Ministry of Finance Results-based Plan 2014-15

Ministry Mandate

The Ministry of Finance’s (MOF’s) mandate is to promote a dynamic, innovative and growing economy, and to manage the fiscal, financial and related regulatory affairs of the Province of Ontario. In addition, it delivers revenue and benefits programs in support of a better future for Ontarians.

Ministry Priorities

The ministry’s priorities include:

1. Supporting a strong economic, fiscal and investment climate
2. Being accountable and transparent with public funds
3. Maintaining a competitive tax system and ensuring a fair and effective tax, benefit and revenue administration
4. Prudent and effective fiscal management and financial sector regulation
5. Transforming public services

Ministry Contributions to Priorities and Results

Through its mandate, MOF actively promotes the government’s priorities of investing in people’s talents and skills, building modern infrastructure and transportation networks and supporting a dynamic and innovative business climate.

The ministry works with Treasury Board Secretariat to manage the Province’s $130 billion^{footnote 1[1]} budget, oversees $119^{footnote 1[1]} billion of revenues through taxation, business enterprises and non-tax revenue, and manages the Province’s $35^{footnote 1[1]} billion borrowing program.

The ministry also supports government-wide initiatives and provides key fiscal, taxation and economic policy advice to the Minister of Finance, Cabinet Committees and the Premier, manages the Province’s federal-provincial financing arrangements and provincial debt, and regulates the financial services sector through its agencies.

The ministry continues to provide leadership in transforming Ontario’s public services through policies, directives and processes designed to drive efficiencies and enable modernization initiatives that support the Commission to Reform Ontario’s Public Service (CROPS, while also remaining focused on implementing measures that support achievement of a balanced budget by 2017-18.

Ministry of Finance: 2014-15 Effective Economic, Fiscal and Financial Management for a Prosperous and Fair Ontario

Priorities

• Support a strong economic, fiscal & investment climate
• Be accountable & transparent with public funds
• Maintain a competitive tax system and ensure fair and effective tax, benefit and revenue administration
• Prudent & effective fiscal management & financial sector regulation
• Transform public services

Ministry Support Services

• Financial
• Communications
• Legal
• Audit
• Human Resources

Ministry Programs and Activities

Ministry of Finance program areas are responsible for a wide range of strategic services and activities as described below:

Tax Policy Division (TPD)

• Advises the Minister on the policy and legislative design of personal income, corporate, commodity, payroll, estate administration and sales taxation and benefit programs.
• Develops policy options, and legislative design and performs analysis of commodity, corporate, mining, payroll, personal, estate administration and sales taxation, and benefit programs.
• Conducts research and analysis on Ontario’s tax competitiveness and emerging economic and social trends in taxation, and benefits policy.
• Represents Ontario in federal-provincial tax policy discussions, including tax committees.

Pension, Income Security and Research Division (PISRD)

• Develops policy and legislation regarding employment pension plans and income security issues.
• Develops strategic policy to strengthen Ontario’s retirement income system (RIS), including the development of innovative retirement savings models such as target benefit plans and pooled registered pension plans (PRPPs).
• Represents Ontario in inter-governmental taxation and retirement income system (RIS) issues, including the Canada Pension Plan (CPP).
• Develops strategic policy on income security programs including the Ontario Child Benefit, social assistance and Employment Insurance.
• Conducts research and quantitative analyses to support the development of tax, pension, alcohol fee, income security and benefits policy.
• For Budget and Public Accounts purposes, provides estimates of pension expense for the pension plans of teachers, OPS employees and other pension plans which are consolidated in the province’s financial statements, as well as related post-retirement benefits.

Revenue Agencies Oversight Division (RAOD)

• Leads and coordinates the development of government policy related to alcohol and gaming and manages the accountability and oversight relationship with the Liquor Control Board of Ontario and the Ontario Lottery and Gaming Corporation on behalf of the Ministry of Finance.
• Manages the government’s Deposit Return Program for beverage alcohol containers.
• Advises the Minister on the policy and legislative design of beer and wine taxes and on strategic policy options related to alcohol mark-ups.

Office of Economic Policy (OEP)

• Provides the Minister of Finance with forecasts and analysis of the provincial economy and revenues, analysis and advice on the economic consequences of policy proposals, and advice and information on economic issues and trends.
• Provides the Minister of Finance with advice and analysis in support of a sound economic environment that ensures continued prosperity through sustainable economic growth and job creation.
• Provides advice on economic and financial market performance, regulation and policy, including the regulation of credit unions, mortgage brokerages, co-operatives and the insurance industry.
• Represents Ontario in federal-provincial-territorial discussions regarding financial services policy, economic analysis and forecasting, fiscal planning and in negotiations with Statistics Canada.
• Undertakes timely preparation and release of population projections for Ontario and each of the 49 Census Divisions to support the government’s planning and resource allocation exercises.

Securities Reform Division (SRD)

• Represents Ontario and advances Ontario’s interests in the implementation of a cooperative capital markets regulator system as reflected in the Agreement in Principle executed in September 2013 by Ontario, British Columbia and Canada. Leading the development of a draft common Provincial Capital Markets Act (PCMA) to be adopted legislatively by each provincial and territorial participant, draft complementary federal legislation dealing with capital markets fraud, systemic risk and other federal matters, and draft legislation establishing the capital markets regulator together with draft ancillary implementation legislation and regulations underpinning the PCMA.
• Investigates the merits of proceeding with more tailored regulation of financial planners in Ontario. Engages stakeholders from the financial services industry and examines whether there is a need for regulation in this area and formulates policy options indicating the appropriate regulatory framework for doing so.
• Advances capital markets, securities and derivatives policy initiatives and informs decision-making on them, including: legislative and Ontario Securities Commission rule proposals, as well as regulatory changes to respond to G20 financial regulatory reform commitments.
• Provides advice on capital markets, securities and derivatives regulation and reform.

Provincial-Local Finance Division (PLFD)

• Provides advice on the development of policies, legislation and regulations governing the property assessment and $24 billion property taxation system in Ontario, including $6.7 billion in education property taxes, Provincial Land Tax, and the business tax capping program.
• Provides advice on fiscal arrangements with the municipalities.
• Manages the $550 million^{footnote 2[2]} Ontario Municipal Partnership Fund (OMPF).
• Implements the recommendations in the Special Purpose Business Property Assessment Review report to improve the property assessment system in Ontario including the operations and performance of the Municipal Property Assessment Corporation.

Budget and Treasury Board Office (BTBO)

• Provides analysis and support to Treasury Board/Management Board of Cabinet (TB/MBC), particularly with regard to the Results-based Planning (RbP) and Estimates processes, development of the fiscal plan and in-year expenditure monitoring.
• Develops, monitors and reports on the fiscal plan and results for the quarterly Ontario Economic Accounts, the Economic Outlook and Fiscal Review, and the Ontario Budget, as well as federal-provincial fiscal relations.

Office of the Provincial Controller Division (OPCD)

• Provides accounting and financial management policy advice and support to the government.
• Ensures that financial control policies and practices are in place to safeguard Ontario’s assets and to ensure the integrity of its financial systems, processes and information.
• Maintains Ontario’s Public Accounts and prepares the Annual Financial Report, Consolidated Financial Statements, and Public Sector Salary Disclosure.
• Supports the preparation of the Ontario Budget, quarterly Ontario Economic Accounts, and the Economic Outlook and Fiscal Review.
• Provides support to ministries to build financial management capacities and competencies, to ensure the government has effective and efficient business and financial management processes.

Ontario Internal Audit Division (OIAD)

• Provides value-added control, risk and consulting services, as well as independent and objective assurance services to the ministries and agencies of the Government of Ontario.
• Ensures that the government’s financial, operational and risk management plans and processes meet the highest standards of integrity, accountability and transparency.

Strategy, Stewardship and Program Policy Division (SSPPD)

• Works collaboratively with other ministries, levels of government and external stakeholders (including academics and industry leaders) to develop and implement new strategies, policies, legislative and transformational initiatives including the underground economy and corporate tax avoidance.
• Develops proactive and effective tax administration policy that supports the government’s competitive business environment and Open for Business priorities.
• Leads a multi-year benefits transformation initiative that will improve the service delivery of income-tested benefit programs to Ontarians.
• Manages relationships, service provisions, fee-for-service arrangements, and accountability and risk management frameworks for tax and benefit administration involving partnerships with other governments (most notably the Canada Revenue Agency) and the broader public sector.
• Leads the implementation of Ontario’s Tobacco Strategy through its partnership efforts with First Nations and other government and external stakeholders.
• Provides strategic planning services including tracking, analyzing and reporting on Tax and Benefit Administration’s performance measures, service standards, and revenue commitments.

Tax Compliance and Benefits Division (TCBD)

• Provides excellence in the audit function using risk based techniques, modern technology and best practices.
• Provides effective, progressive collections activities for tax and non-tax accounts and identifies opportunities for centralized collections.
• Conducts investigations and inspections.
• Provides service excellence in the advisory and appeals functions.
• Partners with other ministries, agencies and the broader public sector to provide technical services, including forensic data recovery and forensic accounting.
• Administers Ontario’s tax statutes, tax incentive programs and benefits programs.
• Delivers income-based benefits programs, such as the Guaranteed Annual Income System, Ontario Child Care Supplement, and Investment in Affordable Housing program and provides benefits administrative services to partner ministries.
• Encourages voluntary compliance through taxpayer services such as registration, account maintenance and processing tax returns, refunds and rebate applications, and by providing public education and interpretative services.
• Encourages participation in tax incentive and benefits programs through effective client outreach. This includes timely response to public inquiries, providing pertinent information online, and eligibility verification and validation reviews.
• Provides remittance, data and image capture and revenue processing services.
• Develops and implements processes and programs to strengthen the ministry’s efforts to address illegal tobacco products.

Main Office

• Includes the offices of the Minister, the Parliamentary Assistant, and Deputy Minister.
• Provides professional and technical support for the legislative policy making and administrative responsibilities of the Minister and Deputy Minister.

Financial and Administrative Services

• Provides strategic executive decision and controllership support services to the ministry.
• Includes ministry strategic planning, resource monitoring and risk management, program analysis, controllership, accounting, accommodation management, continuity of operations planning, emergency management and security services, coordination of corporate and ministry-specific modernization programs and administration of the Freedom of Information and Protection of Privacy Act.
• Provides coordination and expert support for the development and delivery of enterprise priorities related to Accessibility, Inclusion, Greening, Open Government and Staff Recognition, including Accessibility Compliance and annual progress reports.

Strategic Human Resources Services Branch

• Provides strategic and advisory human resources services to ministry senior executives to ensure they have the right people, in the right place, at the right time to achieve their business objectives.

Communications Services Branch

• Provides strategic communications advice and planning to the Minister of Finance, the Deputy Minister, all Ministry of Finance divisions, Premier's Office and Cabinet Office, and where appropriate, other ministries, to support the government's fiscal priorities and ministry’s programs.
• Coordinates and manages the production of the Ontario Budget, Fall Economic Statement and other high-profile projects.

Legal Services

• Provides legal advice to the ministry on the interpretation of statutes and regulations and the preparation, drafting and review of proposed legislation, regulations, and other legal documents. General legal services include litigation, prosecutions, collections, and drafting of agreements.
• Provides legal advice on government financial matters, provincial borrowing and investments, tax policy, administration and enforcement, Freedom of Information and Protection of Privacy Act matters, and advice with respect to the agencies under the responsibility of the Minister and pensions, securities and financial services sector regulation.

Audit Services (Finance Audit Service Team (FAST) of the Ontario Internal Audit Division)

• Provides value-added control, risk and consulting services, as well as independent and objective assurance services to the Ministry of Finance and some of its agencies. The overall objective for FAST is to ensure that the ministry’s financial and risk management plans and processes meet the highest standards of integrity, accountability, and transparency.

Agencies, boards and commissions

Deposit Insurance Corporation of Ontario (DICO) protects depositors in credit unions and caisses populaires by providing deposit insurance within statutory limits. It promotes the safety and soundness of Ontario’s credit unions and caisses populaires by establishing standards of sound business and financial practices. DICO is responsible for monitoring and enforcing compliance with solvency related requirements set out in the Credit Unions and Caisses Populaires Act, 1994. DICO administers the affairs of credit unions and caisses populaires that have insufficient capital and provides financial assistance to these institutions when necessary, conducting orderly liquidations and making direct payments to depositors. The Corporation's administrative costs and insurance funding are provided by an annual insurance premium paid by all credit unions and caisses populaires that conduct business in the Province of Ontario. DICO maintains a Deposit Insurance Reserve Fund to cover potential claims. A review of this fund is undertaken annually by DICO’s board of directors to ensure that it remains within an appropriate range.

Financial Services Commission of Ontario (FSCO) regulates the province’s financial services sector, including insurance companies, health service providers for auto insurance, pension plans, credit unions, caisses populaires, mortgage brokerages, brokers, agents and administrators, loan and trust companies, and co-operatives. FSCO makes recommendations to the Minister of Finance on matters affecting these sectors. In addition, FSCO is responsible for the administration of the Motor Vehicle Accident Claims Fund (MVACF), which compensates people injured in automobile accidents in Ontario where no other insurance is available to respond to the claim. FSCO is also responsible for the administration of the Pension Benefits Guarantee Fund (PBGF). The PBGF pays a minimum level of pension benefits if a plan of an insolvent employer is wound up with insufficient assets.

FSCO works with the Ministry of Finance, consumers and industry stakeholders to protect the public interest and enhance public confidence in the regulated sectors.

Financial Services Tribunal is an independent, adjudicative body that conducts hearings arising from regulatory and proposed regulatory decisions of the Superintendent of Financial Services. The Tribunal has exclusive jurisdiction to exercise the powers conferred under the Financial Services Commission of Ontario Act, 1997 and other acts that confer powers or assign duties to the Tribunal.

The Tribunal also has exclusive jurisdiction to determine all questions of fact or law that arise in any proceedings before it. As well, the Tribunal has the authority to make rules for the practice and procedure to be observed in a proceeding before it; and to order a party to a proceeding before it to pay the costs of another party or the Tribunal's costs of the proceeding.

Liquor Control Board of Ontario (LCBO) is a Government of Ontario Crown Corporation established in 1927 under the Liquor Control Act to control the importation, distribution, pricing, and sale of beverage alcohol in the province in an efficient and socially responsible manner. The LCBO’s mandate is reflected in its mission statement, three-year strategic plan and annual business plan. The agency maintains social responsibility measures to protect against the misuse of beverage alcohol including social reference pricing, which sets the lowest price at which alcohol can be sold by government regulation. The corporation directly operates more than 630 retail stores, and five warehouses, and has contracts with almost 220 retail agency stores across Ontario.

The LCBO is classified as an Operational Enterprise Agency, meaning that it sells goods or services to the public. Its assets, expenses and net income are consolidated in the Province’s financial statements on the modified equity basis. This means that the agency’s net income is reported on one line (Income from Investment in Government Business Enterprises) and its net assets are reported on another line (Investment in Government Business Enterprises). For additional financial information, see the LCBO annual report available on the agency’s website at www.lcbo.com/annualreport.

Profits distributed to the Province by LCBO (i.e., dividends) are deposited into the Consolidated Revenue Fund and recorded by the Ministry of Finance as revenues.

Ontario Economic Forecast Council is an advisory agency established by the Minister of Finance to provide advice on the macroeconomic outlook as required by the Fiscal Transparency and Accountability Act. Council members review the economic assumptions underlying the Budget and the Ontario Economic Outlook to assess the reasonableness of the forecast as a basis for planning. During this process, the council meets with Ministry of Finance staff to discuss emerging economic trends.

Ontario Electricity Financial Corporation (OEFC) is the legal continuation of the former Ontario Hydro and is responsible for managing that organization’s legacy debt and other liabilities. The OEFC receives risk management, cash management, banking and accounting services from the OFA to manage and retire the outstanding debt and other liabilities of the former Ontario Hydro.

Ontario Financing Authority (OFA) is a Provincial Crown agency established by the Capital Investment Plan Act, 1993. The OFA conducts borrowing and investment for the Province, manages the Provincial debt, and provides other financial and centralized cash management services for the Province. In addition, the OFA advises government on financial matters and assists other public bodies such as school boards, colleges, hospitals and certain Crown Corporations in borrowing and investment.

The OFA also provides a broad range of financial services to Ontario Electricity Financial Corporation (OEFC) and Ontario Infrastructure and Lands Corporation (Infrastructure Ontario).

Ontario Lottery and Gaming Corporation (OLG): Established in 2000 under the Ontario Lottery and Gaming Corporation Act, the OLG is responsible for the conduct and management, and operation of slots and casinos, lottery operations, internet gaming, and electronic games at bingo halls across Ontario. OLG provides gaming entertainment in a socially responsible manner that provides revenues to the Province of Ontario to fund government priorities, as well as economic benefits for the people of Ontario, particularly communities where slots and casino sites are located.

The OLG is classified as an Operational Enterprise Agency, meaning that it sells goods or services to the public. OLG’s assets, expenses and net income are consolidated in the province’s financial statements on the modified equity basis. This means that the agency’s net income is reported on one line (Income from Investment in Government Business Enterprises) and its net assets are reported on another line (Investment in Government Business Enterprises). For additional financial information, see the OLG Annual Report available at: http://www.olg.ca/about/public_disclosure/annual_report.jsp.

OLG’s net profits are distributed to the Province into the Consolidated Revenue Fund and recorded by the Ministry of Finance as revenues.

Ontario Securities Commission (OSC) is the regulatory body responsible for overseeing Ontario’s capital markets, which include the equities, fixed-income and derivatives markets. The OSC's mandate, set by statute is to provide protection to investors from unfair, improper or fraudulent practices, and to foster fair and efficient capital markets and confidence in capital markets. The OSC administers and enforces the provincial Securities Act and the Commodity Futures Act, and administers certain provisions of the Business Corporations Act.

The OSC is included in the Ministry of Finance’s Expenditure Estimates on a consolidated basis.

Non-classified Entities

The following agencies are considered “non-classified entities”, which means they are organizations that are excluded from the financial and administrative requirements of the Management Board of Cabinet, but to which the government makes at least one appointment.

The Registered Insurance Brokers of Ontario is a self-regulating organization for insurance brokers. It is responsible for licensing and disciplining insurance brokers. The Superintendent of Insurance has a statutory interest in the Registered Insurance Brokers of Ontario. The Council of the Registered Insurance Brokers of Ontario is the governing body and board of directors of the organization. It establishes and appoints a Qualifications and Registration Committee, one or more Complaints Committees, a Discipline Committee, and may establish additional committees as it considers necessary. A Complaints Committee considers and investigates complaints regarding the conduct or actions of any member of the Registered Insurance Brokers of Ontario. The Discipline Committee, when directed by the Council or by a Complaints Committee hears and determines allegations of misconduct or incompetence against any member of the Registered Insurance Brokers of Ontario.

Municipal Property Assessment Corporation (MPAC) is a not-for-profit corporation established by provincial statute, the Municipal Property Assessment Corporation Act, 1997. MPAC is not a provincial Crown agency. MPAC is composed of its members, Ontario’s 444 municipalities. MPAC delivers property assessment services on behalf of all municipalities in Ontario.

MPAC is responsible for administering the property assessment system in Ontario in accordance with provincial legislation and regulation. Its primary mandate is to value properties at their current market value and to provide each municipality with an assessment roll which is used to calculate municipal and education property taxes.

MPAC’s affairs are managed by a 15-member Board of Directors, all of whom are appointed by the Minister of Finance. The Board is composed of eight municipal representatives, nominated by the Association of Municipalities of Ontario (AMO), five taxpayer representatives, and two provincial representatives.

Highlights of 2013-14 achievements

The Ministry of Finance (MOF) performs a variety of critical roles, all focused on supporting a strong economic, fiscal and investment climate for Ontario, while ensuring accountability and transparency with respect to the use of public funds. During 2014-15, the ministry played a central role in preparing the annual Budget, Fall Economic Statement, Long-Term Report and Public Accounts.

Complete details of all the ministry’s achievements can found in the Appendix: 2013-14 Annual Report.

1. Support a Strong Economic, Fiscal and Investment Climate

Led the coordination and monitoring of the province’s fiscal plan and outlook and developed key public reports and documents such as the 2013 Budget, 2013 Economic Outlook and Fiscal Review, Transparency in Taxation Report 2013, quarterly updates of the province’s finances, quarterly updates to the Ontario Economic Accounts and the Expenditure Estimates.

The ministry implemented Employer Health Tax exemption changes, including increasing the exemption threshold from $400,000 of annual payroll to $450,000, and eliminating the exemption for employers with over $5 million of annual Ontario payroll, beginning in 2014, resulting in tax relief for over 60,000 employers.

Maintained a highly competitive tax system. Recent measures Ontario has taken to support a more competitive tax system include:

• Sales tax and corporate tax cuts totalling more than $9 billion per year;
• The Harmonized Sales Tax (HST) will remove $4.7 billion per year in embedded sales taxes paid by businesses when fully implemented;
• Corporate Income Tax (CIT) cuts deliver $2.3 billion of tax relief per year; and
• Elimination of the Capital Tax provides $2.1 billion of tax relief per year.

The ministry continued to manage the Province’s remaining auto sector investment holdings including the divestiture of Ontario’s interest in 10 million General Motors shares, which resulted in a gain on the sale of $249 million, compared to the book value of the shares.

2. Be Accountable and Transparent with Public Funds

Delivered a number of reports including: the 2013 Transparency in Taxation Report, which provides an estimate of the value of Ontario’s tax expenditures; the 2013 Public Sector Salary Disclosure Compendium and subsequent Addendum; and the 2012-13 Public Accounts, including the Province’s Annual Financial Report and Consolidated Financial Statements and supplementary Volumes, receiving a clean audit opinion from the Auditor General.

Ensured the Ontario Lottery and Gaming Commission (OLG) continued a transparent, fair and competitive procurement process to identify private sector service providers for the future delivery of gaming in Ontario. As part of OLG modernization, private sector service providers will take over day-to-day operations of OLG slots and casinos, internet gaming and the lottery network. OLG will maintain its role of conducting and managing gaming in Ontario.

3. Maintain a Competitive Tax System and Ensure a Fair and Effective Tax, Benefit and Revenue Administration

In 2013-14, MOF collected approximately $15 billion in tax revenue and oversaw $60 billion in tax revenue collected by the Canada Revenue Agency.

The ministry entered into agreements with the federal government to enhance compliance activities related to aggressive international tax planning (AITP) and the underground economy (UE) which are estimated to generate $700 million over the next four years.

• In 2013-14, the combined AITP and UE enhanced compliance activities generated more than $270 million in additional tax revenues.

The ministry also implemented the Tender Contract Tax Compliance initiative requiring businesses engaged in procurement activity with the Ontario government to demonstrate full compliance with provincial tax obligations prior to being awarded a contract.

Substantial progress was made in implementing the recommendations from the Auditor General’s 2012 Report in relation to collections activity under Ontario tax statutes. In particular, the ministry has improved timeliness in contacting delinquent taxpayers, has initiated progressive collection action such as registering liens and warrants, has applied risk-ranking methodology for prioritizing collection efforts and has developed enhanced performance metrics to track collection effectiveness.

In fiscal 2013-14, the ministry achieved 355 convictions under the Tobacco Tax Act, Land Transfer Tax Act and Retail Sales Act.

More than 9.3 million illegal cigarettes, 780,000 untaxed cigars and 6.3 million grams of fine cut and other illegal tobacco products were seized through investigation and inspection activities.

As part of its taxpayer information outreach efforts, the ministry organized over 100 tax seminars, revised numerous bulletins and notices and issued several new publications.

The ministry also delivered $155 million in assistance to 178,700 benefit recipients, including $124 million in Guaranteed Annual Income System (GAINS) payments to 156,000 low-income seniors and $31 million in payments to low-income households to benefit children and provide housing support. MOF has oversight of a number of agencies including the Liquor Control Board of Ontario (LCBO) and the Ontario Lottery and Gaming Corporation (OLG); LCBO and OLG contributed $3.74 billion in net revenue to the province in 2013-14^{footnote 3[3]}.

• The LCBO dividend to the Ontario government is forecast to be $1.74 billion in 2013-14. New stores and new store formats, will contribute to revenue growth.
• The OLG’s net profit to the province is forecast to be $2 billion, which is an increase of $204 million (or 11%) over 2012-13.

4. Prudent & Effective Fiscal Management and Financial Sector Regulation

The 2013-14 borrowing program was completed with more than 80% borrowed in the domestic market, above the target of at least 70%, and achieved the program objective of term extension. The term extension allowed the Province to lock in low interest rates for a longer period thereby offsetting the impact of expected higher interest rates on the Province’s Interest on Debt costs.

Interim actuals for 2013-14 show for the Ontario Electricity Financial Corporation (OEFC) an excess of revenue over expense of about $1.2 billion, which would reduce the OEFC’s unfunded liability (or stranded debt) from $11.3 billion to $10.1 billion, as at March 31, 2014. OEFC is the legal continuation of the former Ontario Hydro and is responsible for managing that organization's legacy debt and other liabilities. This would be the tenth consecutive annual decline in the unfunded liability ($9.3 billion below the $19.4 billion level at the time the former Ontario Hydro was restructured on April 1, 1999).

The ministry developed legislation and regulations that established a target average auto insurance rate reduction of 15% over two years by August 2015. The government is making progress towards meeting the average 8% rate reduction target set for the first year. Since August 2013, auto insurance rate filings approved by FSCO have declined on average by 5.68%.

Introduced regulations that permit certain public sector, single employer pension plans to obtain temporary solvency funding relief in exchange for a commitment to negotiate plan changes that would improve sustainability and affordability over the long run. These measures have reduced solvency payment requirements by about $700 million by the end of 2013, thereby protecting jobs and programs.

MOF is continuing the transformation and phase-down of the Ontario Municipal Partnership Fund (OMPF) from approximately $600 million in 2012 to $500 million by 2016. The ministry is on track and has achieved a phase-down of the OMPF to $550 million in 2014. The program has been redesigned to better target funding to municipalities with the greatest needs.

The Ministry of Finance and FSCO worked together to implement the recommendations of the Auto Insurance Anti-Fraud Task Force’s Final Report. Some of the recommendations came into effect on June 1, 2013, and to date action has been taken on over half of the 38 recommendations.

5. Transform Public Services

The ministry continues to lead several major transformational initiatives which align with recommendations from the Commission on the Reform of Ontario’s Public Services (CROPS including:

• Pension Reform – MOF continues to drive measures to improve the sustainability and affordability of BPS pension plans for Ontarians, while emerging as a national leader in discussions to enhance the Canada Pension Plan.
• Securities Reform – the ministry’s work with the federal and British Columbia governments recently culminated in an historic agreement to establish a cooperative capital markets regulatory system.
• Centralized Collections – in 2013, MOF assumed collections portfolios for approximately 80 programs from the Ministry of Government Services and is onboarding new programs from the Ministry of Labour and the Ministry of Agriculture in 2014. As a result of these transfers, MOF now collects approximately 85% of outstanding non-tax debt. Administrative efficiencies and the application of enhanced collection tools are expected to generate savings of approximately $25 million by 2015-16.
• Benefits Transformation – with several ministries engaged in the delivery of benefit programs, the Ministry of Finance is exploring opportunities for transformation to achieve better client service, streamlined administration and enhanced policy development and coordination. Work is underway on developing pilot projects for the My Benefits Account with a goal of implementing in late 2015-16.

The OPS has avoided incurring excessive costs by using the ministry’s forensic accounting and forensic data recovery services, saving the OPS and BPS approximately $2 million in fiscal 2013-14.

Ministry of Finance Organizational Structure

See detailed chart here: https://www.fin.gov.on.ca/en/about/rbplanning/rbp2014-15_orgchart.pdf

• Ministry of Finance
  • The Minister of Finance - Charles Sousa
    • Parliamentary Assistant - Steven Del Duca
    • Chief of Staff - Fahim Kaderdina
    • Associate Minister of Finance
    • Chair, Ontario Financing Authority - Steve Orsini
    • Chair, Ontario Electricity Financial Corporation - Steve Orsini
    • Chair, Ontario Securities Commission - Howard Wetston
    • CEO/Superintendent, Financial Services Commission - Phil Howell
    • Chair, Financial Services Commission and Financial Services Tribunal - John Solursh
    • Chair, Deposit Insurance Corporation of Ontario - Paul Mullins
    • Chair, Liquor Control Board of Ontario - Edward Waitzer
    • Chair, Ontario Lottery and Gaming Corporation - Philip Olsson
    • Deputy Minister of Finance - Steve Orsini
  • Chair, Ontario Financing Authority
    • Chief Executive Officer, Ontario Financing Authority - Gadi Mayman
    • Assistant Deputy Minister, Corporate and Electricity Finance Division - Ronald Kwan (also reports to Deputy Minister of Finance)
  • Chair, Ontario Electricity Financial Corporation
    • Chief Executive Officer and Vice Chair, Ontario Electricity Financial Corporation - Gadi Mayman
  • Deputy Minister of Finance
    • CIO, Central Agencies I&IT Cluster - Ron Huxter (also reports to Ministry of Government Services)
    • Director of Communications Services Branch - Dianne Lone
    • Director, Finance Audit Services Team, Ontario Internal Audit Division - Linda Lim (also reports to Treasury Board Secretariat)
    • Director, Legal Services Branch - Michael Waterston (also reports to the Ministry of the Attorney General) (Acting)
    • Associate Deputy Minister, Corporate and Electricity Finance Division - Ronald Kwan (also reports to CEO, Ontario Financing Authority)
    • Associate Deputy Minister, Ontario Retirement Pension Plan Implementation Secretariat - Mahmood Nanji
    • Assistant Deputy Minister, Office of the Budget - Chris Giannekos
    • Assistant Deputy Minister & Chief Economist, Office of Economic Policy - Brian Lewis
    • Assistant Deputy Minister, Financial Services Policy Division – Francis Allen (Acting)
    • ADM, Provincial-Local Finance Division - Allan Doheny
    • CAO & ADM, Corporate & Quality Service Division - Helmut Zisser
    • ADM, Revenue Agencies Oversight Division – Barry Goodwin
    • ADM, Income Security & Pension Policy Division - Leah Myers
    • ADM, Taxation Policy Division - Sriram Subrahmanyan
    • Associate Deputy Minister, Tax and Benefits Administration – David Lynch
  • Associate Deputy Minister, Ontario Retirement Pension Plan Implementation Secretariat:
    • ADM, Delivery and Operations - Jennifer Brown (Acting)
  • Assistant Deputy Minister, Office of the Budget
    • Office of the Budget - Tim Schuurman
  • Reporting to the Assistant Deputy Minister & Chief Economist, Office of Economic Policy
    • Economic Policy Branch - Ambaye Kidane
    • Economic & Revenue Forecasting & Analysis Branch - David West
    • Statistical and Quantitative Research Branch - Charles Whitfield
  • Reporting to the Assistant Deputy Minister, Financial Services Policy Division
    • Securities Reform Policy Branch - Colin Nickerson (Acting)
    • Financial Institutions Policy Branch - Alvaro del Castillo
  • Reporting to the Assistant Deputy Minister, Provincial-Local Finance Division
    • Property Tax Policy Branch - Chris Broughton
    • Provincial Local Initiatives Branch - Vacant
    • Property Tax Legislation & Assessment Policy Branch - Diane Ross
    • Special Purpose Business Property Assessment Review Secretariat - Vacant
    • Provincial Land Tax Reform Office - Greg Stajduhar (Acting)
  • Reporting to the CAO & Assistant Deputy Minister, Corporate & Quality Services Division
    • Business Services Branch - Lisa Vescio (Acting)
    • Corporate Planning & Finance Branch - Linda Gibney
    • Strategic HR Services Branch – Laura Bryce
  • Reporting to the Assistant Deputy Minister, Revenue Agencies Oversight Division
    • Gaming Policy Branch - Elizabeth Yeigh
    • Alcohol Policy Branch - Allison Rickaby
    • Special Project Director, Beverage Alcohol - Nicole Stewart (Acting)
  • Reporting to the Assistant Deputy Minister, Income Security & Pension Policy Division
    • Pension Policy Branch - Sandy Roberts (Acting)
    • Income Security Modernization Branch - Norm Helfand
    • BPS Pensions Branch - Alex Killoch
  • Reporting to the Assistant Deputy Minister, Taxation Policy Division
    • Personal Tax Policy & Design Branch - Kostas Plainos
    • Corporate & Commodity Taxation Branch - Anna Langleben
  • Reporting to the Associate Deputy Minister, Tax and Benefits Administration
    • ADM, Strategy, Stewardship & Program Policy Division – Maria Mavroyannis
    • ADM, Tax Compliance & Benefits Division - Agatha Garcia-Wright
  • Reporting to the Assistant Deputy Minister, Strategy, Stewardship & Program Policy Division
    • Strategy, Stewardship & Risk Management Branch - Kevin O'Grady
    • Program Policy & Analytics Branch - Paul Devnich (Acting)
    • Benefits Transformation Branch – Elizabeth Doherty
  • Reporting to the Assistant Deputy Minister, Tax Compliance & Benefits Division
    • Advisory & Compliance Branch - Dan Michaud
    • Objections, Appeals and Services Branch – Tom Abi-Rashed
    • Account Management & Collections Branch – Denise Paulin (Acting)

Detailed Financial Information

2013-14 Achievements

In 2013-14, the Ministry of Finance engaged in a number of activities to achieve its five key priorities. These are some highlights of the ministry’s achievements:

1. Support a Strong Economic, Fiscal and Investment Climate

• Led the coordination and monitoring of the province’s fiscal plan and outlook and developed key public reports and documents such as the 2013 Budget, 2013 Economic Outlook and Fiscal Review, Transparency in Taxation Report 2013, quarterly updates of the province’s finances, quarterly updates to the Ontario Economic Accounts and the Expenditure Estimates.
• Provided advice and analysis to the Minister, Treasury Board/Management Board of Cabinet and other committees of Cabinet on government fiscal policy and specific program activities and expenditures.
• Implemented changes to various tax and tax credit programs that benefit Ontarians including:
  • Employer Health Tax exemption changes to increase the exemption threshold from $400,000 of annual payroll to $450,000, and eliminate the exemption for employers with over $5 million in annual Ontario payroll, which results in tax relief for over 60,000 employers beginning in 2014.
  • Implementing the Community Food Program Donation Tax Credit for Farmers expected to begin in 2014.
  • Eliminating the exemption for bio-diesel beginning April 1, 2014.
  • Providing a choice to Ontario Trillium Benefit (OTB) recipients to elect on their tax return to receive a single OTB payment instead of monthly payments.
  • Announcing changes to the Ontario Dividend Tax Credit in the 2013 Fall Economic Statement to improve the fairness of the taxation of dividends.
• Continued to manage the Province’s remaining auto sector investment holdings including the divestiture of Ontario’s interest in 10 million General Motors shares. This resulted in a gain on sale of $249 million compared to the book value of the shares, as adjusted for allowances taken against the auto loans in 2008-09 ($3 billion) and 2009-10 ($75 million).

2. Be Accountable and Transparent with Public Funds

• Provided analysis and advice to ministries in support of the development of their multi-year Results-based Plans and in-year Treasury Board/Management Board of Cabinet submissions. In addition, continued to promote effective partnerships with ministries, agencies and other central agencies to support sound, timely decisions and the delivery of priorities.
• Continued to provide input to the Public Sector Accounting Board’s proposed changes to accounting standards to ensure public sector financial reporting supports transparency and accountability.
• Delivered a number of reports including: the 2013 Transparency in Taxation Report, which provides an estimate of the value of Ontario’s tax expenditures; the 2013 Public Sector Salary Disclosure Compendium and subsequent Addendum; and the 2012-13 Public Accounts, including the Province’s Annual Financial Report and Consolidated Financial Statements and supplementary Volumes, receiving a clean audit opinion from the Auditor General.
• Upgraded the government’s Integrated Financial Information System (IFIS) to ensure the sustainability and integrity of the Province’s financial processes. The government has a critical reliance on IFIS as it supports preparation of the Ontario Budget and Fall Economic Statement. This upgrade also provides opportunities to address recommendations outlined in the Report of the Commission on the Reform of Ontario’s Public Services.
• Completed the implementation of financial reporting changes for Alternative Financing and Procurement (AFP) projects for the 2013-14 Estimates. Worked to ensure ministries’ capital construction expenditures for AFPs are appropriately reflected in ministries’ funding appropriations and financial reports.
• Ensured the Ontario Lottery and Gaming Commission (OLG) continued a transparent, fair and competitive procurement process to identify private sector service providers for the future delivery of gaming in Ontario. As part of OLG modernization, private sector service providers will take over day-to-day operations of OLG slots and casinos, internet gaming and the lottery network. OLG will maintain its role of conducting and managing gaming in Ontario.
• Provided audit advisory services and participated in key enterprise-wide initiatives to support the enhancement of corporate governance, transformational initiatives, strong fiscal management, and management policy frameworks, and corporate directives frameworks to strengthen risk management, control effectiveness, Transfer Payment Accountability, and Agency Governance.

3. Maintain a Competitive Tax System and Ensure a Fair and Effective Tax, Benefit and Revenue Administration

Taxation, Benefit and Revenue Integrity

• In 2013-14, MOF collected approximately $15 billion in tax revenue and oversaw $60 billion in tax revenue collected by the Canada Revenue Agency.
• Ministry auditors have recovered $175 million.
• Inspectors completed approximately 10,000 fuel/gas, tobacco retailer and raw leaf inspections.
• The ministry entered into agreements with the federal government to enhance compliance activities related to aggressive international tax planning (AITP) and the underground economy (UE) which are estimated to generate $700 million over the next four years.
  • In 2013-14, the combined AITP and UE enhanced compliance activities generated more than $270 million in additional tax revenues.
• To further complement the Smoke Free Ontario Strategy, the ministry continues to explore enforcement measures to reduce the supply of low-cost, illegal tobacco available to Ontarians.
• In 2013-14, the ministry referred 166 Tobacco Tax Act cases for prosecution and seized more than 9.3 million illegal cigarettes, 780,000 untaxed cigars and 6.3 million grams of fine cut and other illegal tobacco products.
  • Two tobacco pilot projects underway with First Nations recognize and support economic diversification and explore ways to modernize First Nations community-based approaches to regulating tobacco.
  • An information sharing agreement reached with the Alcohol and Gaming Commission of Ontario (AGCO) enables the AGCO to take action when appropriate to suspend, revoke, or deny a retailer’s ability to sell lottery tickets for contraventions of the Tobacco Tax Act.
  • MOF’s partnership with the Ontario Flue-Cured Tobacco Growers Marketing Board resulted in a significant increase in the number of farm inspections to ensure all tobacco grown in Ontario is done so in compliance with the regulations of the Board.
• Substantial progress has been made in implementing the recommendations outlined in the Auditor General’s 2012 Report in relation to collections activity under Ontario tax statutes. In particular, the ministry has improved timeliness in contacting delinquent taxpayers, has initiated progressive collection action such as registering liens and warrants, has applied risk-ranking methodology for prioritizing collection efforts and has developed enhanced performance metrics to track collection effectiveness.
• The ministry is committed to providing clients with timely and accurate information. During 2013-14, Advisory staff completed approximately 3,000 rulings, posted new or revised tax publications and performed over 100 tax credit seminars to more than 3,000 participants. As part of its outreach program over 9,000 Ontarians were educated on the subject of personal income tax credits and benefits for individuals and families at over 60 community fairs.

Overseeing the Ontario Lottery and Gaming Corporation

• Generated approximately $6.6 billion in Ontario Lottery and Gaming Corporation (OLG) gross revenues and delivered approximately $1.8 billion in net profits to the Province in 2012-13. OLG is forecasted to deliver approximately $2.038 billion in net profit to the Province in 2013-14.
• With policy, legal and other support from the ministry, OLG is continuing to implement its modernization plan which includes the introduction of internet gaming in 2014 and shifting day-to-day operations of OLG operated slots and casino sites, and the lottery network to private sector service providers. These initiatives will deliver additional net profit which will allow for additional investment in provincial priorities such as health care and education.

Overseeing the Liquor Control Board of Ontario

• The Liquor Control Board of Ontario (LCBO) is forecasted to generate approximately $1.74 billion in revenue to the Province for 2013-14, which contributes to key government priorities such as health care, education and skills training, and infrastructure investment that benefits all Ontarians.
• Two new LCBO store formats were announced in 2012-13. Ten Express Stores in large grocery stores and five Destination Boutiques in existing LCBO stores will improve customer access and support Ontario alcohol beverage producers. LCBO is adding another four Boutiques, bringing the total to nine.
• The Ontario Deposit Return Program (ODRP), which is funded by the LCBO, is a successful environmental initiative that has diverted 2 billion wine and spirits containers from landfills since it was launched in 2007.
• Achieved a combined waste diversion rate of 93% for the containers LCBO sells when the ODRP and municipal Blue Box systems are taken together.
• Enforced its social responsibility mandate by refusing service where appropriate and raised awareness of alcohol-related issues through public campaigns such as Deflate the Elephant.

Benefits Administration

• The ministry delivered $155 million in assistance to 178,700 benefit recipients, including $124 million in Guaranteed Annual Income System (GAINS) payments to 156,000 low-income seniors and $31 million in payments to low-income households to benefit children and provide housing support.

4. Prudent and Effective Fiscal Management and Financial Sector Regulation

Municipal Support

• Providing $550 million^{footnote 2[2]} to 388 municipalities through the Ontario Municipal Partnership Fund (OMPF) as part of the phase down of the program from approximately $600 million in 2012 to $500 million by 2016. In addition, the program has been redesigned to better target funding to municipalities with the greatest needs.
• Facilitated the provincial uploads of over $1.5 billion in social assistance benefits program costs, as well as court security and prisoner transportation costs from municipalities in 2014. The province continues the phased upload of Ontario Works (OW) benefits and court security costs, building on the previous upload of the Ontario Drug Benefits (completed in 2008) and the Ontario Disability Support Program (completed in 2011).

Pension Reform

• Streamlined the financial hardship unlocking process and reduced the cost of plan regulation beginning January 2014, allowing eligible owners of locked-in accounts to apply directly to their financial institutions rather than to the Superintendent of Financial Services.
• MOF continues to drive measures to improve the sustainability and affordability of Broader Public Sector (BPS) pension plans for Ontarians, while emerging as a national leader in discussions to enhance the Canada Pension Plan.
• Enhanced stakeholder engagement by establishing several advisory and working groups to provide advice, explore options and implement change. Most notable appointment is that of the Right Honourable Paul Martin as Special Advisor to the Minister of Finance in advising the government on how to strengthen retirement income security across the province.
• Implemented a number of regulatory changes benefitting both employees and employers including: asset transfers, pensions impacted by past government-initiated restructuring, certain broader public sector employers using letters of credit, and certain exemptions to the pension investment rules.

Auto Insurance

• The ministry has taken action on over half of the 38 recommendations identified in the Auto Insurance Anti-Fraud Task Force’s Final Report. Enhanced enforcement powers for FSCO’s Superintendent under the Insurance Act were enacted in Bill 65 and came into force on August 16, 2013.
• By developing the necessary legislation and regulations, the ministry played a lead role in helping achieve the target auto insurance rate reduction of 15% by August 2015. Since August 2013, auto insurance rates filings approved by FSCO have declined on average by 5.68%.
• Significant progress was made in implementing major elements of the government’s Auto Insurance Cost and Rate Reduction Strategy including:
  • Legislative changes to give the Superintendent of Financial Services, Financial Services Commission of Ontario (FSCO) the authority to require insurance companies to submit an application for rates and risk classification systems it intends to use.
  • Consultations and a review of FSCO’s auto insurance dispute resolution system. A final report was delivered by former Associate Chief Justice of the Superior Court of Justice Douglas Cunningham in February 2014. Before the Parliament of Ontario was dissolved on May 2, 2014, the government proposed legislative amendments in Bill 171, the Fighting Fraud and Reducing Automotive Insurance Rates Act to implement the recommendations set out in the report.
  • Regulatory changes in December 2013 to further clarify statutory accident benefits for auto insurance claimants and help reduce costs and uncertainty in the auto insurance system.
  • New regulations were filed in December 2013 and additional regulations were filed in March and April, 2014 to advance the regulation of service providers that invoice insurers directly in the auto insurance system. FSCO began accepting applications on June 1, 2014 to support the full implementation of the regulatory system that becomes effective on December 1, 2014.

Financial Services

• Provided support and advice for the quinquennial review of the Mortgage Brokerages, Lenders and Administrators Act, 2006. The report, prepared by Steven Del Duca, Parliamentary Assistant to the Minister of Finance, was released by the government in early 2014. It recommends strengthening fraud prevention measures, increasing education standards for mortgage agents and brokers, and increasing protection for consumers against advance fees. Work is underway to implement these recommendations.
• The passage of Bill 65 - Prosperous and Fair Ontario Act (Budget Measures), 2013, authorizes the Financial Services Commission of Ontario (FSCO) to licence and regulate the business and billing practices of service providers in connection with statutory accident benefits. FSCO worked with MOF to develop Service Provider regulations and began accepting applications for licenses in June 2014.
• Provided support and advice on the negotiation and execution of an agreement-in-principle between Ontario, British Columbia and Canada to establish a cooperative capital markets regulatory system (CCMR). The ministry continues to move forward with the development and implementation of a provincially-led common capital markets regulatory system to strengthen securities regulation nationally and support vital Ontario interests.

Borrowing and Debt Management

• Successfully completed the Province’s 2013-14 long-term borrowing program, and pre-funded a portion of the 2014-15 program in order to take advantage of low interest rates and robust demand for the Province’s debt.
• The 2013-14 borrowing program was completed with more than 80% borrowed in the domestic market, above the target of at least 70%, and achieved the program objective of term extension. The term extension allowed the Province to lock in low interest rates for a longer period thereby offsetting the impact of expected higher interest rates on the Province’s Interest on Debt costs. The borrowing in 2013-14 was also used by the OFA to provide $0.8 billion in long-term loans to public bodies, including a number of school boards, Ontario Colleges and crown corporations.
• The Interest on Debt (IOD) expense forecast for 2013-14 is $10.6 billion, slightly lower than that projected in the 2013 Budget.
• Interim actuals for 2013-14 show for the Ontario Electricity Financial Corporation (OEFC) an excess of revenue over expense of about $1.2 billion, which would reduce the OEFC’s unfunded liability (or stranded debt) from $11.3 billion to $10.1 billion, as at March 31, 2014. OEFC is the legal continuation of the former Ontario Hydro and is responsible for managing that organization's legacy debt and other liabilities. This would be the tenth consecutive annual decline in the unfunded liability ($9.3 billion below the $19.4 billion level at the time the former Ontario Hydro was restructured on April 1, 1999).
• During 2013-14, the Minister of Finance determined the residual stranded debt to be $3.9 billion as at March 31, 2013, a decrease of $0.6 billion compared to residual stranded debt of $4.5 billion as at March 31, 2012, and a decrease of $8.0 billion from an estimated peak of residual stranded debt of $11.9 billion as at March 31, 2004.

5. Transform Public Services

Benefits Transformation

• Working with program and service delivery partners, the ministry has begun transforming the delivery of benefit programs. Eligibility processes continue to be streamlined with more programs using the automated income verification service between MOF and the Canada Revenue Agency (CRA).
• Based on input from a team of external experts, an identification approach that uses a common identifier to centrally link data across multiple programs was recommended for Ontario. This complements work underway to transform benefit delivery by introducing the My Benefits Account intended to improve access to income-based benefit programs

Services to the OPS

• Both the Ontario Public Service (OPS) and Broader Public Sector (BPS) have avoided incurring excessive costs by using the ministry’s forensic accounting and forensic data recovery services, saving approximately $2 million in fiscal 2013-14.
• Continued to move to a centralized OPS-wide collections within MOF:
  • In April 2013, MOF began providing collection services for approximately 80 programs across the OPS on behalf of the Ministry of Government Services (MGS).
  • Effective February 2014, MOF began collections for the Ministry of Labour’s (MOL) Employment Standards program. This supports not only the commitment to centralize collections but MOL’s commitment to ensuring that Ontario employee’s rights are protected and that the Province’s most vulnerable workers are treated fairly.
  • MOF now collects approximately 85% of outstanding non-tax debt.
• Nearly 1.7 million document pages were imaged, 70% of which were for the Ministry of Community and Social Services’ Family Responsibility Office (FRO).
• Continued to provide cost-effective banking and cash management services to the OPS by processing payments for all ministries issuing invoices through IFIS. In fiscal 2013-14 the ministry also processed 354,000 juror questionnaires for the Ministry of the Attorney General.
• Processed 885 applications for the Electric Vehicle Incentive Program and 295 applications for the Electric Vehicle Charging Station Incentive Program on behalf of the Ministry of Transportation. Electric vehicles are part of the province’s plan to create jobs and reduce greenhouse gas emissions by providing a financial incentive to support the purchase or lease of qualified new plug-in vehicles.