EOLC Monthly Meeting - 05 Dec 2024 - Agenda — North Frontenac News Media

Published December 5, 2024

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Body: EOLC Type: Agenda Meeting: Regular Date: December 5, 2024 Collection: Council Agendas Municipality: Frontenac County

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Document Text

Eastern Ontario Leadership Council Agenda Thursday, December 5 – 1:00 p.m. Zoom

Agenda Page 1.

Call to Order/Welcome - Chair Jeff Leal

Declaration of Conflict of Interest

Adoption of the Agenda 3.1 Agenda of the December 5, 2024 Eastern Ontario Leadership Council Meeting Recommended Motion" “That the agenda of the December 5, 2024 Board of Directors of the Eastern Ontario Leadership Council Meeting be adopted as circulated.”

4 - 12

Approval of Minutes 4.1 Minutes of the November 7, 2024 Eastern Ontario Leadership Council Meeting Recommended Motion: “That the Minutes of the Board of Directors of the Eastern Ontario Leadership Council Meeting held November 7, 2024be adopted as circulated.” Minutes - EOLC Monthly Meeting - November 7, 2024

13 - 34

Delegations - 1:05 p.m. - 1:20 p.m. 5.1 EOLC Audit Report - Baker Tilly Recommended Motion: “That the EOLC approves the 2024 EOLC Audit Reporting Letter and EOLC Draft Financial Statements as presented.” 2024 EOLC Reporting Letter 2024 Eastern Ontario Leadership Council Draft Statements

Strategic Planning Session - Sheridan Graham / Kathy Wood - 1:20 p.m.

2:20 p.m.

Page 35 - 103

6.1

Please review the document attached titled “EOLC Board Planning Session V2 “, paying special attention to the slides highlighted with a green background in the full slide deck to ensure fulsome discussion and feedback. Our Goals for today include:  Review feedback  Discuss and finalize Vision Statement Mandate Statement  What do we want our agenda to be over the next six months? EOLC Board Planning Session v2

Website Migration and Refresh - Jason St.Pierre

EOLC 2025 Draft Schedule - Lauren Wilkinson 8.1 Draft EOLC 2025 Meeting Schedule

Verbal Partner Update

104

a) Eastern Ontario Wardens’ Caucus b) Eastern Ontario Mayors’ Caucus c) Ontario East Economic Development Commission d) Community Futures Eastern Ontario (CFEO) Network e) Eastern Ontario Regional Network 10.

Verbal Report of the Finance Committee - Chair Maureen Adams

Verbal Reports from the Working Group a) Integrated and Intelligent Transportation Systems – Maureen Adams b) Technology Integration and Innovation – Sheridan Graham c) Workforce Development and Deployment – Craig Desjardins d) Infrastructure – Jason St.Pierre 11.1 2024-10-07 - EOLC Innovation Working Group Minutes 2024-11-01 - EOLC Innovation Working Group Minutes

105 - 114

Correspondence Recommended Motion: “That the Correspondence report be received for information.”

Page 2 of 127

Page 115 - 127

12.1 Outgoing EOLC Resolution - Digital Main Street Funding - November 7, 2024 EOLC Letter - Thank you - November 1, 2024 - Rebecca Mustard EOLC Letter - Thank you - November 1, 2024 - Doug Allport EOLC Letter - Thank you - November 1, 2024 - Chris King EOLC Letter - Thank you - November 1, 2024 - Jason Dennison EOLC Letter - Thank you - November 1, 2024 - Glen LeClair EOLC Letter - Thank you - November 1, 2024 - Jean-Baptiste Litrico EOLC Letter - Thank you - November 1, 2024 - MP Francis Drouin EOLC Letter - Thank you - November 13, 2024 - Charlene Pineda EOLC Letter - Thank you - November 13, 2024 - Ann-Marie KelleherByers EOLC Letter - Thank you - November 13, 2024 - Darla Price EOLC Letter - Thank you - November 13, 2024 - Mark Kirkpatrick 12.2 Incoming 13.

Consideration of By-Laws

Date of the Next Meeting TBD (Note: A calendar invite has been sent for the first Thursday of each month. The Chair may cancel depending on the workload.)

Adjournment Recommended Motion: “That the December 5, 2024 meeting of the Board of Directors of the Eastern Ontario Leadership Council be adjourned”.

Page 3 of 127

Minutes Eastern Ontario Leadership Council Thurs, November 7, 2024 – 1:00 p.m. Virtual Present: Chair Jeff Leal, Vice-Chair Bonnie Clark, Mayor Doug Elmslie, Sheridan Graham, Jay Amer, Cyndy Palleske, Mayor John Beddows, Maureen Adams, Craig Desjardins Regrets: Jason St.Pierre Others: Kathy Wood, Meredith Staveley-Watson, Sarah McDougall-Perrin, Lauren Wilkinson 1.

Call to Order/Welcome - Chair Jeff Leal Chair Jeff Leal called the meeting to order at 1:01 p.m.

Declaration of Conflict of Interest – none

Adoption of the Agenda 3.1. Agenda of the November 7, 2024 Eastern Ontario Leadership Council Meeting Motion “That the Agenda of the November 7, 2024 Board of Directors of the Eastern Ontario Leadership Council Meeting be adopted as circulated.” Moved by: Mayor Doug Elmslie Seconded by: Vice-Chair Bonnie Clark Carried

Approval of Minutes 4.1. Minutes of the October 3, 2024 Eastern Ontario Leadership Council Meeting Motion “That the minutes of the Board of Directors of the Eastern Ontario Leadership Council held on October 3, 2024 be approved as presented.” Moved by: Vice-Chair Bonnie Clark Seconded by: Mayor Doug Elmslie Carried

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Update on Strategic Planning Process - Sheridan Graham / Kathy Wood 5.1. 1:1 Consultation Interviews • •

Kathy Wood provided an update on the status of the consultations conducted by Suzanne Gibson 12 participants were agreed to be interviewed, and the consultation process has now concluded

5.2. Working Group Consultation/Reconstitution •

• •

Kathy Wood provided an update on the status of the Working Groups (WGs), including that they have reconvened and the Transportation and Workforce WGs were able to meet and focus on refining the groups objectives The groups provided feedback on the draft consultation package that emerged from the September 5th meeting The group discussed outlining goals and bringing that forward to the next meeting

Motion: “That the Strategic Planning Process update be received for information.” Moved by: Mayor Doug Elmslie Seconded by: Vice-Chair Bonnie Clark Carried

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Verbal Partner Update a) Eastern Ontario Wardens’ Caucus •

•

• •

Vice-Chair Bonnie Clark gave an update on the latest EOWC meeting, which included a presentation from Jake Brockman (Uber) on rural rideshare, discussion of 2025 OPP billing statements, and continued support for the Environmental Leadership Canada Municipal Internship program. There was a discussion of the call to address homelessness and encampments that came from OBCM. A letter was signed by 12 mayors promotes using the notwithstanding clause for enforcement, EOWC has not signed it. EOWC is hosting their inaugural meeting on January 9-10, 2025, in Kingston, ON and inviting regional MPs and MPPs. Discussion on the Uber presentation – Uber lobbying for provincial support to expand ridesharing in rural areas. There’s interest in using existing transportation resources more inclusively, though current services like buses remain underutilized. Discussion on the OPP billing statement piece, including that rising costs can partially be attributed due to CSPA mandate. Discussed potential repurposing of school buses for public transport in rural areas in the future, as there are still many challenges with buses and routes.

b) Eastern Ontario Mayors’ Caucus • Sarah McDougall-Perrin gave an update including the upcoming meeting scheduled to discuss governance, transition of the Chair position, and staffing considerations. c) Ontario East Economic Development Commission • Jay Amer provided an update including that OEMC has been busy with events, including Queen’s Park Day with Economic Developers of Ontario, where meetings were held with MPPs and various ministries. • Quarterly meeting in Kingston on December 6th will discuss updates on the foreign development strategy. • Focus remains on promoting funding opportunities and supporting economic development initiatives. d) Community Futures Eastern Ontario (CFEO) Network • Cyndy Palleske gave an update including that there were new FedDev Ontario funding streams announced on October 22, with a deadline of December 20, focusing on three new streams including AI, homebuilding innovation, and development. • Upcoming events include the Leeds Grenville Economic Summit and Global Entrepreneurship Week.

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• • • • •

Northumberland transitioning to “Nventure” and adjusting its operational model. Community Futures continuing to see increasing small business closures, loan defaults, and difficulties in accessing capital due to delayed government contracts and lack of succession planning. Noted that loan defaults have increased since the pandemic, with businesses struggling to stay afloat. Discussed the need for regional data on loan defaults; Cyndy will provide details when available. 267 Community Futures offices exist across Canada, with a significant portion in Ontario. A performance evaluation survey will be conducted in November.

e) Eastern Ontario Regional Network • Vice-Chair Bonnie Clark gave an overview including that EORN had changed their letters of patent to include a wider scope of projects under their non-profit status and the change in contract from Rogers to Redwood. Motion: “That the Verbal Partner update be received for information.” Moved by: Vice-Chair Bonnie Clark Seconded by: Mayor John Beddows Carried

Report of the Project Coordinator - Kathy Wood • Current focus areas include: o Strategic planning process support o Finance committee / treasurer support in closing off audit from 2023 – 2024, including getting the signing officer documentation to TD to formally move the responsibility of EOLCs funds to Maureen and Rebecca at SDG o Providing website migration support Motion: “That the Report of the Project Coordinator be received for information.” Moved by: Mayor John Beddows Seconded by Vice-Chair Bonnie Clark Carried

Verbal Report of the Finance Committee - Chair Maureen Adams •

Limited updates, currently focused on finalizing the audit.

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• •

A meeting is scheduled with Baker Tilly to wrap up the process. No significant changes in funding or additional charges have been incurred recently.

Motion: “That the Verbal Report of the Finance Committee be received for information.” Moved by: Vice-Chair Bonnie Clark Seconded by: Mayor John Beddows Carried 9.

Verbal Reports from the Working Groups a) Integrated and Intelligent Transportation Systems – Maureen Adams • Reconvened the working group, leading to productive discussions and positive feedback on the consultation package. • Focused feedback related to potential projects in respect to road safety and exploring AI technology. • Discussed infrastructure required to support EV growth and engaging with the Ministry of Transportation (MTO) on future needs. • Overall, the group was receptive to the direction and strategies discussed. b) Innovation – Cyndy Palleske • The Innovation working group met, with Maureen joining as all chairs are now involved. • Discussed the proposed vision statement, with recommendations to make it bolder, positioning EOLC as a think tank and thought leader. • Recommended adopting the Innovation Committee as a group to support other working groups and enhance data management. • Emphasis on breaking down silos and fostering collaboration across groups. • Discussed a forward-looking approach while being mindful of present needs. c) Workforce Development, Deployment and Housing – Craig Desjardins • Held a successful meeting with previous members, including a guest (Regional Director, MLITSD). • Received feedback on the consultation package and provided an overview of workforce challenges, particularly acute occupational shortages and connections to post-secondary institutions. • Discussed initiatives like attracting recent graduates and addressing the cost barriers for new practitioners, especially in healthcare. • Highlighted the need for strategic funding to address shortages and

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systemic challenges. d) Infrastructure - Jason St.Pierre • No update. Motion: “That the Verbal Reports from the Working Groups be received for information.” Moved by: Mayor John Beddows Seconded by: Mayor Doug Elmslie Carried

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10.

Digital Main Street Program Support - Vice-Chair Bonnie Clark / Sheridan Graham Recommended Resolution: “Whereas since 2016, the Digital Main Street program across Ontario has supported more than 87,000 entrepreneurs and small businesses by providing no cost support that includes tailored digital strategies, tools, consultations, online education, and training events; and Whereas since 2016, the Digital Main Street program across Ontario has supported the creation of more than 3,000 jobs for youth and young adults; and Whereas Digital Main Street supports businesses and offers services throughout the EOLC’s member municipalities; and Whereas the Digital Main Street program has become a synchronous natural extension of the work our local municipalities and Small Business Enterprise Centers (SBECs) do to support small business, and acts harmoniously to provide support in another key area for businesses; and Whereas In addition to working with businesses that are just at the start of their digital transformation, the Digital Main Street program offers support to businesses at any stage and within any industry; and Whereas this support comes in the form of supporting them with digital transformation, new sales/revenue channels, and leveraging digital tools/technologies at every step of their journey to help their business, as well as ensure they and their clients remain secure and protected in light of the increase in cyber attacks; and Whereas, operating funding has been discontinued, impacting the ability to maintain services, eliminating the time spent with business owners on this critical support, time spent in the community working with business owners directly; and Whereas the uncertainty of continued funding, makes budgeting and longterm planning difficult; and Whereas Digital Main Streets Transfer Payment Agreements with the Ministry of Economic Development, Job Creation and Trade, expired on March 31, 2024.

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Therefore be it resolved that the EOLC request that the Province continue to fund Digital Main Street in line with the needs of our small businesses across Ontario; and Further That a copy of this resolution be sent to Honourable Vic Fedeli, Minister of Economic Development, Job Creation & Trade; MPP Effie J. Triantafilopoulos, Parliamentary Assistant to the Minister of Economic Development, Job Creation and Trade; MPP Andrew Dowie, Parliamentary Assistant to the Minister of Economic Development, Job Creation and Trade; MPP Nina Tangri, Associate Minister of Small Business; Stephen Rhodes, Deputy Minister for Economic Development, Job Creation & Trade; Anne Bermonte, Assistant Deputy Minister, Innovation and Economic Partnerships Division, Ministry of Economic Development, Job Creation and Trade.” Moved by: Vice-Chair Bonnie Clark Seconded by: Mayor Doug Elmslie Carried 11.

Correspondence 11.1. Outgoing 11.2. Incoming Motion: “That the Incoming and Outgoing correspondence reports be received for information.” Moved by: Mayor John Beddows Seconded by: Mayor Doug Elmslie Carried

Consideration of By-Laws

Date of the Next Meeting November 27, 2024 at 9:00am Kingston, ON (Note: A calendar invite has been sent for the first Thursday of each month. The Chair may cancel depending on the workload.)

Adjournment Motion: “That the November 7, 2024 meeting of the Board of Directors of the Eastern Ontario Leadership Council be adjourned at 2:05 p.m.”

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Moved by: Vice-Chair Bonnie Clark Seconded by: Mayor Doug Elmslie Carried

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November 27, 2024 Members of the Board of Directors Eastern Ontario Leadership Council 200-205 Dundas St. East Belleville, Ontario K8N 3A9

Baker Tilly KDN LLP 272 Charlotte St. Peterborough, ON Canada K9J 2V4 T: (705) 742-3418 F: (705) 742-9775 www.bakertilly.ca

Re: Audit of the Financial Statements of Eastern Ontario Leadership Council We have been engaged to express an audit opinion on the financial statements of Eastern Ontario Leadership Council (“the organization”) for the year ended March 31, 2024. We have substantially completed our audit and are pleased to report on the following items. The purpose of this report is to summarize certain aspects of the audit that we believe to be of interest to the Board of Directors. This report should be read in conjunction with the draft financial statements and our report thereon. Auditor Independence Canadian Auditing Standards (“CAS”) require communications with audit committees, or other appropriate parties responsible for governance, at least annually, regarding all relationships between the organization and our Firm that, in our professional judgement, may reasonably be thought to bear on our independence. Paragraph 17 of CAS 260 requires (for listed entities) that the auditor communicate with those charged with governance stating that the engagement team and others in the firm as appropriate, the firm and, when applicable, network firms have complied with relevant ethical requirements regarding independence. Through our planning process, we identify any potential independence threats and communicate any concerns we identify. The organization, management and the Board of Directors have a proactive role in this process, and are responsible for understanding the independence requirements applicable to the organization and its auditor. You must bring to our attention any changes in the threshold status of the organization, any concerns you may have, or any knowledge of situations or relationships between the organization, management, personnel (acting in an oversight or financial reporting role) and our Firm, its partners/principals and audit team personnel that may reasonably be thought to bear on our independence. In determining which relationships to report, these standards require us to consider relevant rules and related interpretations prescribed by the Chartered Professional Accountants of Ontario and applicable legislation, covering such matters as: (a) Holding a financial interest, either directly or indirectly, in a client; (b) Holding a position, either directly or indirectly, that gives the right or responsibility to exert significant influence over the financial or accounting policies of a client; (c) Personal or business relationships of immediate family, close relatives, partners or retired partners, either directly or indirectly, with a client;

EOLC Audit Report -Page Baker 13 Tillyof 127

(d) Economic dependence on a client; and (e) Provision of services in addition to the audit engagement. In accordance with our professional requirements, we advise you that we are not aware of any relationships between the organization and our Firm that, in our professional judgement, may reasonably be thought to bear on our independence. Accordingly, we hereby confirm that our audit engagement team, our Firm and the other Baker Tilly Canada offices are independent with respect to the organization within the meaning of the Code of Professional Conduct Rule 204 of the Chartered Professional Accountants of Ontario. Our Responsibilities as Auditor As stated in the engagement letter, our responsibility as auditor of your organization is to express an opinion on whether the financial statements present fairly, in all material respects, the financial position, results of operations and cash flows of the organization in accordance with Canadian Accounting Standards for Not-for-Profit Organizations. An audit is performed to obtain reasonable but not absolute assurance as to whether the financial statements are free of material misstatement. Due to the inherent limitations of an audit, there is an unavoidable risk that some misstatements of the financial statements will not be detected (particularly intentional misstatements concealed through collusion), even though the audit is properly planned and performed. Our audit includes: · · · · ·

Assessing the risk that the financial statements may contain material misstatements that, individually or in the aggregate, are material to the financial statements taken as a whole; Examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements; Assessing the accounting principles used, and their application; Assessing the significant estimates made by management; Concluding on the appropriateness of management’s use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the organization’s ability to continue as a going concern; and Evaluating the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation.

As part of our audit, we obtained a sufficient understanding of the business and internal control structure of the organization to plan the audit. This included management’s assessment of: · ·

The risk that the financial statements may be materially misstated as a result of fraud and error; and The internal controls put in place by management to address such risks.

The engagement team undertook a documented planning process prior to commencement of the audit to identify concerns, address independence considerations, assess the engagement team requirements, and plan the audit work and timing.

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An audit does not relieve management or those responsible for governance of their responsibilities for the preparation of the organization’s financial statements. The firm maintains a system of quality management that supports the consistent performance of quality audit engagements. Board of Directors’ Responsibilities The Board of Directors’ role is to act in an objective, independent capacity as a liaison between the auditor and management to ensure the auditor has a facility to consider and discuss governance and audit issues with parties not directly responsible for operations. The Board of Directors’ responsibilities include: · · · ·

· ·

Being available to assist and provide direction in the audit planning process when and where appropriate; Meeting with the auditor as necessary and prior to release and approval of financial statements to review audit, disclosure and compliance issues; Where necessary, reviewing matters raised by the auditor with appropriate levels of management, and reporting back to the auditor their findings; Making known to the auditor any issues of disclosure, corporate governance, fraud or illegal acts, non-compliance with laws or regulatory requirements that are known to them, where such matters may impact the financial statements or Independent Auditor’s Report; Providing guidance and direction to the auditor on any additional work the auditor feels should be undertaken in response to issues raised or concerns expressed; Making such enquiries as appropriate into the findings of the auditor with respect to corporate governance, management conduct, cooperation, information flow and systems of internal controls; and Reviewing the draft financial statements prepared by management, including the presentation, disclosures and supporting notes and schedules, for accuracy, completeness and appropriateness, and then approve the draft financial statements.

At the end of our audit, we are required to evaluate, as part of our audit, whether the two-way communication between us and the audit committee has been adequate for the purpose of the audit. Audit Approach Outlined below are certain aspects of our audit approach which are intended to help you in discharging your oversight responsibilities. Our general approach to the audit of Eastern Ontario Leadership Council was to assess the risks of material misstatement in the financial statements and then respond by designing audit procedures. Independent Auditor’s Report We anticipate that our Independent Auditor’s Report will be issued without modification. Our Independent Auditor’s Report will be dated no earlier than the date on which we have obtained sufficient appropriate audit evidence on which to base our audit opinion on the financial statements, including evidence that all the statements and disclosures that comprise the financial statements have been prepared and the Board of Directors has approved the financial statements.

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Illegal Acts, Fraud, Intentional Misstatements and Errors Our auditing procedures, including tests of your accounting records, were limited to those considered necessary in the circumstances and will not necessarily disclose all illegal acts should any exist. Under CAS, we consider the organization’s control environment, governance structure, circumstances encountered during the audit and the potential likelihood of fraud and illegal acts occurring. These procedures are not designed to test for fraudulent or illegal acts, nor will they necessarily detect such acts or recognize them as such, even if the effect on the financial statements is material. However, should we become aware that an illegal or possibly illegal act or act of fraud may have occurred, other than one considered clearly inconsequential, we will communicate directly to the Board of Directors. It is our responsibility to maintain professional skepticism throughout the audit. This recognizes the possibility that a material misstatement due to fraud could exist, notwithstanding our past experience of the honesty and integrity of the organization’s management and the audit committee. It is management’s responsibility to detect and prevent illegal action. If such acts are discovered or the Board of Directors members become aware of circumstances under which the organization may have been involved in fraudulent, illegal or regulatory non-compliance situations, such circumstances must be disclosed to us. Testing during our audit did not reveal any illegal, improper or questionable payments or acts, nor any acts committed with the intent to deceive, involving either misappropriation of assets or misrepresentation of assets or misrepresentation of financial information. Related Party Transactions During our audit, we conduct various tests and procedures to identify transactions considered to involve related parties. Related parties exist when one party has the ability to exercise, directly or indirectly, control, joint control or significant influence over the other. Two or more parties are related when they are subject to common control, joint control or common significant influence. Related parties also include management, directors and their immediate family members and companies with which these individuals have an economic interest. All related party transactions that were identified during the audit have been represented by management to have been disclosed in the notes to financial statements, recorded in accordance with Canadian Accounting Standards for Not-for-Profit Organizations, and have been reviewed with you. Management has advised that no other related party transactions have occurred that have not been disclosed to us. The Board of Directors is required to advise us if it is aware of or suspects any other related party transactions have occurred, which have not been disclosed in the financial statements. Significant Accounting Principles and Policies Management is responsible for the appropriate selection and application of accounting policies. Our role is to review the appropriateness and application as part of our audit. The significant accounting principles and policies are disclosed in the notes to the financial statements.

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The accounting policies adopted may be acceptable policies under Canadian Accounting Standards for Not-for-Profit Organizations; however, alternative policies may also be acceptable under Canadian Accounting Standards for Not-for-Profit Organizations. The organization and the Board of Directors have a responsibility to not adopt extreme or inappropriate interpretations of Canadian Accounting Standards for Not-for-Profit Organizations that may have inappropriate or misleading results. Alternative policies, if adopted, may produce significant changes in the reported results of the operations, financial position and disclosures of the organization. The Board of Directors has a responsibility to review the accounting policies adopted by the organization, and where alternative policies are available, make determinations as to the most appropriate policies to be adopted in the circumstances. If members of the Board of Directors believe that the adoption or change in accounting policy may produce an inappropriate or misleading result in financial reporting or disclosure, this concern must be discussed with management and us. There were no new accounting policies adopted or changes to the application of accounting policies of the organization during the year. Accounting Estimates Management is responsible for the accounting estimates included in the financial statements. Estimates and the related judgements and assumptions are based on management’s knowledge of the business and past experience about current and future events. Our responsibility as auditor is to obtain sufficient appropriate evidence to provide reasonable assurance that management’s accounting estimates are reasonable within the context of the financial statements as a whole. An audit includes performing appropriate procedures to verify the: · · · · · ·

Calculation of accounting estimates; Analyzing of key factors such as underlying management assumptions; Materiality of estimates individually and in the aggregate in relation to the financial statements as a whole; Estimate’s sensitivity to variation and deviation from historical patterns; Estimate’s consistency with the entity’s business plans; and Other audit evidence.

Risk-based Our risk-based approach focuses on obtaining sufficient appropriate audit evidence to reduce the risk of material misstatement in the financial statements to an appropriately low level. This means that we focus our audit work on areas that have a higher risk of being materially misstated. Materiality Materiality is used throughout the audit and in particular when: a) Identifying and assessing risk of material misstatement; b) Determining the nature, timing and extent of further audit procedures; and c) Evaluating the effect of uncorrected misstatements, if any, on the financial statements and in forming an opinion on the Auditor’s Report.

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Materiality is defined as: Materiality is the term used to describe the significance of financial statement information to decision makers. An item of information, or an aggregate of items, is material if it is probable that its omission or misstatement would influence or change a decision. Materiality is a matter of professional judgement in the particular circumstances. We used an overall materiality of $1,500 and a performance materiality of $1,275. Audit Procedures The objective of the tests of controls is to evaluate whether certain controls operated effectively. The objective of the tests of details is to detect material misstatements in the account balances and transaction streams. Substantive analytical procedures are used to identify differences between recorded amounts and predictable expectations in larger volumes of transactions over time. In response to our risk assessment and based on our understanding of internal controls, we adopted a substantive approach for the audit. Evaluation of Internal Controls Audits include a review and evaluation of the system of internal controls to assist in determining the level of reliance that may or should be placed on the system in assessing the nature and extent of audit procedures to be undertaken. There are no internal control matters that we wish to bring to your attention. Significant Matters Discussed With Management There were no significant matters arising from the audit discussed with management. Written Representations Requested From Management As part of our audit, we request that management prepare a letter to us to re-affirm various representations that they have provided to us and we have relied upon. A copy of this letter is attached for your convenience. Significant Misstatements In the course of our audit, we have not found any material misstatements or unadjusted items that, in aggregate, exceed materiality thresholds established for the audit, nor have we found significant misstatements that would likely cause future financial statements to be materially misstated. Uncorrected Misstatements In the course of our audit, we have not identified any uncorrected financial statement misstatements. Significant Unusual Transactions We are not aware of any significant transactions entered into by the organization that you should be informed about.

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Disagreements with Management We are required to communicate any disagreements with management, whether or not resolved, about matters that are individually or in aggregate significant to the organization’s financial statements or Auditor’s Report. Disagreements may arise over: · · · · ·

Selection or application of accounting principles; Assumptions and related judgements for accounting estimates; Financial statement disclosures; Scope of the audit; or Wording of the Auditor’s Report.

In the course of our audit, we did not have any significant disagreements with management, nor were we under any significant time pressures or poor working conditions. We are not aware of any cause for concern as to management’s attitude, competence or credibility with respect to matters affecting the financial statements. Difficulties Encountered During the Audit We encountered no significant difficulties during our audit that should be brought to the attention of the Board of Directors. Management Letter During our audit, we did not note any significant issues on internal controls to report to management. Conclusion We wish to express our appreciation for the co-operation we received during the audit from the organization’s management. Should any member of the Board of Directors wish to discuss or review any matter addressed in this letter or any other matters related to financial reporting, please do not hesitate to contact us at any time. To ensure there is a clear understanding and record of the matters discussed, we ask that members of the Board of Directors sign their acknowledgement in the spaces provided below. Yours truly,

per:

Richard Steiginga, CPA, CA Partner

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Acknowledgement of Board of Directors: We have read the above disclosures. Eastern Ontario Leadership Council

Name

Date

Name

Date

EOLC Audit Report -Page Baker 20 Tillyof 127

Eastern Ontario Leadership Council 200-205 Dundas St. East Belleville, Ontario K8N 3A9 November 27, 2024 Baker Tilly KDN LLP 272 Charlotte St. Peterborough, Ontario K9J 2V4 Canada Attention: Richard Steiginga, CPA, CA Dear Sir: This representation letter is provided in connection with your audit of the financial statements of Eastern Ontario Leadership Council (the “organization”) for the year ended March 31, 2024 for the purpose of expressing an opinion as to whether the financial statements are presented fairly, in all material respects, in accordance with Canadian Accounting Standards for Not-for-Profit Organizations. We confirm that: Financial statements 1.

We have fulfilled our responsibilities, as set out in the terms of the audit engagement letter dated May 9, 2024 for the preparation of the financial statements in accordance with Canadian Accounting Standards for Not-for-Profit Organizations; in particular, the financial statements are fairly presented in accordance therewith.

We acknowledge our responsibility for the design, implementation and maintenance of internal control to prevent and detect fraud.

We have assessed that the organization is able to continue as a going concern and the financial statements have been prepared on a going concern basis.

The methods, the data, and the significant assumptions used in making accounting estimates and their related disclosures are appropriate to achieve recognition, measurement or disclosure that is reasonable in the context of the applicable financial reporting framework.

Related-party relationships and transactions have been appropriately accounted for and disclosed in accordance with the requirements of Canadian Accounting Standards for Not-for-Profit Organizations.

There have been no events subsequent to the date of the financial statements up to the date hereof that would require recognition or disclosure in the financial statements. Furthermore, there have been no events subsequent to the date of the comparative financial statements that would require adjustment of those financial statements and the related notes.

Unrecorded adjustments at year end are trivial in amount and nature, therefore the effects of unrecorded adjustments are, both individually and in the aggregate, immaterial to the financial statements.

The accounting policies selected and the application thereof is appropriate, including those for complex areas of accounting and areas involving management’s judgement and estimates, for example, revenue recognition, fair value measurements, transfers of receivables, hedging relationships and consolidation of variable interest entities. 1

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We have no plans or intentions that may materially affect the carrying value or classification of assets and liabilities reflected in the financial statements.

We are aware of the environmental laws and regulations that impact on our organization and we are in compliance. There are no known environmental liabilities that have not been accrued for or disclosed in the financial statements.
The nature of all material measurement uncertainties has been appropriately disclosed in the financial statements, including all estimates where it is reasonably possible that the estimate will change in the near term and the effect of the change could be material to the financial statements.
We have informed you of all outstanding and possible claims, whether or not they have been discussed with legal counsel.
There are no derivative or off-balance sheet financial instruments held at year end.
We have made the appropriate determination, accounting and disclosure in the financial statements of the costs, assets and obligations associated with employee future benefits.
All liabilities and contingencies, including those associated with guarantees, whether written or oral, have been disclosed to you and are appropriately reflected in the financial statements.
The organization has satisfactory title to all assets, and there are no liens or encumbrances on the organization’s assets. Information provided
We have provided you with:

Access to all information of which we are aware that is relevant to the preparation of the financial statements such as records, documentation and other matters;

Additional information that you have requested from us for the purpose of the audit; and

Unrestricted access to persons within the organization from whom you determined it necessary to obtain audit evidence.

All transactions have been recorded in the accounting records and are reflected in the financial statements.
We have disclosed to you the results of our assessment of the risk that the financial statements may be materially misstated as a result of fraud.
We have disclosed to you all information in relation to fraud or suspected fraud that we are aware of and that affects the organization and involves:

Management;

Employees who have significant roles in internal control; or

Others where the fraud could have a material effect on the financial statements.

We have disclosed to you all information in relation to allegations of fraud, or suspected fraud, affecting the organization’s financial statements communicated by employees, former employees, analysts, regulators or others.
We have disclosed to you, and the organization has complied with, all aspects of contractual agreements that could have a material effect on the financial statements in the event of noncompliance, including all covenants, conditions or other requirements of all outstanding debts.

EOLC Audit Report -Page Baker 22 Tillyof 127

23. We have disclosed to you all known instances of non-compliance or suspected non-compliance with laws and regulations whose effects should be considered when preparing financial statements. 24. We have disclosed to you the identity of the organization’s related parties and all the related-party relationships and transactions of which we are aware. 25. The minute books of the organization are a complete record of all meetings and resolutions of the organization throughout the year and to the present date. Journal entry approval 26. We approve of and acknowledge responsibility for the journal entries summarized in the accompanying schedule. Yours very truly,

Project Coordinator, Eastern Ontario Leadership Council

Treasurer, Eastern Leadership Council

EOLC Audit Report -Page Baker 23 Tillyof 127

Ontario

Eastern Ontario Leadership Council

E45F. 1

Year End: March 31, 2024 Baker Tilly proposed Journal Entries for Management approval Date: 4/01/23 To 3/31/24 Number

Date

Type

Name

Account No

BT01 BT01

3/31/24 3/31/24

N N

Accruals Audit

2001 5008

Debit

Credit 5,000.00

5,000.00

To set up current year audit accrual BT02 BT02

3/31/24 3/31/24

N N

Prepaid expenses Website

1200 5003

461.38 461.38

To record prepaid portion of web hosting services BT03 BT03 BT03 BT03 BT03 BT03 BT03 BT03

3/31/24 3/31/24 3/31/24 3/31/24 3/31/24 3/31/24 3/31/24 3/31/24

N N N N N N N N

CRA-HST Refundable Financial General Website Facilitation Legal Accommodation and travel Project Application Development

1101 5001 5002 5003 5005 5006 5007 5009

1,195.43 467.95 396.33 72.74 126.17 34.16 24.50 73.58

To adjust HST rebate for difference between ITC and NPO rebate amounts 6,656.81

Net Income (Loss)

11/22/24 4:20 PM

EOLC Audit Report -Page Baker 24 Tillyof 127

6,656.81

19,719.64

Page

EASTERN ONTARIO LEADERSHIP COUNCIL FINANCIAL STATEMENTS MARCH 31, 2024

EOLC Audit Report -Page Baker 25 Tillyof 127

EASTERN ONTARIO LEADERSHIP COUNCIL FINANCIAL STATEMENTS MARCH 31, 2024

TABLE OF CONTENTS Page Number INDEPENDENT AUDITOR’S REPORT FINANCIAL STATEMENTS Statement of Financial Position

Statement of Operations and Changes in Fund Balance

Statement of Cash Flows

Notes to the Financial Statements

EOLC Audit Report -Page Baker 26 Tillyof 127

4-6

INDEPENDENT AUDITOR’S REPORT To the Directors of Eastern Ontario Leadership Council Opinion We have audited the financial statements of Eastern Ontario Leadership Council (the Organization), which comprise the statement of financial position as at March 31, 2024, the statements of operations and changes in fund balance and cash flows for the year then ended, and notes to the financial statements, including a summary of significant accounting policies. In our opinion, the accompanying financial statements present fairly, in all material respects, the financial position of the Organization as at March 31, 2024, and the results of its operations and its cash flows for the year then ended in accordance with Canadian Accounting Standards for Not-for-Profit Organizations. Basis for Opinion We conducted our audit in accordance with Canadian generally accepted auditing standards. Our responsibilities under those standards are further described in the Auditor’s Responsibilities for the Audit of the Financial Statements section of our report. We are independent of the Organization in accordance with the ethical requirements that are relevant to our audit of the financial statements in Canada, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Responsibilities of Management and Those Charged with Governance for the Financial Statements Management is responsible for the preparation and fair presentation of the financial statements in accordance with Canadian Accounting Standards for Not-for-Profit Organizations, and for such internal control as management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, management is responsible for assessing the Organization’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless management either intends to liquidate the Organization or to cease operations, or has no realistic alternative but to do so. Those charged with governance are responsible for overseeing the Organization’s financial reporting process.

EOLC Audit Report -Page Baker 27 Tillyof 127

Auditor’s Responsibilities for the Audit of the Financial Statements Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with Canadian generally accepted auditing standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. As part of an audit in accordance with Canadian generally accepted auditing standards, we exercise professional judgment and maintain professional skepticism throughout the audit. We also: •

Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.

•

Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Organization’s internal control.

•

Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by management.

•

Conclude on the appropriateness of management’s use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Organization’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the Organization to cease to continue as a going concern.

•

Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation.

We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit. Chartered Professional Accountants Licensed Public Accountants Peterborough, Ontario November 27, 2024

EOLC Audit Report -Page Baker 28 Tillyof 127

EASTERN ONTARIO LEADERSHIP COUNCIL STATEMENT OF FINANCIAL POSITION As at March 31, 2024 2024 $

2023 $

79,728 25,000 393 461

160,844 5,650 43,364

105,582

209,858

Current liabilities Accounts payable and accrued liabilities

9,961

133,955

Fund balance Unrestricted

95,621

75,903

105,582

209,858

ASSETS Current assets Cash Accounts receivable HST receivable Prepaid expenses

LIABILITIES AND FUND BALANCE

The accompanying notes are an integral part of these financial statements 1

EOLC Audit Report -Page Baker 29 Tillyof 127

EASTERN ONTARIO LEADERSHIP COUNCIL STATEMENT OF OPERATIONS AND CHANGES IN FUND BALANCE For the Year Ended March 31, 2024 Budget 2024 $ (Unaudited)

2024 $

2023 $

Revenue Partner contributions (note 3) One Window Project (note 3) Province of Ontario (Labour Market AI Project) Interest

50,000 1,057

50,000 1,858

50,000 55,340 493,751

Total revenue

51,057

51,858

599,091

Expenditure General Commuter Strategy contribution (note 3) One Window Project Labour Market AI Project

51,155

32,140

35,771 3,585 58,874 493,751

Total expenditure

51,155

32,140

591,981

(98)

19,718

7,110

Fund balance - beginning of year

75,903

68,793

Fund balance - end of year

75,805

95,621

75,903

Excess (deficiency) of revenue over expenditure for the year

The accompanying notes are an integral part of these financial statements 2

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EASTERN ONTARIO LEADERSHIP COUNCIL STATEMENT OF CASH FLOWS For the Year Ended March 31, 2024 2024 $

2023 $

19,718

7,110

(19,350) 42,971 (461) (123,994)

63,143 (43,364) 133,955

(100,834)

153,734

Increase/(decrease) in cash

(81,116)

160,844

Cash - beginning of year

160,844

Cash - end of year

79,728

160,844

CASH PROVIDED FROM (USED FOR): Operating activities Excess of revenue over expenditure for the year Changes in non-cash working capital items Accounts receivable HST receivable Prepaid expenses Accounts payable and accrued liabilities

The accompanying notes are an integral part of these financial statements 3

EOLC Audit Report -Page Baker 31 Tillyof 127

EASTERN ONTARIO LEADERSHIP COUNCIL NOTES TO THE FINANCIAL STATEMENTS For the Year Ended March 31, 2024

NATURE OF OPERATIONS Eastern Ontario Leadership Council (EOLC) was incorporated without share capital on February 8, 2021 to review and oversee the implementation of the Eastern Ontario Economic Development Strategy. EOLC comprises of five partnership groups in Eastern Ontario who work collectively to implement development strategy.

SIGNIFICANT ACCOUNTING POLICIES These financial statements have been prepared in accordance with Canadian Accounting Standards for Not-for-Profit Organizations. Significant aspects of the accounting policies are as follows: (a) Recognition of Revenues and Expenses Revenues and expenses are reported on the accrual basis of accounting. The accrual basis of accounting recognizes revenues in the period in which the transactions or events occurred that give rise to the revenue; expenses are recognized in the period the goods or services are acquired and a legal liability is incurred or transfers are due. Government funding is recognized in the financial statements as revenues in the period in which events giving rise to the transfers occur, providing the transfers are authorized, any eligibility criteria have been met, and reasonable estimates of the amounts can be made. Partner contributions are recognized in the financial statements as revenue in the period to which the contributions relate. (b) Measurement of Financial Instruments (i) Measurement The Organization initially measures its financial assets and financial liabilities at fair value adjusted by, in the case of a financial instrument that will not be measured subsequently at fair value, the amount of transaction costs directly attributable to the instrument. The Organization subsequently measures its financial assets and financial liabilities at amortized cost. Changes in fair value are recognized in the statement of operations. Financial assets measured at amortized cost include accounts receivable and HST receivable. Financial liabilities accrued liabilities.

measured

amortized

cost

include

accounts payable

and

Financial assets measured at fair value include cash. (ii) Impairment Financial assets measured at amortized cost are tested for impairment when there are indicators of possible impairment. When a significant adverse change has occurred during the period in the expected timing or amount of future cash flows from the financial asset or group of assets, a write-down is recognized in the statement of operations.

EOLC Audit Report -Page Baker 32 Tillyof 127

EASTERN ONTARIO LEADERSHIP COUNCIL NOTES TO THE FINANCIAL STATEMENTS For the Year Ended March 31, 2024

SIGNIFICANT ACCOUNTING POLICIES, continued (c) Use of Estimates The preparation of financial statements in conformity with Canadian Accounting Standards for Not-for-Profit Organizations requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities at the date of the financial statements and the reported amounts of revenues and expenses during the year. (d) Related Party Transactions The Organization has entered into related party transactions with those organizations described in note 3. (e) Income Taxes The Organization qualifies as a not-for-profit organization which is exempt from income taxes under the Income Tax Act. (f)

Budget Data The operating budget, approved by the Organization for the year is reflected on the Statement of Operations and Changes in Fund Balance. Budget data is not subject to audit

RELATED PARTY TRANSACTIONS Several organizations, including Eastern Ontario Wardens’ Caucus (EOWC), Eastern Ontario Mayors’ Caucus (EOMC) and Eastern Ontario Leadership Council (EOLC) were created to conduct research and enhance municipal service delivery in Eastern Ontario. As these organizations were created by the same group of member municipalities, often have common board members and management, transactions between these organizations are related party transactions. EOWC and EOMC provide EOLC with contributions for general operations. EOLC implements the One Window Permitting Project on behalf of the United Counties of Stormont, Dundas and Glengarry (SDG) in which EOLC is reimbursed for expenses incurred. Details of the related party transactions consists of the following:

Revenue Contribution from EOWC Contribution from EOMC SDG One Window Permitting Project

Expenditure Commuter Strategy - EOWC

EOLC Audit Report -Page Baker 33 Tillyof 127

2024 $

2023 $

25,000 25,000

25,000 25,000 55,340

50,000

105,340

3,585

EASTERN ONTARIO LEADERSHIP COUNCIL NOTES TO THE FINANCIAL STATEMENTS For the Year Ended March 31, 2024

FINANCIAL INSTRUMENTS Transactions in financial instruments may result in the Organization assuming or transferring to another party one or more of the financial risks described below. The required disclosures provide information that assists users of financial statements in assessing the extent of risk related to financial instruments. (a) Credit risk Credit risk is the risk that one party to a transaction will fail to discharge an obligation and cause the other party to incur a financial loss. The Organization has limited exposure to credit risk as receivables are due from Municipal and Federal levels of government. (b) Liquidity risk Liquidity risk relates to the risk the Organization will encounter difficulty in meeting its obligations associated with financial liabilities. The liabilities on the statement of financial position consist of accounts payable and accrued liabilities. The Organization closely monitors cash flow requirements to ensure that it has sufficient cash on demand to meet operational and financial obligations.

EOLC Audit Report -Page Baker 34 Tillyof 127

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Strategic Planning for Maximum Impact Session #2: Launching a 5-Year Strategic Planning Process Original Use Intended for November 27, 2024 Now repurposed for December 5, 2024

November 27, 2024 Strategic Planning Session

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Discussion Introduction

Jeff Leal Chair

1 November 27, 2024 Strategic Planning Session

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Original Session Goals Carried Forward

To report on the status of the EOLC’s strategic planning process.
To share and reflect on the findings of the one-to-one consultation interviews with key stakeholders.
To receive and reflect on Working Group status reports to contribute to finalizing a draft strategic plan in January 2025.
To review, refine and approve a draft proposed mandate statement.
To discuss and approve the EOLC’s straw man materials and key priorities and to set a clear direction to ensure the plan is focused, impactful, regional, and maximizes the EOLC’s key strengths and assets.
To discuss the EOLC’s approach to partnership and stakeholder engagement in the next cycle of planning.
To discuss the EOLC’s approach to communications.
To finalize the EOLC’s governance and operating model and structure.
To provide strategic input and advice for developing and rolling out an achievable, focused, and inspired five-year strategic plan for the EOLC.
To finalize all next steps and related roles to ensure a successful EOLC planning process and outcome. November 27, 2024 Strategic Planning Session

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Today’s Agenda: Session Segments

Reviewing Top-Line Results from One-to-One Consultations
Reports from the Working Groups [chairs will provide input as each theme is addressed in items 1 and 3]    

Workforce Development and Deployment Transportation Infrastructure Innovation

Discussions on Key Feedback from the Consultations • Agree/Disagree, Refine/Adapt - Vision, Value Proposition, Themes and associated scopes • Provide direction for purposes of completion of the Plan
Reviewing and Providing Input into an Updated Mandate Statement
Propose to hold the following items over to the next Board meeting (Jan. 2025) • Discussing the EOLC’s Approach to Partnerships and Stakeholder Engagement • Discussing the EOLC’s Approach to Communications • Finalizing the EOLC’s Governance and Operating Model and Structure
Final Advice, Next Steps and Adjournment November 27, 2024 Strategic Planning Session

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Session Guidelines 1. 2. 3. 4. 5. 6. 7. 8. 9.

Share - we need everyone’s wisdom. Respect the speaker. Let’s be fully present. Let’s actively listen and stay open to divergent opinions. Let’s share and test our assumptions. Propose and don’t dispose. Permission to move along in order to stay on time. Use of a parking lot to avoid rabbit holes. Others …

November 27, 2024 Strategic Planning Session

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Summary of Proposed Strategic Planning Process 12 one-to-one consultations are undertaken and findings are compiled

Board agrees on priorities and sets criteria and guidelines for projects —Sept. 5, 2024

—Sept. to end of Oct. 2024

Working Groups (WGs) are revised, members are recruited, and project ideas are generated

The board meets to set direction. review and approve projects, and finalize the operating model —Last 2 weeks of November 2024

Funding is secured, project work and operational activities commence and WGs are active. —Post November 2024 Board meeting and ongoing

Strategic plan is drafted, approved and ready for dissemination —Plan is ready for the January 2025 Board meeting

—Sept. to mid Nov. 2024 *Please note that should funding and project opportunities arise over the fall of 2024, all potential opportunities will be reviewed and assessed by the small planning team and then brought to the Board of Directors for their review and consideration. EOLC has historically been nimble and agile when opportunities emerge and this approach will continue to be prioritized. November 27, 2024 Strategic Planning Session

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Reviewing of Proposed Strategic Planning Process

The EOLC Board will meet on September 5, 2024, to review and approve the planning process, identify priority areas/themes, set filter and priority-setting criteria, agree to the EOLC operating model, and establish guidelines for the EOLC’s Working Groups (WG) to undertake project identification based on their priority/theme(s).

The roles of Working Groups are revised, and new members are recruited to ensure domain expertise exists, as needed, pending discussions at the September meeting.

Working Groups will meet between September and early November 2024 to review the Board’s criteria, guidelines, and direction and develop a focused short list of project ideas that will position EOLC for strategic impact in each of the priority areas.

Up to twelve confidential one-on-one 30-minute interviews are conducted with a diverse group of EOLC stakeholders to secure their feedback, advice, and recommendations, which will be presented to the Board at the November 2024 meeting.

EOLC’s Board meets in November 2024 to review consultation findings as well review, prioritize and commit to appropriate directions, project(s) and initiative(s) that the Working Groups have submitted and finalize EOLC’s operating model, and address anything else that emerges – today!

Project work and operational activities will commence (where appropriate) after the November 2024 meeting. EOLC will seek funding and partners, and Working Groups will activate their projects.

Kathy Wood will draft a 5-year plan for the end of January 2025, for review by the small planning team, Working Group Chairs, and the Chair and Vice Chair.

EOLC’s Board will meet at the end of January 2025 to review, enhance and approve the 5-year plan.

Following the Board’s approval, the plan will be graphically treated and disseminated to all key stakeholders. It will guide the work of the Working Groups, the Project Manager, and all key collaborations.

The Board will receive regular reports on the plan. A dashboard and KPIs will be created and shared broadly with stakeholders. Given the plan’s status and the outcomes achieved, annual plans and working group efforts may be adjusted year to year. November 27, 2024 Strategic Planning Session

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Remember Regional Vs. Local Economic Development Function?

September 5, 2024 Strategic Planning Session

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Remember Our Factors for Success? • Projects and initiatives were truly regional in nature and aligned to emerging issues and needs as articulated in 2019 strategy • EOLC responded to opportunity during the pandemic; geared up when others were focused elsewhere; was agile, responsive and efficient • Projects were outcome-based, time-limited and innovative in nature (pilot/test bed ideas); managed commitments to reduce long-term risk/exposure • EOLC delivered on commitments on budget and on time; leveraged modest cash investments • Province viewed EOLC as a trusted partner and invested funding because of ability to act and the “capacity to deliver” • The Working Group structure provided a forum for practical pan-regional collaboration, inclusivity, essential domain expertise and an ongoing governance link to Board, funders and contractors • The Board was active; CAOs and other senior staff actively supported operations; additional expertise added via Working Group members September 5, 2024 Strategic Planning Session

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Strategic Planning for Maximum Impact Report on Consultation Findings from 1:1 Interviews Conducted by Suzanne Gibson November 20, 2024

2024 Strategic Planning Session

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Table of Contents

Consultation Process and Participants (Slide 2)
Feedback on the Past Cycle of Planning (Slide 3)
Feedback on the Straw Man Materials (Slides 4 & 5)
The 10-Year Vision (Slide 6)
The Value Proposition (Slide 7)
Key Role (Slides 21 to 22)
Key Role – Three Recommended Foci (Slides 23 to

The EOLC’s Role with Municipalities (Slide 27-28)
The 4 Priorities (Slide 8)
Partnerships (Slides 29 and 30)
Is Anything Missing? (Slide 9)
Funding (Slide 31)
Top Priorities (Slides 10 to 18) • • • •
Connectivity: A Key Theme for Economic Development (Slide 20)
Identity and Visibility (Slides 32 to 33)

Workforce Development (11-14) Transportation (15) Infrastructure (16) Innovation (17-18)

Capacity and Operational Advice (Slide 34)
Strategies that Build Alignment and Integration (Slide 19)
Board Governance (Slide 35)
Summary of Key Findings (Slides 36-38)

2024 Strategic Planning Session

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Consultation Process and Participants A total of 12 individuals representing different sectors and stakeholder groups were interviewed:

           

Doug Allport, an Independent Contractor outside of Transnomis Solutions, played a critical role in the One Window Permitting project Jean Baptiste-Litrico, Centre for Social Impact, Smith School of Business, Associate Professor of Strategy and Organization Jason Dennison, Director, Business Intelligence & Analytical Services, Fleming College Francis Drouin, Member of Parliament, represent the riding of Glengarry-Prescott-Russell. Mark Kirkpatrick, President, Loyalist College Ann-Marie Kelleher-Byers, Senior Economic Development Officer, Business Innovation and Community Development, Federal Economic Development Agency

for Southern Ontario

Chris King, CEO, Quinte Economic Development Commission Glen LeClair, previous Executive at Proctor & Gamble; Interim CAO for CFDC network; member of the Transportation Working Group, analyzing freight movements

and traffic data for the One Window Project

Rebecca Mustard, Manager of Economic Development, Kawartha Lakes Charlene Pineda, Director of Operations, WCG International Consultants, Integrated Employment Services, Ottawa Darla Price, Executive Director, Northumberland Manufacturers Association Mike Temple, Ministry of Public and Business Delivery and Procurement (MPBSD) Please see attached file titled “EOLC 1 to 1 Consultation Package” for a list of the questions and the package sent to respondents. 2024 Strategic Planning Session

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Feedback on the Past Cycle of Planning • Respondents generally respond favourably to what the EOLC has accomplished: “It has great achievements to build on going forward ” and “it accomplished a lot in an agile way, especially during COVID.” • The EOLC excels at “bridging government and municipalities together on shared initiatives to create a common regional approach and voice.” • The Working Group model, its membership, and the leadership of the Board and staff are critical assets and reasons for the Council’s success: “The folks at EOLC are smart, competent and easy to work with.” • The EOLC is seen as smaller, less visible, and less impactful after COVID-19. It was much more active before and during the pandemic. Things have slowed, and respondents want to see the EOLC back “in action.” • Based on the past cycle, respondents recommend that the Leadership Council launch a strategic plan that is focused, action-oriented, collaborative across sectors, regional in impact, and distinct from other economic development players in the ecosystem. 2024 Strategic Planning Session

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Feedback on the Straw Man Materials  Generally, respondents reacted positively to the straw man materials: “I reviewed the material and went through each priority area and goal. Overall, it’s well put together; it hits on all the pain points, and I agree with the four focus points.”  Most respondents describe the materials as forward-facing and well-crafted.  The straw man materials need a mandate or mission statement. This is a critical gap since all other content should flow from its purpose and reason for existence.  While the EOLC has a longer 10-year vision narrative, it needs a one-sentence vision statement highlighting economic development, prosperity, and an enhanced quality of life in Eastern Ontario. A straw man document is a simple, initial draft proposal intended to spark discussion of its strengths and weaknesses and to generate new and improved content.

2024 Strategic Planning Session

Current Mandate from EOLC’s Bylaws: The Eastern Ontario Leadership Council has been established to act in a guidance and coordination role for foundational economic development activities in the region. In this role, the EOLC will help ensure that resources are in place to support local economic development activities by providing resources, data, and research that will improve the overall business climate in Eastern Ontario. The EOLC will coordinate opportunities with partners at the Provincial and Federal levels of government, plus the education and innovation sectors. 13

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Feedback on the Straw Man Materials  The EOLC needs to develop values and guiding principles to guide its work.  It is recommended that the EOLC develop a one-page “charter” describing its importance and the ten ways it is improving things.  One respondent thinks the materials need to articulate the EOLC’s regional role and approach more effectively and believes this might be addressed if a focused mission statement is developed.  If the EOLC refers to the TRL approach, it is important to define it or use it as supplementary information.  The materials echo the past strategic plan and build on it.

September 5, 2024 Strategic Planning Session

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The 10-Year Vision  Respondents described the vision as reflecting a bold, forward-moving perspective. They appreciated the reference to rural and urban areas, respect for heritage and the natural environment, and innovation and inclusion. Generally, respondents like the three R’s: responsive, resourceful, and resilient.  The word “heritage” means different things to different people, so it may need more definition. One respondent thinks it is valuable to articulate respect for “history and heritage.”  It would be useful to have a vision for 2035 that provides a set of stairs or a “glide path” (Japanese model) showing how the EOLC will achieve its goals.  Respondents like the 10-year vision but see it as “huge” and well beyond the EOLC’s capacity, given its limited staffing structure and capacity.

2024 Strategic Planning Session

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Draft Vision 10-Year Draft Regional Vision (remember: this is for the region not the EOLC alone) Eastern Ontario: Responsive. Resourceful. Resilient. Eastern Ontario is responding to a changing world, attracting and expanding economic opportunity, stimulating entrepreneurial success, enhancing the livability of our communities, and strengthening our collective resilience. Well-known for our skilled, adaptable and diverse workforce, the people and organizations across Eastern Ontario are collaborative by nature, probing the limits of new ideas and putting the best of them to the test — all in the service of amplifying domestic and global economic vitality and growth. Newcomers join long-time residents and enterprises in becoming part of our well-developed ecosystem of business, transportation, healthcare, technology, research and educational infrastructure. The region’s outstanding quality of life across our vibrant, diverse rural and urban communities is set amidst deeply-rooted respect for heritage and our shared natural environment. Through innovation, inclusion and partnerships, the Eastern Ontario Leadership Council is a leading catalyst in bringing this vision to life. We are responsive, resourceful and resilient.

September 5, 2024 Strategic Planning Session

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The Value Proposition 

One respondent notes that a value proposition needs to be developed for each customer group or audience, so it is recommended that one value proposition statement is missing the mark.



The response to “ground-breaking ideas, solutions-focused projects, and breakthrough thinking " was positive. The last two paragraphs were described as strong and compelling.



One respondent likes how partnerships are described as having a meaningful impact and “putting partners and stakeholders ahead of the curve.”



Regarding the use of municipal investments, it was suggested that the entire concept of partnerships and collaborations across the whole region and ecosystem should be more robust.



“I like that the organization is helping to look beyond the horizon to see what is needed. I like the idea that it is experimenting and taking risks. I wonder if the Council should emphasize its unique role as a convenor or forum that brings players together to create open communication and collaboration.”



One respondent notes that while the value proposition represents the EOLC’s intent, it has not been communicated well: “We don’t know who the EOLC is, and I am uncertain of their role…and at the field level, people are confused about the EOLC, EORN, EOWC, and EOMC.” A third of the respondents identified this confusion. Notably, three respondents started the interview by asking questions of clarity around the EOLC’s mandate and how it works within the ecosystem, governance structure and past work. 2024 Strategic Planning Session

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Value Proposition

(This is the “what are we offering you and do you assign any value to it” statement. It is for the EOLC as opposed to the entire region.) Based on prior discussions, the value proposition should convey: · Future orientation, not present day · Focus on economic challenges and opportunities · Risk-taking for multiple smaller organizations · Focus on breakthroughs/leading edge initiatives · Leveraging impact/scaling solutions (e.g. With other funding) · Putting our stakeholders in an advantageous position, with a competitive advantage.

On your behalf, the Eastern Ontario Leadership Council looks beyond today’s horizon, identifying and tackling the most significant, complex economic development challenges and opportunities the region faces in the years ahead. We respond boldly, shouldering risks too great for individual stakeholders. We access rare expertise to uncover and share insights, propose ground-breaking ideas, develop and deliver practical solutions; and share breakthrough thinking and results far and wide. By leveraging municipal investments and collaborations that attract additional investment, the EOLC multiplies the impact of its work in support of the regional economy, putting partners and stakeholders ahead of the curve in the pursuit of new opportunities.

September 5, 2024 Strategic Planning Session

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The 4 Priorities  Most respondents responded favourably to the four priorities: “The four priorities are the right focus.” “The materials hit on the four strategies very well. They cover all the key issues.” “The four priorities are critical and interconnected.” “The themes are spot on, and the content is well presented.”

 All respondents agree that the four priorities suit the EOLC, given their interconnectedness and the Council’s regional focus.  One respondent likes the section on risks and desired outcomes and thinks the content here is strong.  Two respondents recommend that innovation should not have its own focus: “I agree with workforce, transportation and infrastructure – yes, absolutely! With innovation, everyone has a different definition. It’s part of the whole ecosystem, and I am not sure it should be its own category. I think the EOLC needs to provide more clarity around this.”

2024 Strategic Planning Session

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Is Anything Missing? • One respondent wants to see the concept of economic diversification more strongly articulated in the straw man materials: “I would like to see reference to further diversifying the economy and exploring the emergence of new important industries including technology, green energy and sustainability transitions. This also includes emphasizing resilience to absorb economic shocks and turbulence. Economic diversity includes economic reconciliation and relationship building with the Indigenous communities. It also means making the region more attractive to newcomers because it is innovative and welcoming.” • One respondent thinks the EOLC needs to focus more on fostering local entrepreneurship: “This should be a key objective in Eastern Ontario.” Another says,” The province is so excited about foreign investment and focused on creating a large number of jobs that it really doesn’t take small businesses seriously, yet they are the backbone of the community. • Two respondents emphasize the importance of prioritizing agriculture. Varying expectations among stakeholders are becoming increasingly problematic regarding the need for residential, commercial, industrial, and agricultural lands. • One respondent believes that the EOLC is seen as a government leader. However, if it wants to be innovative and responsive, it must incorporate more private-sector thinking. Therefore, it is recommended that the materials focus more on the private sector. • One respondent suggests that Eastern Ontario may be too large a region to focus on and wonders if undertaking strategies that split the region into smaller catchment areas of focus might garner better results. • One respondent wants to see action-oriented SMART goals in the materials with multi-year strategies. He notes that there are too many choices, and the EOLC cannot focus on everything. He wonders what the role of the Working Groups is and whether they are visionary or execution-based. He feels the straw man materials need to be more focused and crisp.

2024 Strategic Planning Session

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Top Priorities Respondents generally describe workforce development, public transportation, and connectivity as the region’s top economic development issues… but did not explicitly prioritize one over the others or recommend specific projects within any individual priority. The following provides feedback on the four pillars presented in the straw man materials.

Workforce Development

Transportation

Infrastructure

2024 Strategic Planning Session

Innovation

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Workforce Development 

Respondents generally agree with the scope and content included in the workforce development pillar.



Most respondents see workforce development as a higher-priority area of focus for the EOLC. A manufacturing respondent believes workforce development is the top priority for all the industries they connect with: “There are not enough people, and we need to develop strategies that include employee retention but also technology that supports growth and productivity.” Another respondent shares: “The workforce may be the place to have the most impact and success.”

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One respondent emphasizes the importance of differentiating EOLC’s role in workforce development from other groups, as different entities have taken on this work. Avoiding duplication of efforts was described as paramount.

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One respondent notes that in developing strategies: “We don’t need to grow the workforce if we cannot grow the economy. Therefore, we must clarify how we plan to grow the economy, as that shapes workforce demand and needs.”

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One respondent suggests that the EOLC’s primary focus should be on productivity improvement, not job creation (which is the government’s priority). The EOLC should define and measure productivity improvement yearly.

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“Workforce development is an issue that affects everyone: employees, employers, the public and private sectors, cities and rural areas, newcomers, education and training organizations, etc…. US politics will also impact workforce issues.” 22

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Workforce Development, continued 

Respondents with in-depth workforce development expertise highlight the importance of tracking demographic and population shifts and generational trends. These include the aging population in Eastern Ontario, the need for younger workers, and the increased number of newcomers with many different backgrounds and expectations settling in the region.

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A key question for the Council is: “How can it contribute to helping the region adapt to demographic shifts?” One example includes supporting the region’s aging population with more accessible health care by promoting initiatives to enhance the launch of much-needed health care services/responses across the region.

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Housing is seen as a significant challenge in workforce development. Respondents agree that this needs to be a key focus. One respondent thinks it should be its own pillar or priority area.

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For successful recruitment, key services, including childcare, transportation, and health care support, need to be available in smaller communities.

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Multigenerational talent and recruitment are critical to the manufacturing sector. The EOLC could collect data, uncover best practices, and share effective strategies. “This would help greatly with planning.”

2024 Strategic Planning Session

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Workforce Development, continued 

One respondent suggests that the EOLC can advocate for newcomers to the region since rural businesses need a stronger workforce. The EOLC can bring all mayors and wardens together to be a voice for Eastern Ontario’s economic development and newcomer workforce issues. It will be important to distribute newcomers fairly and equitably. The EOLC can share best practices related to communities that have fully welcomed newcomers. This can include building community connections through family-oriented events and working with training and education partners to support their development.

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An educational sector representative suggests that the EOLC must begin engaging educational partners now. With the federal changes related to international students, Eastern Ontario colleges will face financial challenges. They will also be more limited in their research partnerships and ability to sit at different community tables.

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Currently, Eastern Ontario needs healthcare workers, social service experts, justice workers, and employees to support manufacturing and some computer science. Colleges that prepare people for the workforce need to proactively know what the demand will be, especially for those jobs that require degrees and diplomas (and must be approved by the government).

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For educational organizations, micro-credential skills development strategies are faster and easier to implement by colleges. However, employers generally don’t want to pay to upgrade their employees; they wait for grants.

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Workforce development is about skills development. One respondent recommends investing funding into locally built, grounded and driven training and skills development to address workforce challenges and job demand. 2024 Strategic Planning Session

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Workforce Development, continued 

A few private sector representatives believe workforce data would benefit businesses and business associations. The EOLC could identify regionally what industry needs and where things are headed regarding workforce needs. Could the EOLC play a role in consolidating information for colleges, the private sector, government, municipalities, etc.? This would provide greater efficiencies if one regional group took on this work by doing an asset mapping exercise and a needs assessment. The EOLC could take one theme, like health care, and then map it out. They could also access information from the municipalities. Mapping out education and training assets was also noted as a potential area of focus for the EOLC. One government respondent also agrees the EOLC should focus on supporting post-secondary institutions with workforce development.

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There has been considerable newcomer population growth in Ottawa and the four adjoining municipalities. Many of the newcomers are from Africa, French-speaking, and unilingual. There is a significant need for language training support, and the smaller rural municipalities need more language support. One respondent asked if the EOLC could champion a new way of delivering services or pilot an approach to language services. This could include bringing all key players together to find a solution that provides for research, piloting, and community integration of support.

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Acknowledging the increasing gap between the rich and poor and ensuring that economic equity is a critical driver of work will be essential. Supporting those on the margins will also be necessary, even if this will not result in quick wins. 2024 Strategic Planning Session

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Transportation 

The transportation section of the straw man materials is described as a well-framed and articulated priority area. Most respondents see it as an essential priority regardless of where they are located in the ecosystem: “Transportation is so crucial, including transit and how we move goods and people across the region. And more housing will result in more commuting and the need for effective transportation. Rural transit is also key as more people move to the region.”

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Those close to the EOLC recognize that the Council gained momentum on this priority in the last planning cycle, and it is seen as an area to amplify going forward.

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One respondent suggests that transportation is one of the more straightforward priorities to address and notes that the biggest inhibitors are the differences between jurisdictional road laws.

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Mapping transportation assets (strengths and gaps) across the region would be a massive win for manufacturers. The region needs to develop the capacity to track freight movements (some highway ramps cannot support double tractortrailers). This would allow for planning and developing strategies to enable freight movement.

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One respondent wants to see electric vehicle (EV) infrastructure addressed. This infrastructure is tied to transportation and tourism. The respondent also notes that municipalities are unsure of their role in this. Some best practice work in this area would be valued.

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Another respondent notes that transportation work takes time, and rural transportation pilots have been conducted. They suggest that the EOLC focus on transportation issues that span the whole region and all jurisdictions so that the effort has a regional impact. 2024 Strategic Planning Session

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Infrastructure 

One respondent notes that EORN leads on the front of infrastructure.

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Private sector respondents support the content presented in the infrastructure section, especially regarding Internet access and connectivity. One respondent notes municipalities must collaborate, and borders limit opportunities to approach one provider for greater efficiency and integration.

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One respondent recommends a more collaborative approach: a consortium puts “fire to the feet of bandwidth, hydro, and utility groups.”

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Three respondents want the EOLC to address the region’s shortage of industrial lands: “We need to grow our industrial lands and have service and shovel-ready properties available in Eastern Ontario. The biggest winners are those communities with ready land, e.g., 1500 acres in St. Thomas and the Volkswagen opportunity.” It was also noted that this creates competing interests in agricultural, residential, commercial, and industrial development.

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Another notable infrastructure issue includes having electrical grids and services to support development. These are major infrastructure issues for the municipal sector. The EOLC is encouraged to increase awareness of this issue and to promote policy work at the provincial level to raise awareness and support the fast-tracking of approvals.

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Other infrastructure issues identified include water, sewer, roads, and highways. While these are all big-ticket and complex issues, they still need to be prioritized. The EOLC needs to clarify whether it will work for these issues. 2024 Strategic Planning Session

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Innovation • Respondents all supported the concept of the EOLC embodying innovation in its work. Many respondents see innovation as a value, a priority, and an approach. A handful of respondents note that the government does not want to take on any risk, so they point out that the EOLC is well poised to lead in this area: “Innovation and municipal policy don’t always complement each other. Municipalities tend to be risk-averse, so it would be strategic if the EOLC could undertake projects that benefit municipalities without requiring them to take risks.” • More than a third of the respondents wanted a clear definition of what the EOLC means by innovation: “Yes, innovation is important, but it means different things to different people and sectors, and it is so broad. The EOLC needs to be clear about what innovation means and how they intend to be innovative.” This sentiment was echoed by one-third of the respondents. • One respondent notes that the Province and Federal Government have not defined innovation. One respondent offered this definition: “Innovation stems from fostering a culture of continuous learning and experimentation throughout the organization. It reflects an ability to generate and incorporate new ideas that respond effectively to the region’s evolving needs.” (Source: Mike Temple) • Using an agile approach (and the TRL approach) is an essential step in innovation: “I like the concept of innovation because it is about agile development…piloting something new, making a small investment, and then rolling it out incrementally to scale for change.” 2024 Strategic Planning Session

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Innovation, continued • One respondent representing the private sector encourages the EOLC to map out and build an inventory of innovation assets in the region: “In Eastern Ontario, we don’t know where there are strengths and gaps. We need to identify regional innovation assets and capacity gaps. There is a tremendous amount of manufacturing, and it feels like a mishmash. With an inventory, we could effectively help entrepreneurs and address their needs.” • One respondent thinks it is essential for innovation to stand alone, with a dedicated Working Group that supports the other Working Groups: “The innovation Working Group can set the tone and proactively explore what is new and different. It is also important for the Innovation Working Group to invite each Working Group to define innovation so as not to pigeonhole the response.” • Other recommendations include:   

facilitating more connections within the private sector to foster ideas and innovation within the ecosystem: “The EOLC could foster these links.” working with the Ontario Centres of Excellence to collaborate and share knowledge and expertise. This will help to connect businesses with academic expertise. collaborating with the Eastern Ontario Innovation Corridor. 2024 Strategic Planning Session

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Strategies that Build Alignment and Integration Two respondents emphasized the importance of economic alignment and integration. Two examples included:  The battery facility in L&A has had a stop-and-start effect. We need to create some alignment and more leadership around what to build around the facility. Countless other industries align with it, and we could bring people together to create a centre of excellence and ensure that all the supports are built. This approach would also apply to an Amazon plant.  Agriculture is a critical economic development pillar in Eastern Ontario, and one respondent suggests a strategy “to add more value to processing what our farmers are farming so we can further leverage the region’s agricultural strength.”

2024 Strategic Planning Session

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Connectivity: A Key Theme for Economic Development • More than three respondents framed connectivity as one of the primary economic development issues in Eastern Ontario. This includes infrastructure—especially broadband and cellular access—and the creation of full-season and full-load transportation corridors from east to west and north to south. • Broadband cellular access is a notable barrier within this theme or priority area. Respondents note that there are still some significant cell gaps in our region: “North of the 401, connectivity is terrible, and we want smaller regions to grow. They need technology and cellular access as well as transportation. Also, it is impossible to integrate AI into the economy if we don’t have Internet access.” • One representative believes that the biggest connectivity issue facing economic development in the Eastern Region is the need for more transportation. This is critical for workforce development because housing costs are so high in some areas that employees need transit to access jobs in other regions. This is especially true for younger members of the workforce. • Additionally, one respondent recommends maximizing outputs through the St. Lawrence Seaway, Port of Johnston, Port of Montreal, and other potential ports. Data is needed to assess how to maximize these outputs, as well as trains, air transport, and highway corridors. With data, it would be possible to work more strategically with the private sector to open up these outputs. 2024 Strategic Planning Session

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Key Role “The EOLC is a remarkable organization that has successfully delivered great initiatives. It sees the big picture and the interdependencies; It has leveraged partnerships and built great synergies. But it needs to focus. It needs to determine the first best thing to do.”

• The need for focus • Three recommended foci: üPilot and Demonstration Projects üMapping Regional Assets and Gaps üPlaying a Convening Role

2024 Strategic Planning Session

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Key Role – The Need for Focus • Respondents support the four priorities and recommend that the EOLC should be monitoring and engaging in these interconnected and complex issues at a regional level. However, they also recognize the Leadership Council has only so much capacity. Most respondents recommend the EOLC be very focused and clear about what it will prioritize and deliver in the coming 5 years: “Currently, the straw man materials present too many activities, and focus is critically needed. The EOLC needs to prioritize regional economic development and the activities that impact the region most. The EOLC must also carve out its niche and differentiate itself from others.” • One respondent says: “The EOLC needs to focus on one thing and focus its energy disproportionately to have a significant impact. Is there a hierarchy of one of the pillars over another? Or a dissection to find the “next right steps”? Innovation is one of the principles or values the EOLC embodies. Maybe all activities should go through the lens of whether it’s innovative or not?” • All stakeholders emphasize the importance of the EOLC, not duplicating the efforts of others, and where possible, amplifying and championing the work and impact of key stakeholders. A few respondents recommend the EOLC focus on what is within its control.

2024 Strategic Planning Session

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Key Role – Three Recommended Foci The three primary roles that respondents recommend the EOLC play include:

Testing and piloting focused innovative economic development responses that are scalable and can have a regional impact.
Playing a role in researching and mapping regional economic development assets and gaps so that data informs strategies and responses undertaken by the EOLC’s many stakeholders, including the government.
Undertaking a convening role in sharing what the EOLC is learning relates to the two roles above (i) piloting gamechanging initiatives and (ii) tracking and consolidating essential regional data. This role includes being a voice and influencer with all key stakeholders to champion effective solutions.

• One respondent strongly suggests that the EOLC not be an advocate since the EOWC’s role is advocacy. Another shares: “The EOLC could do policy or action-based work. I would recommend action. The EOWC does a great job on policy.” • Another respondent presents a different perspective: “If we want Eastern Ontario to be a strong player, then we need to put the best people forward to advocate. The focus needs to be on getting the provincial government on board with the EOLC’s strategic vision. The EOLC needs to play a strategic role in this, while collaborating with others.”

2024 Strategic Planning Session

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Key Role – Pilot and Demonstration Projects Respondents shared the following as it relates to undertaking pilot initiatives:

• “The EOLC can play a catalytic role by piloting innovative solutions that can be scaled up across the region. Try something and then roll it up and out. Go for funding and test model cases that can be applied elsewhere.” • “The EOLC should undertake scalable projects with tactical actions and concrete deliverables. In addition, the EOLC could also play a convening role in this work. As a first step, the EOLC should meet with the provincial government and negotiate a key space and project with tangible goals and outcomes aligned with one of its four priorities. It needs to focus and decide what is the best thing to do. It needs a concrete win that is very visible and exciting. It has a few staff, a limited budget and is not well known, so this is key.” • “The EOLC could pilot a solution for one community that can be leveraged by other communities, e.g. the Frontenac Project. The EOLC must focus on successful pilot projects that address a long-term vista. I want to see the EOLC be a driving force at AMO and a best practice story in Eastern Ontario. We have been innovative in Eastern Ontario; we collaborate well, and I would like to see that applied to one very visible project.” • The EOLC could be a catalyst by undertaking pilot projects that can be scaled up across the region. There is an opportunity for the EOLC to get more involved in project-based activities tied to their four envelopes – as project leads, contributors, and a consortium group. This is seen to be a strategic space for the EOLC. The suggestion is that the EOLC approach the province and Feds in a dedicated way to secure funding for actions that have an impact and partner with municipalities and all key stakeholders to roll out solutions and extend their impact. • Appropriate pilots–especially those that benefit the private sector—are seen as more strategic. One respondent points to “targeted strategies” as an impactful way forward: “Pick actions that result in small wins and that gain buy-in from the private sector. The EOLC should promote itself as an economic powerhouse.” 2024 Strategic Planning Session

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Key Role – Mapping Regional Assets and Gaps • Respondents shared the following concerns about playing a role in mapping regional assets, strengths, and gaps. • Given its regional mandate, tracking and consolidating data to inform regional economic development responses is identified as a key strategic focus area for the EOLC. At least a third of respondents highlighted the importance of having data to inform economic development priorities and decisions: “We should not be flying blind; we need to identify weaknesses and gaps and then collaborate.” Municipalities and the private sector are key partners, especially in mapping assets, tracking data, and promoting best practices. • Regardless of where the EOLC focuses, one respondent argues that before anything is done, an environmental scan needs to be done in the arena of that work: “We need an inventory of economic assets in Eastern Ontario. The EOLC might be best placed to do this work.” • One respondent notes that innovative software and related services already exist and do not need to be built, and the EOLC can leverage this. • One last suggestion for the EOLC related to tracking data is ensuring the Council is not paralyzed by a lack of data or not having enough of it. It may be necessary for the EOLC to get others to do deep dives, where possible. 2024 Strategic Planning Session

“Don’t let the EOLC get into the weeds; it needs to forecast, report and reconcile – which is different than the government, which measures, controls and approves.”

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Key Role – Playing a Convening Role • Some respondents suggest that the EOLC should be a champion and support others in the system: “The EOLC does not need to do it all; perhaps it should be support and champion for others.” This respondent notes that the EOLC has an influencing role, given its leadership and governance model and connection to the EOWC. As such, it could play a convening role and share best practices. • One respondent sees a role for the EOLC in pooling and sharing resources that support economic development on a regional level and create efficiencies for municipalities. Comments include: “The EOLC’s value proposition is creating efficiencies within municipalities and shared capacities and capabilities….to pool and share resources.

2024 Strategic Planning Session

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The EOLC’s Role with Municipalities • There were varied opinions on the EOLC’s role with municipalities. One respondent suggests that municipalities should be its primary audience: “The EOLC needs to focus on what to do for municipalities so they are more informed and gain efficient and innovative processes. Ideas include amalgamating emergency services or working on health care to pool resources and share material knowledge. The EOLC could maintain a library of lessons learned or draft a bylaw that can be shared and impact many municipalities to take an idea, pool resources, and leverage agile development. The EOLC’s highest priority should be the functioning of municipalities, what works and how to raise the bar for them.” • This same respondent notes differences between municipalities, which burden industry due to inefficiencies, especially for small businesses. Municipalities need access to a pool of resources to help with municipal efficiencies and build shared capacities and capabilities; this would leverage what others are doing for minimal costs. • Another respondent believes that the EOLC should leverage municipalities and could respond to municipal needs but does not see municipalities as the primary audience: “The EOLC has a regional focus and should be undertaking work across all regional stakeholder groups to devise regional approaches. I see municipalities bringing pieces to the EOLC that support regional responses. I do not see them as the primary driver of the EOLC’s work.” • One other respondent shares: “There is a danger in being focused solely on municipalities – as there is too much potential for missing the regional mandate because municipal needs and municipal leadership then drive the Council.” 2024 Strategic Planning Session

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The EOLC’s Role with Municipalities Other relevant comments about municipalities include:

• “The EOLC should respond to municipal needs if they are the best placed to do it and if the work supports skill and capacity building. The EOLC should respond to collective and macro needs. Municipalities should see the Council as a regional leader and a place to bring ideas, energy and resources to support a regional approach.” • “Municipalities are not enablers; they are facilitators. Educational institutions, health agency leaders, manufacturers and agricultural groups, and science and technology are all enablers. They can enable solutions, while municipalities can facilitate them. So, how do you build something at scale in a community that drives prices down and creates a sustainable economy?” • A few respondents noted that the expectations of municipalities and rural communities need to be aligned in Eastern Ontario. The rural economy consists of small businesses with fewer than ten employees, so there is a mismatch between business expectations and city and municipal expectations. 2024 Strategic Planning Session

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Partnerships A consortium approach is recommended wherever possible. The EOLC should support other economic development players and “amplify the work of others to increase impact in the region.” Competition between stakeholders should be avoided at all costs. Along with the EOLC’s five partners, key stakeholders include:

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Ministry of Economic Development, Job Creation and Trade, Ontario

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FedDev Ontario

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Municipalities.

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Economic Developers Council of Ontario (EDCO)

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Ontario Centres of Excellence

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Ontario Centre of Innovation

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Regional Innovation Centres

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Local Community Futures

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Industry Associations

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Chambers of Commerce

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BIAs

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Vendors of Record

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Third-sector and non-profit leaders connected to the economic development

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Higher Education/PSE

2024 Strategic Planning Session

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Partnerships, continued • One respondent notes that the EOLC has an excellent collaboration with the EOWC and suggests that this needs to be conveyed to stakeholders: “The partnership needs to be translated for all stakeholders, and the two entities need to be strongly linked so they do not work in silos. The EOWC should advocate for those economic development issues that the EOLC is addressing.” • Many respondents note that the EOLC needs stronger connections to the private sector, which will be critical if it plans to expand its innovation: “This is a much-needed link because the private sector brings innovation.” Engaging innovators and entrepreneurs, including young people willing to drive new initiatives, is also important. • A few private sector respondents emphasize the importance of Wardens and Mayors collaborating across the region and supporting entrepreneurs and businesses to address broader regional gaps. • Additionally, links to the nonprofit and third sectors are essential if the EOLC wants to enhance Eastern Ontario’s quality of life and attractiveness. Depending on the initiative or project, organizations with deep domain expertise in the third sector, especially people from the social and human services sector, may need to be involved to help solve increasingly complex issues. • Respondents believe that the EOLC’s Board needs to act as ambassadors and attend various community forums and events to promote and profile the Leadership Council’s work and to build the EOLC’s network of allies and partners. 2024 Strategic Planning Session

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Funding Key funding sources identified include:  Eastern Ontario Development Fund, Province of Ontario  The Ministry of Economic Development, Job Creation and Trade (MEDJCT) in Ontario, Canada, and the Skills Development Fund (SDF)  FedDev - Fed Dev just opened up another round of funding; Fed Dev might fund the EOLC if the project is concrete with specific deliverables and if there is a budget attached to it that has been matched with some municipal investment.  Ontario’s Rural Economic Development (RED) Program  Funding through the Ontario Centres of Excellence  Ministry of Agriculture, Food and Rural Affairs (OMAFRA). Other suggestions included:  The EOLC must be ready for year-end slippage money to support their work in any of the four priority areas.  The EOLC should access Transfer Payment Ontario to learn more about funding opportunities.  Several respondents note that a great project with a solid strategy and good actions will attract funding. However, mobilizing support and resources requires reaching out to key stakeholders and funders. Ultimately, the EOLC must link its work to provincial and federal priorities. 2024 Strategic Planning Session

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Identity and Visibility • The EOLC is well-liked, respected, and highly regarded by those close to it. Unfortunately, many don’t know it. One respondent describes the EOLC as quiet and stealthy. Others see it as being very actionoriented and successful before and during COVID. • Over a third of the respondents admit not knowing precisely what the EOLC does: “I am aware of the EOLC, but I don’t know what they are doing,” and “I don’t know how the EOLC fits into the ecosystem.” One respondent who has been a Working Group member shares that he has no complete vision of the EOLC. Comments include:

• “The Council needs to be more visible and intentional about branding.” • “The EOLC needs a clear mission and strategy to promote itself, its assets, and collaborative work.” • “There is no marketing about the EOLC, so I don’t know what they do. They are not on my resource list. Where is their voice? Businesses would be proud to know that mayors and wardens are coming together with partners for economic development. The EOLC needs to be more visible.” 2024 Strategic Planning Session

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Identity and Visibility, continued Most respondents strongly recommend that the EOLC showcase its work and impact more effectively. This includes:

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being more present and active at critical conferences, economic development gatherings and relevant meetings across the region, e.g. Ontario East Municipal Conference, Ontario East Economic Development quarterly meetings, clerks’ meetings, CAO meetings, lower-tier municipal manager meetings, and forums hosted by all key stakeholders, as well as attending private sector association gatherings to consult and provide active updates

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updating the EOLC website

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developing and implementing a focused government relations strategy that also leverages the EOWC and EOMC advocacy roles

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Many respondents recommend that the EOLC be strategic and targeted in its communications over the next planning cycle by reaching out to key influencers (politicians and bureaucrats) representing the federal, provincial, and municipal governments.

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In short, respondents see the importance of overlaying a communications strategy on the five-year plan to increase the EOLC’s visibility. However, they emphasize that the more significant focus should be on actual projects and outcomes that deliver impact. This will provide the EOLC with a compelling narrative of success that can be shared broadly. 2024 Strategic Planning Session

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Capacity and Operational Advice • A few respondents close to the EOLC wonder if the Leadership Council has the capacity and resources to achieve its vision. They urge the Council to take on only what it can deliver. • Concerning the Working Groups and leadership within each priority area, the EOLC needs to structure staff, resources and Working Groups so that there is single-pointed accountability. A few respondents note that asking Working Group members to do things part-time and off the side of their desk is a risk. Formal role definition across a Working Group will be essential to ensuring the Working Group teams succeed. The following was suggested as it pertains to operationalizing the plan:

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The EOLC needs up-to-date and focused terms of reference for all the Working Groups, and regular meetings are required to develop clear actions tied to the strategies noted in the straw man materials.

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The EOLC needs to ensure that it follows its plan regardless of politics or the membership of the EOWC or EOMC.



One respondent recommended the EOLC develop a regional dashboard and advised: “The EOLC needs to decide what data points to track, and they need to be impactful metrics that support what the EOLC is focused on impacting regionally.”

2024 Strategic Planning Session

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Board Governance Two respondents asked about the EOLC’s Board and how the organization’s governance works. They were unsure who leads the Council and wanted to understand better where their work fits in the ecosystem.

September 5, 2024 Strategic Planning Session

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Summary of Key Findings

Refine and adapt the straw man strategic planning materials and draft a 5year strategic plan to include a mandate and vision statement, values, clarity on the TRL approach, definition of heritage and innovation, and other feedback related to: • Placing greater emphasis on the private sector as a stakeholder and partner • Emphasizing the theme of “connectivity” more in the strategic plan materials as well • • • • • •

as alignment and integration strategies Further highlighting the concept of economic diversification in the materials Greater focus on fostering local entrepreneurship Potentially integrating agriculture as a priority area Mobilizing each Working Group around a defined focus and securing funding Determining the value of developing a value proposition for each working group theme with each Working Group once actions are further defined Devising strategies that impact smaller catchment areas within the Region (breaking up the region into smaller areas)

November 27, 2024 Strategic Planning Session

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Summary of Key Findings 2. Commit to the Four Priorities and Better Define the EOLC’s focus: • A recommended 3-pronged approach ü Testing and piloting innovative responses that can be scaled up regionally ü Researching and mapping regional economic development assets and gaps to ensure a data-driven approach ü Convening as it relates to the bullets above ü Very focused advocacy and clear alignment with EOWC and EOMC’s advocacy role (could be supported by a very focused government relations plan) • Consider choosing one of the four priorities as a higher focused priority over the others – this might be the priority where one large actionable pilot project with regional impact is undertaken (Workforce development and Innovation were suggested) • Determining if innovation stands alone as a priority area with its own Working Group and defining it clearly • Sending the consultation findings back to the Working Groups to consider feedback related to their priority area

November 27, 2024 Strategic Planning Session

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Summary of Key Findings 3. Stakeholder and Partnerships Moving Forward • Ensure that each Working Group engages appropriate stakeholders across the EOLC’s vast array of “communities of interest” – private sector, government (all 3 levels), third sector, and others in the consultation findings, etc. • Commit to working more proactively with the private sector as a stakeholder group • Clarify the EOLC’s role and approach with municipalities, e.g. the EOLC works with a breadth of stakeholders and partners (enablers and facilitators) and will only undertakes municipally-driven projects that respond to collective and macro needs that have regional impact and benefit all key stakeholder groups • Work more cohesively with the EOWC and EOMC on focused advocacy 4. Mobilizing Funding ASAP • Finalize the EOLC’s focus and priority project(s) and meet with key funders and influencers to negotiate funding for an actionable, high-impact economic development initiative with a regional impact. November 27, 2024 Strategic Planning Session

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One-to-One Consultation Findings

Questions and Answers

November 27, 2024 Strategic Planning Session

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Feedback from the Working Groups

Workforce Development, Deployment and Housing Working Group – Craig Desjardins, Chair
Transportation Working Group – Maureen Adams, Chair
Infrastructure Working Group – Jason St.Pierre, Chair
Innovation Working Group – Cyndy Palleske, Chair

November 27, 2024 Strategic Planning Session

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Coffee Break

52 November 27, 2024 Strategic Planning Session

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Feedback from the Working Groups

Workforce Development, Deployment and Housing Working Group – Craig Desjardins, Chair
Transportation Working Group – Maureen Adams, Chair
Infrastructure Working Group – Jason St.Pierre, Chair
Innovation Working Group – Cyndy Palleske, Chair

November 27, 2024 Strategic Planning Session

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Reflections on the Consultation Feedback

Did anything surprise you?
Do you see an alignment between the consultation findings and the direction set by the Board at the September 2024 meeting?
Did any of the feedback change your perspective of the EOLC’s strategic role in economic development in the region?
What are the 3 to 5 most important consultation findings and insights you would like to apply to the EOLC’s 5-year strategic plan? Let’s review the summary feedback to determine if we agree with them. November 27, 2024 Strategic Planning Session

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Weighing In on the Summary of Key Findings

Refine and adapt the straw man strategic planning materials and draft a 5year strategic plan to include a mandate and vision statement, values, clarity on the TRL approach, definition of heritage and innovation, and other feedback related to: • Placing greater emphasis on the private sector as a stakeholder and partner • Emphasizing the theme of “connectivity” more in the strategic plan materials as well as alignment and integration strategies • Further highlighting the concept of economic diversification in the materials • Greater focus on fostering local entrepreneurship • Potentially integrating agriculture as a priority area • Mobilizing each Working Group around a defined focus and securing funding • Determining the value of developing a value proposition for each working group theme with each Working Group once actions are further defined • Devising strategies that impact smaller catchment areas within the Region (breaking up the region into smaller areas)

November 27, 2024 Strategic Planning Session

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Weighing In on the Summary of Key Findings

Commit to the Four Priorities and Better Define the EOLC’s focus: • A recommended 3-pronged approach ü Testing and piloting innovative responses that can be scaled up regionally ü Researching and mapping regional economic development assets and gaps to ensure a data-driven approach ü Convening as it relates to the bullets above ü Very focused advocacy and clear alignment with EOWC and EOMC’s advocacy role (could be supported by a very focused government relations plan) • Consider choosing one of the four priorities as a higher focused priority over the others – this might be the priority where one large actionable pilot project with regional impact is undertaken (Workforce development and Innovation were suggested) • Determining if innovation stands alone as a priority area with its own Working Group and defining it clearly • Sending the consultation findings back to the Working Groups to consider feedback related to their priority area

November 27, 2024 Strategic Planning Session

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What Role(s) Should The EOLC Play (Directly or Indirectly)? What We Said • Forum for discussion of the issues, stimulating partnerships of other parties? • Convene meetings to bring together partners who might have part of the answer or participate in a shared effort? • Seek out financing/funding opportunities and direct the right parties to apply? • Share information on challenges, opportunities and successes far and wide? • Undertake specific innovation projects (to share risk across the region)? • Focus on research and analytics, share ‘business intelligence’ across the region?

What They Said • Testing and piloting innovative responses that can be scaled up regionally • Research and map regional economic development assets and gaps to ensure a data-driven approach • Convene as it relates to the two bullets above • Very focused advocacy and clear alignment with EOWC and EOMC’s advocacy role (could be supported by a very focused government relations plan)

September 5, 2024 Strategic Planning Session

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Weighing In on the Summary of Key Findings 3. Stakeholder and Partnerships Moving Forward • Ensure that each Working Group engages appropriate stakeholders across the EOLC’s vast array of “communities of interest” – private sector, government (all 3 levels), third sector, and others in the consultation findings, etc. • Commit to working more proactively with the private sector as a stakeholder group • Clarify the EOLC’s role and approach with municipalities, e.g. the EOLC works with a breadth of stakeholders and partners (enablers and facilitators) and will only undertakes municipally-driven projects that respond to collective and macro needs that have regional impact and benefit all key stakeholder groups • Work more cohesively with the EOWC and EOMC on focused advocacy 4. Mobilizing Funding ASAP • Finalize the EOLC’s focus and priority project(s) and meet with key funders and influencers to negotiate funding for an actionable, high-impact economic development initiative with a regional impact. November 27, 2024 Strategic Planning Session

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Lunch

59 November 27, 2024 Strategic Planning Session

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Reviewing and Providing Input Into a Straw Man Mandate Statement “Current “Guiding Statement”: The Eastern Ontario Leadership Council has been established to act in a guidance and coordination role for foundational economic development activities in the region. In this role, the EOLC will help ensure that resources are in place to support local economic development activities by providing resources, data and research that will improve the overall business climate in Eastern Ontario. The EOLC will coordinate opportunities with partners at the Provincial and Federal levels of government, plus the education and innovation sectors. Proposed Mandate Statement: Two Options The EOLC is committed to transforming Eastern Ontario’s regional economy by engaging public and private sectors in innovative projects that develop and share groundbreaking ideas. We aim to position the region as a dynamic hub for new tools, policies, and business models while empowering partners through forward-thinking research and performance monitoring to drive sustainable growth. OR The EOLC engages the public and private sectors in implementing projects that develop, scale, and share good ideas to strengthen Eastern Ontario’s regional economy. We monitor the regional economy’s performance through future-oriented research and analytics and position the region as a hotbed for deploying new responses. November 27, 2024 Strategic Planning Session

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Discussing the EOLC’s Approach to Partnership and Stakeholder Engagement

How do the EOWC and EOMC ensure that their advocacy efforts are strategically aligned with the EOLC?
Given the consultation feedback, Working Group reports, and our discussion about the EOLC’s mission, do you have any additional strategic advice regarding collaboration, partnerships and stakeholder engagement?

November 27, 2024 Strategic Planning Session

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Discussing the EOLC’s Approach to Communications

Based on the consultation findings, what direction does the Board want to take regarding communications and increasing the EOLC’s visibility with key stakeholders and influencers?
How can the EOLC creatively and strategically increase its profile?
Is the Board willing to make an additional investment to support this work?

November 27, 2024 Strategic Planning Session

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Break

63 November 27, 2024 Strategic Planning Session

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Do We Still Agree with Our Proposed Operating Model?

Theme

Assignment Recommendations (Who Leads?)

Workforce Development & Deployment (2019)

• Retain existing mandate and broaden to include workforce housing; focus on construction, healthcare

Workforce Housing (new)

• Assign leadership/include in broadened mandate for Workforce Development and Deployment

Infrastructure (new) – All types except digital infrastructure

• Create a new Working Group with a long-term mandate; includes new business, financial models

Digital Infrastructure (2019)

• Retain existing approach (leadership by EORN); use crossappointments within EOLC to ensure collaboration re: infrastructure and housing

Integrated Intelligent Transportation Systems (2019)

• Retain existing mandate; use cross-appointments within EOLC to ensure collaboration re: infrastructure and housing

Innovation (formerly Technology Integration and Innovation – 2019)

• Task the Innovation Committee to support innovation in other Working Groups and across EOLC generally; use cross-appointments within EOLC as conduits for collaboration

• Additional Board-level responsibilities: a) Advocacy Plan b) common messaging across partner 27, 2024strategy; Strategic Planning organizations c) tracking actionNovember on regional EOLCSession dashboard and indicators

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Finalizing the EOLC’s Governance and Operating Model and Structure Do you agree with the following directives?

Direct the Working Groups to recruit skills, expertise, experience and representation that match the recommended direction(s) of the Board.
Direct the Finance Committee to find and pursue funding opportunities in tandem with the Working Groups.
Ask the CAOs to recommend a staffing approach.
Set time aside for the Board to discuss how best to ensure that the organizations around the Board table know and communicate the EOLC’s work.
Table a discussion to define the “roles” EOLC Board members should play directly in advancing the strategic plan (pending the plan approval in Jan. 2025)
Develop a public-facing regional dashboard to enhance evaluation and accountability as a key strategic plan element. November 27, 2024 Strategic Planning Session

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Final Advice What final advice do you have to ensure the successful creation and implementation of a focused, high-impact five-year plan that will positively impact regional economic development in Eastern Ontario?

What personal commitment can you make to ensure that the EOLC is successful with its plan? November 27, 2024 Strategic Planning Session

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Next Steps

67 September 5, 2024 Strategic Planning Session

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Thanks and Adjournment

68 September 5, 2024 Strategic Planning Session

2025 Meeting Schedule Date

EOLC Special Meeting

EOLC Monthly Meeting

Meeting Location

January 30, 2025 ►

TBD

Strategy Session February 6, 2025

►

Virtual

April 3, 2025

►

Cornwall

June 5, 2025

►

Virtual

July 10, 2024 Annual General Meeting

►

Kingston

August 7, 2025

►

Virtual

October 2, 2025

►

Peterborough

December 4, 2025

►

Virtual

*Working groups to hold separate meetings on a regular basis, with specific dates to be determined by each individual group.

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Eastern Ontario Leadership Council Innovation Working Group

Agenda October 7, 2024 – 3:00 PM Present:

Chair Cyndy Palleske (CFEO), Vice-Chair Craig Desjardins (City of Kingston), Sheridan Graham (CAO, Peterborough County), Kathy Wood (EOLC Project Coordinator), Jason St. Pierre (EORN), Lauren Wilkinson (EOWC)

STANDING PROCEDURAL ITEMS 1.1 Call to order/welcome/establish quorum - Cyndy Palleske Cyndy called the meeting to order at 3:01 pm 1.2 Declarations of conﬂict-of-interest – None 1.3 Adoption of the Agenda Recommended Motion “That the Agenda of the October 7, 2024 EOLC Innovation Committee meeting be adopted as circulated.” Moved by: Jason St.Pierre Seconded by: Sheridan Graham Carried 1.4 Approval of the Minutes from last meeting Recommended Motion “That the minutes of the August 13, 2024 meeting be approved as circulated.” Moved by: Jason St. Pierre Seconded by: Sheridan Graham Carried 2 STATUS ON ACTIONS FROM LAST MEETING 2.1 Outcome and flow-down of direction from the Strategic Planning Session – Cyndy Palleske

•

The group discussed the interim steps involving the Innovation Committee leading up to the November Board session. Kathy mentioned that a distilled document, including the draft vision, value proposition and results from the Quadrant exercise, was recently shared for review. Working Page 1 of 1

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Eastern Ontario Leadership Council Innovation Working Group Groups (WGs) would be consulted for feedback before the November meeting. •

Other WGs are currently being reconstituted and will review the document and provide feedback as well. The Innovation committee should look at that feedback and come forward to the Board with recommendations and direction to consider.

•

It was decided the next meeting would be held in-person and scheduled for November 1, 2024.

2.2 Planning an in-person Innovation committee strategy session– Cyndy Pallske •

Item 2.2 deferred 2.2.1

Explore the use of data, such as that available through EORN’s Digital Strategy Environmental Scan, and how it can benefit the EOLC in regional resource cataloging

2.2.2

Develop an EOLC Intellectual Property policy to guide decision-making on the creation of tools owned by the EOLC, including their cataloging and maintenance.

2.2.3

Identify and recommend 8-10 key economic indicators that will help guide EOLC’s strategic decision-making and support regional opportunities

2.2.4

Explore collaboration with regional partners to aggregate real-time job demand data and other relevant insights for Eastern Ontario

2.2.5

Develop a plan to enhance EOLC’s online presence through data-driven content, such as blogs, a podcast, and social media, to improve data accessibility and relevance

2.3 Exploring potential partnership opportunities with Bloomberg Philanthropies to support on a regional scale – Craig Desjardins •Craig provided an update that there is mutual interest in reshaping and rescoping this partnership. •Bloomberg is currently determining the direction of the partnership and welcomed the idea of a regional approach involving Eastern Ontario as an opportunity to engage with smaller municipalities. •Bloomberg recently launched an AI working group and will provide dates for a Page 1 of 1

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Eastern Ontario Leadership Council Innovation Working Group call to discuss collaboration opportunities. •Additional Update: Craig and Jason met with Queen’s University regarding an application related to shoreline erosion using robotics, drones, and other technology.

2.4 Housing Innovation • Item 2.4 deferred 2.4.1

Recommending a workforce-focused program outline for the EOLC’s consideration and approval, with the goal of applying to FedDev Ontario’s Regional Innovation Ecosystem fund under the Housing Manufacturing Innovation priority in Winter 2025

2.4.2

Could One Ontario’s Landlogic tool be part of a municipality pilot which provides feedback on its usefulness for remaining municipalities in the region?

2.4.3

Status of “7 in 7” data extraction presentation

2.5 Strategy for Data Literacy, Data Mobilization, and Data Dissemination for the Eastern Ontario Leadership Council – Craig Desjardins • Discussion on the potential for mapping out a data strategy focused on data literacy, mobilization, and dissemination. The idea is to leverage data as a service within the EOLC and its Innovation Committee. • Craig discussed the preliminary strategy to establish the EOLC as a leader in data practices, outlining what it would take to advance data capabilities at the council level. • Topic deferred until more direction is provided. •Kathy emphasized that all data insights from Working Groups (WGs) should be consolidated and reported at the board level. She suggested that the Innovation Committee could serve as a coordinating body to structure how WGs handle data, but there is a need for someone to take on a coordinating role. Kathy also Page 1 of 1

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Eastern Ontario Leadership Council Innovation Working Group proposed an alternative approach, which involved developing an algorithm to distribute data at a census level – consider it a topic for further exploration at an in-person session. 3 GENERATIVE DISCUSSION TOPICS 3.1 Regional Innovation Ecosystem Mapping (RIEM) initiative discussion – Cyndy Palleske •

Item 3.1 deferred

3.2 Discussion on Ontario Big City Mayors Motion to be brought forward to the Board – Cyndy Palleske •

EOWC to bring this item forward to the EOLC Board for approval

3.3 Future discussion • Item 3.3 deferred until in-person session 3.3.1 3.3.2 3.3.3

Develop a strategy for inviting private sector innovators, stakeholders and partners to participate in setting priorities Determine the types of individuals to invite and how to engage them effectively Explore the potential of forming subcommittees within the Innovation Committee to increase influence in setting priorities, involving provincial and federal representatives to create feasible, regionally impactful solutions

4 STANDING PROCEDURAL ITEMS 4.1 Collection of meeting critique from participants – Cyndy Palleske •

Discussed expanding the Innovation Committee to include all Chairs of WGs. Confirmed that Kathy will invite Maureen Adams to join the Innovation Committee as the Chair of the Transportation WG.

4.2 Conﬁrmation of next meeting date – Cyndy Palleske Friday November 1st, 2024 at 10 am Hastings County Page 1 of 1

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Eastern Ontario Leadership Council Innovation Working Group

4.3 Adjournment Moved by: Craig Desjardins Seconded by: Jason St.Pierre

Page 1 of 1

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Minutes November 1, 2024 – 10:00 AM

Present:

Chair Cyndy Palleske (CFEO), Vice-Chair Craig Desjardins (City of Kingston), Sheridan Graham (CAO, Peterborough County), Kathy Wood (EOLC Project Coordinator), Jason St. Pierre (EORN)

1.0 Call to Order Chair Cyndy Palleske called the meeting to order at 10:16 am Moved by: Jason St. Pierre Seconded by: Craig Desjardins Carried 2.0 Approval of Agenda and Minutes That the consent agenda items be adopted as presented: 2.1 The agenda of the November 1, 2024, EOLC Innovation Committee meeting. 2.2 The minutes of the EOLC Innovation Committee held on October 7, 2024. Moved by: Craig Desjardins Seconded by: Jason St. Pierre Carried 3.0 Review Vision – Discussion notes • • • • • •

• • • • • • • •

Kathy provided a background update as to the progress to date. Proceeding well on interviews. Reconfiguring – adding new working group to capture insights from those groups. Have our input into Vision, Value proposition and Quadrant exercise. Deciding on what the Innovation Committee’s piece is of this. Needs to be more aspirational and inspirational – thought leadership collaborator (thinktank) – forward-thinking, future-oriented, future-state visioning, bold statement is essential Need to pick our lane and how we will “do” it – what we want to do, where we want to go Currently a regional statement - not specific to the EOLC Leverage data, resources, expertise We are stagnant – no new projects How do we leverage/prepare for elections? Learn from Southwestern Ontario’s successes—investment, partnerships with the private sector, and collaboration with institutions/post-secondary organizations Address future workforce needs by aligning training and development to long-term goals, enabling post-secondary institutions to plan effectively Focus on increasing and attracting population growth, targeted toward meeting the region’s future workforce needs

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• • • • • • •

EOLC – catalyst for the innovation ecosystem in Eastern Ontario – programs, collaboration, We do this through – transportation systems EO – Quality of Life – good geography advantage – frame talent attraction strategy – make a life here Take a systems approach Many organizations in our area doing great work – how do we attract people to Eastern Ontario Catalyst to bring people together to identify the gaps – take and facilitate and advocate for – bring them all together Then identify pilot projects to work with organizations.

Suggestions: Vision Eastern Ontario will be an economically thriving location of choice for residents, organizations /businesses, institutions and visitors. What: We are renowned for our advanced innovative strategies and systems, intelligent and integrated transportation networks, an advanced and educated workforce and a balanced and sustained natural environment. How: The EOLC will do this by being a thought-leader and catalyst that identifies the partners needed, addresses (overcomes) barriers, implements strategies/projects and initiatives necessary to provide the ecosystem that enables growth, innovation and advancement of Eastern Ontario. 4.0 Working Group Updates 4.1 Infrastructure Working Group Update • The group is being put together – hopeful to hold a meeting prior to November 27th • The focus will be to define and clarify what “infrastructure” encompasses 4.2 Transportation Working Group Update • • •

Reconvened the group and held the first meeting – reviewed the vision and other information Working Group liked the idea of the 4 working groups and all being represented on the Innovation Committee. Transportation discussion included: o Preparing for the future of electric vehicles and related infrastructure o Utilizing technology and innovation, such as aerial imagery and mapping (e.g., flood risk) by incorporating GIS and AI o Ongoing challenges with the Ministry of Transportation of Ontario (MTO): o Lack of an Eastern Ontario presence o Missing previously shared information o Efforts are underway to schedule a meeting with the province to address these issues.

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•

No specific projects have been identified at this time

4.3 Workforce Working Group Update • •

• •

The meeting saw strong attendance and active participation. Key discussions: o Current and future labour challenges, including projections for the next five years and the labour market needs o Potential new members to strengthen the group o Enhancing connections between working groups and post-secondary institutions to help these institutions better anticipate workforce trends o Positive feedback on reconvening for further discussions o Brief discussion on workforce housing: ▪ Addressing housing needs aligned with workforce development. ▪ Avoiding duplication of efforts with municipalities and others already working on housing initiatives. ▪ Remain distinct from the Infrastructure Working Group. Potential for predictive modeling and data analytics to play a role at the Innovation Committee level Considering the working groups as “vertical pillars” and the Innovation Committee as the “horizontal pillar” that connects them

5.0 Identify Innovation Committee Mandate, Roles and Contributions • • • • • •

Considerations for Innovation Committee: Agreement that data management should be defined as part of the committee’s responsibilities. Innovation is the nurturer for a community of practice and data for the region (and all the working groups)? Could we look to funding under the AI stream to facilitate the data assembly and dissemination? Explore academic stream opportunities. SHRC, NSRC, Mitacs? A shared perspective that the Innovation Committee serves the broader interests of the EOLC, spanning multiple projects and working groups – governance o Consideration of the level of support the committee provides to the working groups to advance their mandates effectively - building innovation capacity into EOLC

6.0 Discussion Key Recommendations/Priorities to the EOLC Board •

Recommend re-ordering the EOLC Board Agenda – to move Innovation and working group items first

Project Idea:

Would FedDev fund an update and review of the innovation eco-system mapping report/update? Other funding? RED? Reposition to serve the new mandate for the EOLC, working groups and all it’s stakeholders and partners. Not just graduate output

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based, based on research agendas, and opportunities for partnerships and advancing innovation into the region and beyond. Look for pilot project opportunities based on EOLC. How does an innovation ecosystem translate into a vibrant economy. Use best practices and benchmarking in the analysis. (Prosperity Institute, Conference Board, others TBD etc). Innovation is a cornerstone for what the vision is and how we implement the strategy – we need solid understanding of what the innovation ecosystem looks like before we can advance other strategies. We will bring a formal report on what that would look like and cost. 2. Then, we reveal and the author presents at an EOLC Innovation Summit. • •

• •

Discussion: Q: How does this committee or EOLC at large support the working groups? At what point would you be likely to say we need Innovation Working Group involvement. o A: Through working group updates/needs brought forward to the Innovation Committee. Will be part of that ecosystem mapping. Q:Do we want others on the Innovation Committee? How do we structure committee and participation. A: Not at this time – until everything is finalized – after November session.

7.0 Carry-Forward Discussion Items 7.1 EOLC Innovation Opportunity List •

Harvest our municipal infrastructure to leverage innovative opportunities

7.2 Data Strategy – C. Desjardins •

Discussed as part of innovation ecosystem scan

7.3 Identify how and when subcommittees should be formed for regional impact initiatives 7.4 Innovation Environmental Scan •

Previously discussed

7.5 Housing Innovation •

Jason has gone back to EOWC for clarification of what can be shared of the housing project

•

Discussion for future: o IP and related policy. IP remains with the creator. Investigate policy on this. – falls under scope of data discussion and best practices. Policy – legality etc.

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o o

Strategy should have a balanced scorecard to track our success – Dashboard Post secondary collaborations to advance innovation across a variety of fields. Is there a mechanism to engage the EOLC members (see 8.0 below)

8.0 Communications Plan • • •

• • • •

Develop a process for bringing items forward to EOLC members. Convene a post-secondary group to discuss strategies for raising awareness of projects. Create a streamlined approach to highlight opportunities, such as: o Adding a dedicated “Projects/Opportunities” section to the EOLC webpage. o Including a subscribe functions o Considering a newsletter to share updates Student Project Develop and implement social media policies Ensure the EOLC Dashboard integrates seamlessly into the website (APIs) Expand the website’s functionality to include webinars, podcasts, and other interactive content

9.0 Critique •

Start doing – free form/generative discussion

Next meeting •

December 12, 2024 – 1 pm

Adjournment Motion to adjourn at 3:00pm Moved by: Craig Desjardins Seconded by: Maureen Adams Carried

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Resolution: EOLC Support for Continuation of Digital Main Street Funding Moved by: Warden Bonnie Clark, EOLC Vice-Chair Seconded: Mayor Doug Elmslie “WHEREAS since 2016, the Digital Main Street program across Ontario has supported more than 87,000 entrepreneurs and small businesses by providing no cost support that includes tailored digital strategies, tools, consultations, online education, and training events; and WHEREAS since 2016, the Digital Main Street program across Ontario has supported the creation of more than 3,000 jobs for youth and young adults; and WHEREAS Digital Main Street supports businesses and offers services throughout the EOLC’s member municipalities; and WHEREAS the Digital Main Street program has become a synchronous natural extension of the work our local municipalities and Small Business Enterprise Centers (SBECs) do to support small business, and acts harmoniously to provide support in another key area for businesses; and WHEREAS In addition to working with businesses that are just at the start of their digital transformation, the Digital Main Street program offers support to businesses at any stage and within any industry; and WHEREAS this support comes in the form of supporting them with digital transformation, new sales/revenue channels, and leveraging digital tools/technologies at every step of their journey to help their business, as well as ensure they and their clients remain secure and protected in light of the increase in cyber attacks; and WHEREAS, operating funding has been discontinued, impacting the ability to maintain services, eliminating the time spent with business

Outgoing

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owners on this critical support, time spent in the community working with business owners directly; and WHEREAS the uncertainty of continued funding, makes budgeting and long- term planning difficult; and WHEREAS Digital Main Streets Transfer Payment Agreements with the Ministry of Economic Development, Job Creation and Trade, expired on March 31, 2024. THEREFORE BE IT RESOLVED THAT the EOLC request that the Province continue to fund Digital Main Street in line with the needs of our small businesses across Ontario; and FURTHER THAT a copy of this resolution be sent to Honourable Vic Fedeli, Minister of Economic Development, Job Creation & Trade; MPP Effie J. Triantafilopoulos, Parliamentary Assistant to the Minister of Economic Development, Job Creation and Trade; MPP Deepak Anand, Parliamentary Assistant to the Minister of Economic Development, Job Creation and Trade; MPP Nina Tangri, Associate Minister of Small Business; JP Cadeau, Deputy Minister for Economic Development, Job Creation & Trade; Rachel Simeon, Assistant Deputy Minister, Innovation and Economic Partnerships Division, Ministry of Economic Development, Job Creation and Trade.” CARRIED

Signed by: Jeff Leal, Chair November 7, 2024

CC:

Jeff Leal, Chair, Eastern Ontario Leadership Council jleal@peterborough.ca Eastern Ontario Leadership Council contact@eolc.info

Outgoing

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November 1, 2024 Rebecca Mustard Manager, Economic Development, Kawartha Lakes rmustard@kawarthalakes.ca Dear Rebecca: Thank you so much for participating in the Eastern Ontario Leadership Council’s strategic planning process. Your feedback and ideas are invaluable to our process moving forward. Your perspective will help us to position our work for greater impact as we continue to expand economic opportunity, stimulate entrepreneurial success, enhance the liveability of our communities, and strengthen our region’s collective resilience. Thank you for sharing your insights with us so that together, we can tackle shared, regional issues influencing the economic success and prosperity of Eastern Ontario. With thanks and warmest wishes,

Sheridan Graham Planning Committee Member On Behalf of the EOLC Board of Directors

Outgoing

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November 1, 2024 Doug Allport doug@allport.ca Dear Doug: Thank you so much for participating in the Eastern Ontario Leadership Council’s strategic planning process. Your feedback and ideas are invaluable to our process moving forward. Your perspective will help us to position our work for greater impact as we continue to expand economic opportunity, stimulate entrepreneurial success, enhance the liveability of our communities, and strengthen our region’s collective resilience. Thank you for sharing your insights with us so that together, we can tackle shared, regional issues influencing the economic success and prosperity of Eastern Ontario. With thanks and warmest wishes,

Sheridan Graham Planning Committee Member On Behalf of the EOLC Board of Directors

Outgoing

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November 1, 2024 Chris King Chief Executive Officer, Quinte Economic Development Commission chris@quintedevelopment.com Dear Chris: Thank you so much for participating in the Eastern Ontario Leadership Council’s strategic planning process. Your feedback and ideas are invaluable to our process moving forward. Your perspective will help us to position our work for greater impact as we continue to expand economic opportunity, stimulate entrepreneurial success, enhance the liveability of our communities, and strengthen our region’s collective resilience. Thank you for sharing your insights with us so that together, we can tackle shared, regional issues influencing the economic success and prosperity of Eastern Ontario. With thanks and warmest wishes,

Sheridan Graham Planning Committee Member On Behalf of the EOLC Board of Directors

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November 1, 2024 Jason Dennison Jason.Dennison@flemingcollege.ca Dear Jason Dennison: Thank you so much for participating in the Eastern Ontario Leadership Council’s strategic planning process. Your feedback and ideas are invaluable to our process moving forward. Your perspective will help us to position our work for greater impact as we continue to expand economic opportunity, stimulate entrepreneurial success, enhance the liveability of our communities, and strengthen our region’s collective resilience. Thank you for sharing your insights with us so that together, we can tackle shared, regional issues influencing the economic success and prosperity of Eastern Ontario. With thanks and warmest wishes,

Sheridan Graham Planning Committee Member On Behalf of the EOLC Board of Directors

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November 1, 2024 Glen LeClair org21@live.ca Dear Glen LeClair: Thank you so much for participating in the Eastern Ontario Leadership Council’s strategic planning process. Your feedback and ideas are invaluable to our process moving forward. Your perspective will help us to position our work for greater impact as we continue to expand economic opportunity, stimulate entrepreneurial success, enhance the liveability of our communities, and strengthen our region’s collective resilience. Thank you for sharing your insights with us so that together, we can tackle shared, regional issues influencing the economic success and prosperity of Eastern Ontario. With thanks and warmest wishes,

Sheridan Graham Planning Committee Member On Behalf of the EOLC Board of Directors

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November 1, 2024 Jean-Baptiste Litrico jlitrico@queensu.ca Dear Jean-Baptiste Litrico: Thank you so much for participating in the Eastern Ontario Leadership Council’s strategic planning process. Your feedback and ideas are invaluable to our process moving forward. Your perspective will help us to position our work for greater impact as we continue to expand economic opportunity, stimulate entrepreneurial success, enhance the liveability of our communities, and strengthen our region’s collective resilience. Thank you for sharing your insights with us so that together, we can tackle shared, regional issues influencing the economic success and prosperity of Eastern Ontario. With thanks and warmest wishes,

Sheridan Graham Planning Committee Member On Behalf of the EOLC Board of Directors

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November 1, 2024 Francis Drouin, Député / MP Glengarry-Prescott-Russell Parliamentary Secretary to the Minister of Agriculture and Agri-Food c/o Trevor Stewart Executive Assistant Trevor.Stewart.431@parl.gc.ca Dear MP Francis Drouin: Thank you so much for participating in the Eastern Ontario Leadership Council’s strategic planning process. Your feedback and ideas are invaluable to our process moving forward. Your perspective will help us to position our work for greater impact as we continue to expand economic opportunity, stimulate entrepreneurial success, enhance the liveability of our communities, and strengthen our region’s collective resilience. Thank you for sharing your insights with us so that together, we can tackle shared, regional issues influencing the economic success and prosperity of Eastern Ontario. With thanks and warmest wishes,

Sheridan Graham Planning Committee Member On Behalf of the EOLC Board of Directors

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November 13, 2024 Charlene Pineda Director Operations WCG – Service System Manager, Employment Ontario charlene.pineda@wcgservices.com Dear Charlene Pineda: Thank you so much for participating in the Eastern Ontario Leadership Council’s strategic planning process. Your feedback and ideas are invaluable to our process moving forward. Your perspective will help us to position our work for greater impact as we continue to expand economic opportunity, stimulate entrepreneurial success, enhance the liveability of our communities, and strengthen our region’s collective resilience. Thank you for sharing your insights with us so that together, we can tackle shared, regional issues influencing the economic success and prosperity of Eastern Ontario. With thanks and warmest wishes,

Sheridan Graham Planning Committee Member On Behalf of the EOLC Board of Directors

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November 13, 2024 Ann-Marie Kelleher-Byers Senior Economic Development Officer, Federal Economic Development Agency for Southern Ontario ann-marie.kelleher-byers@feddevontario.gc.ca Dear Ann-Marie: Thank you so much for participating in the Eastern Ontario Leadership Council’s strategic planning process. Your feedback and ideas are invaluable to our process moving forward. Your perspective will help us to position our work for greater impact as we continue to expand economic opportunity, stimulate entrepreneurial success, enhance the liveability of our communities, and strengthen our region’s collective resilience. Thank you for sharing your insights with us so that together, we can tackle shared, regional issues influencing the economic success and prosperity of Eastern Ontario. With thanks and warmest wishes,

Sheridan Graham Planning Committee Member On Behalf of the EOLC Board of Directors

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November 13, 2024 Darla Price Executive Director, Northumberland Manufacturers Association darla.price@thenma.ca Dear Darla: Thank you so much for participating in the Eastern Ontario Leadership Council’s strategic planning process. Your feedback and ideas are invaluable to our process moving forward. Your perspective will help us to position our work for greater impact as we continue to expand economic opportunity, stimulate entrepreneurial success, enhance the liveability of our communities, and strengthen our region’s collective resilience. Thank you for sharing your insights with us so that together, we can tackle shared, regional issues influencing the economic success and prosperity of Eastern Ontario. With thanks and warmest wishes,

Sheridan Graham Planning Committee Member On Behalf of the EOLC Board of Directors

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Mark Kirkpatrick President, Loyalist College mkirkpatrick@loyalistcollege.com

November 13, 2024

Dear Mark Kirkpatrick: Thank you so much for participating in the Eastern Ontario Leadership Council’s strategic planning process. Your feedback and ideas are invaluable to our process moving forward.

Your perspective will help us to position our work for greater impact as we continue to expand economic opportunity, stimulate entrepreneurial success, enhance the liveability of our communities, and strengthen our region’s collective resilience. Thank you for sharing your insights with us so that together, we can tackle shared, regional issues influencing the economic success and prosperity of Eastern Ontario. With thanks and warmest wishes,

Sheridan Graham Planning Committee Member On Behalf of the EOLC Board of Directors

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