MINISTRY OVERVIEW

Management Board Secretariat (MBS) provides resource management, policy advice and executive support to Management Board of Cabinet. The ministry leads the development of policies and standards for the operations of government. MBS also provides administrative and business support services to the Ontario Public Service (OPS) and the public either directly or through coordinated contracts with the private sector.
 
Similar to a corporate head office, MBS provides direction and support to ministries so they could offer cost-effective services to the public. In supporting ministries, MBS has two key areas of responsibility:

• Improving the delivery of information and services to the people of Ontario
• Providing high-quality support for essential public services.

In this way, ministries can optimize delivery of their services and ensure the people of Ontario were well served.

MBS, in support of Management Board of Cabinet (MBC), oversees management of government resources – people, money, information, information technology and real property – and develops the OPS-wide policies and operating standards that were used by all ministries and agencies.

MBC is the committee of Cabinet that directs how the government manages the internal operations of the public service and makes executive decisions about the allocation of government resources.

ANNUAL REPORT
2003-2004

CORPORATE CONTROLLERSHIP

MBS worked closely with ministries to ensure public resources were managed to provide value for taxpayers, protect consumers and deliver services effectively and efficiently. MBS supported agency reviews and worked with ministries to strengthen agency governance and accountability and to support and protect the public interest.

The ministry’s internal audit services provided assurance and advice to deputies and senior management that helped improve governance, risk management, control and compliance activities.

MBS continued to implement new procurement directives in response to issues raised by the Provincial Auditor and to achieve greater effectiveness, efficiency and accountability.

MBS improved safety and security by developing and implementing the internal OPS Emergency Management and Security Program.

STRATEGIC HUMAN RESOURCES

MBS continued to focus on recruiting and retaining skilled people dedicated to providing excellent public service by promoting the OPS as an attractive employer.

MBC approved program design and annual funding for the Innovation and Recognition Funds to foster and support innovation in the OPS.

INFORMATION AND INFORMATION TECHNOLOGY

MBS provided direction and tools to the OPS to implement the government’s portal strategy for websites. This initiative provided the public and employees with better access to the Ontario government’s information and services.

The ministry developed and supplied ministries with a toolkit to make websites accessible to persons with disabilities. Significantly expanded e-services were made available. Almost 75 per cent of government services were offered through electronic channels, up from 60 per cent in 2000.

MBS implemented an OPS-wide security awareness program through education, awareness and communication of the security strategy. The Information Protection Centre moved to 24-hour, seven-day-per-week support and developed standards for security classification. Security was enhanced through the implementation of one of the largest Public Key Infrastructures in the OPS and broader public sector - with 85,000 certificates - as well as a Privilege Management Infrastructure for applications used by school boards and school administrators.

MBS advanced the business transformation of the OPS through strategies and technology including e-citizen engagement and knowledge management.

SHARED SERVICES

MBS advanced strategies to enhance e-service delivery and strengthen internal OPS customer relationships. One example was the launch of MyOPS Intranet site, a corporate portal for employee and internal business services. MBS also completed Workforce Information Network (WIN) upgrades, launched the “GO Learn” portal and developed an e-form application function.

MBS pursued pricing and consolidation strategies, continuous product and service innovation and the best models of service delivery in order to provide effective and cost-efficient business and administrative services to the OPS.

REALTY SERVICES

The ministry and the Ontario Realty Corporation (ORC) managed the use of government-owned buildings, land and related leases to meet the future needs of Ontarians. The ORC completed a book value assessment of all MBS-held property. Surplus properties sold on behalf of MBS generated $28.5 million. The ministry and the ORC developed enhanced barrier-free guidelines for access to government facilities for persons with disabilities. MBS provided supervisory, legal and administrative support in developing the new guidelines. With government-wide application, the guidelines were published as “Standards for Barrier-Free Design”.

ARCHIVES OF ONTARIO

The Archives of Ontario (the Archives) marked its 100th anniversary in 2003 with a year-long celebration of Ontario's documentary heritage, promoting the Archives as a valued provincial program. Looking forward to its second century, the Archives continued to acquire provincially significant records and preserve the corporate memory of the government for the people of Ontario.

The Archives undertook an in-depth evaluation of its services to ministries, other customers and the public. The Archives implemented a customer service satisfaction survey for users of its main reading room, inter-library loan service and website. This survey showed an overall satisfaction rate of 82 per cent. Information from the survey informed further decisions and service improvement initiatives in order to improve access to its documentary resources. The Archives also developed a strategy to increase the number of visitors to its website. The average number of user sessions per day increased by 47 per cent to 8,425.

MINISTRY ADMINISTRATION

MBS provided strategic planning, financial controllership, asset management and audit services to the ministry and the Lieutenant Governor’s Office. In addition, communications, legal and advertising support services were provided to the ministry and the OPS.

NOTES:

1. Operating total incorporated realty services, which included an Ontario Realty Corporation (ORC) consolidation operating adjustment applied against MBS that eliminated inter-ministry transactions between ORC and other ministries/agencies.
2. Since 2002-2003, major tangible capital assets owned by provincial ministries (land, buildings and transportation infrastructure) are accounted for on a full accrual accounting basis. Other tangible capital assets owned by provincial ministries continued to be accounted for as expense in the year of acquisition or construction. All capital assets owned by consolidated government organizations were accounted for on a full accrual basis.
   The capital amounts included an Ontario Realty Corporation (ORC) consolidation adjustment applied against MBS that eliminated inter-ministry capital transactions between ORC and other ministries/agencies. Given MBS was the corporate holder of the government's land and building portfolio, the accounting adjustment to capital assets expended by ministries was recorded in the capital account of MBS.

ANNUAL REPORT
2002-2003

CORPORATE CONTROLLERSHIP

MBS worked closely with ministries to ensure public resources were managed to provide value for taxpayers, protect consumers and deliver services effectively and efficiently. MBS introduced security measures to increase the safety of government buildings for the visiting public and employees. The ministry strengthened the government procurement policy to improve overall oversight of OPS procurement practices through new procurement directives, risk management tools and a revised corporate policy framework. The ministry provided leadership on program reviews, business planning and performance measures. The ministry improved internal audit services to ministries, strengthening governance and controllership.

STRATEGIC HUMAN RESOURCES

The ministry implemented the renewal and revitalization strategy for the OPS and developed a youth initiatives strategy to attract a new generation of employees. The ministry negotiated collective agreements with five bargaining agents.

INFORMATION AND INFORMATION TECHNOLOGY

MBS continued to implement Ontario’s comprehensive electronic service delivery e-government strategy and launched a knowledge management strategy to improve how the OPS managed its information and resources, supported decision-making and improved the efficiency and effectiveness of government. Ontario placed third among 60 jurisdictions in a global benchmarking study of e-government (German Bertelsmann Foundation).

SHARED SERVICES

MBS reviewed and streamlined forms. An additional 330 e-forms were made available. The ministry strengthened financial controllership processes and implemented collective agreement adjustments.

REALTY SERVICES

The Ontario Realty Corporation (ORC) completed its first full fiscal year as an independent operational enterprise agency. Surplus property sold on behalf of MBS by the ORC generated $81.5 million in revenue. The ministry, through the ORC, continued to provide a broad range of services, including construction project management, facilities management and asset rationalization. As part of the government’s transition to accrual accounting, ORC began the review of the book values for all MBS-held real property in order to report the assets on the balance sheet.

ARCHIVES OF ONTARIO

The Archives of Ontario began preparations for its 100th anniversary in 2003. The Archives began implementing its outreach strategy, launched a new microfilm inter-loan system and began offering copies of digital images of textual and photographic items not currently in its visual database. The Archives received donated collections and continued to maintain and store Ontario’s rich archival history.

MINISTRY ADMINISTRATION

MBS provided strategic planning, financial controllership, asset management and audit services to the ministry and the Lieutenant Governor’s Office. In addition, communications, legal and advertising support services were provided to the ministry and the OPS.

NOTES:

1. Operating total incorporated realty services, which included an Ontario Realty Corporation (ORC) consolidation operating adjustment applied against MBS that eliminated inter-ministry transactions between ORC and other ministries/agencies.
2. Starting in 2002-2003, major tangible capital assets owned by provincial ministries (land, buildings and transportation infrastructure) are accounted for on a full accrual accounting basis. Other tangible capital assets owned by provincial ministries continued to be accounted for as an expense in the year of acquisition or construction. All capital assets owned by consolidated government organizations were accounted for on a full accrual basis.
   The capital amounts included an Ontario Realty Corporation (ORC) consolidation adjustment applied against MBS that eliminated inter-ministry capital transactions between ORC and other ministries / agencies. Given MBS was the corporate holder of the government's land and building portfolio, the accounting adjustment to capital assets expended by ministries was recorded in the capital account of MBS.

For further information about Management Board Secretariat, visit the Internet site of the Ministry of Government Services at www.mgs.gov.on.ca. You can find annual reports for other Ontario government ministries online at www.gov.on.ca under “About Government”.

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