Mandate of the Building Code Commission

The Building Code Commission (the “Commission”) is an adjudicative agency whose legislative authority is set out in sections 23 and 24 of the Building Code Act, 1992.

The Commission has a mandate to resolve disputes between proponents of construction projects and enforcement officials. The Building Code Act, 1992 sets out three types of disputes that can be heard by the Building Code Commission: those relating to the sufficiency of compliance with the technical requirements of the Building Code; those related to compliance with the prescribed time frames for permit processing; and those related to compliance with the prescribed time frames for site inspections. The Commission’s adjudicative decisions are made independently from the Ministry and the Government of Ontario.

In exercising its mandate, the Commission receives all of its staffing and financial resources from the Building and Development Branch of the Ministry of Municipal Affairs and Housing.

Guiding principles

As an agency of the Government of Ontario, the Commission conducts itself according to the management principles of the government. The Commission’s proceedings are governed by the:

These principles and governance elements include ethical behaviour, accountability, excellence in management, wise use of public funds, and high quality service to the public by contributing to the health, safety, accessibility and energy efficiency of buildings in Ontario and by playing a positive role within Ontario’s building design and construction sector.

The Commission has a signed Memorandum of Understanding (MOU) with the Minister relating to the exercising of its mandate. The MOU sets out the relationship between the Commission, the Minister and the Ministry of Municipal Affairs and Housing (“the Ministry”) with respect to the Commission and the service it provides. The purpose of the MOU is to establish the responsibilities of these parties and to ensure that accountability is a fundamental principle that is observed in the management, administration and operations of the Commission.

Strategic direction of the Commission

The strategic direction of the Commission ensures that the mandate to resolve disputes between proponents of construction projects and enforcement officials is achieved. The Commission’s strategic direction is consistent with its mandate, government priorities for the agency sector, key policies and directives.

As part of the Government of Ontario, agencies are expected to act in the best interest of Ontarians by being efficient, effective, and providing value for money to taxpayers. In alignment with this expectation, the Commission’s strategic direction is consistent with the following government priorities.

Transparency and accountability

  • Abide by applicable government directives and policies and ensuring transparency and accountability in reporting.
  • Adhere to accounting standards and practices, and responding to audit findings, where applicable.
  • Identify appropriate skills, knowledge and experience needed to effectively support the board’s role in agency governance and accountability.

Risk management

  • Develop and implement an effective process for the identification, assessment, and mitigation of agency risks, including COVID‑19 impacts and any future emergency risks.

Digital delivery and customer service

  • Explore and implement digitization for online service delivery to ensure customer service standards are met.
  • Use a variety of approaches or tools to ensure service delivery in all situations, including pursuing delivery methods that have evolved since COVID‑19.

The Commission endeavours to provide a timely, cost effective and non-adversarial process for resolving Building Code disputes through a streamlined and accessible appeals system. In further alignment with the government’s priorities, the Commission continues to maintain its compliance with the Management Board of Cabinet’s Agencies and Appointments Directive including the completion and public posting of the Business Plan and Annual Report each year. The Commission also adheres to the government’s risk management and reporting process and continues to use tools for online service delivery to accept applications and schedule hearings.

In keeping with the digital delivery and customer service of the government’s priorities, the Commission will work with the Ministry to explore the digitization of its applications and fees submission process and holding hybrid hearings.

In addition, the Commission has earned a reputation of being an effective, useful and quality service provider within the construction industry. There are, however, certain challenges that face the Commission. In order to address these challenges and to improve its ongoing operations and client service delivery, the Commission plans to continue with the following initiatives.

Time to hearings

Since March 2020, the Commission continues to offer its services online, including accepting electronic applications and holding remote hearings in order to continue to deliver timely service to parties and achieving the Commission’s performance targets.

As per the Commission’s performance measures, the Commission currently offers a date for hearing within 30 working days from receipt of a complete application for 85% of all hearings. A complete application includes receipt of all required documents from both parties to a dispute.

The Commission’s process requires input from the parties to a dispute; therefore, the Commission’s ability to hold a hearing within a certain number of working days is based on the responses from the parties being received by the Commission within a specific time frame. Accordingly, the Commission decided that the performance measure should track what the Commission is responsible for, which is providing hearing dates, and filter out matters beyond the control of the Commission, such as delayed return of documents or parties being unavailable for hearing dates.

The Commission will continue to evaluate its current processes as it looks for opportunities to improve time to hearings and monitor for any impacts in the next fiscal year.

Time to written decisions

As mentioned in the 2022–2025 Business Plan, the Commission continued its pilot project which was introduced in the fall of 2020 to meet its performance target of providing timely written decisions.

The Commission’s performance measure target for timely communication of decisions reads, Communicate decisions to parties within 15 working days of completion of hearing for 75% of all hearings”. The Commission notes that the target for this performance measure was met in the 2021–2022 fiscal year for 100% of all hearings.

The Commission also has a performance measure target for the timely preparation and finalization of full written decisions, which reads, “Full written decision to be prepared and finalized within six months of completion of hearing for 75% of all hearings”. The Commission’s target of preparing and finalizing full written decisions within six months of completion of hearing for 75% of all hearings was met during the 2021–2022 fiscal year.

The Commission notes that the performance targets for preparation and finalization of full written decisions can be highly affected by changes in staff resources, number of applications and hearings held within a fiscal year.

The Commission will continue to monitor its performance measures annually, along with any factors that may impact results.

Transparency and accountability

In keeping with the government’s priority on building greater transparency and accountability, the Commission continues to comply with the accountability requirements set out in the Adjudicative Tribunals Accountability, Governance and Appointments Act, 2009. The legislation requires the Commission to review its accountability documents on a regular basis and places some additional requirements on the process for recruitment of new members. As a result of the rules contained within the Adjudicative Tribunals Accountability, Governance and Appointments Act, 2009, the Commission is required to develop a recruitment statement which details the process to be undertaken when seeking recruitment of new members. In accordance with its recruitment statement, the Commission developed a job advertisement seeking candidates for new members. This advertisement for current recruitment has not yet been posted.

Succession planning

As of December 31, 2022, the Commission has a total of 14 part-time members, including the Chair and two Vice-Chairs. All Commission members are appointed by the Lieutenant Governor in Council through an Order in Council. Management Board of Cabinet’s Agencies and Appointments Directive permits individuals appointed to the Commission to serve a combined term of appointment of up to 10 years. The current directive specifies that the appointment terms will be an initial appointment for a period of two years. On the recommendation of the Chair, the appointee is eligible for a reappointment term of three years and a final reappointment term of five years.

Succession planning continues to be an appointments-related issue. Currently, the terms of appointment of all of the current membership will expire during the period covered by this plan. If a significant number of members are either not interested in being reappointed or are not reappointed, then the risks of insufficient knowledge transfer and unavailability of certain technical expertise for hearing panels will increase.

In order to mitigate this issue, the Commission believes it would be ideal to have one third of its membership in its initial appointment term of two years, one third of its membership in its second appointment term of 3 years and one third of its membership in its final appointment term of 5 years. This would enable the Commission to maintain a balance of new and veteran appointees.

The Commission Chair and staff continue to work on a plan with the Minister’s Office and the Public Appointments Secretariat to seek appointments of new members more often and in smaller groups, so that their terms of appointment do not all expire at once. This strategy allows the Commission to improve succession planning; achieve appointment overlaps, allowing for knowledge transfer from existing members to newly appointed members; achieve an appropriate balance of geographical representation; promote mentoring of new members; and achieve and maintain membership having expertise in all technical disciplines (structural, fire safety, plumbing, mechanical systems, on-site sewage systems, etc.) in the Building Code.

In addition, in trying to address the overall succession planning issue noted, the Commission Chair will continue to carefully consider what recommendations to make regarding reappointment of current members. Accordingly, not all members may be recommended for reappointment. The Commission Chair and staff will also continue to work with the Public Appointments Secretariat and the Minister’s Office to improve the existing complement of regional representation.

Annual survey

The Commission intends to continue its independent survey which assists the Commission in determining satisfaction with levels of service delivery.

Overview of key activities

The Commission’s Policy/Program Analyst — Building Code Commission (BCC) is responsible for the overall administration of and policy development for the Commission, including case management and customer service to persons wishing to apply to the Commission for a hearing. The Commission’s Policy Program Analyst works with the ministry to liase with the Minister’s Office regarding the appointments process, issues management, business planning, performance measurement, monitoring of expenditures and ensuring compliance with agency sector requirements and Management Board of Cabinet directives.

The Commission received 13 new applications, and held 19 hearings between April 1, 2022 and December 31, 2022. Once a hearing has concluded, the members of the panel deliberate on the evidence and render their ruling. This decision is then communicated to the parties of the hearing and the full written decision is eventually posted to a legal reporting website, CanLII.

The Commission received the following number of applications over the five-year period including year-to-date 2022 noted below.

Table 1
Fiscal yearfootnote 1 Type of application: Building Type of application: On-site sewage system Type of application: Permit processing prescribed time frame Type of application: Site inspection prescribed time frame Total applications Court referrals Total hearingsfootnote 2
2018–2019 17 5 2 0 24 0 29
2019–2020 30 6 0 0 36 1 25footnote 4
2020–2021 17 6 0 0 23 1 31
2021–2022 27 4 0 0 31 0 18footnote 4
2022–2023footnote 3 12 0 1 0 13 0 19

Achievements

Several steps have been taken to enhance the Commission’s performance and accountability over the past several years, including the addition of performance targets to the Ministry’s business planning process, and continued monitoring of Commission-specific performance measures in keeping with the government’s priority to enhance customer service.

The Commission conducts an annual survey of its clients. The surveys are carried out at the end of the fiscal year. As such, survey results for the 2022–2023 fiscal year will not be received and tabulated until end of April 2023. Results are reported in the Commission’s Annual Report.

Based on the annual client survey, the Commission identified the following achievements for 2021–2022:

  • Continued to provide a fair and expeditious appeal mechanism regarding technical disputes and, as a result, again faced no judicial review challenges during the 2021–2022 fiscal year.
  • Continued its practice of surveying clients.
  • Survey results of parties that used Commission services in the 2021–2022 fiscal year indicated that:
    • 92% felt that the processes and procedures were clear and understandable
    • 100% felt that members demonstrated an appropriate level of expertise regarding the matter under consideration
    • 100% felt that they were treated with courtesy throughout the application process
    • 100% felt they were treated with courtesy at the hearing
    • 92% were satisfied with the overall quality and consistency of service provided by the Commission

Other achievements in 2021–2022 fiscal year included:

  • The Commission Chair and staff worked with the Public Appointments Secretariat and the Minister’s Office to process the appointment of two new members, and the reappointment of nine members, in keeping with the government’s priority to maintain appropriate skills, knowledge and experience needed to effectively support the Commission’s role in agency governance and accountability.
  • To deliver its services, the Commission continues accepting electronic applications and holding hearings and meetings remotely via telephone or video conferencing. These measures are in keeping with the government’s priority to enhance digital delivery and customer service.
  • In keeping with the government’s priority on building greater transparency and accountability, the Commission continues to maintain its compliance with the Management Board of Cabinet’s Agencies and Appointments Directive:
    • It prepared, finalized and submitted its three-year Business Plan for 2022–2025
    • Its Annual Report for 2021–2022 fiscal year was completed and approved by the Commission within the specified time frame
  • Consistent with the government’s priority of risk management, the Commission continues to monitor risks, including identifying and assessing the risks and proposing mitigation strategies which are reported in the Business Plan each year.
  • The Commission continues to maintain compliance with the Adjudicative Tribunals Accountability, Governance and Appointments Act, 2009.
  • The Commission typically holds two bi-annual meetings with the full Commission. The Commission will continue this practice as it accommodates the review and approval of accountability requirements such as the Annual Report and the Business Plan.

Resources

Human resources

As of December 31, 2022, the Commission has a total of 14 part-time members, including the Chair and two Vice-Chairs. All members are appointed by an Order in Council for terms totalling up to 10 years, in accordance with Management Board of Cabinet’s Agencies and Appointments Directive. The Chair and Vice-Chairs are responsible for agency governance and relations with the Ministry.

The following divisions/branches of the Ministry and government cluster support the Commission in fulfilling the Agencies and Appointments Directive:

  • Planning and Growth Division’s Building and Development Branch
  • Business Management Division’s Corporate Services Branch and Controllership Financial Planning Branch
  • Legal Services Branch
  • Community Services Information and Information Technology Cluster

The Commission receives all of its staffing and financial resources from the Building and Development Branch of the Ministry.

The direct support staff assigned by the Ministry to the Commission consists of a 1.0 Full Time Equivalent (FTE) for the Policy/Program Analyst — BCC.

Although the Commission has no staff of its own, the Policy/Program Analyst — BCC is the Ministry staff person assigned to support the Commission. The Policy/Program Analyst — BCC is responsible for the overall administration of the Commission. This involves managing the appointments process, issues management, business planning, performance measurements, monitoring of expenditures, and ensuring compliance with agency sector requirements and Management Board of Cabinet directives.

As noted in the 2020–2023 Business Plan, as of October 1, 2019, the Commission’s support staff was reduced from 1.8 FTE to 1.0 FTE. The Commission continues to monitor for impacts.

Financial resources

The Commission has no financial budget of its own. The Commission is supported by Ministry staff. The operating expenses for the Commission are funded through the Ministry of Municipal Affairs and Housing’s budget.

The Budget and Outlook for the three-year planning period are based on an estimated application rate of 35 applications and 35 hearing days (using historical data and projecting forward). In general, actual expenses for any given fiscal year are impacted by the number of applications, hearings, meetings and members. In fiscal year 2021–2022 and year-to-date December 2022, the Commission has conducted all of its hearings and meetings virtually, resulting in no travel expenses being incurred. As the Commission is moving to a hybrid model, where some meetings will be in-person, it is anticipated that travel/hearing expenses will be incurred.

The chart below provides details on the costs associated with supporting the Commission.

Table 2
Description 2021–2022 actualsfootnote 5 2022–2023 Year-to-date actualsfootnote 3 2023–2024 budget 2024–2025 outlook 2025–2026 outlook
Members' per diems $50,898 $37,724 $88,000 $88,000 $88,000
Members’ travel/hearing expenses $0 $0 $27,400 $28,200 $29,000
Other administration $18,046 $1,872 $21,800 $22,500 $23,200
Subtotal $68,944footnote 6 $39,596footnote 6 $137,200footnote 7 $138,700footnote 7 $140,200footnote 7
Full Time Equivalent (FTE) 1.0 1.0 1.0 1.0 1.0
FTE costs (salary + benefits) $110,865 $84,129 $120,500 $125,400 $129,600
Total $179,809 $123,725 $257,700 $264,100 $269,800

Note: Numbers may not add due to rounding

Revenue

A fee for filing an application to the Commission was implemented starting January 1, 2014 ($170 per application) and is set to increase annually up to the rate of the Consumer Price Index (CPI). Accordingly, the application fee increased to $198.00 on January 1, 2022.

For the purposes of determining the estimated revenues for 2023–2024, 2024–2025 and 2025–2026, a CPI increase of 7%, 2% and 2% respectively was assumed which resulted in fee estimates of $212.00 effective January 1, 2023, $216.00 effective January 1, 2024, and $220.00 effective January 1, 2025.

Revenues received from the application fee are recorded as part of the Ministry of Municipal Affairs and Housing’s non-tax revenues.

The chart below provides details of the revenues associated with applications to the Commission.

Table 3
Description 2021–2022 actualsfootnote 5 2022–2023 Year-to-date actualsfootnote 3 2023–2024 budgetfootnote 8 2024–2025 outlookfootnote 8 2025–2026 outlookfootnote 8
Revenues: application fees $3,879 $4,142 $7,420 $7,560 $7,700
Total revenues $3,879 $4,142 $7,420 $7,560 $7,700

Communication plan

The Commission communicates with applicants and potential applicants through appropriate publications, forms and instructions, either posted on its public Internet page or distributed on request.

Telephone and email inquiries are responded to by the Policy/Program Analyst — BCC.

Environmental scan

Changes in demand

The increased complexity of the applications as well as an increase in the number of applications that contain multiple disputes will influence the need for appropriately skilled Commission members and could potentially impact the administrative support system required by the Commission. It is essential that the Commission has a sufficient number of skilled members appointed to ensure that it can continue to provide Ontarians with a cost effective and efficient avenue for resolution of disputes.

The Commission continues to see an increase in the number of applications requiring the Commission to examine and determine its jurisdiction and mandate relative to disputes that may extend beyond the technical requirements of the Building Code.

With the increase in the complexity of the applications and the increase in the number of applications that contain multiple disputes, the Commission notes that the length of time it takes to hear and resolve a dispute has also increased.

Financial Implications

As part-time appointees, Commission members receive remuneration in the form of a per diem as established by Treasury Board/Management Board of Cabinet. This per diem ranges from $472 for members to $583 for the Vice-Chair and $744 for the Chair. Commission members are also reimbursed for out-of-pocket expenses associated with attending Commission hearings in Toronto. Costs associated with Commission activities, including operating costs and member per diems, form part of the overall budget for the Ministry. Due to COVID‑19 and work-from home policies resulting in hearings being held remotely, travel costs were significantly reduced.

Any changes to the Commission’s application rate and/or complexity of disputes will also directly impact the Ministry’s budget in support of Commission activities

Performance measures and targets

The Commission has adopted the recommendations for performance measurement established in 2000 by the Agency Reform (Guzzo) Commission. These are:

  • fairness
  • timeliness
  • quality and consistency
  • transparency
  • expertise
  • courtesy

The chart below outlines the Commission’s performance measures, targets and results from the previous fiscal year and commitments for 2023- 2026.

Table 4 — Building Code Commission: Performance measures
Outcomes Measures Targets 2021–2022 status 2023–2026 commitments
Fairness (processes and procedures that are fair and are seen to be fair) Parties are satisfied that the process was implemented fairly and without bias Not more than 10% of hearings should result in judicial review on an annual basis Target met and exceeded. No judicial review for the fiscal year. Not more than 10% of hearings should result in judicial review on an annual basis
Timeliness (Timely resolution of disputes related to technical Code requirements) a) Number of working days from application to offer hearing date
b) Timely communication of decision
c) Timely preparation and finalization of full written decision
d) Timely posting of final written decisions online within ten working days of completion of the French translation		 a) Offer a date for hearing within 30 working days from receipt of a complete application for 85% of all hearings. A complete application includes receipt of all required documents from both parties to a dispute.
b) Communicate decisions to parties within 15 working days of completion of hearing for 75% of all hearings
c) Prepare and finalize full written decision within six months of completion of hearing for 75% of all hearings
d) Post 85% of final written decisions online within ten working days of completion of the French translation		 a) Not applicable.
Due to the COVID‑19 pandemic the Commission resolved to suspend this measure and to not offer hearing dates within 30 working days from receipt of a complete application in order to provide parties to a dispute and Ministry staff flexibility during the pandemic.
b) Target met and exceeded at 100%
c) Target met.
d) Target met.		 a) Offer a date for hearing within 30 working days from receipt of a complete application for 85% of all hearings. A complete application includes receipt of all required documents from both parties to a dispute.
b) Communicate decisions to parties within 15 working days of completion of hearing for 75% of all hearings
c) Prepare and finalize full written decision within six months of completion of hearing for 75% of all hearings
d) Post 85% of final written decisions online within ten working days of completion of the French translation

Timeliness (quick resolution of disputes related to prescribed time frame)

 a) Timely acknowledgement and notification of hearing date
b) Timely scheduling of hearing date
c) Timely communication of decision
d) Timely preparation and finalization of full written decision
e) Timely posting of final written decisions online within ten working days of completion of the French translation		 a) Acknowledge receipt of complete submission and provide date for appeal hearing within two business days
b) Hear appeals regarding the issuance of municipal building permits and inspection service levels within five business days of receiving the completed application
c) Communicate decisions within 15 business days of receiving the completed application
d) Prepare and finalize full written decisions within six months of completion of hearing for 75% of all hearings
e) Post 85% of final written decisions online within ten working days of completion of the French translation		 a) No applications received in this fiscal year.
b) No applications received in this fiscal year.
c) No applications received in this fiscal year.
d) No applications received in this fiscal year.
e) No applications received in this fiscal year.		 a) Acknowledge receipt of complete submission and provide date for appeal hearing within two business days
b) Hear appeals regarding the issuance of municipal building permits and inspection service levels within five business days of receiving the completed application
c) Communicate decisions within 15 business days of receiving the completed application
d) Prepare and finalize full written decisions within six months of completion of hearing for 75% of all hearings
e) Post 85% of final written decisions online within ten working days of completion of the French translation
Quality and consistency (process and procedures that have integrity and uniformity) Parties are satisfied that the Commission process was conducted with a high degree of quality and consistency 85% of parties feel that the process had a high degree of quality and consistency Target met and exceeded at 92%. 85% of parties feel that the process had a high degree of quality and consistency
Transparency (clear and understandable process and procedures) Parties are satisfied that the Commission’s process and procedures were clearly understood 85% of parties feel that the process and procedures were clear and understandable Target met and exceeded at 92%. 85% of parties feel that the process and procedures were clear and understandable
Expertise (Thoughtful and sound Building Code Commission decisions made due to technical competence of members) a) Parties are satisfied that the Commission members demonstrated an appropriate level of knowledge and technical competency
b) Timely notice to the ministry regarding upcoming Building Code Commission member terms of appointment expiration		 a) 85% of parties feel that the members were experts in the subject matter of the hearing
b) Provide four months’ notice to the ministry in advance of members’ appointments expiring		 a) Target met and exceeded at 100%
b) Target met.		 a) 85% of parties feel that the members were experts in the subject matter of the hearing
b) Provide four months’ notice to the ministry in advance of members’ appointments expiring
Courtesy (polite and courteous treatment of all parties) Parties are satisfied that they were treated with courtesy throughout the application process and at a hearing 85% of parties surveyed feel that they were treated with courtesy throughout the application process and the hearing Target met and exceeded at 100% 85% of parties feel that they are treated with courtesy throughout the application process and the hearing

Risk assessment

Based on the Commission’s strategic directions and objectives, one risk to performance has been identified.

Mitigation strategies (including contingency plans, mitigation controls, and monitoring where required as part of prudent risk management protocols) are identified. Planning is required to address these issues and will be scheduled.

The Reference Impact and Probability Matrix used in this assessment is shown below.

Risk impact and probability matrix
Impact Low probability Medium probability High probability
High Mitigation controls contingency plans Mitigation controls / contingency plans; monitor closely Take urgent remedial action; monitor rigorously
Medium Tolerate; monitor Mitigation controls / contingency plans Mitigation controls / contingency plans; monitor closely
Low Tolerate; no action Tolerate; monitor Mitigation controls / contingency plan

Risk #1: Lack of knowledge transfer/succession planning impacting commission

Issue

Succession planning continues to be an important issue for the Commission.

Insufficient overlap between sitting members whose terms are nearing expiration and newly appointed members has in the past resulted in a disproportionate load on some of the more experienced members. Newly appointed members are unfamiliar with Commission processes. Ideally, not more than 33% of members should retire from the Commission in any given year. This allows for gradual phasing in and out of members and maintains a balance of veteran and newer members. The Commission has expressed an interest in having more overlap between sitting members and newly appointed members.

Probability: Low

The Commission Chair and staff continue to work with the Minister’s Office and the Public Appointments Secretariat to seek appointments of new members more often and in smaller groups, so that their terms of appointment do not all expire at once.

The Commission believes it would be ideal to have one third of its membership in its initial appointment term of two years, one third of its membership in its second appointment term of three years and one third of its membership in its final appointment term of five years. This would enable the Commission to maintain a balance of new and veteran appointees.

Staggering of appointment terms would allow the Commission to transition new members in with the opportunity for transfer of knowledge from experienced members to new members. Once appointment terms are staggered, the risk will be significantly reduced. However, the risk, will fluctuate in severity depending on the status of appointments and will be an ongoing issue for the Commission.

Impact: Medium

Extensive simultaneous changes in Commission membership can result in a disproportionate workload on some members and can create difficulty in determining the appropriate composition of a hearing panel. Newer members, while they may be technically experienced, ideally should be phased into hearings to learn the processes of the Commission.

Tolerate and monitor

While the risk matrix above indicates that the Commission can tolerate and monitor the risk, the Commission intends to follow the mitigation strategy outlined below. This risk will be ongoing for the Commission, and the probability and impact will fluctuate depending on the circumstance at the time of assessing the risk. It seems prudent for the Commission to continue to mitigate the risk as best as it can.

Mitigation

In seeking appointments of new members more often and in smaller groups, the Chair, the Commission and Ministry staff are working towards addressing the overall succession planning issue.

This strategy will allow the Commission to improve succession planning; achieve appointment overlaps, allowing for knowledge transfer from existing members to newly appointed members; achieve an appropriate balance of geographical representation; promote mentoring of new members; and achieve and maintain membership having expertise in all technical disciplines (structural, fire safety, plumbing, mechanical systems, on-site sewage systems, etc.).

The Commission has developed a job advertisement seeking candidates for new members. This advertisement for current recruitment is anticipated to be posted in the new year.

Contingency plan

The Commission Chair and Ministry staff will continue to make it a priority to work with the Minister’s Office and the Public Appointments Secretariat on recruitment to achieve appointment overlaps that improve succession planning, allowing for knowledge transfer from existing members to newly appointed members, and promoting mentoring of new members.

Risk #2: Impact of reduction in staffing resources on the Commission and its performance targets

Issue

The Commission is concerned that current staff resources may impact its ability to meet its performance targets.

Probability: Medium

The Commission believes that current level of staff resources may negatively impact its ability to meet the performance targets it has set related to application processing; timely scheduling of hearings and issuance of full written decisions.

Impact: Medium

The Commission is appreciated by the construction industry as an efficient and cost-effective way to resolve disputes. The Commission is concerned that current staff support may result in parties to a dispute experiencing delays in processing applications, timely scheduling of hearings, and/or issuance of full written decisions.

Tolerate and Monitor:

The risk matrix above indicates that the Commission will have to develop mitigation controls and contingency plans that need to be monitored closely. This risk is relatively new so the Commission will continue to monitor. The Commission intends to follow the mitigation strategy outlined below.

Mitigation strategy

As part of its mitigation strategy, the Commission launched a pilot project in the fall of 2020 in order to help meet its performance target of providing timely full written decisions. The Commission will closely monitor and review the results from the pilot project. The Commission will also continue to work with staff on developing action plans to mitigate issues as they arise to the best of its ability, while closely monitoring for any impacts on the Commission’s mandated responsibilities and its performance measures. The Commission Chair will work with the Ministry to resolve any issues that arise.

Contingency Plan

The Commission will continue to process its applications, hold its hearings and issue its full written decisions as quickly as possible. The Commission notes that it has no control over the number of staffing resources it is assigned and so it can only make recommendations to the Ministry on possible ways to address the issue.