Introduction

The Securities Act requires the Commission to deliver to the Minister, and to publish in its Bulletin by June 30 of each year, a statement by the Chair setting out the proposed priorities for the Commission for its current financial year. This Statement of Priorities for 1998/99 articulates the strategic focus for the OSC's first full year as a self-funded agency.

On November 1, 1997, Part VII of Bill 129 was proclaimed, amending the Securities Act and continuing the OSC as a corporation without share capital. The additional resources and increased operational flexibility provided by the new structure will provide the OSC with the ability to respond more effectively to the needs of its constituents.

In 1997, the OSC undertook a rigorous planning process and established a strategic focus on being a relevant and constructive force in the growth of Ontario's capital markets and the protection of investors. The 1998/99 Priorities continue to reflect the Commission's focus on being an effective and responsive regulator.

Context

The OSC's mandate is to protect investors from unfair, improper or fraudulent practices and to foster fair and efficient capital markets and confidence in their integrity.

Regulatory activities must be visible, understandable and cost-effective in order to maintain public confidence in the OSC. The following principles will guide the OSC in fulfilling its mandate:

• Timely, open and efficient administration and enforcement.
• Sound and responsible harmonization of policies and co-ordination of activities with other securities regulators.
• Appropriate oversight of self-regulatory organizations (SROs).
• Regulatory intervention and costs proportionate to the significance of regulatory objectives.
• An appropriate balance between protecting investors and fostering fair and efficient markets.

In the context of its statutory mandate, the focus of the OSC will be to function as a relevant and constructive force in Ontario's capital markets through the establishment of an efficient and effective regulatory environment. The OSC will strive to maintain Ontario as an attractive place to invest by fostering a securities market which provides investment opportunities and access to capital.

Strategic Challenges Facing the OSC

The OSC recognizes the challenges in its operating environment it must address to achieve its goals. These challenges take the form of changes to the business environment, capital markets, market participants and the regulatory framework.

Global Integration of Markets

Increasingly, the business environment is subject to global influences where firms are being serviced by integrated banking, insurance and securities conglomerates that operate worldwide. Capital flows quickly from market to market. New products and trading strategies developed in one market soon spread to all.

Rapid Pace of Technological Change

Technology is driving market innovation and facilitating the creation of increasingly more sophisticated financial products, trading techniques and strategies. More information is available faster to all investors. Transaction times have shortened, as have the windows of market opportunity. Competition between markets has increased as services formerly provided locally can now be supplied from remote locations using technology.

Rapid Growth of Market for Investment Funds

Investor participation in the investment fund sector is at record levels. This participation level presents challenges to the OSC to effectively inform and protect market participants. Investors are becoming increasingly active in seeking information and education about investments.

Increasing Dominance of the Secondary Market

Investor participation in the secondary markets has increased dramatically. At the time most securities legislation was designed, initial issues of securities constituted a substantial percentage of total trading volumes. Now, secondary market trading volumes are more than fifteen times primary market activities and that dominance is increasing.

Public Confidence in the Integrity of the Market

Market participants and investors want regulators to provide clearer rules, more accessible, user-friendly services and faster response times. Investors are demanding a greater sense of confidence in the integrity of the capital markets. As a result, regulators are being expected to establish standards which ensure the appropriate training and conduct of investment advisors and other registrants.

Strategic Objectives

The Ontario Securities Commission is committed to operating in a more strategic and accountable manner and to improving the efficiency and effectiveness of its operations. The Commission and its staff recognize stakeholder expectations for greater accountability to provide superior value for the resources used in carrying out its mandate.

As part of the planning process introduced in 1997, the OSC will undertake a full planning review every three years. The nature of many of the activities undertaken by the Commission is such that some can only be achieved over a number of years. Strategic objectives will be reviewed annually to ensure they remain consistent with current market requirements.

The objectives set out below are key to carrying out the Commission's mandate and meeting the needs of our constituents.

Foster Flexible Approaches which Maintain the Integrity of Capital Markets.

• Develop a more consistent regulatory framework through reformulation of Commission policies and rules.

• In cooperation with the other members of the Canadian Securities Administrators (CSA), continue to pursue national strategies which streamline regulatory processes for market participants, including mutual reliance initiatives in the areas of prospectus and application reviews and registration of market participants.

• Continue the shift from direct regulation to effective oversight of SROs.

• Streamline compliance requirements and enhance capital market access for small business.

• Continue to update and improve the regulatory regime related to mutual funds.

Ensure Fair, Firm and Effective Enforcement of Ontario Securities Law

• Optimize deterrence of market breaches through greater enforcement presence and visibility.

• Develop and implement risk based approaches to enforcement activities, including improved case assessment processes and increased focus on continuous disclosure reviews.

• Urge amendment of the legislation to introduce civil liability for misrepresentations in continuous disclosure documents and statements.

• Enhance regulatory efficiency and effectiveness through greater cooperation with other securities regulators and related enforcement agencies.

Communicate Proactively with Market Participants

• Implement education programs to enhance investor understanding and knowledge.

• Develop and implement initiatives to advise stakeholders of emerging investment issues.

• Improve the quality, consistency and timeliness of information provided to the public.

• Formalize communication processes and develop/strengthen relationships with the media and stakeholders.

Achieve Operational Excellence

• Complete the transition of the OSC to more independent status to meet current and future service demands.

• Develop and implement a human resources management framework which will allow the OSC to retain and attract required specialized expertise.

• Identify and address training needs and priorities.

• Implement information technology initiatives to improve operational program delivery.

• Enhance accountability by improving the performance management program. Establish internal operational performance measures related to quality, consistency, cost of service and timeliness.

Priorities for 1998/99

1998/99 will be a year of transition as the OSC faces the immediate challenge of completing the move to self-funded status. The resources associated with self-funding will be put in place over a two year period. In 1998/99, the process of hiring significant numbers of additional staff in the Market Operations and Enforcement Branches will begin.

During the first transition year, resources will be focused on the following key priorities:

• Developing the infrastructure required to effect the transition to a self-funded agency and recruiting additional skilled staff.
• Monitoring and coordinating industry progress in identifying and addressing Year 2000 issues.
• Harmonizing regulatory standards and completing memoranda of understanding in support of mutual reliance initiatives with other securities regulators in Canada.
• Continuing and substantially completing the Reformulation process.
• Finalizing responses to the TSE Report on Fragmentation and the Small Business Financing Task Force Report.
• Developing and implementing an effective program of oversight for self-regulatory organizations, including the new SRO for mutual fund dealers.
• Developing requirements for an integrated disclosure system.
• Developing and implementing new investor education programs.
• Commencing a review of fees in consultation with market participants and other Canadian securities regulators to develop a more stable, equitable revenue base.

In 1997/98, substantial progress was made in implementing OSC priorities. Draft legislation was prepared in response to the Allen Report recommendations and has been recommended to the government. With other members of the CSA, substantial work was undertaken to advance the mutual reliance initiative, including the drafting of a memorandum of understanding. Significant work was undertaken related to mutual funds: the sales practice rule was made in final form and the formation of a new self regulatory organization for mutual fund dealers is in process. Reformulation of rules continued and over twenty rules were finalized. In the area of investor education, the Commission participated extensively with other CSA members in activities related to Investor Education Week.

The OSC continues to work on other priorities such as enforcement, streamlining regulatory processes for registration and application review and introducing technology upgrades to more efficiently support the delivery of services. Program operational priorities for 1998/99 are set out in more detail below.

Operational Priorities

In the context of the longer term strategic objectives outlined above, each program area of the OSC has established operational priorities for the 1998/99 fiscal year. The priorities include the OSC's participation in the proposed initiatives set out by the CSA in its 1998/99 strategic plan.

CORPORATE OSC

• Raise the awareness of the Year 2000 issue in financial markets generally and among securities market participants in particular. Provide guidance to market participants as to their obligations under securities law regarding disclosure relating to the Year 2000. Encourage testing among market participants. Establish an industry wide committee to monitor progress and ensure the coordination of Year 2000 activities.

MARKET OPERATIONS

• Continue to perform risk-based compliance reviews of registrants.
• Develop and implement a program to conduct risk based compliance reviews of advisors.
• Require securities dealers and mutual fund dealers to become members of recognized SROs.
• Develop and implement an SRO regulatory compliance review program.
• Assist in the training of SRO compliance and examination staff.

• Participate in the implementation of mutual reliance systems among CSA members and assist with the provision of related training programs.

• Simplify the registration system by developing and commencing the implementation of a national approach to the management of registration information including a national electronic registration database, streamlined categories of registration and restructuring registration fees.

• Increase the emphasis on issues and activities relevant to the secondary market. Devote more resources to reviewing continuous disclosure filings of reporting issuers, particularly in the Canadian Dealing Network (CDN) market. Determine appropriate terms and conditions for recognition of CDN as a quotation and reporting system.

• Seek changes to the securities regulatory framework to introduce a more stringent, integrated disclosure system, including civil liability for misrepresentations in disclosure documents.

• Revise and streamline the requirements for applications for exemptive relief in order to eliminate routine applications and focus on novel or complex applications.

• Prepare an insider trading filing guide and develop (with Enforcement Branch) a program for selective review of insider filings.

ENFORCEMENT

• Hire skilled investigation and litigation staff to deal with the volume of complex cases expected from the greater emphasis in Market Operations on the review of continuous disclosure documents. The Branch will achieve greater coordination with the Market Operations and Corporate Relations Branches in order to effectively manage the additional investigations arising from increased emphasis on continuous disclosure and compliance review of mutual fund dealers. Investigation backlogs will be substantially eliminated.

• Devote greater resources to SRO oversight activities, through review, with other Branches, of matters referred from the SROs, review of SRO investigation files and on-site audits of SRO enforcement activities including TSE/CDN surveillance processes.

• Select files for investigation which involve issues of a serious and systemic nature and streamline the case assessment and case management process in order to maximize the impact of investigative efforts.

• Improve the quality and timeliness of information through greater cooperation with the TSE and other enforcement organizations and by developing and enhancing current and new technologies.

• Ensure that activities are coordinated with other regulators and law enforcement agencies.

POLICY DEVELOPMENT

• Complete the reformulation of the OSC's existing deemed rules into formal rules and policies.

• Finalize regulatory responses to the TSE Report on Market Fragmentation and the Small Business Financing Task Force Report.

CORPORATE RELATIONS

• Develop and implement a comprehensive communications strategy which will include:

• Strategic communications practices in support of the Commission's priorities and objectives;
• Media and public relations communications protocols.

• Complete a process review of the Inquiries and Complaints unit and implement the recommendations.

• Implement investor education initiatives.

CORPORATE SERVICES

• Support the administrative transition of the OSC to independent, self-funded status by developing and implementing human resource and financial policies, procedures and systems.

• Maximize technology opportunities to improve program delivery and position the OSC to be responsive to developments in the regulated marketplace.

• Complete the technology architecture project and update the OSC strategic information technology plan.
• Implement the recommendations of the CSA technology study in partnership with other members of the CSA and, where appropriate, SROs.

Conclusion

The priorities identified for the 1998/99 fiscal year reflect the continued focus of the OSC on functioning as a relevant and constructive force in Ontario's capital market.