Building for the Future (I)
12,000+ Hires
What is OPS Excellence: Recruitment Modernization?
•TBS supported more than 12,000 staff level vacancies being filled, responded to more than 6,000 public inquiries regarding recruitment, delivered more than 30 recruitment education sessions for OPS managers and employees while strengthening overall recruitment success:
- Improved overall hiring success for staff-level positions by +5.3%
-Improved client satisfaction by +7.4%
-Improved quality of hire by +6.7%
-Supported quality service delivery for executive talent, delivering on 112 executive recruitments to fill critical vacancies
•Delivered strong equity outcomes under the Entry-Level Diversity Strategy, including increases in OIP Black representation from 5% to 23%, sustained 11% hiring of Persons with Disabilities, 111% fill rate of 1,000 SEO equity‑reserved roles, and a 340% increase in bilingual applications.
-Improved long‑term retention, with OIP maintaining ~86% three‑year retention and equity streams at 80%.
$300 MIL in Avoided Costs
What is Fiscal Stewardship?
TBS maintained strong fiscal discipline and generated significant enterprise savings through continued stewardship of agency oversight (e.g., agency hiring freeze and HR Growth Plans) leading to ~$300M in avoided salary costs via agency hiring controls.
This is important because it protects Ontario’s fiscal sustainability and reinforces confidence in public financial management.
83 Submissions
What is the number of TB/MBC submissions TBS Led/Participated in?
TBS led or participated in 83 TB/MBC submissions, the majority of which were related to high-priority and time-sensitive files with significant impacts on the delivery of key government priorities (e.g., labour relations and bargaining proposals, enterprise initiatives and policies).
Examples include:
- Respectful Workplace Policy Updates
- Policy Procurement Transfer
- OPS Negotiations Mandate 2025
- Healthcare of Ontario Pension Plan (HOOPP) for Ontario Health
- Education Sector Performance Overview
- Digital Recruitment Modernization
- Changes to the Directive for Major Public Infrastructure Projects
- Agency Growth Plans
30 Ministries Supported
What is Enterprise Resilience?
TBS modernized contingency planning and enterprise resilience with the creation of the new Contingency Planning and Operations Division, to ensure enterprise-wide labour disruption readiness and ensures continuity of critical public services during crises.
CPOD now supports 30 ministries with contingency planning - shifting from a reactive to proactive, data-driven resilience model.
The Ministry has now also launched the TRACE enterprise wide I&IT system, to drive data analytics, standardize reporting, and allow for quicker and easier annual updates to ministry LDCPs.
350+ Successors
What is future-proofing OPS Leadership Capacity: Executive Succession / Potential / Readiness
In 2022, TBS established the Leadership Succession Unit to transform how the OPS prepares for leadership succession. Today, this work supports over 350 identified potential executive successors ranging from Director to Deputy Minister roles.
• As of January 2026, over 440 career conversations have been had with aspiring executive leaders to uncover their potential and readiness to assume roles with broader executive responsibility, and 70 formal leadership assessments of potential successors have been conducted, with 58 planned for Q4.
•Through an intentional focus on talent assessment and development, the organization’s succession work builds a robust talent bench of future-ready leaders, ensuring the OPS is well-positioned to meet evolving challenges with confidence and capability.
~$76 MIL in Savings/Recoveries
What is Fiscal Stewardship?
TBS has improved the quality of financial processes and controls across government and achieved no Auditor General recommendations in Public Accounts (for the first time).
Internal Audit and FIT work completed led to ~$76M in savings/recoveries (+262% or +55M from last year).
This reflects a mature integration model, where finance, policy, and program delivery are connected – leading to stronger governance and accountability.
One OPS
What is the OPS' Integrated Performance Management Approach?
TBS is co-developing a strategy to strengthen performance management and foster a stronger performance culture across OPS with a 5-year plan to tackle the barriers that impact an organization’s performance culture.
WHY? Performance planning delivers real public value as it strengthens leadership accountability, empowers engaged teams and drives purposeful outcomes that improve services and directly supports Ontario’s economic resilience and delivering what matters most to Ontarians.
Benefits to the organization include:
•Better alignment to government priorities
•Improved service experience for the public
•Increased trust and confidence in government
•More effective collaboration across ministries and sectors
•Enhanced employee engagement and well-being
•Better use of public resources
•Greater agility during change or crisis
•Greater ability to respond quicker and faster to immediate changes
46% Faster Reporting
What is the modernized EES reporting process?
To help leaders respond to employee feedback more quickly and respond sooner, TBS modernized the Employee Experience Survey reporting process by streamlining workflows and accelerating reporting timelines.
200+ AI Certifications
What is AI Innovation?
TBS' AI Leadership Lab in partnership with MPBSDP and the Toronto Munk's School launched a time-limited leadership development program for 33 high-performing OPS directors. The program benefited from strong executive‑level engagement, extending its impact well beyond the director‑level participants. In total, six Deputy Ministers and 20 AsDMs/ADMs participated in program sessions, with several returning for multiple engagements. This resulted in the following:
• 98 participants for the Google AI certification program
• 16 certified in Generative AI leader
• 367 participants for the Microsoft AI certification program
• 173 certified in Azure AI Fundamentals
• 10 certified in Azure AI Engineer
• 50 participants in AWS stream which launched on October 20, 2025
41 Meetings and 599 Agenda Items
What is government decision support lead by TBS?
In 2025–26, there were 41 TB/MBC meetings and 599 agenda items, a 15.6% increase from the 518 items across 39 meetings in 2024-25.
Of the 41 TB/MBC meetings in 2025-26, there were 21 regular and 20 special meetings. Regular in-year meetings averaged 26 agenda items per meeting (range: 10-40).
Special meetings averaged 2 agenda items per meeting (range: 1–14), with approximately 4 days’ notice for TB/MBC scheduling.
98 briefings (Agenda Review, Secretary’s Briefing, Chair’s Briefing) supported due diligence for items advancing to TB/MBC.
While 21 regular in-year meetings would typically require 63 briefings, this baseline was exceeded by 35 additional briefings due to the high number of agenda items and complexity.
38 Courses
What is building organizational capacity through growth and development?
The OCG Academy offers 38 courses, three (3) new technical courses, and five (5) new eLearning courses launched in 2025-2026.
Internal course development and delivery generated over $400,000 in cost savings for the OPS.
The following are examples of the impact of OCG Academy Learning & Development:
5,000+ learners
12,000+ CPD hours
1,500+ event participants
As for the Leadership Pipeline, the ministry has now seen an expanded enrollment, with programs seeing
15 CPFA graduates and 67 SEAFAP graduates.
Open Job Classification Inventory Reduction
What is an example of a modernization initiative supporting improved delivery and workload reduction?
In 2025-26, TBS established a task force to stabilize service delivery and reduce aging files across all ministries. The task force applied a structured approach—prioritized cohorts, disciplined triage, and continuous monitoring—to clear legacy files and modernize output.
The task force approach enabled TBS to reduce historical inventory, improve client service, and accelerate priority evaluations crucial to Protect Ontario. Results achieved are as follows:
1.38% Reduction in Open Classification Inventory: Open requests decreased from from 710 in April 2025 to 433 in February 2026—a 39% reduction
2.2024 Legacy Inventory Fully Resolved: As of February 2026, 100% of 2024 inventory was cleared.
3.Strengthened Client Experience: Noticeable reduction in client complaints as output increased and predictability improved; Ministries reported clearer understanding of processing timelines and the rationale behind prioritization.
78% Workload Reduction
What is the result of a modernization initiative supporting improved delivery and workload Reduction?
In this case, this is related to the AI Tool Development for Pay Equity (PE) & Classification Conversion (CC).
•TBS, in collaboration with MPBSDP, is developing an AI assisted summarization tool to support analysis of Position Information Questionnaires (PIQs) which serve as the primary source document for assessing job content for OPS Classification Modernization, covering 30,000 employees, 400+ classifications, and multiple job families.
• This initiative resulted in an initial Pilot phase as well as two mass PIQ rollouts: 3,900 completed PIQs (Fall 2025) with the final mass rollout planned for Spring 2026.
• Results showed an estimated efficiency (review stage only, pre-evaluation) that consolidated 6,000 PIQs into 1,300 class summaries yielding a 78% reduction in reading workload, cutting projected review time from 193 weeks to 42.5 weeks (150 weeks saved).
•Key learnings: Augment, not replace: AI tool accelerates review while maintaining safeguards and quality; evaluators retain decision authority. Also, proceeding under OPS AI Governance; data quality and change management are active focus areas.
55% Fewer Business Cases
What is SPP Modernization?
The OTB teams re-engineered the SPP Process to improve prioritization of submissions. The improved prioritization created alignments to the fiscal plan and introduced a two-stage intake clearly identifying what was considered a base budget request vs new initiative and service expansion request.
This two-stage process is intended to enable decision-makers to prioritize addressing base budget requirements earlier in the planning cycle before considering funding for new programs or expansion of existing programs.
This change received kudos by enterprise CAOs for the burden and workload reduction.
50% and 54%
What is Advancing Learning and Development?
•TBS’ leadership development programming – M2M and M2E – have demonstrated return on investment, directly contributing to leadership mobility and succession readiness
•This movement strengthens the ministry’s internal succession planning and reduces reliance on external recruitment.
Evidence of success: The following stats show how many graduates are advancing into higher‑level leadership roles within a year of program completion:
•54% of M2M graduates (19/35)
•50% of M2E graduates (10/20)
21 days to 8 days
What is the reduction in WSIB invoice timelines as a result of a complete system build of the Workplace Health Information Management (WHIM) System?
In January 2026, TBS, in partnership with MPBSDP, completed the full Workplace Health Information Management (WHIM) System build with the launch of the Employee Portal and Health and Safety Module, following the Manager Portal in March 2025.
The WHIM System is now a modern, enterprise-wide digital platform integrating disability management, workplace injury management, and health and safety processes into a single system for the OPS streamlining disability accommodation requests, and workplace injury reporting. In addition, through the new Health and Safety Module, all employees now have consistent access to workplace safety information, strengthening compliance, transparency, and enterprise oversight. The WHIM System has also enabled integration with IFIS, which has strengthened financial oversight and processing efficiency:
- Reduced WSIB invoice payment timelines from 21 to 8 days (62% improvement), lowering interest exposure
- Identified 15 invoices billed in error ($78.2K in potential recoveries), with real-time validation controls now embedded.
- Improved billing visibility and standardized financial controls across the OPS.
Classification Business Process
What is an example of a successful LEAN Review?
•TBS completed a Lean Green Belt review to modernize the Classification Request process and strengthen the Case Management Application (CMA).
•The review streamlined workflows, improved transparency, and reduced errors—dropping high‑risk field errors from 15% to 11% in FY25/26, while improving client communication and data integrity.
•These improvements enhance operational discipline and position JEIB for continued service improvement and broader classification modernization.
TBS continues to champion a Lean-culture across the ministry to drive efficiencies, reduce workload and modernize business processes to better support people and the delivery of services and programs. The Ministry plans to continue supporting Lean skill competency (belt certification) and provide Lean coaching programs to encourage innovation, modernization and streamlining efficiencies. In 2025-26, TBS underwent six (6) Lean Reviews.
41 Approvals Saved
What is Labour Reform?
TBS established new enterprise-wide bargaining strategy and agreements.
TBS successfully negotiated 3-yr AMAPCEO collective agreement, which serves as a pivotal benchmark for wage discussions to help shape wage trend outcomes across the public sector.
The Ministry also introduced a coordinated strategy aligning outcomes with CPI projections saving 41 TB/MBC trips through strategic coordination and delegated approvals.
Self-serve HR in the palm of your hand.
What is WIN Mobile?
With a Go-Live of March 2026, WIN Mobile made it possible to have a secure, convenient way for employees and managers to access self-service transactions on their ITS-issued iPhones.
This is evidence of an advancement to the implementation of an opportunity, an enhancement to program delivery for the whole enterprise, and an outcome that will positively impact workload reduction due to the convenience it creates. With WIN Mobile ...
Employees can:
- Submit time and absences
- Check credit balances
- Access pay cheques
- View or update direct deposit banking information
Managers can:
- Approve time and absences
- View and enter absences on behalf of employees
- Extend temporary assignments
From <10 to >160
What is the Disability Advisory Council (DAC) membership?
•TBS supported employees with disabilities and launched the Disability Advisory Council (DAC), an employee network that celebrates the contribution of persons with disabilities in the organization.
•By December 2025, the membership grew from less than 10 members to 160+.
•The DAC brings the perspective of persons with disabilities into policy and program development, ensuring that public services are accessible and meet the needs of Ontarians with disabilities.
•The launch took place on International Day of Persons with Disabilities (December 3, 2025). This was the final stage of a year-long project to replace the previous advisory group for employees with disabilities.
•The new DAC is already amplifying work to make Ontario’s public services accessible for all, through the next OPS Multi-Year Accessibility Plan.