Contains the location data for electricity and natural gas distributors’ service areas that can be used in geographic information systems (GIS) applications.
This document outlines specific initiatives planned by the Chief Commissioner to enhance the effectiveness and efficiency of OEB’s adjudicative processes.
A full financial review of the OEB was carried out in late 2020. Conducted by a third party, it served as a basis for establishing the 2021/22 operating budget and developing a three-year roadmap for activities which will sharpen the financial focus and deliver better value for money for those regulated by the OEB.
The Stakeholder Engagement Framework sets out the OEB’s approach to engaging with stakeholders to ensure accessible and fair participation that is transparent, well planned and efficiently coordinated.
OCTOBER - DECEMBER 2022
OEB Stakeholder Engagement Purpose
The OEB engages with stakeholders to build mutually beneficial, enduring and trusted relationships with those affected by its work. Engagement is an integral part of the OEB’s ability to execute its mandate, gain insights and deliver sound policy decisions that support sector sustainability and innovation, Ontario’s economy and to protect consumers and provide public value.
TESTIMONIALS from OEB Policy Day
“Good balance of hearing from OEB leadership and opportunity to provide feedback.”
“OEB staff that led the breakout rooms were great. They had a good handle of the issues and generated discussion.”
75% of Policy Day survey respondents found Policy Day an effective event that enabled their engagement with the OEB.
Outcomes & Evaluation
The OEB is committed to improving the effectiveness and efficiency of its engagement with stakeholders over time and will monitor and measure its progress. The OEB will regularly review the Stakeholder Engagement Framework (SEF) and will always welcome input from sector participants on improvement opportunities. This reporting period covers from October – December 2022.
Modernization @ OEB
In 2020, the OEB began conducting an annual survey of stakeholders to assess our year-over-year progress on stakeholder satisfaction.
This Strategic Plan is a key planning document for outlining and communicating the longer-term goals of the OEB and how we will achieve them over the next five years. Aligned with the Strategic Plan, our Annual Business Plan will provide clear details each year on what we will be undertaking, with specific objectives and measures.
The Top Quartile Regulator project is an initiative designed to move the OEB towards regulatory excellence by taking action on the recommendations of the OEB Modernization Review Panel. The report summarizes research that was conducted on best practices and ideas from other jurisdictions, examines areas where the OEB should improve its performance and provides a series of proposed initiatives designed to enhance the OEB’s performance in those areas to the level required of a top quartile regulator.
This section provides regular updates on the travel, meal and hospitality expense claims of employees and appointees.
This section will show the person’s name and title, purpose of the trip(s), date and destination of the trip(s), names of government/agency attendees if applicable, plus a summary of expenses for relevant air fare, other transportation, accommodation, meals, hospitality and incidentals.
The OEB has been posting expense information since April 2010. Expense claims are reviewed prior to posting, by the Integrity Commissioner of Ontario.
Expense claim information for cabinet ministers and political staff as well as agency senior executives, appointees and the top five claimants of the designated agencies can be accessed through the Government of Ontario website as soon as possible after the claims are reviewed by the Integrity Commissioner.
All claims for reimbursement for travel and other expenses must comply with the principles and rules of the Travel, Meal and Hospitality Expenses Directive.
The principles for reimbursement of expenses in the Directive include:
All expense claims are subject to oversight and approval and are reimbursed only if the expense is appropriate and reasonable.
Information on this website was accurate at the time of posting.
The Board of Directors has the authority to make by-laws governing the business and affairs of the OEB.
The OEB follows the conflict of interest rules set out in Ontario Regulation 381/07—Conflict of Interest Rules for Public Servants (Ministry) and Former Public Servants (Ministry).
The OEB recovers its operating and capital costs through assessments to the natural gas and electricity market participants that it regulates. The cost assessment model is the approach used by the OEB to allocate costs.
Under the Broader Public Sector Executive Compensation Act, 2014, the OEB is required to develop and publish an Executive Compensation Program setting out certain compensation details for designated executives.
The MOU sets out the accountability relationship between the Minister of Energy and the Chair and Board of Directors of the OEB. It clarifies operational roles and responsibilities, and provides expectations for the operational, administrative, communications, financial, auditing and reporting arrangements between the OEB and the Ministry.
The OEB is required to publish an annual report with information about our performance and audited financial statements during the fiscal year.
The letter of direction outlines the Government of Ontario’s priorities for the energy sector and expectations for the OEB for the upcoming 3-year planning period.
The Chief Commissioner, with the approval of the Chief Executive Officer and under the authority of section 6 of the Ontario Energy Board Act, 1998, has delegated certain powers and duties to OEB staff, subject to the conditions and restrictions set out in the delegations.
In keeping with the recommendation made by the November 2020 Ontario Energy Board Financial Review Report to “[i]ncrease the clarity of when delegated decisions are triggered to improve the sector’s understanding of their use,” a list of what has been delegated is provided below:
We are pleased to publish our 2024-2027 Business Plan, which sets out how the OEB will provide value to the people of Ontario through consumer protection and customer choice, regulatory policy leadership, innovation, and adjudicative excellence. Highlights of the Plan include our new strategic goal to Enable Ontario’s Energy Transition, a new and robust Strategic Performance Measurement (SPM) scorecard, delivering on the Minister’s 2023 Letter of Direction, and our newly embedded Environmental, Social and Governance (ESG) Framework.
For the year ahead, the OEB will contribute to multi-year initiatives already underway that will further advance the actions that the province is taking to meet increasing demands for electricity, fuel strong economic growth, and support housing development. Exciting and innovative new work also awaits the OEB with respect to the development of Future Utility Business Models that reflect a made in Ontario approach to the form and function of utility operations and a fit for purpose regulatory approach which protects consumers from risk, not from progress.
Within the energy transition, our role as the independent regulator of Ontario’s electricity and natural gas sectors has never been more critical. The momentum in Ontario’s energy sector is palpable. It creates unprecedented challenges and opportunities and demands an energy regulator with the right mandate and the right mindset. The OEB is up to the task.
135 Dawson St, Suite 201
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Fort Frances P9A 1H2
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Sarnia N7T 1Z3
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