Ministry overview

Purpose

The Ministry of Municipal Affairs and Housing works with local governments and partners across Ontario to build safe and strong urban and rural communities with:

  • dynamic local economies,
  • a high quality of life for residents, and
  • homes that meet people’s diverse needs.
Mandate

The Ministry of Municipal Affairs and Housing plays a key role in helping to ensure that the people of Ontario have access to housing that meets their needs and their budgets and that they are served by strong, efficient local governments.

To achieve this, the ministry: coordinates Ontario government policies and programs that impact municipalities; manages the provincial-municipal relationship with municipal stakeholders including the Association of Municipalities of Ontario and the City of Toronto; and supports Ontario's federal-provincial-municipal relationships.

The ministry also develops and administers policies and programs that support improvements to municipal administration, governance and finance; land use planning and building regulation; and community and market housing. This includes residential tenancy regulation and enforcement as well as homelessness prevention and housing programs. In addition, the ministry works with other ministries on their work that impacts municipalities and facilitates information sharing and outreach between ministries and municipalities. It also administers disaster/emergency financial assistance to eligible communities and individuals.

Vision Statement (2019 Budget):

All of the people of Ontario can find a home that meets their needs and their budget. The Province will partner with municipalities to ensure that they are working as effectively and efficiently as possible to support the economic prosperity of their residents and businesses.

The Province is modernizing the way that government works. To achieve this, the government has committed to supporting municipalities so that they have the resources they need to modernize their governments and create efficiencies. For that reason, the Province provided $200 million in one‐time financial support in 2018–19 for financially constrained small and rural municipalities.

A part of protecting what matters most is providing for affordable homes and responsible planning. Ontario needs more community housing supply — there are too many low‐income people waiting for help to find housing they can afford. The government is leveraging federal, municipal and provincial support to provide more affordable housing for the Province’s Community Housing Renewal Strategy, which will address waitlist issues for community housing and ensure that the people most in need of community housing get access first.

Ontario’s Housing Supply Action Plan will bring forward solutions to make it faster and easier to build housing, to help boost housing supply and make housing more affordable. The plan will be flexible so that each community can build what it needs while protecting sensitive areas like the Greenbelt, preserving cultural heritage and maintaining Ontario’s vibrant agricultural sector.

Ministry Contribution to Priority Outcomes

The ministry is delivering on an ambitious mandate that will: deliver better public services at the provincial, regional and municipal level of government; help keep money in people’s pockets by increasing the supply of housing that is affordable; and create jobs and make Ontario open for business by getting shovels in the ground faster for development projects across the province. We will do this while making fiscally responsible decisions that help the government balance the budget.

Housing and Homelessness

Through the Market Housing program, the ministry is leading the development of a cross-government Housing Supply Action Plan to address key barriers to creating new supply. It includes: legislative, policy and program reforms to streamline the development approvals process; making it easier to develop the right mix of housing where it is needed; lowering the costs of development and making it easier to develop and operate rental housing. As part of these reforms, the government is reviewing the Development Charges Act, the Planning Act, and associated regulations and the Provincial Policy Statement to help increase housing supply and streamline development approvals. By making it faster and easier to build the right kind of housing in the right places, taxpayers will have more choice when it comes to renting or owning a home.

Through the Community Housing program, the ministry develops and manages legislative, regulatory and policy approaches and works with municipal service managers and other partners to support affordable housing options for households who have difficulty finding suitable housing options in the private market.

Over the next decade, we are at risk of losing over 100,000 units of the province’s existing affordable community housing supply due to the ending of providers’ original operating obligations and to the condition of our aging social housing stock. The ministry is implementing a Community Housing Renewal Strategy that will transform a fragmented and inefficient social and affordable housing system into one that is more streamlined, efficient, sustainable and better able to meet people’s needs.

The ministry has signed a bilateral agreement with the Canada Mortgage and Housing Corporation (CMHC) to address National Housing Strategy funding that will flow to the province and has begun working on program design considerations. The ministry will be investing and implementing new programs that support the Community Housing Renewal Strategy. These programs will include support to develop new affordable rental housing, affordable homeownership, affordable home repair as well as housing allowances, rent supplements and housing supports.

Through the Homelessness program, the ministry is working with partner ministries to identify specific opportunities to improve outcomes for people and streamline administration.

Access to supportive housing in Ontario is highly fragmented and not well coordinated. People can find it challenging to navigate the complex array of programs and services. The ministry is co-leading, with the Ministry of Health and Long-Term Care (MOHLTC), a review of programs and policies aimed at identifying opportunities to better coordinate the various supportive housing programs across ministries. The goal is improved outcomes for people and streamlined administration.

Streamlining Development Approvals

Currently it can take years of paperwork and approvals before building projects ever get shovels in the ground. The ministry is leading a cross-government initiative to streamline the overly complex development approvals process. A more efficient process will save money for businesses and Ontario taxpayers. This will help create and keep jobs in Ontario’s communities by making them attractive to investors. We want companies to be in the business of growing and innovating, not clearing regulatory hurdles.

Through the Building Regulation program, the ministry administers the Building Code Act, 1992 and Building Code regulation, and provides a wide range of associated building regulatory services. The Code plays a major role in the construction industry, and the province must ensure it is competitive and there are services, supports and guidance for the sector. The ministry is looking at ways to transform the delivery of building regulatory services, so they meet client needs and are more cost effective.

The ministry will also be amending the 2012 Building Code to harmonize with the 2015 model National Codes. Harmonization will reduce barriers to trade, help make Ontario more competitive and bring the province more in line with national standards. It will help Ontario-based manufacturers sell construction components across Canada, helping to boost a $39B-a-year industry in the province. It will also benefit the people of Ontario by maintaining high standards for building safety and creating healthier and more accessible buildings.

Efficient and Effective Local Government

Ontario's system of regional government has been in place for almost 50 years. The ministry is reviewing eight regional governments and Simcoe County to make sure regional governments work more efficiently to support the future economic prosperity of their residents and businesses. This review is looking at: how municipalities can make it easier for residents to access local services; ways to ensure that local governments are open for business; and opportunities to cut red tape and save costs.

Some of Ontario’s small and rural municipalities may have limited capacity to plan, modernize and improve the way they provide services to their communities. The ministry provided one-time funding to 405 municipalities, so they can improve how they deliver services and reduce the ongoing costs of providing those services. Examples could include service delivery reviews, development of shared services agreements, IT solutions, capital investments or other projects. Municipalities will decide how to best target funding to benefit their local communities.

Municipalities have been loud and clear that the province asks them for too many unnecessary and duplicative reports. Through the Municipal Finance and Governance program, the ministry is leading cross-government efforts to reduce the reporting burden on municipalities, while ensuring accountability requirements are maintained, so they can focus on what matters most, which is providing great public services for their residents.

Ministry Programs

The ministry is responsible for the following programs:

Land Use Planning

The ministry is responsible for the development, monitoring and administration of land use planning systems in Ontario. The provincial land use planning framework has evolved significantly overtime and is regularly subject to policy reviews to ensure that it reflects current trends for managing growth and protecting resources. The framework includes the Planning Act, the Provincial Policy Statement and geographic-specific regulatory policies such as the Growth Plan for the Greater Golden Horseshoe, the Greenbelt Plan, the Oak Ridges Moraine Conservation Plan, and the Parkway Belt West Plan (among others).

The land use planning system advances and upholds provincial interests through a policy-led system largely implemented by municipalities, as well as the ministry’s one-window provincial land use planning approvals service. The ministry provides a variety of mandatory and discretionary tools to support municipal implementation of the provincial land use planning framework at a local level.

In 2019-20, the ministry plans to undertake the following key activities in the Land Use Planning program:

  • Consult on legislative and policy changes to the land use planning framework that are responsive to government priorities, including streamlining development approvals and increasing housing supply.
  • Continue to protect the Greenbelt for future generations through oversight of related legislation and regulations, the Greenbelt Plan and the Greenbelt Council.
  • Advance and uphold provincial interests and support municipal implementation of land use planning through a variety of legislative tools, and a coordinated inter-ministry one-window planning approach for provincial decisions.
  • Undertake a broad review of the land use development approvals process to identify and propose streamlining improvements to help bring housing and business investments online faster. This includes identifying opportunities to strive towards the government’s commitment for a one-year deadline for approvals.

Growth Planning

This program provides a strategic, long-range, comprehensive and integrated approach to manage growth and build prosperous communities.

In 2019-20, the ministry plans to undertake the following key activities in the Growth Planning program:

  • Continue leading growth management policy work, such as proposed changes to the Growth Plan for the Greater Golden Horseshoe, 2017 (“Growth Plan"). This includes releasing a variety of guidance resources to enable effective implementation of the Growth Plan.
  • Lead strategic regional and province-wide growth management projects to further provincial goals such as economic development, infrastructure planning and job creation.
  • Lead data collection and analysis to provide a comprehensive understanding of the current status of growth management issues (for example, housing supply).
  • Lead change management and stakeholder engagement activities to support implementation of growth management policies and programs.
  • Advance and uphold provincial interests and support municipal implementation of the Growth Plan for the Greater Golden Horseshoe, 2017 through a coordinated inter-ministry one-window planning for provincial decision-making.

Building Regulation

This program establishes the policies, technical supports and regulatory system governing the construction, renovation, changes of use and demolition of buildings through administration of the Building Code Act, 1992 and the Building Code regulation.

This program also delivers building-related services, including the qualification and registration of building practitioners and oversees training provided to practitioners by the college sector.

In 2019-20, the ministry plans to undertake the following key activities in the Building Regulation program:

  • Further the alignment of Ontario’s Building Code with the National Construction Codes to reduce internal barriers to trade and enhance economic opportunity, consistent with Ontario’s obligations under the Canadian Free Trade Agreement.
  • Develop guidance materials and other supports for homeowners and building practitioners to strengthen the consistent implementation of Ontario’s Building Code in priority areas such as housing affordability and climate change adaptation.
  • Explore opportunities to modernize and transform delivery of building regulatory services.
  • Implement recommendations from the Agency Review Task Force.

Disaster Recovery Financial Assistance

This program delivers disaster recovery and mitigation transfer payment programs, manages the ministry’s legislated emergency management program and represents Ontario’s interests in discussions on disaster recovery and mitigation funding with federal, provincial and territorial counterparts.

In 2019-20, the ministry plans to undertake the following key activities in the Disaster Recovery Financial Assistance program:

  • Respond to emergencies and disasters and deliver Disaster Recovery Assistance for Ontarians and Municipal Disaster Recovery Assistance to help people and municipalities recover after a natural disaster. Implement improvements to the Disaster Recovery Assistance for Ontarians program to increase efficiency of activation and payment processes and improve the applicant experience.
  • Support the government’s Made-in-Ontario Environment Plan by reviewing the Municipal Disaster Recovery Assistance program to consider how to encourage municipalities to incorporate climate resilience improvements when repairing or replacing damaged infrastructure after a natural disaster.
  • Implement the federal government’s National Disaster Mitigation Program in Ontario to enable municipalities and conservation authorities to benefit from federal funding for flood mapping and flood mitigation projects.
  • Engage in federal/provincial/territorial discussions with the Insurance Bureau of Canada and other industry stakeholders to consider new ways to share the financial risk of flooding in Canada.

Municipal Finance and Governance

This program supports local governments so that local service delivery and infrastructure is effective and has a positive impact on the day-to-day lives of the people of Ontario.

Through the program, the ministry provides a policy and legislative framework to promote and build municipal capacity and enable municipal partners to create prosperous communities and be financially sustainable so they are able to invest in infrastructure and deliver services. The ministry works directly with municipalities, municipal associations and other ministries with initiatives that impact municipalities, to ensure the municipal perspective is understood and that there is a strong relationship between the province and municipalities.

 2019-20, the ministry plans to undertake the following key activities in the Municipal Finance and Governance program:

  • Lead the government-wide efforts to reduce the municipal reporting burden.
  • Work with external advisors to review the regional government structure that has been in place in Ontario for 50 years in the eight regional municipalities, plus the County of Simcoe, and their lower-tier municipalities.
  • Review the Municipal Elections Act framework and work with the Ministry of Finance to review the approach to the Voters’ List.
  • Encourage consultation and engagement between other ministries and the municipal sector to ensure there is a strong relationship between the province and municipalities. Work with and support other ministries by identifying municipal considerations as they develop and deliver their policies and programs, such as the legalization of cannabis in Canada and its implications for municipalities.
  • Support the Housing Supply Action Plan with changes to the Development Charges Act that impact the development of new housing supply and business investment.
  • Work with small and rural municipalities to become more efficient and reduce expenditure growth, by providing advice and assistance to undertake service delivery reviews, shared services agreements or the use of other tools.

Community Housing

This program is provided by not-for-profit, co-operative and municipal housing providers. Community Housing providers typically offer rental housing with rents set as “affordable” (at a set percentage below average market rents), rent-geared-to-income or at the lower end of the market.

In 2019-20, the ministry plans to undertake the following key activities in the Community Housing program:

  • Begin implementing a multi-year Community Housing Renewal Strategy to stabilize, repair and grow Ontario’s Community Housing sector.
  • Implement new programs, provide new provincial investments and leverage federal funding made available through the National Housing Strategy.
  • Design a people-centred outcome-based performance measurement and evaluation framework for the Community Housing Renewal Strategy.
  • Continue to deliver existing programs that support community housing, including:
    • The Strong Communities Rent Supplement Program, which supports approximately 6,500 households annually
    • Assisting service managers in the delivery of the Investment in Affordable Housing (IAH) for Ontario (IAH 2014 Extension) program
    • Working with service managers to provide a portable housing benefit program that may be accessed by survivors of domestic abuse and survivors of human trafficking
    • Working with Indigenous housing partners to deliver off-reserve Indigenous housing programs, such as the Off-Reserve Aboriginal Housing component of the IAH Extension and the Rural and Native Housing Program
  • Implement recommendations from the Agency Review Task Force.

Homelessness

This program provides a flexible array of services and supports to assist the homeless – and those at risk of homelessness – to become stably housed or avoid becoming homeless in the first place. It works across government to address the causes of homelessness.

In 2019-20, the ministry plans to undertake the following key activities in the Homelessness program:

  • Continue to help service managers prevent and address homelessness in their communities through the delivery of key ministry programs, including:
    • Community Homelessness Prevention Initiative – Annual provincial homelessness funding that gives service managers flexibility to determine how best to help people experiencing, or at risk of, homelessness in their communities based on local needs and priorities. The province contributes the greatest share of homelessness funding (compared to federal or municipal governments).
    • Supportive Housing Investment:
      • Home For Good – Provincial housing assistance and support services to help people experiencing homelessness or at imminent risk of homelessness. Priority populations served include youth, Indigenous people, people experiencing chronic homelessness, and those transitioning from places such as jails and hospitals.
      • Indigenous Supportive Housing Program – Specifically designed to be administered by Indigenous organizations, this program helps Indigenous people experiencing homelessness to access housing assistance and supports to become stably housed.
  • Work with service managers to leverage data from the first province-wide local homeless enumeration in 2018 to inform strategic and programmatic approaches to address housing and homelessness issues.
  • Work with provincial ministries to use the 2018 local homeless enumeration to identify opportunities and remove barriers that are drivers of homelessness. Enumeration data will support improved knowledge of homelessness, including the role various provincial service systems play such as healthcare, social assistance, justice and corrections, and supportive housing.

Market Housing

This program addresses policy, programs and initiatives to support the availability of a wide mix market rental and ownership housing. It provides leadership and works across government to support the development of evidence-based market housing policy and program developments.

The program also sets the legislative and policy framework for landlords and tenants through the Residential Tenancies Act, 2006 (RTA), which provides consumer protection provisions and processes for resolving certain types of disputes. The ministry provides investigation and enforcement services for landlords and tenants through the Rental Housing Enforcement Unit.

The Act also establishes the Landlord and Tenant Board (LTB) as an independent tribunal with authority to adjudicate RTA related disputes.

In 2019-20, the ministry plans to undertake the following key activities in the Market Housing program:

  • Support the release of the Housing Supply Action Plan (HSAP) in collaboration with other ministries and oversee its implementation.
  • In collaboration with partner ministries, leverage the value of surplus provincial lands for priority housing outcomes (e.g. more market and affordable housing).
  • Continue providing policy and legislative oversight of the RTA, including to:
    • Explore changes to the RTA, as part of HSAP, to further promote creation of additional rental housing, while protecting tenants.
    • Calculate and publish the 2020 rent increase guideline using the Consumer Price Index (CPI) calculated by Statistics Canada
    • Implement public disclosure of corporate landlord convictions and repeat offenders under the RTA.
  • Provide leadership, work with other ministries and participate in working groups across the government to conduct housing market research and analysis, and coordinate and support the development of evidence-based market housing policy and program developments.

Table 1: Ministry Planned Expenditures 2019-20 ($M)

Operating

878.18

Capital

239.37

TOTAL

1,117.55

Highlights of 2018-19 results

The ministry had the following key results and achievements in 2018-19:

Land Use Planning

In 2018-19, the program achieved the following actions:

  • Consulted with key stakeholders on the Planning Act, Provincial Policy Statement and the Development Charges Act, focusing on opportunities to support key government priorities.
  • Consulted with key stakeholders focused on identifying operational opportunities to streamline the development approvals process so that it is easier and more cost effective for business, and better supports the timely creation of new housing supply, business investments, and jobs.
  • Worked with inter-ministerial partners and municipalities to implement and uphold matters of provincial interest and provincial land use planning policy, including the Provincial Policy Statement and the four major provincial land use plans — the Greenbelt Plan, the Growth Plan for the Greater Golden Horseshoe (‘the Growth Plan’), the Oak Ridges Moraine Conservation Plan and the Niagara Escarpment Plan.

Growth Planning

In 2018-19, the program achieved the following actions:

  • Held Implementation Working Groups, which gathered stakeholders to discuss growth management implementation challenges in the Greater Golden Horseshoe.
  • Hosted a Growth Plan Stakeholder Forum to discuss strategic issues in growth management, economic development, and infrastructure.
  • Released and consulted with the public and key stakeholders on proposed policy amendments to the Growth Plan, which were designed to streamline implementation and bring more housing online faster, particularly near transit.
  • Established and launched associated consultation about proposed geographic areas that are crucial to the province’s economy (Provincially Significant Employment Zones).
  • Engaged Indigenous communities about the proposed Growth Plan policy changes.

Building Regulation

In 2018-19, the program achieved the following actions:

  • Developed and consulted on a Building Code amendment to align with 2015 National Construction Codes to support public health and safety and reduce internal barriers to trade.
  • Amended the Building Code in July 2018 to reduce red tape and support re-development in Toronto’s Lower Don Area.

Disaster Recovery Financial Assistance

In 2018-19, the program achieved the following actions:

  • Activated the Disaster Recovery Assistance for Ontarians program to help people affected by tornadoes in Ottawa, Greater Madawaska and Central Frontenac, and flooding in Caledon.
  • Activated the Municipal Disaster Recovery Assistance program to help three municipalities – North Algona Wilberforce, Blandford-Blenheim and Wilmot – with emergency response and infrastructure repair costs following floods.
  • Completed the review and processing of over 400 applications under the Disaster Recovery Assistance for Ontarians program and paid over $3.4 million to help eligible applicants cover emergency expenditures, make their homes safe and habitable, or get their small businesses up and running again after a natural disaster.
  • Secured $15.6 million in federal funds for 59 flood mapping and flood mitigation projects under Intake 4 of the National Disaster Mitigation Program.
  • Maintained an emergency management program in compliance with requirements under the Emergency Management and Civil Protection Act.

Municipal Finance and Governance

In 2018-19, the program achieved the following actions:

  • Created a more efficient local government by aligning the City of Toronto’s municipal ward boundaries with provincial and federal electoral districts and returning to the 2014 method of selecting chairs in the regions of York, Peel, Niagara and the District of Muskoka.
  • Reinforced its partnership with municipalities by signing a memorandum of understanding (MOU) with the Association of Municipalities of Ontario that commits the province to consult with AMO on changes that have a significant impact on municipalities, as well as through participation in the AMO and the Rural Ontario Municipal Association Annual Conference.
  • Launched a review of regional government and appointed Michael Fenn and Ken Seiling as Special Advisors. The regional government model has been in place for almost 50 years in Ontario. This Review will ensure that regional governments are working efficiently and effectively. The advisors will consult broadly and provide recommendations to improve governance, decision-making and service delivery.
  • Helped small and rural municipalities work towards finding efficiencies in the way that local services are delivered by developing a new one-time investment for small and rural municipalities to support modernization and efficiency investments.
  • Supported effective 2018 municipal elections through local education and outreach including training for clerks and candidates. Gathered post-election local intelligence and supported new councils and staff.
  • Monitored municipal financial health, identifying and engaging those most at risk to build local financial capacity and long-term sustainability by promoting leading financial management practices and tools.
  • Promoted accountable and transparent local government through outreach and engagement related to leading municipal management, administration and governance practices and tools to increase local accountability and transparency.

Community Housing

In 2018-19, the program achieved the following actions:

  • Signed a bilateral agreement with the federal government on the National Housing Strategy, which includes funding to stabilize and support the Community Housing sector.
  • Supported over 1,000 households through the Portable Housing Benefit Program for survivors of domestic violence and survivors of human trafficking.
  • Provided $805.2 million in investments in 2018-19 to community housing through 47 service managers and Indigenous housing providers.

Homelessness

In 2018-19, the program achieved the following actions:

  • Delivered the Community Homelessness Prevention Initiative to help people experiencing homelessness obtain housing, and those at risk of homelessness to remain housed.
    • In 2018-19, provincial funding under the Community Homelessness Prevention Initiative was $323.7 million, an increase of $15.0 million from 2017-18.
  • Improved access to supportive housing for people experiencing, or at risk of, homelessness through the Supportive Housing Initiative (comprised of Home For Good and the Indigenous Supportive Housing Program).
    • In 2018-19, provincial funding for service managers under Home For Good was $48.7 million (operating) and $1.1 million (capital).
    • In 2018-19, provincial funding for Indigenous partners under the Indigenous Supportive Housing Program was $8.2 million (operating) and $10.2 million (capital).
  • Successfully implemented the first province-wide local homeless enumeration in 2018 to improve knowledge of homelessness and the key drivers of it. At the local level, enumeration data helps service managers to make informed policy and programmatic decisions and drives activity to address homelessness at the community level.

Market Housing

In 2018-19, the program achieved the following actions:

  • Made surplus provincial lands available for development of affordable and market rental housing in Toronto. This includes: two lots in West Don Lands and one lot at 27 Grosvenor/26 Grenville Street.
  • Exempted new rental units first occupied after November 15, 2018 from rent control to incent the creation of rental housing.
  • Conducted a broad public and stakeholder consultation on how to increase housing supply and reduce costs in Ontario.
  • Supported the development of the Housing Supply Action Plan.

Ministry Organizational chart

This is a text version of an organizational chart for the Ministry of Municipal Affairs and Housing as of 6 May 2019. The chart shows the hierarchical structure of the organization with the top level assigned to the Minister of Municipal Affairs and Housing.

  • Minister of Municipal Affairs and Housing Steve Clark
    • Parliamentary Assistant, Housing Christine Hogarth
    • Parliamentary Assistant, Municipal Affairs Jim McDonnell
    • List of Council, Commission and Corporation Chairs
      • Ontario Mortgage & Housing Corporation
        Janet Hope, Chair
      • Building Code Commission
        Stephen Wong, Chair
      • Building Materials Evaluation Commission
        Leo Grellette, Chair
      • Building Code Conservation Advisory Council
        Tony Crimi, Chair
      • Toronto Islands Residential Community Trust Corporation
        Lorraine Filyer, Chair
      • Greenbelt Council
        David Crombie, Chair
    • Deputy Minister Laurie LeBlanc
      • Executive Assistant
        Chelsea Hellings (A)
      • Municipal Services Division
        Marcia Wallace, ADM
        • Streamlining Approvals Project
          Greg Mouchian, Director
        • Municipal Services Offi­ce Central Region
          Aly Alibhai, Regional Director
        • Municipal Services O­ffice Western Region
          Ian Kerr, Regional Director
        • Municipal Services O­ffice Northern Region
          Lynn Buckham, Regional Director
        • Municipal Services O­ffice Eastern Region
          Allan Scott, Regional Director
        • Municipal Programs and Education Branch
          Dawn Palin-Rokosh, Director (A)
        • Building and Development Branch
          Hannah Evans, Director
        • Building Services Transformation
          Brenda Lewis, Director
      • Local Government and Planning Policy Division
        Kate Manson-Smith, ADM
        • Municipal Finance Policy Branch
          Caspar Hall, Director (A)
        • Intergovernmental Relations and Partnerships Branch
          Diane McArthur-Rogers, Director
        • Local Government Policy Branch
          Tanzeel Merchant, Director
        • Provincial Planning Policy Branch
          Laurie Miller, Director
      • Business Management Division
        Mary Anne Covelli, CAO/ADM (A)
        • Corporate Services Branch
          Corwin Troje, Director
        • Controllership and Financial Planning Branch
          Jason Arandjelovic, Director
        • Human Resources Strategies Branch
          Suzana Ristich, Director
        • Community Services Audit Service Team
          Aliza Premji, Directorfootnote 1 (A)
      • Housing Division
        Janet Hope, ADM
        • Housing Policy Branch
          Carol Latimer, Director
        • Housing Funding and Risk Management Branch
          Keith Extance, Director
        • Housing Programs Branch
          Jim Adams, Director
        • Market Housing Branch
          Darren Cooney, Director (A)
        • Housing Delivery Group
          Vacant, Director
      • Communications Branch
        Linda Hawke, Directorfootnote 2 (A)
      • Legal Services Branch
        Joanne Davies, Directorfootnote 3
        • Legal Services Branch
          Marcia Taggart, Deputy Director
      • Ontario Growth Secretariat
        Cordelia Clarke Julien, ADM
        • Growth Policy, Planning and Analysis Branch
          Mirrun Zaveri, Director (A)
        • Partnerships and Consultation Branch
          Vacant, Director
      • Community Services I&IT Cluster
        Soussan Tabari, CIO/ADMfootnote 4
        • Strategic Planning and Business Relationship Management
          Aleli Gulak, Director (A)
        • Case and Grant Management Solutions
          Sanaul Haque, Director
        • Data Collection and Decision Support Solutions
          Carm Scarfo, Director
        • iACCESS Solutions
          Sanjay Madan, Director

Agencies, Boards and Commissions (ABCs)

The following six Provincial Agencies report to the Minister of Municipal Affairs and Housing:

Building Code Commission

The Building Code Commission (BCC) is an adjudicative agency that resolves disputes on the technical requirements of the Ontario Building Code. All administrative and technical support to the Commission is provided by ministry staff. The operating expenses for this commission are paid out of the Municipal Services and Building Regulation (Vote1902).

Building Code Commission Financial Data

2019-20
Expenditure Estimates*

2019-20
Revenue Estimates**
2018-19
Interim Expenditure Actuals*

2018-19
Interim Revenue Actuals**

2017-18
Expenditure Actuals*

2017-18
Revenue Actuals*

72,600

6,60059,4084,43198,880

6,184

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

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

** Effective January 1, 2019, the fee for applying to the BCC was set at $189.00. Revenue Estimates for 2019-20 are based on receiving an average of 35 BCC applications per year over the last Building Code cycle (2007-12).

Building Code Conservation Advisory Council

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

Building Code Conservation Advisory Council Financial Data

2019-20
Expenditure Estimates*

2019-20
Revenue Estimates**
2018-19
Interim Expenditure Actuals*

2018-19
Interim Revenue Actuals**

2017-18
Expenditure Actuals*

2017-18
Revenue Actuals**

2,500

N/A0N/A

2,570

N/A

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

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

Building Materials Evaluation Commission

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

Building Materials Evaluation Commission Financial Data

2019-20
Expenditure Estimates*

2019-20
Revenue Estimates**
2018-19
Interim Expenditure Actuals*

2018-19
Interim Revenue Actuals**

2017-18
Expenditure Actuals*

2017-18
Revenue Actuals**

177,920

66,000

88,145

88,000

106,516

57,510

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

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

** Effective January 1, 2018, the fee for applying to the BMEC was set at $11,000. Revenue Estimates for 2019-20 are based on receiving six Commission applications per year based on the last Building Code cycle (2007-2012).

Greenbelt Council

The Greenbelt Council is an advisory agency, required under the Greenbelt Act, 2005, which provides the Minister of Municipal Affairs and Housing with advice on the Greenbelt. Administrative support to the Council is provided by ministry staff and a consulting assignment for a part-time Executive Coordinator. Effective March 2018, members are remunerated appointees. Operating expenses of the Greenbelt Council are paid out of the Local Government and Planning Policy (Vote 1903).

The mandate and membership of the Greenbelt Council was expanded, effective March 2018, to include providing advice to the Minister of Municipal Affairs and Housing on land-use planning matters within and adjacent to the area defined as the Greenbelt Plan. This includes the implementation of the Growth Plan and the Oak Ridges Moraine Conservation Plan, including performance measures, the 10-year review, land-use planning and public education and outreach, in order to ensure the objectives of the Greenbelt Plan are met.

Greenbelt Council Financial Data

2019-20
Expenditure Estimates*

2019-20
Revenue Estimates**
2018-19
Interim Expenditure Actuals*

2018-19
Interim Revenue Actuals**

2017-18
Expenditure Actuals*

2017-18
Revenue Actuals**

62,700

0

25,959.6

0

16,109

0

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

  • Executive Co-ordinator contract started in February 2017 for two years.  Effective February 5, 2019, the Executive Co-ordinator contract was extended for six months (until August 5,2019).
  • Effective 2018-19, Council members are remunerated for meetings, in addition to reimbursement for out-of-pocket travel expenses related to meetings (e.g. public transit, and parking). Other expenses related to the Council include French translation services (required to post Council material in French on the ministry’s website). The Council held seven meetings during 2018-19.  The 2019-20 expenditure estimates assume the annual maximum for 11 members ($1,750 annual maximum) and the chair ($6,525 annual maximum) plus an additional 20% for travel expenses.
  • In early 2018-19, Greenbelt Council membership was expanded to include 14 members, but two appointments expired during this fiscal year.

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

Toronto Islands Residential Community Trust Corporation

The Toronto Islands Residential Community Trust Corporation is an operational enterprise agency that manages the sale and transfer of properties on provincially-owned lands, and the maintenance and use of six community buildings, in a 262-home residential community on Ward’s and Algonquin Islands, part of the Toronto Islands.

The Corporation does not receive any funding from the province, and is self-sustaining through revenue generated from an annual levy charged to each Island leaseholder, rental income on Trust buildings, and administrative fees. The Corporation’s accounts are separate from those of the ministry and the province. It is responsible for managing its own financial matters, including the completion of an annual financial audit. The audited financial statement is published with its Annual Report. The Board members are not remunerated for their service to the Corporation.

Ontario Mortgage and Housing Corporation

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

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

Ontario Mortgage and Housing Corporation Financial Data (Operating)*

2019-20
Expenditure Estimates

2019-20
Revenue Estimates
2018-19
Interim Expenditure Actuals

2018-19
Interim Revenue Actuals

2017-18
Expenditure Actuals*

2017-18
Revenue Actuals*

8,056,000

60,247,000

11,829,247

66,511,902

15,972,014

73,404,448

Ontario Mortgage and Housing Corporation Financial Data (Capital)*

2019-20
Expenditure Estimates

2019-20
Revenue Estimates
2018-19
Interim Expenditure Actuals**

2018-19
Interim Revenue Actuals

2017-18
Expenditure Actuals*

2017-18
Revenue Actuals*

N/A

6,204,000

N/A

4,696,600

1,748,068

2,499,899

* The 2017-18 actuals are based on the OMHC audited financial statements

**2018-19 Interim Expenditure Actuals is reported as nil pending the outcome of the financial statements audit.

Detailed financial information

Chart 1: Investment by Vote 2019-20

1904 Housing Program: 1,018,301,400

91%

1901 Ministry Administration Program: 24,002,387

2%

1902 Municipal Services and Building Regulation: 58,609,300

5%

1903 Local Government and Planning Policy: 16,639,600

2%

 


Table 2: Combined Operating and Capital Summary by Vote

Votes/Programs

Estimates 2019-20
$
Changes from 2018-19 Estimates
$
Changes from
2018-19 Estimates
%
Estimates 2018-19footnote 5
$
Interim Actuals
2018-19footnote 5
$
Actuals
2017-18footnote 5
$

Operating Expense: 1901 Ministry Adminstration Program

23,920,200(874,200)(3.5)24,794,40024,644,16424,628,927

Operating Expense: 1902 Muncipal Services and Building

32,202,2001,344,1004.430,858,10032,246,09237,623,587

Operating Expense: 1903 Local Government and Planning Policy

16,638,600(4,214,600)(20.2)20,853,200219,061,79519,565,719

Operating Expense: 1904 Housing Program

865,535,800(78,430,000)(8.3)943,965,800909,072,349869,430,870

Total Operating Expense to be Voted

938,296,800(82,174,700)(8.1)1,020,471,5001,185,024,400951,249,103

Operating Expense: Statutory Appropriations

84,187(44,841)(34.8)129,028129,028579,240

Ministry Total Operating Expense

938,380,987(82,219,541)(8.1)1,020,600,5281,185,153,428951,828,343

Consolidation & Other Adjustments - Ontario Mortgage and Housing Corporation

(60,197,600)5,501,200N/A(65,698,800)(66,404,000)(64,026,471)

Operating Expense Adjustment – Cap and Trade Wind Down Account Reclassification

0(800,000)(100.0)800,0000493,450

Operating Expense: Total Including Consolidation & Other Adjustments

878,183,387(77,518,341)(8.1)955,701,7281,118,749,428888,295,322

Operating Assets: 1901 Ministry Administration Program

1,000001,00000

Total Operating Assets to be Voted

1,000001,00000

Operating Assets: Statutory Appropriations

000000

Ministry Total Operating Assets

1,000001,00000

Capital Expense: 1901 Ministry Administration Program

000000

Capital Expense: 1902 Municipal Services and Building Regulation

1,000001,0001,0000

Capital Expense: 1904 Housing Program

26,406,10017,817,100207.48,589,0008,837,2003,584,393

Total Capital Expense to be Voted

245,136,500(65,107,400)(21.0)310,243,900369,907,900263,973,915

Capital Expense: Statutory Appropriations

437,000200,50084.8236,500236,50030,939

Ministry Total Capital Expense

245,573,500(64,906,900)(20.9)310,480,400370,144,400264,004,854

Consolidation & Other Adjustments - Ontario Mortgage and Housing Corporation

(6,204,200)4,045,300N/A(10,249,500)(4,696,600)(2,499,899)

Capital Expense Adjustment – Cap and Trade Wind Down Account Reclassification

0(92,169,400)(100.0)92,169,4000225,000,000

Capital Expense: Total Including Consolidation & Other Adjustments

245,573,500(64,906,900)(20.9)310,480,400370,144,400264,004,854

Capital Assets: 1902 Municipal Services and Building Regulation

0(1,000)(100.0)1,00000

Capital Assets: 1904 Housing Program

1,396,500(612,400)(30.5)2,008,9001,679,4001,739,597

Capital Assets: Less: Special Warrants

000000

Total Capital Assets to be Voted

1,396,500(613,400)(30.5)2,008,9001,679,4001,739,597

Capital Assets: Statutory Appropriations

000000

Total Assets

1,396,500(613,400)(30.5)2,008,9001,679,4001,739,597

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

1,117,552,687(230,549,341)(17.1)1,348,102,0281,484,197,2281,374,800,277
Table 3: Historic Trend Table

Historic Trend Analysis Data

Actuals
2016-17
$
Actuals
2017-18
$
Estimates
2018-19 *
$

Estimates
2019-20
$

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

1,543,549,3041,374,800,2771,348,102,0281,117,552,687
PercentageN/A-11%-2%-17%

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

Appendix: 2018-19 Annual Report

The following are the details of achievements:

Land Use Planning

Streamlining Development Approvals

Process workshops with development and municipal sector stakeholders were held in late winter 2019. The workshops focused on mapping users’ experience through the approvals process to identify pain points in municipal and provincial approval processes so process efficiencies could be found. Stakeholder feedback will help inform cross-government opportunities to streamline the development approvals process to enable more housing and business investment projects to move to construction and completion faster, striving to meet a one-year timeline with a single window access to government.

Planning Act, Provincial Policy Statement, and Development Charges Consultations

Sector-specific consultation sessions were held in late 2018 and early 2019 on the Planning Act, Provincial Policy Statement and the Development Charges Act. Input from the consultation sessions will inform government decision-making processes with a focus on key priorities for increasing housing supply, reducing regulatory burdens, supporting the economy and streamlining development approvals.

Growth Planning

Implementation Working Groups

Hosted 10 Implementation Working Group sessions between September and November 2018 with municipalities, stakeholders and representatives of the development sector to discuss challenges with the implementation of the existing Growth Plan and to develop specific policy solutions to address them.

Stakeholder Forum

Convened over 200 attendees at a Growth Plan Stakeholder forum on November 8, 2018 to discuss strategic issues in growth management, economic development, and infrastructure, as well as challenges, opportunities, and proposed approaches to implementation.

Proposed Growth Plan Amendment

Developed policy amendments that will allow municipalities to streamline the implementation of the Growth Plan, bring more housing online faster (particularly near transit), and implement the Plan in a manner that better reflects local contexts.

Convened seven regional roundtables to discuss the proposed changes to the Growth Plan with a total of 350 participants representing a broad array of sectors; a stakeholder exchange session with 39 people participating in broad policy discussions; a dozen technical discussions with a cross-section of stakeholder organizations; and received over 650 submissions regarding the proposed changes to the Growth Plan.

Proposed Provincial Significant Employment Zones

Launched a consultation on 29 proposed geographic areas that are crucial to the province’s economy in order to support coordinated economic development and prevent land loss to residential uses. The proposed policies would support coordinated planning and economic development efforts to drive growth in the region

Indigenous Partnership Building

Communicated with 24 Indigenous communities/organizations that have treaty or traditional territory within the Greater Golden Horseshoe to discuss the proposed changes to the Growth Plan. Of the 24, conducted in-person engagements and engaged in-person with 10 Indigenous communities/organizations.

Building Regulation

Code Development and Consultation

Developed and consulted on nearly 200 proposed amendments to Ontario’s Building Code to align with National Construction Codes in 2018-19. This work is in support of the government’s efforts to reduce internal barriers to trade, streamline regulations, and reduce business costs for manufacturers and designers.

Building Code Amendment

Amended the Building Code in July 2018 to support re-development in Toronto’s Lower Don Area. This amendment supports re-development in an area of downtown Toronto that is identified as a flood plain but has a great deal of development potential. To expedite development opportunities while protecting human health and safety, the Building Code was amended to address a site-specific issue allowing flood mitigation works and construction to occur in tandem.

Disaster Recovery Financial Assistance

Financial Assistance under the Disaster Recovery Assistance for Ontarians Program

The Disaster Recovery Assistance for Ontarians program helps homeowners, tenants, small owner-operated businesses and farms, and not-for-profit organizations get back on their feet after a natural disaster. The program helps eligible applicants cover emergency expenses, return their homes to a safe and habitable condition and get small businesses up and running again.

In 2018-19, the ministry administered applications from 16 disaster events. In total, the ministry completed the review and processing of over 400 applications and paid out over $3.4 million to eligible applicants.

Activations of Disaster Recovery Assistance for Ontarians Program

With little warning, on September 21, 2018, tornadoes touched down in the Ottawa area in the late afternoon. The tornadoes damaged or destroyed numerous buildings, overturned vehicles and snapped many trees and hydro poles. Government officials were in the area the following day and for a couple of weeks afterwards. A tornado and downburst from the same weather event also affected the townships of Greater Madawaska and Central Frontenac. The Minister of Municipal Affairs and Housing activated the Disaster Recovery Assistance for Ontarians program to assist affected residents within one week of the events; for the Ottawa tornadoes the activation was done within one day.

The Town of Caledon (community of Bolton) experienced sudden flooding that began in the evening of March 15, 2019 when ice and tree debris unexpectedly formed dams in the Humber River. The river burst its banks and water moved quickly through the community. Ministry staff went to the community to assess the damage, and shortly thereafter the Minister activated the Disaster Recovery Assistance for Ontarians program to help affected residents.

Activation of Municipal Disaster Recovery Assistance Program

The Minister of Municipal Affairs and Housing activated the Municipal Disaster Recovery Assistance Program in three municipalities – North Algona Wilberforce, Wilmot and Blandford-Blenheim – that were affected by flooding in 2017 and 2018. Provincial funding of up $486,000 will be available to the three municipalities. This will reimburse the municipalities for response and recovery costs, such as sandbagging, sand disposal, and repairs to municipal infrastructure such as roads, boat docks, bridges and culverts. The funding will help to return these communities to a safe condition after they were affected by damaging floods.

National Disaster Mitigation Program

Under the National Disaster Mitigation Program, the federal government provides funding to provinces and territories for eligible flood mapping and flood mitigation projects. The ministry administers the program in Ontario. The ministry solicits proposals from municipalities, conservation authorities and other applicants and flows through federal funding to support approved projects.

The ministry has been very successful in helping Ontario applicants access the federal funding, with approximately half of all approved projects under the program located in Ontario. In 2018-19, the ministry secured federal funding of $15.6 million for 59 projects across the province. Since the program was launched in 2015, a total of 131 Ontario projects have been approved for federal funding of over $32 million.

Ministry Emergency Management Program

Under the Emergency Management and Civil Protection Act, all ministries are required to maintain an emergency management program to ensure the Ontario government is ready to respond when emergencies and disasters occur. The Ministry of Municipal Affairs and Housing maintains a strong program, focused on the ministry’s Order-in-Council responsibility to plan for emergencies that require coordination of extraordinary emergency expenses, including provision of disaster financial assistance.

In 2018-19, the ministry updated it Emergency Response Plan, undertook training and exercises for its Ministry Action Group responsible for directing the ministry’s response during emergencies, and implemented a range of public education activities. The ministry’s program for the 2018 calendar year was assessed as fully compliant with all requirements.

Municipal Finance and Governance

Smaller and More Efficient Local Government

The province passed the Better Local Government Act, reducing Toronto City Council to 25 councillors, with ward boundaries that align with provincial and federal electoral districts. This helps Toronto City Council make decisions more quickly and effectively. The Act also reversed changes introduced in 2016 that mandated the election of new regional chairs in the regions of York, Peel, and Niagara, and the District of Muskoka, returning to the system that was in place previously.

Strengthened Relationship with Municipalities

The joint memorandum of understanding was signed by the Minister of Municipal Affairs and the president of the Association of Municipalities of Ontario. The agreement sets out the principles and procedures of how the province consults with AMO on decisions that have a significant impact on municipalities. The agreement was signed one year ahead of its renewal date, indicating the government’s ongoing commitment to co-operation with the municipal sector. As part of the agreement, the government has increased the frequency of meetings with AMO to monthly to ensure that the municipal sector is consulted in a timely manner.

Launched the Regional Government Review

The regional government model has been in place for almost 50 years in Ontario. This Review will ensure that regional governments are working efficiently and effectively. The Minister of Municipal Affairs and Housing appointed Michael Fenn and Ken Seiling as Special Advisors. The advisors will consult broadly and provide recommendations to improve governance, decision-making and service delivery in early-summer. The Review will examine Ontario's eight regional municipalities (Halton, York, Durham, Waterloo, Niagara, Peel, Muskoka District, and Oxford County), the County of Simcoe, and their 73 lower-tier municipalities.

Effectively Managed Municipal Elections

The ministry supported 2018 municipal elections through local education and outreach including training for clerks and candidates.

Municipalities Delivering Services More Efficiently

The ministry built the capacity of municipalities, service managers and district social services administration boards (DSSABs) through education, training and advisory services to use tools and practices available to them to deliver services and infrastructure more efficiently.

The ministry further helped municipalities work towards finding efficiencies in the way that local services are delivered by developing a new one-time investment for small and rural municipalities to support modernization and efficiency investments.

Community Housing

On April 30, 2018, Ontario and the Canada Mortgage and Housing Corporation signed a bilateral agreement that is expected to provide $2.9 billion in federal funding to the province over nine years for community and affordable housing.

Also, the monthly Portable Housing Benefit Program for survivors of domestic violence and survivors of human trafficking was launched on a province-wide basis on April 1, 2018. The program is available to eligible households across Ontario. As of March 2019, over 1,000 households are receiving a monthly housing benefit under the program. The program continues to accept new applications on an on-going basis.

Provided $805.2 million in investments in 2018-19 to community housing through 47 service managers and Indigenous housing providers.

Homelessness

Under the Community Homelessness Prevention Initiative, the government provided $323.7 million (an increase of $15 million from 2017-18) to service managers to help people experiencing homelessness obtain housing, and people at risk of homelessness to remain housed.

  • In 2017-18, the funding helped approximately 33,425 households to obtain housing and approximately 117,875 households at risk of homelessness to remain in their homes.

In 2018-19, the Supportive Housing Investment (comprised of Home For Good and the Indigenous Supportive Housing Program) helped approximately 4,000 households to obtain and retain housing with appropriate support services.

  • In 2018-19, provincial funding for service managers under Home For Good was $48.7 million (operating) and $1.1 million (capital).
  • In 2018-19, provincial funding for Indigenous partners under the Indigenous Supportive Housing Program was $8.2 million (operating) and $10.2 million (capital).

The ministry successfully implemented the first province-wide local homeless enumeration. Between March and May 2018, all 47 service managers enumerated their local homelessness populations, providing valuable information to better target programs and services for those in need.

Market Housing

The province made surplus provincial lands available for development of affordable and market rental housing in Toronto. This includes: two lots in West Don Lands and one lot at 27 Grosvenor / 26 Grenville Street. Over 2,100 units of rental housing, including over 600 units of affordable housing will be created on these sites.

  • Encouraged landlords to create more rental housing by exempting new units first occupied after November 15, 2018 from rent control, while preserving rent increase limits for existing tenants.

As well, a broad public and stakeholder consultation was conducted on how to build more housing and reduce housing costs. More than 2,000 submissions were received. Over forty in-person technical discussions were held with key stakeholders. The ministry also held a Minister’s Forum attended by close to 200 diverse stakeholders and interested individuals.

The ministry supported the development of the Housing Supply Action Plan (to be released in Spring 2019). The Action Plan will include a range of initiatives across government that will collectively address barriers and unlock opportunities to increase the supply of market rental and ownership housing in Ontario.

2018-19 Results

Table 4: Ministry Interim Actual Expenditures 2018-19

Expenditures

Ministry Interim Actual Expenditures
($M) 2018-19footnote 6

Operating

1,118.75

Capital

365.45

Staff Strength footnote 7
(as of March 31, 2019)

524