|
Name |
Position |
Original Appointment |
Current Term Start Date |
Current Term Expiry Date |
Residence |
|---|---|---|---|---|---|
|
Buchanan, Elmer |
Member (Part Time) |
July 22, 2015 |
July 22, 2017 |
July 21, 2020 |
The AGCO’s approach to performance measurement enables the agency to improve program effectiveness by promoting a focus on results, service quality and value for money through continued targeting, monitoring, and evaluation of results.
The AGCO is an agency reporting to MAG, the AGCO’s annual spending authority comes from the Ministry’s printed estimates, as approved by the Legislature, and all revenues are remitted to the Consolidated Revenue Fund. The AGCO Board of Directors reviews the annual budget.
The AGCO’s Accessibility Plan and Policies were first published in January 2013 and were developed in accordance with the Integrated Accessibility Standards Regulation (IASR) under the AODA. The Plan outlines the AGCO’s commitment and strategy to prevent and remove barriers and improve opportunities for people with disabilities and address the current and future requirements of the AODA.
The AGCO’s Diversity, Inclusion and Accessibility Plan supports the agency’s progress towards meeting the Strategic Goals outlined in the AGCO’s Strategic Plan. Building a culture of inclusion as an employer and service supplier aligns with the Strategic Goals of creating a Rewarding Workplace and providing a Quality Service Experience.
The AGCO’s corporate communications function provides a range of services and products that helps the agency deliver on its strategic objectives in a way that cultivates relationships of trust, understanding and support with all of its internal and external stakeholders. These stakeholders include the licensees and registrants of the sectors it regulates, municipal and provincial governments, the public at large and AGCO employees.
The AGCO remains committed to developing new partnerships with third parties nationally and internationally and will continue to foster existing relationships through available channels. Within Ontario, the AGCO continues to partner and engage across the alcohol, cannabis, gaming and horse racing sectors.
AGCO’s Information Technology plan will continue to focus on building and maturing its strategy around electronic service delivery.
With the initial 3 phases of iAGCO completed, a number of legacy systems centered around liquor and gaming have been migrated to iAGCO. In addition to being the future platform for multiple legacy systems, the iAGCO platform will be the core electronic service delivery enabler in the organization’s ability to implement the new Cannabis Retail line of business.
