Revenue Actuals |
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28,901,500 |
10,988,450 |
30,688,300 |
10,741,700 |
28,283,887 |
10,449,439 |
Ontario Mortgage Corporation
The Ontario Mortgage Corporation is an operational enterprise agency that administers the non-marketable mortgages under housing incentive programs such as the Low-Rise Rehabilitation and Permanent Homes for the Homeless and Project 3600. Activities of the Corporation are carried out by Ministry staff. Operating expenses for the Corporation are paid out of Affordable Housing - Social and Market Housing (1904-02).
Ontario Mortgage and Housing Corporation
The Ontario Mortgage and Housing Corporation is an operational enterprise agency responsible for: public housing debt servicing; administration of loans for social housing and student residence programs; sponsoring the Dr. Albert Rose Bursary program; addressing legal matters pertaining to previously- owned public housing properties and any potential environmental liability issues should they arise; facilitating the development of affordable housing projects under the Affordable Housing Program through the Ontario Mortgage and Housing Initiative; and administering the Homeownership component of the Affordable Housing Program where it is not taken up by Municipal Service Managers. All support for the Corporation is provided by MMAH staff. Capital expenses are funded through Affordable Housing Capital (1904-04).
Table 9: Ontario Mortgage and Housing Corporation Financial Data (Operating)
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2009-10 Expenditure Estimates |
2009-10 Revenue Estimates |
2008-09 Expenditure Interim Actuals |
2008-09 Revenue Interim Actuals |
2007-08 Expenditure Actuals |
2007-08 Revenue Actuals |
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113,834,300 |
113,834,300 |
114,605,900 |
114,605,900 |
114,752,897 |
114,752,897 |
Table 10: Ontario Mortgage and Housing Corporation Financial Data (Capital)
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2009-10 Expenditure Estimates |
2009-10 Revenue Estimates |
2008-09 Expenditure Interim Actuals |
2008-09 Revenue Interim Actuals |
2007-08 Expenditure Actuals |
2007-08 Revenue Actuals |
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1,500,000 |
1,500,000 |
270,000 |
270,000 |
714,739 |
714,739 |
Other Agencies, Boards and Commissions
The following additional boards and commissions report to MMAH, however they have no financial reporting relationship with the Ministry: the Greenbelt Council, the Ontario Municipal Employees Retirement Board (OMERS), Planning Boards (in Northern Ontario), and the Toronto Islands Residential Community Trust Corporation.
Ministry Financial Information
Table 11: Ministry Planned Expenditures 2009-10 ($M)
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Operating |
738.1 |
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Capital |
431.7 |
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TOTAL |
1,169.8 |
Total Operating and Capital Expense excludes Statutory Appropriations, Assets and Consolidation Adjustments- Ontario Housing Corporation.
MINISTRY OF MUNICIPAL AFFAIRS AND HOUSING
Table 12: Operating and Capital Summary by Vote
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Table 2-1: Summary by Vote |
Estimates |
Change From |
Estimates |
Interim Actuals |
Actuals | |
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Votes/Programs |
2009-10 |
Estimates 2008-09 |
2008-09 |
2008-09 |
2007-08 | |
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$ |
$ |
% |
$ |
$ |
$ |
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OPERATING AND CAPITAL EXPENSE |
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|
|
|
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Ministry Administration |
33,398,700 |
1,749,600 |
5.5 |
31,649,100 |
30,006,900 |
28,126,511 |
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Local Government |
20,943,200 |
(3,892,200) |
(15.7) |
24,835,400 |
32,826,300 |
35,569,753 |
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Land Use Planning and Building Regulation |
14,976,500 |
450,400 |
3.1 |
14,526,100 |
14,989,700 |
14,916,401 |
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Affordable Housing |
1,100,500,900 |
261,017,800 |
31.1 |
839,483,100 |
787,907,100 |
871,607,594 |
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Total Expenses to be Voted |
1,169,819,300 |
259,325,600 |
28.5 |
910,493,700 |
865,730,000 |
950,220,259 |
|
Statutory Appropriations |
156,187 |
1,000 |
0.6 |
155,187 |
155,200 |
155,187 |
|
Ministry Total Expenses |
1,169,975,487 |
259,326,600 |
28.5 |
910,648,887 |
865,885,200 |
950,375,446 |
|
Net Consolidation Adjustment - Ontario Mortgage Housing Corporation |
(113,912,500) |
831,400 |
(0.7) |
(114,743,900) |
(114,743,900) |
(105,895,650) |
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Ministry Total Expenses Including Consolidation & Other Adjustments |
1,056,062,987 |
260,158,000 |
32.7 |
795,904,987 |
751,141,300 |
844,479,796 |
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OPERATING AND CAPITAL ASSETS |
|
|
|
|
|
|
|
Local Government |
101,000 |
1,000 |
1.0 |
100,000 |
-- |
-- |
|
Total Assets to be Voted |
101,000 |
1,000 |
1.0 |
100,000 |
-- |
-- |
|
Statuory Appropriations |
200,000 |
-- |
-- |
200,000 |
-- |
-- |
|
Ministry Total Assets |
301,000 |
1,000 |
0.3 |
300,000 |
-- |
-- |