Section 12: Performance Measures and Targets

Organizational performance measurement enables the AGCO to improve program effectiveness by setting targets, assessing data, and evaluating results. Through continuous evaluation and feedback, the AGCO is able to position itself to deliver on the goals and objectives laid out in its Strategic Plan.  

Recent results for 2023-24 (see below) highlight the AGCO’s achievements in each of its three strategic goals: Modern Regulator, Service Excellence, and People First. These achievements are attributable to the important projects and initiatives being undertaken at the AGCO, which include:  

• The ongoing optimization of iAGCO.
• A continued focus on stakeholder engagement and an enhanced approach to stakeholder education.
• A modern and evolving regulatory approach that is risk-based, data-informed, outcomes-based, and compliance-focused.
• The ongoing development of a hybrid work model that provides a better work-life balance, while allowing ample opportunity for meaningful employee engagement, thereby enabling the AGCO to deliver on its strategic priorities.
• The continued development of a strategy that acknowledges and fosters diversity, inclusion, and accessibility at the AGCO.  

Internal Development

Performance measurement at the AGCO continues to evolve evidence-based evaluation practices to help internal and external stakeholders better understand the AGCO’s progress with its strategic goals and mandate. As a key milestone in its evidence-based journey, the AGCO Balanced Scorecard was developed and delivered at the beginning of this fiscal year. The Scorecard hosts a set of performance outcomes and measures that reflect key areas of agency focus and continues to evolve to reflect the increased complexity and breadth of the AGCO’s mandate. The Scorecard will be used as a key input in assessing the AGCO’s progress towards its intended outcomes, and by extension, its strategic priorities.

Modern Regulator

Digital First

AGCO provides user-based services and information through multiple windows and service channels, anytime and anywhere.

• Outcome metric: % of users using digital options to transact with the AGCO meets or exceeds the target of 85%.  

• Note: Number of digital applications and complaints received to the AGCO are used to calculate this total.  

Service Excellence

Service Experience and Value for Money 

A service-centered design that optimizes the service experience, engages customers proactively, streamlines processes, reduces regulatory burden, and identifies opportunities for improvements.

• Output metric: % of applications for SOPs auto-issued meets or exceeds the target of 90%.

Note: AGCO has clear criteria for auto-issuance of applications which promote efficiency and reduced burden while maintaining regulatory controls in the public interest. Fluctuations slightly above or below the target are expected due to the nature of each individual application received within that fiscal year.  

People First

Employee Experience 

The level of engagement and enablement is directly correlated with higher productivity, increased motivation, and job satisfaction.

• Outcome metric: % of AGCO staff who would recommend AGCO as a place to work meets or exceeds the target of 75%.  
• Outcome metric: % of AGCO staff who believe they have opportunities to have their ideas adopted and put into use meets or exceeds the target of 70%.  

Diversity, Inclusion and Accessibility 

The cultivation of a workforce that is reflective of Ontario’s diversity, an inclusive culture free of discrimination and harassment, and service delivery that is accessible, culturally aware, relevant and responsive.

• Outcome metric: % of AGCO staff who believe the AGCO is making progress on its DI&A commitment meets or exceeds the target of 91%.  
• Outcome metric: % of AGCO staff who feel able to bring their “whole self” to work meets or exceeds the target of 92%.