EOWC CAOs' Planning Meeting - 21 Jun 2024 - Agenda

Published June 21, 2024

Word Count 36514 words

Reading Time 172 min read

Body: EOWC Type: Agenda Meeting: Regular Date: June 21, 2024 Collection: Council Agendas Municipality: Frontenac County

[View Document (PDF)](/docs/frontenac-county/PDF Documents/EOWC CAOs' Planning Meeting/2024/EOWC CAOs' Planning Meeting - 21 Jun 2024 - Agenda.pdf)

Document Text

EOWC CAO’s Planning Meeting Agenda Friday, June 21, 2024 – 9:00 a.m. Via Zoom

Agenda Page 1.

Call to Order/Welcome

Approval of Agenda 2.1 Agenda of the June 21, 2024 EOWC CAOs’ Planning Group Recommended Motion: “That the agenda for the June 21, 2024 EOWC CAO’s Planning Meeting be adopted as circulated.”

4-9

Approval of Minutes 3.1 Minutes of the April 19, 2024 EOWC CAOs’ Planning Group Recommended Motion: “That the minutes of the April 19, 2024 EOWC CAO’s Planning Meeting be approved as circulated.” Minutes - EOWC CAOs Planning Meeting - April 19, 2024 - Manager Approved

10 - 17

Delegations 4.1 CAO Succession Planning - Scott Vokey, Executive Director, Ontario Municipal Administrators’ Association  (Presentation forthcoming Monday June 17, 2024)

New / Other Business 5.1 AMO Delegation Requests - Meredith Staveley-Watson / All EOWC AMO 2024 Conference Multi-Minister Delegation Submissions EOWC AMO 2024 Conference - Individual Ministry Delegation Submissions

Page 5.2

Infrastructure - All  Infrastructure (EOWC Housing)  Draft Multi-Ministry Meeting Presentation (Forthcoming Tuesday June 18, 2024) Recommended Motion: “That the EOWC CAOs direct staff to bring the presentation forward to the July 18, 2024 EOWC Meeting for approval to be used as part of the AMO 2024 Conference advocacy.”

18 - 28

29 - 43

5.3

Housing - All  Housing (EOWC Website)  Housing for All (Forthcoming Tuesday June 19 2024)

5.4

Health Care - All  Health Care (EOWC Website)

5.5

Joint Announcement re: CMHC Communal Services Funding - Jason St.Pierre / Meredith Staveley-Watson / All

5.6

EORN Update - Jason St.Pierre

5.7

EOLC Update - Sheridan Graham / Maureen Adams

5.8

Manager Workplan Update - Meredith Staveley-Watson EOWC Manager of Government Relations and Policy Workplan Dashboard - June 21, 2024

Correspondence 6.1 Outgoing EOWC AMO 2024 Conference - Individual Ministry Delegation Submissions EOWC AMO 2024 Conference - Multi-Minister Delegation Submissions EOWC Letter - Support for Communal Decentralized Water and Wastewater Solutions - June 10, 2024 EOWC Letter - OEB Registrar - Securing access to natural gas for Ontario’s future - June 11, 2024 EOWC Letter - Rural Housing Information System Letter of Support June 14, 2024

Page 2 of 152

Page 44 - 152

6.2

Incoming Time to Grow - A Regional Economic Development Plan for Northwestern Ontario 2024-06-13 - Township of North Dundas - Resolution Infrastructure Small Rural Municipalities 2024-06-11 - Township of Larder Lake Council Resolution - Sustainable Infrastructure 2024-06-05 - Municipality of Central Huron - Letter of Support Sustainable Infrastructure Funding for Small Rural Municipalities 2024-06-04 - Hon. Kinga Surma - Thank you for your letter of support for the HEWSF 2024-06-03 - EORN Press Release French 2024-06-03 - EORN Press Release English 2024-05-28 - Lanark Highlands - Letter of Support - Hastings County Motion regarding sustainable infrastructure funding for small rural municipalities 2024-05-23 WOWC Media Release - Return of Ontario West Municipal Conference 2024-05-22 - Stirling-Marmora - Resolution of Support - PEC - Housing Affordability Crisis 2024-05-21 - Northumberland County - Resolution Support ‘Ridesharing Services’ 2024-05-14 - Lanark Highlands - Letter of Support Resolution – Request to the Province to Amend the Blue Box Regulation 2024-05-13 - Town of Rainy River - Wawa MAF Resolution 2024-05-09 - PEC - Resolution of support for provincial and federal governments to end the housing affordability crisis Recommended Motion: “That the Outgoing and Incoming Correspondence Reports be received.”

Next Meeting EOWC CAOs’ Planning Meeting - Virtual Friday, July 5, 2024

Adjournment Recommended Motion: “That the EOWC CAOs’ Planning Meeting be adjourned.”

Page 3 of 152

Minutes EOWC CAOs’ Planning Meeting 9:00 AM - Friday, April 19, 2024 Present:

Craig Kelley, Ron Taylor, Ray Callery, Stephane Parisien, Sheridan Graham, Jennifer Moore, Brenda Orchard, Connor Dorey, Kelly Pender, Maureen Adams

Regrets:

Gary Dyke, Kurt Greaves

Guests:

Kevin Farrell (Frontenac), Emily Hollington (Lanark), Meredith Staveley-Watson (EOWC), Emmanuel Pinto (EOWC), Kathy Wood (EORN), Jason St. Pierre (EORN), Kristen Myers (EORN), Jim Pine (EORN), Lauren Wilkinson (EOWC) Via Zoom: Alexandra Freed (Nigig Nibi Ki-win Gamik), Kristie Tsang (Folger Rubinoff LLP), Bernie Deline (Hastings County)

Call Meeting to Order / Welcome The EOWC’s Secretary-Treasurer, Craig Kelley, called the meeting to order at 9:02am. Kevin Farrell was introduced as the County of Frontenac’s new Chief Administrative Officer effective May 1, 2024 and Emily Hollington, Director of Social Services from County of Lanark County, was welcomed.

Approval of Agenda a.

Agenda of the April 19, 2024 EOWC CAOs’ Planning Group Amended Motion: “That the Agenda of the April 19, 2024 EOWC CAOs’ Planning Group be adopted as amended; That item 5.a.1. is added as a meeting item.” Moved by: Jennifer Moore Seconded by: Stephane Parisien Carried

[Marcia Wallace joined the meeting at 9:08 a.m.]

Page 4 EOWC of 152CAOs’ Planning Group Minutes of the April 19, 2024

Approval of Minutes a.

Minutes of the February 22, 2024 EOWC CAOs’ Planning Group Amended Motion: “That the Minutes of the February 22, 2024 EOWC CAOs’ Planning Group meeting be approved as amended; That the minutes reflect that CAO Ray Callery arrived at a later time.” Moved by: Connor Dorey Seconded by: Ray Callery Carried

Delegations a.

Algonquins of Pikwakanagan – Child Wellbeing Law Discussion – Kristie Tsang, Fogler, Rubinoff LLP Lawyers (Virtual) • •

• • •

•

Kristie Tsang, Legal Counsel, gave an overview into the development of Nigi Nibi Ki-win as it pertains to childhood family services. She gave an operational overview in which she outlined the law is exercising its jurisdiction exclusively within the Algonquin territories and as such are working on protocols with the Children’s Aid Societies that reflect these jurisdictions. Coordination efforts with agencies across Ontario were emphasized, including developing jurisdictional protocols with the Ontario Provincial Police (OPP). The group is looking for municipalities to assist in communications and coordinate with first responders, hospitals, and schools with a focus on streamlining efforts. Kristie Tsang stated they are open to offering workshops and training and considers the EOWC a good platform to coordinate these sessions. Kristie to coordinate additional information sessions and training as needed through EOWC staff. The EOWC will disseminate relevant communications to community services and stakeholders.

New / Other Business

Page 5 EOWC of 152CAOs’ Planning Group Minutes of the April 19, 2024

EORN 7 in 7+ Business Plan – Jason St.Pierre, Kristen Myers, Jim Pine, Lisa Severson, Kathryn Wood (9:15-10:15 a.m.) • •

•

EORN, led by CEO Jason St.Pierre delivered the 7 in 7+ Business Plan business plan to the CAOs. The governance of this project was discusses as falling under the EOWC. The EOWC would assume the role of project owner, with the responsibility of appointing and providing strategic oversight to guide the work of the 7 in 7+ plan implementation team on behalf of the EOWC board of directors. Discussion ensued with where CAOs’ viewpoints were shared regarding the plan, with emphasis on collaboration and the need for a common end goal. Suggestions were made to leverage the plan’s strengths while refining implementation strategies.

Motion: “That the 7 in 7 Regional Housing Plan: Business Plan developed by EORN as per the direction of the EOWC be brought forward to the EOWC in-advance of the meeting on April 26, 2024; That the EOWC receive the Business Plan with thanks to EORN; That the EOWC direct CAOs and EOWC staff to work on leveraging components of the Business Plan and bring recommendations to the caucus including an advocacy strategy for AMO; That the EOWC work with EORN to identify and solidify a role for EORN to support regional housing priorities.” Moved by: Ray Callery Seconded by: Sheridan Graham Carried

EORN Board Vacancy – Jason St.Pierre •

Jason St.Pierre asked the CAOs to begin the search for a replacement on the EORN board of directors, to be elected at the May 30, 2024 Annual General Meeting.

[Break from 11:28 – 11:44 am] 5.a.1 Closed Session Recommended Motion:

Page 6 EOWC of 152CAOs’ Planning Group Minutes of the April 19, 2024

“That the CAOs’ Planning Group move into Closed Session.” Moved by: Ray Callery Seconded by: Sheridan Graham Carried [Brenda Orchard left the meeting at 12:11 p.m.] c.

Ontario Energy Board Consultation: Distribution System Expansion for Housing Development Cost Recovery– Meredith Staveley-Watson / All • •

Meredith Staveley-Watson provided an update on the OEB Consultation and asked for additional feedback regarding the written response due on May 1, 2024. The CAOs emphasized refining the response to be more highlevel.

Amended Motion: “That the EOWC CAOs direct staff to submit the EOWC written response to the Ontario Energy Board Consultation on Distribution System Expansion for Housing Development Cost Recovery by May 1, 2024, with amendments made to the document.” Moved by: Ron Tayor Seconded by: Marcia Wallace Carried d.

EOWC Strategic Plan Update – Meredith Staveley-Watson / Working Group Members •

• •

Meredith Staveley-Watson thanked the working group members and gave an update that the task team will be revising and drafting the strategic plan on Monday April 22, 2024. Once finalized by the working group, EOWC staff will send to draft strategic plan to the CAOs via email for a feedback period. The draft strategic plan including the CAOs feedback will be included for May 23 EOWC agenda for final review and approval.

Refreshed Infrastructure Policy Paper Key Themes – Meredith Staveley-Watson / Working Group Members •

Meredith Staveley-Watson gave an update that she has been working with Kathy Wood and working group members to

Page 7 EOWC of 152CAOs’ Planning Group Minutes of the April 19, 2024

•

develop key advocacy messages stemming from the refreshed infrastructure policy paper, which will be rolled into the strategic plan. The group discussed ensuring clarity of the key themes in addition to prioritizing themes based on audience and aligning with federal and provincial priorities.

Motion: “That the EOWC CAOs’ Group endorse the key messages presented based on the EOWC Refreshed Infrastructure Policy Paper; and Further that the CAOs’ Group direct staff to bring them forward to the May 23, 2024 EOWC meeting for approval.” Moved by: Ray Callery Seconded by: Jennifer Moore Carried

EOWC – EOMC Meeting Planning – Meredith Staveley-Watson / All • Meredith Staveley-Watson gave an update that the EOWC, EOMC and WOWC and EOMC are planning a meeting at the AMO conference on Sunday. • Discussion around the meeting objective and structuring to encourage interaction and a focus on relevant priorities ensued. • Enbridge has contacted the EOWC and is looking to potentially sponsor this joint meeting. EOWC staff will look to coordinate this further.

Manager Workplan Update – Meredith Staveley-Watson • Meredith Staveley-Watson gave an update on leading the workplan, with a focus on projects throughout 2024.

EOLC Update – Sheridan Graham and Maureen Adams • Sheridan Graham updated the group that the EOLC is prioritizing the Project Coordinator report from Kathy Wood to be brought back at the May 2 EOLC meeting.

Correspondence a.

Outgoing

Incoming

Page 8 EOWC of 152CAOs’ Planning Group Minutes of the April 19, 2024

Motion: “That the EOWC CAOs’ Planning Group receives the correspondence report.” Moved by: Sheridan Graham Seconded by: Ray Callery Carried

Next Meeting EOWC Special Virtual Meeting Friday April 26, 2024 from 9 to 11 am

Adjournment Motion: “That the EOWC CAOs’ Planning Group Meeting be adjourned at 12:50pm.” Moved by: Kelly Pender Seconded by: Sheridan Graham Carried

Page 9 EOWC of 152CAOs’ Planning Group Minutes of the April 19, 2024

2024 AMO Conference: Multi-Minister Meeting Request Form This year, the AMO conference will be held from August 18 to 21, 2024. Municipal associations can apply for a multi-minister meeting at the conference. A multi-minister meeting allows for a municipal association to engage with a group of ministries on key issues. This form will allow you to identify up to three discussion topics and provide a background for each. Ministry staff will review your request and confirm the appropriate ministers to invite, based on the topics listed. Multi-minister meeting request forms are to be submitted by June 7, 2024. A ministry representative will contact you to discuss your meeting request and let you know if it is successful. Please refer to the tip sheet for suggestions about how to have a successful multi-minister meeting.

Enter Association Name *

Eastern Ontario Wardens’ Caucus 2. Enter full names and titles of delegates from your association who will attend the meeting. * EOWC 2024 Chair, Peter Emon, Warden of Renfrew County EOWC 2024 Vice-Chair, Bonnie Clark, Warden of Peterborough County Fran Smith, Warden of Frontenac County Liz Danielsen, Warden of Haliburton County Bob Mullin, Warden of Hastings County Doug Elmslie, Mayor of the City of Kawartha Lakes Steve Fournier, Warden of Lanark County Nancy Peckford, Warden of the United Counties of Leeds and Grenville John Wise, Warden of the County of Lennox and Addington Brian Ostrander, Warden of Northumberland County Normand Riopel, (Interim) Warden of the United Counties of Prescott and Russell Steve Ferguson, Mayor of Prince Edward County Jamie MacDonald, Warden of the United Counties of Stormont, Dundas and Glengarry Meredith Staveley-Watson, Manager of Government relations and Policy, EOWC Lauren Wilinson, Communications and Administrative Coordinator, EOWC Craig Kelley, Secretary-Treasurer. EOWC (CAO of Renfrew County) Sheridan Graham, CAO of Peterborough County Marcia Wallace, CAO of Prince Edward County Kevin Farrell, CAO of Frontenac County Gary Dyke, CAO of Haliburton County Connor Dorey, CAO of Hastings County Ron Taylor, CAO of the City of Kawartha Lakes Kurt Greaves, CAO of Lanark County Ray Callery, CAO of the Counties Leeds and Grenville Brenda Orchard, CAO of the County of Lennox and Addington Jennifer Moore, CAO of the County of Northumberland Stephane P. Parisien, CAO of the United Counties of Prescott and Russell Maureen Adams, CAO of the United Counties of Stormont, Dundas and Glengarry

Page -10 of 152Staveley-Watson / All AMO Delegation Requests Meredith

3. Contact person: Choose a contact person who is knowledgeable about the issue(s) and is available to respond to ministry inquiries within one business day. Provide an alternate contact if the person will be on vacation. *

Meredith Staveley-Watson, Manager of Government Relations and Policy 4. Phone number: *

1-647-545-8324

Email address: *

info@eowc.org / meredith.staveley-watson@eowc.org 6. Alternate Contact Email:

Lauren Wilkinson, Communications and Administrative Coordinator - info@eowc.org

Select your preferred date for the meeting: Note: Ministry staff will do their best to accommodate your preferred date, but may not be able to, depending on other commitments during the conference. * Sunday August 18, 2024 Monday August 19, 2024 Tuesday August 20, 2024 Wednesday August 21, 2024 No Preference

Page -11 of 152Staveley-Watson / All AMO Delegation Requests Meredith

Request Ministry and Issue Please Identify the ministries you would like to meet with and list your topics below: 8. List your discussion topics and any relevant background information (maximum five): Topic 1: Summary of the issue: The EOWC would like to present and discuss the Municipal Infrastructure Policy Paper (released in June of 2024) and its key findings and requests. This paper calculates the infrastructure deficit facing Eastern Ontario’s municipalities; includes 20 years of quantitative research and data; and outlines multi sectoral impacts and opportunities of infrastructure investment.

Topic 1: Background/Context: Under our 2024-2027 Strategic Plan, the EOWC’s top strategic priority is infrastructure, followed closely by housing and healthcare.

During the multi-ministry meeting, the EOWC would like to present the key takeaways from our paper and discuss how various ministries play a vital role in the issue of infrastructure across Eastern Ontario.

Ministry of Infrastructure:

As the lead ministry for infrastructure, the EOWC is looking to discuss how we can work together to shape upcoming infrastructure funding programs so that small urban and rural municipalities are not left behind.

Ministry of Municipal Affairs and Housing:

Infrastructure is the backbone to unlocking housing across the spectrum. The EOWC’s communities built more housing per 100,000 population than the City of Toronto (a ratio of 39 : 18).

Key Ministers requested for topic 1(select all that applies). Hold down “CTLR” to select more Ministry of Economic Development, Job Creation and Trade:

than one minister. Children, Community and Social Services Citizenship and Multiculturalism Colleges and Universities Economic Development, Job Creation and Trade Education Energy Environment, Conservation and Parks Finance Francophone Affairs Health Indigenous Affairs Infrastructure Intergovernmental Affairs Labour, Immigration, Training and Skills Development Legislative Affairs

The paper identifies the significant return on investment that infrastructure has on the local and regional economy. Sustained investment in infrastructure will ensure that Eastern Ontario’s growing contribution to the Ontario economy is maintained.

Ministry of Environment, Conservation and Parks:

Environment related infrastructure represents the second highest capital and operational cost to rural and small urban municipalities in Eastern Ontario. The paper outlines the infrastructure deficit facing municipalities and the impact of the municipalities’ local investments.

Ministry of Transportation:

Roads and bridges represent the highest infrastructure need across Eastern Ontario. Rural and small urban municipalities are major exporters to Ontario and other jurisdictions across Canada and therefore depend on this infrastructure.

Ministry of Tourism, Culture and Sport:

There is an upfront cost to growth creating a burden for smaller rural communities. Rural Eastern Ontario is growing in population and as we work to meet the housing need there are also community and recreation infrastructure needs to make communities healthy and vibrant.

Ministry of Energy:

Energy solutions that integrate a climate change lens and support innovation can optimize utility, value and cost savings over-time.

Ministry of Agriculture, Food and Rural Affairs:

Rural and small urban taxpayers cannot afford dramatic increases in infrastructure investments. While rural and small urban municipalities in Eastern Ontario continue to invest in our Asset Management Plans, we cannot do it alone.

Ministry of Labour, Immigration, Training and Skills Development:

Jobs pay almost $7,000 less in rural and small urban Eastern Ontario than for Ontario as a whole. Long work commutes put extra stress on infrastructure. Over the last 20 years, a larger share of workers are commuting across the region for employment.

Despite this, EOWC communities engage in $61 billion in economic activity.

Ministry of Finance:

Page -12 of 152Staveley-Watson / All AMO Delegation Requests Meredith

Borrowing capacity to debt finance infrastructure is restricted for rural and small urban municipalities. The current debt burden for our region is nearly $650 million, while the Associated Annual Repayment Limit (ARL) as defined by the Ontario Government is $350 million. Therefore, our municipalities cannot finance infrastructure investments on our own.

Treasury Board Secretariat:

11. Would your association like to request a second topic? Yes No 12. Topic 2: Summary of the issue:

Topic 2: Background/Context:
Key Ministers requested for topic 2 (select all that applies): Select… Agriculture, Food and Rural Affairs Attorney General Children, Community and Social Services Citizenship and Multiculturalism Colleges and Universities Economic Development, Job Creation and Trade Education Energy Environment, Conservation and Parks Finance Francophone Affairs Health Indigenous Affairs Infrastructure Intergovernmental Affairs Labour, Immigration, Training and Skills Development Legislative Affairs Long-Term Care Mines

Page -13 of 152Staveley-Watson / All AMO Delegation Requests Meredith

15. Would your association like to request a third topic? Yes No 16. Topic 3: Summary of the issue:

Topic 3: Background/Context:
Key Ministers requested for topic 3 (select all that applies): Select… Agriculture, Food and Rural Affairs Attorney General Children, Community and Social Services Citizenship and Multiculturalism Colleges and Universities Economic Development, Job Creation and Trade Education Energy Environment, Conservation and Parks Finance Francophone Affairs Health Indigenous Affairs Infrastructure Intergovernmental Affairs Labour, Immigration, Training and Skills Development Legislative Affairs Long-Term Care Mines

Page -14 of 152Staveley-Watson / All AMO Delegation Requests Meredith

EOWC AMO 2024 Conference: Individual Ministry Delegation Submissions Delegation 1 Request Ministry of Municipal Affairs and Housing Preferred Date Monday, August 19, 2024 Attendees Chair Peter Emon Vice-Chair Bonnie Clark *Note: two to three additional elected officials from the EOWC Board of Directors will be in-attendance. Meredith Staveley-Watson, Manager of Government Relations and Policy Craig Kelley, Secretary-Treasurer, EOWC (CAO of Renfrew County) Sheridan Graham, CAO of Peterborough County Connor Dorey, CAO of Hastings County Marcia Wallace, CAO of Prince Edward County Ron Taylor, CAO of the City of Kawartha Lakes Issue 1 Summary The Eastern Ontario Wardens’ Caucus (EOWC) would like to make a regional housing pledge similar to what Strong Mayor communities have done. The EOWC has developed our first multi-year Strategic Plan, that identifies infrastructure and housing as our top priorities. The EOWC’s municipalities are strong performers on housing. The EOWC communities built more housing per 100,000 population than the City of Toronto (a ratio of 39 : 18). Background Out of the EOWC’s 103 municipalities, only the City of Kawartha Lakes was asked by the Ontario Government to commit to a housing pledge.

Page -15 of 152Staveley-Watson / All AMO Delegation Requests Meredith

The EOWC believes that tackling housing from a regional perspective is critical to our collective success in achieving housing across the spectrum and supporting Ontario’s 1.5 million homes by 2031. We are committed to working together as municipalities and with the Ontario Government to leverage opportunities in Eastern Ontario.

Delegation 2 Request Ministry of Long-Term Care Preferred date Tuesday, August 20 Attendees Chair Peter Emon Vice-Chair Bonnie Clark *Note: two to three additional elected officials from the EOWC Board of Directors will be in-attendance. Meredith Staveley-Watson, Manager of Government Relations and Policy Lauren Wilkinson, Communications and Administrative Coordinator, EOWC Craig Kelley, Secretary-Treasurer, EOWC (CAO of Renfrew County) Sheridan Graham, CAO of Peterborough County Kurt Greaves, CAO of Lanark County Issue Summary The Eastern Ontario Wardens’ Caucus (EOWC) would like to discuss key findings and successes in the municipal long-term care sector across Eastern Ontario’s small urban and rural communities. Additionally, the EOWC would like to identify areas of continued collaboration and improvement related to debt capacity and staffing for long-term care homes. Background

Page -16 of 152Staveley-Watson / All AMO Delegation Requests Meredith

The EOWC has developed our first multi-year Strategic Plan (2024-2027), that identifies health care as one of our top priorities. The EOWC’s municipalities are strong performers on long-term care. The EOWC’s municipalities are meeting or exceeding the ‘four hours of care’ target, in which the EOWC was an early advocate. The EOWC would like to discuss our policy paper on long-term care across the region, including successes in working together with the Ontario Government, and areas for improvement in small urban and rural long-term care homes related to debt capacity and staffing.

Page -17 of 152Staveley-Watson / All AMO Delegation Requests Meredith

Page 18 of 152Staveley-Watson Manager Workplan Update

Meredith

EOWC Manager of Government Relations and Policy Workplan Dashboard EOWC CAOs’ Group Meeting June 21, 2024 Green – Steady Progress

Yellow – Some Adjustments Needed

Red – Critical Issues

Ongoing Priorities • Lead and seek out government relations opportunities and engagement with provincial, federal, municipal governments (political and bureaucratic). • Develop policy and recommendations on behalf of the EOWC related to the strategic plan and priorities. • Oversee communications: lead EOWC internal and external written, visual, and verbal communications, including website and social media. • Build EOWC reputation via networking and collaborating with associations, stakeholder, private sector, nonprofit sector, media, and the public. • Manage and report on the EOWC budget. • Manage, prepare and support EOWC meetings; execute actions based on meeting direction. • Support Chair, Vice-Chair, Secretary-Treasurer, and members with administrative tasks. • Manage EOWC staff. • Coordinate EOWC working groups and stakeholder groups. • Maintain and update website, internal SharePoint, legal documents, policies, by-laws, etc.

Page 19 of 152Staveley-Watson Manager Workplan Update

Meredith

SHORT-TERM GOALS (March - May 2024)

Item

Period

Progress to-date

EOWC AMO 2024 Delegation Meeting Requests

May – • August, 2024

3 requests made: 1 multiministry, 2 individual

• • • • • •

Eastern Ontario Home Builders’ Summit (May 28)

March – May, 2024

• • • • • •

Secured EOWC partnership for summit Market and promote event to municipal members Lead coordination for session Present on the EOWC and 7 in 7 and support Chair moderating Network with home building sector and municipal attendees Interview with the Canadian Real Estate Investor Page 2 of 11

Tasks remaining

Status

Policy Briefing Materials Communications Lead coordination for WOWC-EOWCEOMC joint meeting Coordinate staff-tostaff pre-meetings Schedule NDP, Liberal Caucus meetings Staff-to-staff pre meetings with Ontario Government bureaucratic and political staff

On Schedule

Page 20 of 152Staveley-Watson Manager Workplan Update

Meredith

EOWC Newsletters

Ongoing

•

Networking and outreach meetings and events

Ongoing

• • • • • •

Standing government relations touchpoint meetings

Ongoing

• • •

Board of Trade: Minister of Finance Budget announcement meeting IMFG event on Culture of Public Money: local, provincial and federal perspectives OGRA Conference 2024 CAMA Conference 2024 AMCTO Conference 2024 Board of Trade: Mayor Olivia Chow Lunch 2024 EOWC-WOWC annual Chair and Vice-Chair meeting OBCM-WOWC monthly meeting Established Eastern Ontario Government Relations staff meeting (new this April)

Page 3 of 11

• •

On Gather and Schedule coordinate issue information and news for the newsletter Promote strategic plan and infrastructure paper (June 2024 letter) Track engagement On Peterborough County Schedule Day (June 20)

On Schedule

Page 21 of 152Staveley-Watson Manager Workplan Update

Meredith

• • • • Parliament Hill meetings and followups

Queen’s Park meetings and followups EOWC 2024-2027 Strategic Plan

2024

Municipal Government Relations Network meetings (semi-annual) AMO / ROMA staff FCM staff OMAA Manager – ED

•

Executed Prime Minister’s • Continued Office meeting and Minister of engagement and Housing office meeting communications • Executed Minister Sean Fraser Staff meeting • Met and set up meeting with Minister Gudie Hutchings • Sent appropriate follow-ups • Followed up on EOWC Budget Submission 2024 • Met with: Dave Smith, David • Continued Piccini, Matt Rae engagement and communications • Various MPPs MEDIUM-TERM GOALS (Spring – Summer 2024) March – July • Plan and work with facilitator • Newsletter 2024 • Gather feedback and • Further promotion information from EOWC as and communications part of strategic planning • Action items session underneath plan • Form and coordinate strategic plan working group and ongoing meetings

Page 4 of 11

Ongoing

On Schedule

Page 22 of 152Staveley-Watson Manager Workplan Update

Meredith

• • • • • • • •

Track changes and provide materials to working group, CAOs, and EOWC Streamline and modernize message including: mission, vision values Release of Plan News Release Resolution draft to councils Speaking notes for EOWC members Media interviews Update website

Government Relations Plan

June – October 2024

•

Gather feedback and information from EOWC as part of strategic planning session

•

Identify priorities and create sub-categories of relevance

On Schedule

Communications Plan

June – October 2024

•

Gather feedback and information from EOWC as part of strategic planning session

•

Identify priorities and create sub-categories of relevance Bring forward report to EOWC summarizing communications and related data

On Schedule

Page 5 of 11

•

Page 23 of 152Staveley-Watson Manager Workplan Update

Meredith

• •

Onboard and manage new Coordinator

April – September 2024

• • • •

AMO 2024 Conference

Managed interview process Manage and oversee workload Coordinate succession planning with previous staff and onboarding program Coordinate with EOLC

May – August 2024

• • • •

• • • • • • • • •

Page 6 of 11

Ensure branding, graphics and image aligned Ensure website reflects updates

Create workplan Identify projects Continuous mentorship Create opportunities for development

On Schedule

Coordinate overall On strategy Schedule Delegation requests Briefing materials Speaking notes Preparation meetings with provincial staff WOWC-EOWCEOMC joint meeting Press release Social media content Thank you letters to Ministers

Page 24 of 152Staveley-Watson Manager Workplan Update

Meredith

EOWC 2024 Budget

Update EOWC Policies

File and organize digital and paper archives

•

Coordinate technology and logistics

• 2024 budget approved during Inaugural meeting • Closed items for 2023 budget • Meet regularly with finance staff to review

•

Continue to monitor budget Execute items for 2024 budget Bring updated budget report to May EOWC meeting

Fall – Winter 2024

• Obtained documents and information from former EOWC staff • Streamlined templated

•

Summer Fall 2024

• Hastings and Prescott & Rusell have archives that staff continue to sort

• Upload and organize to EOWC SharePoint

Annual

• •

Review, update and create policies, terms of reference and other documents, as applicable on an ongoing basis

On Schedule

LONG-TERM GOALS (2024) EOWC Regional Housing Plan

July 2022 – Ongoing

• •

Organized working groups and staff meetings and prepared materials Lead and manage EOWC communications (newsletters, briefing notes, handouts,

Page 7 of 11

On Schedule

Page 25 of 152Staveley-Watson Manager Workplan Update

Meredith

speakers notes, graphics, resolutions, invites, PowerPoints, videos, media, questionnaires) •

Lead and manage government relations engagements (Federal, Provincial, Municipal, associations, housing stakeholder groups)

•

Internal Coordination and administration follow-ups including information and data gathering

•

Co-wrote government relations plan for EORN 7 in 7 business plan

•

Contact between EOWC, EORN during business plan to provide direction, support and feedback

Page 8 of 11

Page 26 of 152Staveley-Watson Manager Workplan Update

Meredith

Infrastructure Working Group (priority 1)

• • •

Form and coordinate working group and ongoing meetings Identify key messages out of refreshed policy paper Coordinate and provide materials to working group, CAOs, and EOWC, while gathering feedback

Housing Working Group (priority 2)

• Work with government and stakeholders as needed • Finalize key messages and prepare related communications and policy notes ahead of the July EOWC meeting and AMO 2024 Conference • •

•

Healthcare Working Group (priority 3)

• •

Page 9 of 11

Form and coordinate working group and ongoing meetings Align with strategic plan, government relations plan, and communications plan Work with government and stakeholders as needed Form and coordinate working group and ongoing meetings Align with strategic plan, government

Page 27 of 152Staveley-Watson Manager Workplan Update

Meredith

•

Continuous advocacy items

2024

•

Page 10 of 11

relations plan, and communications plan Work with government and stakeholders as needed

On Provide policy, Schedule advocacy, communications support as needed for continuous advocacy items that impact the EOWC region and its members. Coordinate and communicate with CAOs and staff expert groups as needed to pull policy recommendations, information and advocacy. Coordinate with applicable associations, organizations and stakeholders

Page 28 of 152Staveley-Watson Manager Workplan Update

Meredith

2025 Inaugural Meeting

Summer – Winter 2024

•

Booked hotel in Kingston

•

Supporting staff expert groups as needed

•

Plan and execute on logistics for EOWC Inaugural meeting Invite MPs, MPPs, EOMC elected officials

•

• • •

On Schedule

Professional Education and Development in 2024 Executive Diploma in Municipal Management, AMCTO ➢ 10 month career development program designed to provide the foundational knowledge, skills, and competencies required to be a successful local government manager ➢ Diploma course ➢ Research Report (July 2024) ➢ AMCTO member Institute of Municipal Finance and Governance Speaker Series ➢ Regular in-person attendee at the IMFG, University of Toronto Speaker Series focused on current municipal policy, finance and political issues CAO Mentorship ➢ Monthly in-person mentorship days with CAOs from across the EOWC ➢ Completed mentorship program through AMCTO with Michael Fenn Canadian Association of Municipal Administrators ➢ New Member ➢ National Conference (June 2024)

Page 11 of 11

Outgoing

Page 29 of 152

Outgoing

Page 30 of 152

Outgoing

Page 31 of 152

Enter Association Name *

Outgoing

Page 32 of 152

Meredith Staveley-Watson, Manager of Government Relations and Policy 4. Phone number: *

1-647-545-8324

Email address: *

info@eowc.org / meredith.staveley-watson@eowc.org 6. Alternate Contact Email:

Lauren Wilkinson, Communications and Administrative Coordinator - info@eowc.org

Select your preferred date for the meeting: Note: Ministry staff will do their best to accommodate your preferred date, but may not be able to, depending on other commitments during the conference. * Sunday August 18, 2024 Monday August 19, 2024 Tuesday August 20, 2024 Wednesday August 21, 2024 No Preference

Outgoing

Page 33 of 152

Topic 1: Background/Context: Under our 2024-2027 Strategic Plan, the EOWC’s top strategic priority is infrastructure, followed closely by housing and healthcare.

Ministry of Infrastructure:

Ministry of Municipal Affairs and Housing:

Infrastructure is the backbone to unlocking housing across the spectrum. The EOWC’s communities built more housing per 100,000 population than the City of Toronto (a ratio of 39 : 18).

Key Ministers requested for topic 1(select all that applies). Hold down “CTLR” to select more Ministry of Economic Development, Job Creation and Trade:

Ministry of Environment, Conservation and Parks:

Ministry of Transportation:

Ministry of Tourism, Culture and Sport:

Ministry of Energy:

Energy solutions that integrate a climate change lens and support innovation can optimize utility, value and cost savings over-time.

Ministry of Agriculture, Food and Rural Affairs:

Ministry of Labour, Immigration, Training and Skills Development:

Despite this, EOWC communities engage in $61 billion in economic activity.

Ministry of Finance:

Outgoing

Page 34 of 152

Treasury Board Secretariat:

11. Would your association like to request a second topic? Yes No 12. Topic 2: Summary of the issue:

Topic 2: Background/Context:
Key Ministers requested for topic 2 (select all that applies): Select… Agriculture, Food and Rural Affairs Attorney General Children, Community and Social Services Citizenship and Multiculturalism Colleges and Universities Economic Development, Job Creation and Trade Education Energy Environment, Conservation and Parks Finance Francophone Affairs Health Indigenous Affairs Infrastructure Intergovernmental Affairs Labour, Immigration, Training and Skills Development Legislative Affairs Long-Term Care Mines

Outgoing

Page 35 of 152

15. Would your association like to request a third topic? Yes No 16. Topic 3: Summary of the issue:

Topic 3: Background/Context:
Key Ministers requested for topic 3 (select all that applies): Select… Agriculture, Food and Rural Affairs Attorney General Children, Community and Social Services Citizenship and Multiculturalism Colleges and Universities Economic Development, Job Creation and Trade Education Energy Environment, Conservation and Parks Finance Francophone Affairs Health Indigenous Affairs Infrastructure Intergovernmental Affairs Labour, Immigration, Training and Skills Development Legislative Affairs Long-Term Care Mines

Outgoing

Page 36 of 152

June 10, 2024 Jason St.Pierre, Chief Ex ecutive Officer Eastern Ontario Regional Network 235 Pinnacle Street, P.O. Bag 4400 Belleville, ON, K8N 3A9 jst-pierre@eorn.ca Attn: EORN and 2B Developments, Localizing Communal Servicing Project CMHC Housing Supply Challenge Re: Support for Communal Decentralized Water and Wastew ater Solutions Dear Jason St.Pierre, I am w riting to you on behalf of the Eastern Ontario Wardens’ Caucus (EOWC) to ex press our support for the utilization of communal decentralized w ater and w astew ater solutions. As a municipal non-profit organization committed to sustainable development and w ell-being of our communities, w e recognize the critical importance of adopting innovative approaches to address infrastructure w hich includes w ater and w astew ater management challenges. Under the 2024-2027 Strategic Plan, the EOWC has set infrastructure as our top priority, follow ed closely by housing. The EOWC recognizes communal services are an economical and effective decentralized solution that is environmentally sustainable and can reduce greenhouse gas emissions w hen compared to full-service w ater and w astew ater options. The EOWC sees the significant benefits that communal services may offer our 103 rural and small urban municipalities. To support the Federal Government and Ontario Government’s housing strategies, w e believe that by leveraging communal decentralized w ater and w astew ater solutions could facilitate densification and development in both our rural and more urban areas. Communal services may directly support building housing faster, more sustainably, and at a low er cost to smaller-urban and rural communities. Communal services can unlock the potential and ability for communities like ours to build housing, attract residents and create jobs. Page 1 of 3 EOWC | 235 Pinnacle St P.O. Box 4400 Belleville ON K8N 3A9

Outgoing

Page 37 of 152

In addition to promoting environmental sustainability, communal decentralized w ater and w astew ater solutions also can offer economic advantages. By minimizing the need for ex tensive infrastructure investments and long-distance transportation of water and w astew ater, these systems can result in cost savings for both the municipality and our residents, assisting in unlocking plots of land too ex pensive to currently service. We are committed to w orking collaboratively w ith stakeholders to promote the adoption of these innovative communal services solutions and their successful implementation and future maintenance. Thank you for considering this important matter. We look forw ard to continuing our partnership w ith you to advance sustainable w ater management practices in communities across our region. Sincerely,

Peter Emon Chair, 2024 Eastern Ontario Wardens’ Caucus info@eow c.org w w w .eow c.org CC: Bonnie Clark Vice-Chair, EOWC Warden of Peterborough County w arden@ptbocounty.ca EOWC 2024 Board of Directors Meredith Staveley-Watson Manager of Government Relations and Policy EOWC meredith.staveley-w atson@eow c.org Kristen Myers Page 2 of 3 EOWC | 235 Pinnacle St P.O. Box 4400 Belleville ON K8N 3A9

Outgoing

Page 38 of 152

Project Manager EORN kmyers@eorn.ca

Page 3 of 3 EOWC | 235 Pinnacle St P.O. Box 4400 Belleville ON K8N 3A9

Outgoing

Page 39 of 152

Eastern Ontario Wardens’ Caucus 235 Pinnacle Street, Belleville, Ontario, K8N 3A9 info@eowc.org June 11, 2024 To: OEB registrar Re: Securing access to natural gas for Ontario’s future On behalf of the Eastern Ontario Wardens’ Caucus, I am submitting a letter of comment on Enbridge Gas Inc.’s Rate Rebasing Application Phase 2 (EB-20240111). The EOWC applauds the work the Government of Ontario has done to continue to advance access to affordable energy and propel economic growth, including the Natural Gas Expansion Program and the Keeping Energy Costs Down Act. The EOWC supports a measured approach to Ontario’s energy transition; one that leverages existing natural gas infrastructure and invests in lower-carbon alternatives such as renewable natural gas and hydrogen – in addition to building incremental electricity supply. An integrated approach to Ontario’s energy transition, where pipes and wires work together, will ensure Ontario maintains an energy system while supporting the province’s decarbonization efforts. The EOWC recognizes that growing communities and new developments have growing energy needs, to support housing developments, new businesses, community centres, hospitals, schools, greenhouses, grain dryers and industrial parks – and all Ontarians benefit from this growth. Municipalities are planning for immense future growth and need assurance that reliable natural gas will be available to support economic and community development – this energy certainty is crucial, as is preserving customer choice. Natural gas meets 40 percent of Ontario’s energy needs, plays a critical role in Ontario’s energy evolution, and supports the reliability of Ontario’s electricity system. We would like to ensure that hearings like this represent municipal Page 1 of 2 EOWC | 235 Pinnacle St P.O. Box 4400 Belleville ON K8N 3A9

Outgoing

Page 40 of 152

voices and priorities like our own on the need for natural gas and natural gas infrastructure to support the province’s diversified energy mix.

Sincerely,

Peter Emon Chair, 2023 Eastern Ontario Wardens’ Caucus Info@eowc.org CC:

Hon. Doug Ford, Premier of Ontario doug.fordco@pc.ola.org Hon. Stephen Lecce, the Minister of Energy MinisterEnergy@ontario.ca Colin Best, President, AMO amo@amo.on.ca municipalaffairs@enbridge.com Meredith Staveley-Watson, Manager of Government Relations, EOWC meredith.staveley-watson@eowc.org

Page 2 of 2 EOWC | 235 Pinnacle St P.O. Box 4400 Belleville ON K8N 3A9

Outgoing

Page 41 of 152

June 14, 2024 Attn: Federal Economic Development Agency for Southern Ontario Re: Rural Housing Information System Letter of Support On behalf of the Eastern Ontario Wardens’ Caucus, please accept this letter of support for the Rural Ontario Institute’s Rural Housing Information System (RHIS) application to FedDev Ontario - Funding for organizations that help businesses grow in southern Ontario. Attainable and affordable rural housing is in crisis across Ontario. The RHIS provides an innovative solution for accessing housing data that municipalities and developers need to make planning decisions and to collaborate w ith oversight bodies (Ministry of Municipal Affairs/Housing; Canadian Mortgage and Housing Corporation) for further social housing benefits and access to higher affordable housing capital. By giving stakeholders the tools to better understand the current and potential housing stock and funding environment, more affordable housing w ill be created. This w ill promote economic development in rural communities, providing housing for w orkers and affordable homes for new comers. It w ill augment the efforts of municipalities to attract investors, businesses and industry. It w ill impact access for some of the most v ulnerable in our communities, w omen and children, indigenous peoples, young people, people of disabilities, new immigrants and visible minorities. The RHIS digital rural housing data tool w as created through a partnership of federal and municipal government, private and not for profit sectors. With an initial $1.3M investment from the Canada Mortgage and Housing Corporation Housing Challenge and countless Eastern Ontario municipalities in-kind time and resources, the tool positioned itself and scaled to Western and Northern Ontario w ith the Ministry of Agriculture, Food & Rural Affairs and FedNor. With the rural municipalities housing information centralized, the RHIS needs to take it to further public and private markets to see housing starts in rural Ontario. RHIS currently features 366 rural municipalities, spanning 1.8M sq/kms and just over 3M residents seeking to share housing data and information w ith development interests. Businesses cannot grow w ithout w orkers. Workers cannot w ork w ithout housing. To thrive, communities need accessible, affordable housing to support their industry/business sectors and Page 1 of 2 EO W C | 235 P in n a c le St P .O . Bo x 4 4 0 0 Be lle ville O N K8 N 3A9

Outgoing

Page 42 of 152

w orkforce. Project funds from FedDev w ill allow this rural housing data digital tool to market to other housing sector proponents to accelerate housing construction in rural Ontario. In turn, increasing access to more affordable housing benefits, capital and creating more attainable and affordable housing stock in Ontario’s rural communities. Sincerely,

Peter Emon Chair, 2024 Eastern Ontario Wardens’ Caucus info@eow c.org CC: Meredith Staveley-Watson Manager of Government Relations and Policy EOWC meredith.staveley.w atson@eow c.org

Page 2 of 2 EO W C | 235 P in n a c le St P .O . Bo x 4 4 0 0 Be lle ville O N K8 N 3A9

Outgoing

Page 43 of 152

Time to Grow A Regional Economic Plan for Northwestern Ontario 2025-2035

Incoming

Page 44 of 152

Time to Grow

Table of Contents Introduction ……………………………………………………………………………………………………………………………….. 3 Context - Northwestern Ontario ………………………………………………………………………………………………… 4 A Collaborative Plan …………………………………………………………………………………………………………………….. 6 A Plan to Grow Private Investment………………………………………………………………………………………………… 8 Focus on SMART Goals……………………………………………………………………………………………………………… 9 Where More Study is Needed………………………………………………………………………………………………….. 11 Goals Overview …………………………………………………………………………………………………………………………. 12 Focus for Action 1 – Access to Skilled Labour ………………………………………………………………………………… 16 Improving Labour Market Outcomes for Indigenous Peoples ………………………………………………………. 17 Growing the Labour Pool through Immigration & Migration ……………………………………………………….. 20 A disconnect between labour demand and labour supply. ………………………………………………………….. 25 Focus for Action 2 – Quality of Life ………………………………………………………………………………………………. 28 Increasing Access to Quality Services ……………………………………………………………………………………….. 28 Increasing Community Livability & Civic Pride ……………………………………………………………………………. 33 Staying Connected in an Online World ……………………………………………………………………………………… 35 Focus for Action 3 – Infrastructure & Public Services ……………………………………………………………………… 40 Reliable and Affordable Energy ……………………………………………………………………………………………….. 40 Accessible, Affordable Mass Transit Between Centers………………………………………………………………… 42 More Welcoming Roads Means More Welcoming Communities …………………………………………………. 46 Focus For Action 4 – Access to Market …………………………………………………………………………………………. 49 Improving Links to the far North………………………………………………………………………………………………. 49 Improving Road Safety and Capacity ………………………………………………………………………………………… 52 Reverse The Decline of Regional Air Services …………………………………………………………………………….. 54 Focus for Action 5 - Housing ……………………………………………………………………………………………………….. 58 Seniors………………………………………………………………………………………………………………………………….. 58 Affordable Housing for At Risk Populations……………………………………………………………………………….. 59 Housing that is Available and Affordable for Renters & Buyers ……………………………………………………. 61 A Living Plan ……………………………………………………………………………………………………………………………… 65 Reporting on Progress…………………………………………………………………………………………………………. 65 Reviewing the Plan ……………………………………………………………………………………………………………… 65 Resourcing the Plan ……………………………………………………………………………………………………………. 66 1

Incoming

Page 45 of 152

Time to Grow

Appendix A- About Northwestern Ontario Municipal Association ………………………………………………… 67 Appendix B- Northwestern Ontario Communities………………………………………………………………………. 68 Appendix D - The Northwestern Ontario Economic Plan Working Group ………………………………………. 73

Incoming

Page 46 of 152

Time to Grow

Introduction Municipalities need people. People need jobs. Those are the two fundamental concepts underlying the goals and actions outlined in this Regional Economic Plan for Northwestern Ontario. This plan is intended to focus the efforts of the Northwestern Ontario Municipal Association (NOMA) and its partners to grow the size and number of commercial enterprises operating in Northwestern Ontario over the next decade. NOMA’s partners include the province of Ontario, the federal government, every First Nation government in Northwestern Ontario, Métis leadership, member municipalities of NOMA, the regional Municipal Leagues, key local institutions (hospitals, friendship centres, education facilities (primary, secondary, and post-secondary), community centres, recreation facilities, etc.), local agencies and not for profits (skills and training agencies, workforce planning boards, Community Futures Development Corporations, District Social Services Administration Boards, research and innovation organizations, etc.), local volunteer organizations (Rotary, Young Professionals Networks, Scouts Canada, Girl Guides Canada, etc.), private sector employers and associations, and every resident of Northwestern Ontario. We all have a part to play. This plan has its foundation in NOMA’s 2022-2027 Strategic Plan. Specifically, NOMA’s commitment to undertake and support initiatives to bolster progress in Ontario’s Northwest Region.1 This effort is fueled by NOMA’s commitment to vibrant, sustainable municipalities. This plan has been prepared as a living document. It is intended to change, as needed, over time. It represents a framework for fostering growth in the region, to attract investment, and to nurture communities across Northwestern Ontario. Most importantly, NOMA hopes to see this document used to inform and guide planning, decision making, and concrete actions over the next decade. Actions by NOMA, by Canada, by Ontario, by First Nations governments, by Métis communities and by myriad other decision makers and community builders. To encourage buy-in to the goals and potential actions outlined in this document, NOMA has reached out to various sectors to discuss building an inclusive and integrated economic plan, rooted in strengthening Northwestern Ontario, and founded on collective action. Specifically, this plan is intended to: ● ●

● ●

Provide a comprehensive set of action items for NOMA, its member municipalities, and their partners. Actions that can lead to a thriving future for Northwestern Ontario. Facilitate decisions for growth that strengthen Northwestern Ontario economy, nurture resilient communities, promote a healthy environment, and embody a commitment to their residents. Promote a balanced and rational approach to growth decisions that capitalizes on community priorities, strengths, and opportunities. Enable growth planning that takes a comprehensive geographical perspective, integrating across natural and municipal boundaries.

http://www.noma.on.ca/upload/documents/final-noma-strat-plan-march-2022.pdf

Incoming

Page 47 of 152

Time to Grow

● ●

Ensure that long-term goals and a shared vision drive growth decisions. Provide a roadmap for fostering policy coordination among all levels of government to achieve desired outcomes.

The development of this plan has been a collaborative effort2. Driving this region forward will require similar levels of participation from many different people and organizations. By overcoming several of the larger challenges that the region faces, capitalizing on key opportunities, and by creating a shared set of priorities with clear and measurable objectives, the region can thrive. Context - Northwestern Ontario In 2021 Northwestern Ontario had a population of 232,299. It covers a land mass of 526,417 square kilometers. According to Statistics Canada, there are 37 census sub-divisions (including organized municipalities and unorganized areas) and 76 First Nations or recognized reserves. Many Northwestern communities are also influenced by large “adjacent populations”. These are collections of residents who live close to the municipality but outside of its taxation boundaries. Dryden, for example, has an adjacent population equal to roughly 50% of its municipal population.3 In addition, there are significant seasonal population variances as people move into and out of communities on a temporary basis (cottagers in the Kenora area for example, or rural residents accessing services and amenities in relatively larger centers). These populations place special burdens on municipalities called upon to house them or respond to their needs. Such demands are not offset by consumption taxes on purchases while in the community because, of course, those revenues do not go to the municipality. The economic spin-offs of serving this larger population are also not easily captured by municipalities as most of the associated government revenue is tied to personal and business income taxation. As for businesses, according to the latest data from Business Counts4, there were 6,654 businesses operating in Northwestern Ontario in 2023. These are entities that reported having at least one employee (this excludes the self employed, like real estate or insurance agents). The largest number of businesses were retail operations (958) followed by health care (869) and construction (858). The fourth largest sector by number of businesses is, unsurprisingly, tourism (806).5 If instead of counting the number of businesses, we examine the number of people employed in various sectors: health care moves to number one with 21,195 employees reported by Statistics Canada in 2023. Retail (12,800), Education (10,165), Public Administration (9,885) and Construction (8,115) round out the top five. Tourism comes in at number six with 8,005 employees.

See the section “A Collaborative Plan” for more on the development of this plan

3 www.northernpolicy.ca/upload/documents/publications/reports-new/noga-unincorporated_en.01.03.2021.pdf 4

Canadian business counts, establishment and location counts, employment size and North American Industry Classification System (NAICS), June 2015-2023 5 This figure was calculated using a definition of “tourism” related businesses from the University of British Columbia Industry Codes (NAICS) | Small Business Accelerator (ubc.ca)

Incoming

Page 48 of 152

Time to Grow

As Figure 1 demonstrates, over the last decade the number of businesses in Northwestern Ontario (again, excluding single person firms) has been flat. Recognizing this lack of growth as a fundamental problem, NOMA has focused this plan on actions that will make Northwestern Ontario more attractive to private sector investment. Not just to attract new investors, but to also encourage existing investors to stay, grow their current businesses, and to start new ones regardless of the industry they are in. The objective is to create an environment where businesspeople see themselves, their businesses, and their employees flourishing. Figure 1 – Number of Businesses (with employees)

Incoming

Page 49 of 152

Time to Grow

A Collaborative Plan This plan was developed through engagement with municipal leaders, economic developers, and various NOMA partners from across Northwestern Ontario. Working collaboratively, we identified regional priorities and explored the need for a regional action plan to support our communities in their local economic development efforts. The process included: •

A survey to municipalities around the region: Municipalities participated in a survey as part of NOMA’s Strategic Plan to identify and prioritize prominent issues experienced by Northwestern Ontario municipalities. A second survey circulated to municipalities in Fall 2023 identified strong support for NOMA to develop a regional Northwestern Ontario Economic Development Plan.

•

Engaged discussion with economic developers: Economic development officers from each Northwestern Ontario district including Thunder Bay, Kenora, and Rainy River and the City of Thunder Bay were represented in these discussions. They provided insight into the specific needs of the communities that make up our diverse region.

•

Virtual discussion and creation of a working group: A working group was established to assist in the crafting of this plan. It comprised stakeholders from various sectors in the region, including tourism, forestry, and energy. The group participated in a series of discussions to design and deliver this plan, set priorities for actions and initiatives, clarify the urgent needs of the region, and foster a holistic approach to economic development. (see Appendix C - The Northwestern Ontario Economic Plan Working Group).

NOMA also gathered a cross section of existing economic development plans that have been developed by NOMA members and partners over the last number of years. Table 1 lists the plans that were reviewed for ideas and common themes that could inform a regional plan. We explored each individual plan seeking common priorities and overarching objectives. How items were selected for inclusion in this plan will be described in the sections entitled “Focus on Items that Impact Investment” and “Focus on SMART Goals”.

Incoming

Page 50 of 152

Time to Grow

Table 1 – Existing Plans & Studies Used to Identify Regional Priorities and Action Items Name

Growth Plan for Northern Ontario

Municipality/ Resource Ontario

Strategic Plan 2021-2025

Township of Manitouwadge

Economic Development Strategy

Township of Nipigon

2023-2027 Strategic Action Plan Update Final Report

Municipality of Machin

10 Year Community Development Strategic Plan

Township of Red Rock

Community Strategic Plan

Township of Terrace Bay

2023-2025 Strategic Action Plan

Thunder Bay Community Economic Development Commission Federal Economic Development Agency for Northern Ontario City of Dryden

Prosperity and Growth Strategy for Northern Ontario
Dryden Economic Development and Tourism Strategy
Township of Ignace Community Strategy-Explore our Possibilities 2019-2024

Township of Ignace

Strategic Plan 2023- 2027

Town of Fort Frances

Strategic Plan Planning to Succeed: 2020- 2023

Township of Hornepayne

5-year Tourism and Economic Development Strategy

City of Kenora

Strategic Plan 2020-2024

Municipality of Neebing

2022 Community Economic Development Strategy
2020-2025 Strategic Plan

Township of Sioux Narrows- Nestor Falls Municipality of Sioux Lookout

Destination Northern Ontario Study

Destination Northern Ontario

Northern Ontario transportation task force final report

Province of Ontario

Building a Digital Ontario

Ontario

2022 Progress 10-year Housing and Homelessness Plan

Kenora District Service Board

The Future of Inter-Community Bus Service in Northwestern Ontario

Common Voice Northwest

Kenora District Housing Strategy

Kenora District Services Board

Connecting the North: A Draft Transportation Plan for Northern Ontario

Ontario Ministry of Transportation

Incoming

Page 51 of 152

Time to Grow

A Plan to Grow Private Investment To attract, retain, or grow local businesses you first must understand what drives private investment. One way to do this is by looking to site selectors and the literature around site selection. Table 2 summarizes a sample of site selection resources to highlight the most common factors driving site selection decisions. There are four factors that are on every list: Access to Skilled Labour, Quality of Life, Utilities & Local Infrastructure, and Access to Market. It seems these are the four factors most likely to influence site selectors and the companies that use them. A fifth factor was added to this initial list of four: Housing. Housing is not always treated as a part of the “economic development” envelope. Particularly as economic development relates to federal and provincial programs to support entrepreneurship, innovation, and investment. Nevertheless, housing is a significant factor that can support or constrain private investment. The significant impacts the current national housing crisis is having on both access to labour and quality of life are proof of that. The decision to add housing as a fifth priority area also reflects the urgency currently assigned to the issue by the federal and provincial governments. Furthermore, housing has been (and remains) a critical issue in many First Nations and in many municipalities where growth is constrained due to lack of housing. Table 2 – A Sample of Top Ten Site Selection Criteria by Priority b

Access to Skilled Labour Quality of Life Infrastructure & Public Services Access to Market Location Incentives Construction/Land Costs Responsive Business Environment Cost of Labour Corporate Taxes Proximity to Market/Suppliers Cost of Energy

List 16

List 27

List 38

List 49

List 510

Average Score

Final Rank

4 5

1 7

2 4

9 8

7 3

5 5

2 3

7 3 10*

4 5 6

6 10* 5

6 5 4

1 6 4

5 6 6

4 5 6

10* 1 10*

10* 10* 3

1 7 10*

2 10* 7

10* 10* 10*

7 8 8

8 9 10

10*

*Where a list did not cite a factor, it was scored at a 10 for averaging purposes

https://siteselection.com/issues/2024/jan/here-come-the-boys-from-the-south.cfm https://www.thinkcurrituck.com/blog/what-site-selectors-really-want-9-things-no-corporate-relocation-canresist#:~:text=Site%20selectors%20are%20keen%20on,the%20company%20time%20and%20money. 8 https://www.areadevelopment.com/corporate-consultants-survey-results/q1-2023/37th-annual-corporate-survey-decison-makersfeel-economic-pressures.shtml 9 https://info.siteselectiongroup.com/blog/17-site-selection-best-practices-to-consider-before-searching-for-your-next-location 10 https://researchfdi.com/resources/articles/the-power-of-informed-decisions-site-selection-principles-and-best-practices/ 7

Incoming

Page 52 of 152

Time to Grow

This regional economic plan is predicated on the idea of “stronger together”. The goals set out here are meant to strengthen NOMA, NOMA’s members, and NOMA’s partners. First Nations are central to the growth and prosperity of everyone living in Northwestern Ontario. To encourage growth for all, NOMA and its other partners must be committed to supporting First Nations to grow and achieve their aspirations as well. In 2024 no one should be left behind. Just focusing on these five priority areas eliminated a considerable number of potential goals and actions from the regional plan. Of note are two groups of ideas that were present in large volume in the plans reviewed. Ideas that were not carried over into this plan as they were not identified as priority factors that drive investment decisions. The first was marketing. Almost every plan reviewed included multiple goals to expand, enhance, or better target marketing efforts and advertising. The second was improving the business environment through reducing red tape, enhancing incentives, or otherwise making it easier to secure permits and approvals. Reading through existing plans and strategies there is a clear sense that communities see their own processes as needing a serious overhaul. While business practices did appear on the top ten list of items site selectors consider when advising for or against investment, the issue did not crack the top three and so these actions are also excluded from the regional plan. It is important to note that this does not mean that better marketing and improved business climate are not important. It simply means that from the perspective of attracting private investment in the form of business attraction, retention, and growth they are less urgent than other items. (Although it is recognized that once plans for growth have been implemented there will be a need to communicate the strengths of the individual communities in order to attract investment.) Focus on SMART Goals Having identified five priority areas for action, the second step to reduce the number of goals (and supporting actions) included in this plan was to ask whether the goal was specific, measurable, assignable, realistic, and time-delimited (e.g. whether it is a S.M.A.R.T. goal see Figure 2).

Incoming

Page 53 of 152

Time to Grow

Each shortlisted action taken from a survey, an existing local or regional plan, or suggestions taken from NOMA partners or Working Group members was assessed based on the S.M.A.R.T criteria. Only those that met the criteria are included in the plan. Figure 2 – Defining S.M.A.R.T. Goals

To better understand the operation of the two-stage screening of:

“Is this a top three influencer of investment decisions?” and,
“Is it a SMART goal?”, consider the following examples: The Tourism Modification Pilot Project referenced in Table 1 includes the following goals: Undertake an assessment of current and future demographics of resource-based tourism and examine the most appropriate digital marketing tools to attract this demographic to Northwestern Ontario. Engage resource-based tourism operators to develop and implement a social media marketing campaign utilizing multiple social media platforms such as Instagram and Snapchat, as well as tactics such as social media influencers and photo tagging. These goals do not meet the criteria outlined for SMART goals. While they are both actionable and realistic, neither of them is specific, measurable, or set to a defined timeline. Furthermore, they deal with enhanced marketing, a factor that is not routinely identified as a leading factor influencing investment decisions. In contrast, the Building a Digital Ontario Plan includes the following: Ensure 100% of the residents of Northwestern Ontario have access to internet speeds equivalent to 50 Megabits per second download and 10 Megabits per second uploads by the end of 2025. 10

Incoming

Page 54 of 152

Time to Grow

This goal undoubtedly impacts access to market, one of the top four things that influence private investment decisions. Considering the recent growth in working from home, this goal also impacts access to labour, the number one factor that site selectors see as influencing investment choices. Furthermore, this goal is specific, measurable, assignable, realistic and time delimited. This goal, therefore, does appear in the regional plan.

Where More Study is Needed The preference for this plan is not to outline where Northwestern leaders should “explore” or “study” but where they should “act”. Of course, there are and will be many issues where further exploration and research is needed. Those items should be considered during future periods set aside to review and reflect on the actions that are set out and prioritized within this plan. This plan after all is meant as a living document, to be revised and updated regularly as experience and circumstances require.

Incoming

Page 55 of 152

Time to Grow

Goals Overview In this plan NOMA has set out 15 goals for Northwestern Ontario to achieve over the next decade. Those 15 goals are listed below. The rest of this document contains the analysis underlying these goals and lists proposed actions that could be undertaken to achieve the desired goals. The actions are broken up into three categories: actions that NOMA will take, actions that the provincial and federal governments should take, and actions that NOMA’s many partners could take. Focus for Action 1- Access to Skilled Labour Goal 1: Increase the number of Indigenous individuals who are employed in Northwestern Ontario by 2% a year from 2025 to 2035. Goal 2: Increase the migration (interprovincial, intraprovincial, and international) of people under 40 to the following levels by 2025 and stay at or above these figures until 2035: • • •

Thunder Bay Census Division – 1000 Kenora Census Division – 200 Rainy River Census Division – 100

Goal 3: Enhance quality and access to Labour Market Information across the region so that: a. By 2025 ensure labour market information (including existing skills inventory, expected retirements by job type, and projected workforce demand) is readily available and updated at least annually for every municipality with a population greater than 1000. b. By 2030 similar information is available for every municipality and unorganized area. Focus for Action 2- Quality of Life Goal 4: By 2030 60% of Northwestern Ontario’s population, and by 2035 80% of Northwestern Ontario’s population should be: a. within a 30-minute drive of a library, neighbourhood park, primary education, childcare, grocery store, or pharmacy. b. within a 60-minute drive of in-person access to government services, health care, postsecondary education, and a recreation facility (pool, rink, recreation centre). Goal 5: Improve the public “face” of our region so that: • •

By 2030 50% of Northwestern Ontario’s communities should have completed an entrance, rehabilitation, and beautification project. By 2035 100% of Northwestern Ontario’s communities should have done so.

Goal 6: Continue to improve high speed internet and cellular access throughout Northwestern Ontario so that: • •

By 2025 100% of Northwestern Ontario’s population has access to internet services with download speeds of 50 Mbps and upload speeds of 10 Mbps. By 2030 100% of communities with a population greater than 10,000 have access to internet services with download speed of 100 Mbps and upload speeds of 30 Mbps. 12

Incoming

Page 56 of 152

Time to Grow

• •

By 2035 75% of Northwestern Ontario’s population has access to internet services with download speed of 100 Mbps and upload speeds of 30 Mbps. By 2025 all remaining gaps in cellular coverage along the primary and secondary highway systems have been measured and accurately mapped based on direct measurement and not tower range estimation. By 2030 50% of the identified cellular coverage gaps by confirmed coverage from a least two national cellular networks. By 2035 100% of primary and secondary highways in Northwestern Ontario have confirmed coverage for their full length from at least two national cellular networks.

Focus for Action 3- Infrastructure & Public Services Goal 7: Continue to enhance and improve the electrical transmission infrastructure in Northwestern Ontario by ensuring that: •

• • •

By 2030 all communities at the end of existing radial lines will either have parallel/looped transmission lines in place or sufficient local generation has been established to provide a second source of supply. By 2030 25% of the transmission and distribution lines identified as having “aged out” will have been replaced. By 2035 all of remaining transmission and distribution lines that have “aged out” will have been replaced. By 2035 a plan is in place to replace/upgrade transmission and distribution lines going forward so that we do not find ourselves being serviced by “aged out” infrastructure in the future.

The link between Northwestern Ontario and Northeastern Ontario is maintained but shortened to run from White River to Sault St Marie (and beyond). By 2035 a separate community shuttle service is in place to feed passengers located on secondary highways into the primary Northwest intercommunity bus service.

Incoming

Page 57 of 152

Time to Grow

•

By 2035 at least 90% of the communities accessible from the primary highway network and 80% of those accessible from the secondary highway network should have signage similar or equivalent to that on Highway 401 for services, attractions, and facilities at highway intersections. By 2030 100% of the communities on the primary highway network and 100% of those on the secondary highway network should have distance-to-service warnings for gas, restaurant, accommodation, and comfort facilities immediately before entering each municipality or settlement. By 2030 100% of the primary highway network should have access to functional and well-equipped year-round facilities (public or private) with restrooms at intervals no greater than 100km. By 2035 100% of the secondary highway network should have access to functional and well-equipped year-round facilities (public or private) with restrooms at intervals no greater than 100km.

Focus for Action 4- Access to Market Goal 10: Improve affordability, reliability, and safety of connections to remote communities in Northwestern Ontario by ensuring that: • By 2030, 3 remote runways in Northwestern Ontario have been extended by a minimum of 500 meters provided the community supports such an extension. • By 2035, at least 5 more remote runways in Northwestern Ontario have been extended by a minimum of 500 meters provided the community supports such an extension. • By 2030 at least 200 kilometers of “winter roads” have been upgraded to “all season” roads provided the affected communities support such infrastructure investments. • By 2035 at least another 200 kilometers of “winter roads” have been upgraded to “all season” roads provided the affected communities support such infrastructure investments. Goal 11: Accelerate improvements to the safety and capacity of the highway system in Northwestern Ontario by ensuring that: • By 2030 all current twinning projects that have passed the preliminary planning stage as of 2025 are completed. • By 2030 plans are in place to implement a 2 plus1 highway system for the entire length of any un-twinned sections of the primary highways11 from the Manitoba border to Sault Ste Marie • By 2040 a 2 plus1 highway system is in place for the entire length of any un-twinned sections of the primary highways from the Manitoba border to Sault Ste Marie

Incoming

Page 58 of 152

Time to Grow

• •

By 2035 plans are in place to implement a 2 plus1 highway system for the entire length of the secondary highways12 in Northwestern Ontario. By 2045 a 2 plus1 highway system is in place for the entire length of the secondary highways in Northwestern Ontario.

Goal 12: Enhance the viability and sustainability of municipal airports throughout Northwestern Ontario by ensuring that: • By 2025 100% of municipal airports can qualify for federal or provincial capital and operating assistance. • By 2030 at least 75% of municipal airports have regularly scheduled service for at least six months of the year. Focus for Action 5- Housing Goal 13: Continue to improve housing accessible to seniors so that: • By 2030, 50% of municipalities with more than 1000 in population should have at least one senior’s complex with access to reasonable assisted living supports. • By 2035, 75% of municipalities with more than 1000 in population should have at least one senior’s complex with access to reasonable assisted living supports. Goal 14: Continue to improve housing for at-risk populations so that: • By 2030 municipalities with a population greater than 10,000 have the ability to house at least 75% of their previous five-year average of at-risk populations in affordable and supportive housing. • By 2035 municipalities with a population greater than 10,000 have the ability to house at least 90% of their previous five-year average of at-risk populations in affordable and supportive housing. Goal 15: Continue to improve housing affordability in Northwestern Ontario so that: • By 2025 60% of Northwestern Ontario’s population has access to housing that does not cost more than 30% of their annual income. • By 2030 80% of Northwestern Ontario’s population has access to housing that does not cost more than 30% of their annual income. • By 2035 90% of Northwestern Ontario’s population has access to housing that does not cost more than 30% of their annual income.

Secondary Highways: These highways serve or connect “larger” population centres that are not on or proximate to a primary highway to the primary system, specifically: o Highway 11 from the US border to Shabaqua Corners o Highway 11 from Nipigon to the Thunder Bay census division boundary 12

Incoming

Page 59 of 152

Time to Grow

Focus for Action 1 – Access to Skilled Labour Regional economic development depends on the ability to attract, retain, and develop the workforce. Accessing labour has become a challenge in Northwestern Ontario, as it has elsewhere in Canada and globally. With an aging population more people retire and fewer enter the workforce. Only the District of Kenora (see Figure 3) has a more sustainable population pattern with a large cohort of young people balancing out the population nearing retirement age.

Figure 3 – Population Pyramids 2021

Kenora Census Division

Rainy River Census Division

Thunder Bay Census Division

Incoming

Page 60 of 152

Time to Grow

Improving Labour Market Outcomes for Indigenous Peoples Growing the overall labour pool is important for economic development and growth in the region. First Nation and Métis people who choose to participate in the labour market, for example, continue to see outcomes below the Canadian norm. Continuing to work on the issues and barriers preventing these individuals from fully realizing their career aspirations is critical to the future of Northwestern Ontario. As Figure 4 highlights, progress has been made in this area, but it is painfully slow. Figure 4 – Labour Market Participation of FNMI Individuals

Incoming

Page 61 of 152

Time to Grow

In discussing these ongoing challenges with the Northwestern Economic Plan Working Group members and other key partners, it became clear that continued, gradual growth was an appropriate and reasonable target for progress in this area.13

Goal 1: Increase the number of Indigenous individuals who are employed in Northwestern Ontario by 2% a year from 2025 to 2035. Actions in pursuit of this goal

In pursuit of this goal NOMA will: a. Create a First Nations, Métis and Inuit (FNMI) liaison committee to identify priority areas where NOMA can lend its support to initiatives that will help this population access and enter the labour force. b. Through its FNMI liaison committee, meet with FNMI leadership, service institutions, and community organizations at least four times a year to promote mutual understanding and identify common goals. c. Work with industry partners and municipalities to identify employment opportunities within the community, and actively share this information to First Nations, and Métis communities in the surrounding areas. d. Collaborate with industry partners and municipalities to develop and aid in the implementation of succession planning strategies. These strategies aim to determine when job vacancies become available, to secure the workforce needed to fill the vacancy and to ensure that there is progression within the industry. e. Advocate for cultural training opportunities to be expanded and utilized when an organization wants to hire Indigenous individuals.
The Province of Ontario should: a. Continue to support and expand labour market training and supports for FNMI youth and individuals in transition. b. Continue to support and expand funding for the Ontario Summer Employment Opportunities program, aiming at extending the standard duration of the positions to 16 weeks and to give opportunities for Indigenous youth to gain job experience. c. Launch a pilot mentorship program for Indigenous individuals to create opportunities for professional growth but also focused on elevating educational attainment levels. Through mentorship, Indigenous individuals will be guided to skills and qualification advancement.
Canada should: a. Continue to support and increase funding for the Canada Summer Student aiming at extending the standard duration of the positions from 8 weeks to 16 weeks Program to increase FNMI student job opportunities.

NOMA wishes to especially thank John DiGiacomo at Anishinabek Employment and Training Services and Jordan Hatton, Director of Economic Development, Bingwi Neyaashi Anishinaabek (Sand Point First Nation) for taking the time for extended discussions on this question.

Incoming

Page 62 of 152

Time to Grow

b. Launch a pilot within the Canada Summer Jobs program to cover 16-week placements for FNMI candidates. 4. First Nations, and Métis communities could consider: a. Joining local boards and commissions to ensure the perspective of First Nations, and Métis communities are represented. b. Working with local agencies and community groups to connect First Nations youth to cross-cultural opportunities and work experience. c. Meeting and working with Local Agencies & Not for Profits and the private sector to identify non-cultural barriers to workforce participation (e.g. transportation, childcare, housing) and experiment with means to overcome them (subsidies, direct supply, coordinating crowd sourced solutions (ride sharing)). 5. Individual Municipalities could consider: a. Hiring indigenous students and indigenous graduates. b. Contributing to the work of local First Nation and Métis organizations working to bring indigenous youth into the workforce. This support can be either financial or through volunteer hours of staff and elected officials. c. Working with industry partners and NOMA to identify employment opportunities within the community, and actively share this information to First Nation and Métis communities in the surrounding areas. d. Collaborating with industry partners and NOMA to develop and implement succession planning strategies. These strategies aim to determine when job vacancies become available, to secure the workforce needed to fill the vacancy and to ensure that there is progression within the industry. 6. Major Institutions could consider: a. Providing cultural supports and workplace training opportunities for indigenous students and for indigenous residents who are not students. b. Fostering partnerships with industry for easy pathways for indigenous student work placements and recent graduate employment. c. Offering supportive services for the broader indigenous population, like on campus public events celebrating diverse cultures and encouraging cross cultural experiences. 7. Local Agencies & Not for Profits could consider: a. Continuing to provide community connections for housing, healthcare, language, and other essential services. b. Offering recreation and cultural programs for community engagement. c. Meeting and working with First Nations, Métis communities, and the private sector to identify non-cultural barriers to workforce participation (e.g. transportation, childcare, housing) and experiment with means to overcome them (subsidies, direct supply, coordinating crowd sourced solutions (ride sharing)) 19

Incoming

Page 63 of 152

Time to Grow

Community Organizations could consider: a. Continuing to provide community connections by hosting events on campus or for students off campus. b. Continuing to provide community connections by hosting events for or with indigenous peoples and indigenous support agencies. c. Offering recreation and cultural programs for community engagement. d. Recruit indigenous students and indigenous community members as volunteers and/or paid summer students.
The Private Sector could consider: a. Hiring indigenous students and indigenous graduates. b. Providing work-based learning opportunities to develop work experience and to assist in transitioning community competencies to a workplace context. c. Sponsoring public events celebrating diverse cultures and encouraging cross cultural experiences. d. Contributing to the work of local First Nation and Métis organizations working to bring indigenous youth into the workforce. This support can be either financial or through volunteer hours of staff and elected officials. e. Attending training and cultural learning events. Set aside times for employees to attend cultural training opportunities. f. Meeting and working with Local Agencies & Not for Profits, First Nations, and Métis communities to identify non-cultural barriers to workforce participation (e.g. transportation, childcare, housing) and experiment with means to overcome them (subsidies, direct supply, coordinating crowd sourced solutions (ride sharing))

Growing the Labour Pool through Immigration & Migration With Canada’s birth rate reaching an all-time low in 2022 (1.33 children per woman) 14 growing the domestic population has limited potential as a short to medium term solution for the labour shortage. It should be noted that birthrates among Indigenous peoples is well above that of the general population. But even as the Indigenous population grows, it remains an overall small contributor to the total population generally and to the labour force specifically. In terms of resolving the labour shortage, increased migration is then, a necessary part of the solution. Northwestern Ontario must improve its ability to attract and retain people from other parts of the province, the country, and the world. The good news is, this effort has been underway for some time now, and is showing results. As shown in Figure 5, the factors that have contributed to very recent positive population trends in Northwestern Ontario. While recent trends are impressive, we still have work to do. In 2017 the Northern Policy Institute (NPI) estimated that to maintain the Northwest’s productivity and standard of living at current levels we would need to attract 1861 newcomers to the region, on average, every year 14

https://www150.statcan.gc.ca/n1/daily-quotidien/240131/dq240131c-eng.htm

Incoming

Page 64 of 152

Time to Grow

until 2041.15 It is also important to note that for maximum economic benefit the majority of these new arrivals need to have a considerable number of productive years ahead of them in the workplace. In 2019 NPI went further and calculated sustainable net-migration targets for every community in Northern Ontario. Based on the historical levels of successful net migration in communities of similar size across Canada NPI estimated, for example, that Oliver Paipoonge could absorb 86 new arrivals a year, Sioux Narrows-Nestor Falls could welcome 28, Terrace Bay 38, and Dryden 111.16

Figure 5 – Components of Population Change

15 16

www.northernpolicy.ca/upload/documents/presentations/2017/draft_presentation_thunderbaylip_bilingu.pdf www.northernpolicy.ca/upload/documents/publications/commentaries-new/commentary-zefi_newcomers-4-en.pdf

Incoming

Page 65 of 152

Time to Grow

Goal 2: Increase the migration (interprovincial, intraprovincial, and international) of people under 40 to the following levels by 2025 and stay at or above these figures until 2035:

Thunder Bay Census Division – 1000
Kenora Census Division – 200
Rainy River Census Division – 100 Actions in pursuit of this goal

In pursuit of this goal NOMA will: a. Advocate for population growth and the need for greater migration to Northwestern Ontario in meetings or briefing with local MPs and MPPs b. Advocate for population growth and the need for greater migration to Northwestern Ontario in meetings or briefing with key federal or provincial ministers. c. Advocate for a set-aside in the Ontario provincial nominee program of 1000 spaces dedicated to Northwestern Ontario. d. Advocate for the inclusion of at least two new Northwestern communities or regions in the new Rural Community Immigration Pilot. e. Advocate for the inclusion of at least one new Northwestern community in the Francophone Community Immigration Pilot. f. Advocate for the permanent inclusion of Northwestern Ontario with a designated setaside of at least 1000 immigrants per year as well as an allocation of appropriate federal funding under any new permanent community driven immigration program.17 g. Invite their partners, when appropriate, to join a letter writing campaign to local MPs, MPPs, and key ministers to emphasize the need for greater net-migration to Northwestern Ontario and to call for set-asides in relevant provincial and federal immigration streams.
Province of Ontario should: a. Set-aside 1000 spaces in the Ontario provincial nominee program dedicated to Northwestern Ontario. b. Ensure that Northwestern Ontario is included in provincial marketing resources when promoting Ontario to international immigrants. c. Ensure that provincial officials hold at least four sessions per year in Northwestern Ontario to educate local businesses about immigration and to assist them in participating in available initiatives. With another two sessions held online. d. Expand funding for attraction and settlement services in Northwestern Ontario, including partnering with local communities to invest in dedicated multicultural spaces for community events and welcoming activities.

Between the OINP and the new community driven approaches NWO should have a minimum allocation of 2000 spaces. This will allow for natural attrition while still supporting the goal of 1800 net new migrants per year.

Incoming

Page 66 of 152

Time to Grow

Canada should: a. Ensure that at least two Northwestern communities or regions are included in the new Rural Community Immigration Pilot (RCIP). b. Ensure that at least one Northwestern community is included in the Francophone Community Immigration Pilot (FCIP) (ideally this community would be a different one than the two included in RCIP). c. Specifically include Northwestern Ontario in any new permanent community driven immigration program with a designated set-aside of at least 1000 immigrants per year for the entire region. This allocation should come with appropriate federal funding for attraction and screening of that number of applicants. d. Increase the number of federally supported service provider locations offering immigration and integration services to ensure that a physical office is located within 2 hours drive of every community with a population of at least 1,000 people.18 e. Launch a pilot expansion of the Canada Summer Jobs Program to include international students in Northwestern Ontario.19
First Nations, and Métis Communities could consider: a. Joining the Local Immigration Partnerships to ensure First Nations and Métis perspectives are represented. b. Identifying ways that immigration can enhance First Nation and Métis capacity through filling labour gaps and promoting knowledge transfer. c. Working with Local Immigration partnerships to connect immigrants to existing crosscultural opportunities.
Individual Municipalities could consider: a. Understanding the base of their individual municipal net-migration and then set their own net-migration targets by budget cycle 2025. b. Hiring international students and international graduates. c. Working collaboratively to submit stronger joint or complementary proposals as part of the 2024 process to apply for the two new federal immigration pilots. d. Contributing to the work of Local Immigration Partnerships and other communitybased attraction, retention, and settlement initiatives either financially or through volunteer hours of staff and elected officials. e. Publicly endorsing and celebrating cultural diversity through official declarations and events that make newcomers feel valued and welcomed in the community. f. In partnership with the private sector, community organizations, major institutions, local agencies and not for profits implementing ‘welcome packages’ for new immigrants and international students that include community information, cultural orientation, and local service contacts, making the transition smoother and more welcoming.

Service need not be 5-day a week, but it should be a minimum of monthly service that is scheduled, reliable, and in-person. Alternatively, such a pilot could be modelled on the recent success of the Rural and Northern Immigration Pilot and focus on rural and northern federal ridings. 19

Incoming

Page 67 of 152

Time to Grow

Major Institutions could consider: a. Providing cultural, language, and workplace training opportunities for international students and for new immigrants who are not students. b. Fostering partnerships with industry for easy pathways for newcomer student work placements and recent graduate employment. c. Offering supportive services for newcomers, like on campus public events celebrating diverse cultures and encouraging cross cultural experiences. d. In partnership with the private sector, community organizations, local agencies and not for profits and municipalities implementing ‘welcome packages’ for new immigrants and international students that include community information, cultural orientation, and local service contacts, making the transition smoother and more welcoming.
Local Agencies & Not for Profits could consider: a. Continuing to provide community connections for housing, healthcare, language, and other essential services. b. Offering recreation and cultural programs for community engagement. c. In partnership with the private sector, community organizations, major institutions, and municipalities implementing ‘welcome packages’ for new immigrants and international students that include community information, cultural orientation, and local service contacts, making the transition smoother and more welcoming.
Community Organizations could consider: a. Continuing to provide community connections by hosting events on campus or for students off campus. b. Continuing to provide community connections by hosting events for or with newcomers and newcomer support agencies. c. Offering recreation and cultural programs for community engagement. d. Recruiting international students and newcomers as volunteers. e. In partnership with the private sector, major institutions, local agencies and not for profits and municipalities implementing ‘welcome packages’ for new immigrants and international students that include community information, cultural orientation, and local service contacts, making the transition smoother and more welcoming.
The Private Sector could consider: a. Hiring international students and international graduates. b. Providing work-based learning opportunities to develop Canadian experience and to assist in transitioning international competencies to the Canadian context. c. Sponsoring public events celebrating diverse cultures and encouraging cross cultural experiences. d. Contributing to the work of Local Immigration Partnerships and other communitybased attraction, retention, and settlement initiatives either financially or through volunteer hours of staff and elected officials. 24

Incoming

Page 68 of 152

Time to Grow

e. Promoting an inclusive and welcoming work environment that celebrates multiculturalism and diversity, enhancing the attractiveness of Northwestern Ontario to international talent. f. Developing and publicizing mentorship programs that pair established Canadian professionals with international students and newcomers, fostering a sense of belonging and community connection. g. In partnership with individual municipalities, community organizations, major institutions, local agencies and not for profits implementing ‘welcome packages’ for new immigrants and international students that include community information, cultural orientation, and local service contacts, making the transition smoother and more welcoming. h. Identify and pursue opportunities to increase employee’s wages and benefits whenever possible. A disconnect between labour demand and labour supply. Since 2010 the phrase “jobs without people, people without jobs”20 has become commonplace when discussing labour markets in Canada. The governments of Ontario and Canada continue to aggressively make policy (and policy exceptions) to incentivize people to pursue “in demand jobs”.21 Unfortunately, due to data and measurement challenges for smaller populations, the focus continues to be regional in nature.22 When a region covers 526,417 square kilometers (as Northwestern Ontario does) regional measures are next to useless when local leaders are trying to attract and retain talent. If we are to effectively fill in demand jobs in a timely way at the local level over the next decade we must have access to timely data at the local level.

Goal 3: Enhance quality and access to Labour Market Information across the region so that: a) By 2025 ensure labour market information (including existing skills inventory, expected retirements by job type, and projected workforce demand) is readily available and updated at least annually for every municipality with a population greater than 1000. b) By 2030 similar information is available for every municipality and unorganized area.

http://minerandminer.ca/data/CO_PWJ_Brochure_CAN_2010_v4.pdf https://www.ontario.ca/page/oinp-employer-job-offer-demand-skills-stream https://www.services.labour.gov.on.ca/labourmarket/regions.xhtml?lang=en

21 22

Incoming

Page 69 of 152

Time to Grow

Actions in pursuit of this goal

In pursuit of this goal NOMA will: a. Advocate for funding and resources from provincial and federal government to support the development and maintenance of a publicly available centralized labour market information platform that is all inclusive. b. Advocate for funding from the provincial and federal government to support data collection in Northwestern Ontario. c. Advocate for funding from the provincial and federal government for educational and training programs that align with labour market needs in the region.
Province of Ontario should: a. Define a minimum set of labour market measures to be made available by an entity designated by the province to monitor the regional labour market. This data should be made available at the community level and be comparable to data available for every community in Ontario. b. Mandate the provision of Labour Market Information directly to all secondary schools on and off reserve, with a focus on replacement demand and forecast labour demand data to ensure students are aware of what jobs will be available in the near future. c. Mandate the provision of Labour Market Information directly to service agencies and job developers supporting at risk and underemployed populations including, for example, First Nations, Métis, newcomers, and women. d. Ensure adequate funding is in place to support meeting this community level reporting on labour market demand and supply. e. Expand funding for transition support and work-based learning opportunities, including apprenticeships, internships, and co-op programs in Northwestern Ontario. f. Fund additional data collection in unorganized areas and in communities of less than 1000 people to ensure those communities also have access to reliable labour market information. g. Work with Indigenous communities and organizations, Canada, municipalities, and others to establish and monitor the achievement of targets on indicators of education, employment, and training opportunities. h. Promote local jobs and opportunities regionally, provincially, nationally, and globally.
Canada should: a. Provide financial support to enhance the capacity for collecting and reporting labour market information at the individual community level. b. Collaborate with the provincial government on labour market data collection. c. Provide targeted funds to support data collection focused on students, graduates, training programs, forecast labour demand, and skills enhancement opportunities.

Incoming

Page 70 of 152

Time to Grow

d. Provide funding for initiatives aimed at providing labour market information and training to teachers and guidance counsellors targeting high schools in collaboration with provincial government and municipalities. 4. First Nations, and Métis communities could consider: a. Partnering with educational institutions and training providers to gather data on educational attainment and skill development initiatives in Indigenous communities. b. Work with First Nation training institutions to complete labour market information surveys to complete internal skills databases. 5. Individual Municipalities could consider: a. Supporting initiatives aimed at improving access to labour market information for residents and businesses within the region. b. Partnering with education institutions, employers, and community organizations to identify labour market needs and work-base opportunities within their communities. 6. Local Agencies & Not for Profits could consider: a. Partnering with NOMA and municipalities to facilitate the sharing and collection of labour market information within the communities. b. Developing and disseminating information resources for teachers and guidance counsellors targeting high schools in Northwestern Ontario 7. The Private Sector could consider: a. Contributing and giving feedback on the sharing and collection of labour market information to ensure that it is relevant to the needs of the employers. b. Collaborating with educational institutions, municipalities, workforce planning boards to provide input on the skills and labour demand required to their relevant industries for the future employment opportunities. c. Investing in education and training that align with labour market needs with a particular focus on work-based learning for individuals entering the workforce. d. Collaborating with high schools and education institutions to provide labour market information and training to teachers and guidance counsellors. e. Promote their jobs and opportunities regionally, provincially, nationally, and globally.

Incoming

Page 71 of 152

Time to Grow

Focus for Action 2 – Quality of Life Municipal leaders know that “recreation services (including programs, community facilities, parks, and playgrounds) are highly valued by residents and contribute to the health and wellness of individuals, families, and the community itself.”23 Potential investors and their employees look carefully at the amenities in the community before making the decision to invest or move. Tourist operators also understand the importance of these amenities in attracting visitors (and encouraging them to “come again”). In Northwestern Ontario, however, many factors (including for example: rising insurance costs24, relatively small tax bases, higher construction and maintenance costs, and staffing challenges) combine to make it more difficult to deliver and maintain the level of access needed to meet demand. Increasing Access to Quality Services Access to public services and a mix of amenities is paramount for economic growth and business attraction and retention. Access to schools, health care, cultural experiences, entertainment, and other services make lives richer and communities stronger. Without this access it is much more difficult to attract visitors, temporary residents, and new community members.25 Statistics Canada measures and reports on proximity to key services and amenities. They assign a score of 1 to the neighbourhood (in all of Canada) that is in closest proximity to the service identified and then the scores fall off from there as the relative distance to access that service grows. The District of Rainy River’s score of .0078 on “proximity to grocery store”, for example, means that, for the average neighbourhood in Rainy River, when measuring proximity to a grocery store relative to the rest of Canada, grocery stores are considerably harder to get to in Rainy River. Unfortunately, as Table 3 showcases, Northwestern Ontario scores poorly across the board on these measures, even in our urban centres.

23 24 25

https://www.greenstone.ca/en/news/household-survey-recreation-and-playground-masterplan.aspx http://www.noma.on.ca/upload/documents/2022-02-joint-and-several-liability.pdf https://www.cbc.ca/news/canada/london/immigration-rural-ontario-canada-1.7106640

Incoming

Page 72 of 152

Time to Grow

Table 3 – Relative Proximity to Essential Services26 Rainy River Districti Thunder Bay District Urban Thunder Bay District Rural

Employment Pharmacy Childcare Healthcare Grocery 0.0011 0.0087 0.0041 0.0020 0.0078 0.0121

0.0154

0.0253

0.0101

0.0184

0.0003

0.0017

0.0013

0.0007

0.0045

Kenora District - Urban

0.0042

0.0255

0.0102

0.0057

0.0237

Kenora District - Rural

0.0009

0.0062

0.0030

0.0012

0.0073

Northern Ontario Urban

0.0181

0.0504

0.0467

0.0168

0.0480

Northern Ontario Rural

0.0042

0.0564

0.0194

0.0056

0.0503

Ontario Urban

0.1180

0.0883

0.1236

0.0777

0.0801

Ontario Rural

0.0098

0.0474

0.0262

0.0104

0.0934

Note : There are no urban areas in the Rainy River District. Education (Primary)

Education (Secondary) Library

0.0121

0.0118

0.0119

0.0045

0.0000

Thunder Bay District - Urban

0.0548

0.0393

0.0085

0.0259

0.0136

Thunder Bay District - Rural

0.0217

0.0235

0.0126

0.0037

0.0000

Kenora District - Urban

0.0325

0.0107

0.0279

0.0088

0.0000

Kenora District - Rural

0.0121

0.0150

0.0117

0.0062

0.0000

Northern Ontario Urban

0.1002

0.0934

0.0457

0.0658

0.0308

Northern Ontario Rural

0.0863

0.0937

0.0744

0.0483

0.0000

Ontario Urban

0.1444

0.1396

0.0660

0.0873

0.0707

Ontario Rural

0.0412

0.0808

0.0500

0.0606

0.0079

https://www150.statcan.gc.ca/n1/pub/17-26-0002/172600022023001-eng.htm

Incoming

Transit

Rainy River Districti

Notei: There are no urban areas in the Rainy River District.

Parks

Page 73 of 152

Time to Grow

In calculating the proximity scores presented in Table 3, Statistics Canada has defined a basic level of desired access for ten services it has labelled “essential”. The “target” distances for each service are: • • • • • •

• • •

Proximity to employment: Indicates whether at least one source of employment exists within the boundaries of a dissemination block of a driving distance of 10 km. Proximity to pharmacies: Indicates whether at least one pharmacy or drug store exists within the boundaries of a dissemination block of a walking distance of 1km. Proximity to Childcare: Indicates whether at least one childcare facility exists within the boundaries of a dissemination block of a walking distance of 1.5 km. Proximity to Healthcare: Indicates whether at least one health facility exists within the boundaries of a dissemination block of a driving distance of 3 km. Proximity to Grocery Stores: Indicates whether at least one grocery store exists within the boundaries of a dissemination block of a walking distance of 1 km. Proximity to Primary and Secondary Education: Indicates whether at least one primary education facility exists within the boundaries of a dissemination block of a walking distance of 1.5 km. Indicates whether at least one secondary education facility exists within the boundaries of a dissemination block of a walking distance of 1.5 km. Proximity to Libraries: Indicates whether at least one library exists within the boundaries of a dissemination block of a 1.5 km walking distance. Proximity to Neighbourhood Parks: Indicates whether at least one park exists within the boundaries of a dissemination block of a 1 km walking distance. Proximity to Public Transit: Indicates whether at least one transit stop exists within the boundaries of a dissemination block of a 1 km walking distance.

Goal 4: By 2030 60% of Northwestern Ontario’s population, and by 2035 80% of Northwestern Ontario’s population should be: a) within a 30-minute drive of a library, neighbourhood park, primary education, childcare, grocery store, or pharmacy. b) within a 60-minute drive of in-person access to government services, health care, post-secondary education, and a recreation facility (pool, rink, recreation centre). Actions in pursuit of this goal

In pursuit of this goal NOMA will: a. Advocate for provincial and federal support for continued development of essential services around the region. b. Advocate for improved infrastructure and transportation networks, so there is a reduction in travel times between communities for essential services. c. Collaborate with municipalities, to identify the priority needs and areas for the development of service centers. 30

Incoming

Page 74 of 152

Time to Grow

d. Advocate for increased funding for the development, maintenance, and improvement of recreation facilities of municipalities across Northwestern Ontario. e. Advocate to the provincial and federal government to create initiatives that support the sustainability and improved accessibility of recreation facilities in rural and remote communities in the region. 2. Province of Ontario should: a. Allocate funding for construction and operation of service centers in underserved areas of Northwestern Ontario. b. Explore the potential for “shared service locations” staffed on a fixed or predictable itinerant schedule by key service providers. c. Allocate funding for the accessibility and maintenance of recreation facilities in Northwestern Ontario communities. d. Provide support to municipalities for improved recreation facilities that meet the needs of the community members served. e. Look at including specific line items for regional collaboration and coordination (association membership, travel, and staff time) in grants and budgets for local agencies and supported not-for-profits. f. Look at including specific line items for mandatory (well defined and consistent) data collection and open data reporting in grants and budgets for local agencies and supported not-for-profits. 3. Canada should: a. Provide financial support for projects that help improve access to essential services in rural and remote communities in Northwestern Ontario. b. Collaborate with the provincial and municipal government to bring better essential services to underserved communities and implement initiatives that address specifically the unique geographical needs of the region. c. Continue to support and invest more resources in Community Futures organizations. d. Look at including specific line items for regional collaboration and coordination (association membership, travel, and staff time) in grants and budgets for local agencies and supported not-for-profits. e. Look at including specific line items for mandatory (well defined and consistent) data collection and open data reporting in grants and budgets for local agencies and supported not-for-profits. 4. First Nations, and Metis Communities could consider: a. Pursuing economic development opportunities that would provide services to the region, both on and off-reserve. b. Partnering with businesses that provide services to Indigenous and non-Indigenous peoples, both on and off-reserve. 5. Individual municipalities could consider: a. Prioritizing the attraction of private sector providers of services absent from or difficult to access in their community (pharmacies, hotels, restaurants) 31

Incoming

Page 75 of 152

Time to Grow

b. c. d. e.

Identifying mixed-use spaces that can be revitalized for community areas. Creating public spaces that are both kid-friendly and family-friendly. Invest in beautification of public municipal areas. Leveraging and motivating private investment for community revitalization and beautification. f. Improving the physical state and visual aesthetic of public and private properties and building around the communities. g. Improving walking, cycling and accessibility conditions for the residents in the region. h. Partnering and supporting the provincial government and social service sector to improve access to housing for residents and labour, particularly in healthcare, social services, and wellness programs. i. Supporting organizations and local community groups that deliver programs and services within the community. Allocating resources for cross-cultural education programs for staff in the municipalities as well as the public. j. Developing policies to promote diversification and inclusion among the community. k. Conducting a municipal services review to determine which services need to be maintained, improved, or discontinued, ensuring community consultation is implemented. l. Reviewing municipal services and programs and determine their efficiency and effectiveness and make changes where needed. m. Improving and maintaining recreational facilities and programs that meet the needs of all ages. n. Ensuring that safety initiatives include safe and clean physical environments and that neighbourhoods are walkable. 6. Major Institutions could consider: a. Expanding their services on programs and services that can reach residents in underserved and remote areas for essential services like healthcare. (Telehealth, Home Care, etc.) 7. Local Agencies & Not for Profits could consider: a. Advocating for projects that align with community needs and enhancement. b. Providing input on development plans and mobilize community support for revitalization and beautification efforts. 8. Community Organizations could consider: a. Partnering with municipalities and working with local relevant agencies to explore the development and/or delivery of programs that address adequate access to health care services, enhanced and improved health care services and physical, mental, and psychological well-being. b. Advocating for the needs of the community in matters related to recreation facility development and management. c. Collaborating with municipalities, businesses, and others who can help and share resources to improve, maintain and increase accessibility for recreation facilities. 32

Incoming

Page 76 of 152

Time to Grow

The Private Sector could consider: a. Partnering with the provincial government, municipalities, and community organizations to identify if there are opportunities to have public-private partnerships to maintain or even develop essential services and facilities in the areas that are underserved. Increasing Community Livability & Civic Pride “The physical character and the feel of a neighborhood have a great deal to do with each other, and neighborhood beautification isn’t just a matter of impressing the neighbors or trying to make everything “perfect.” It affects the way people interact (with each other), and the way they feel not only about their neighborhood, but about themselves and their neighbors. As a result, it can make a huge difference in the quality of life in a neighborhood or a city.”27 This quote comes from one of hundreds of documents, studies, and toolboxes available online that emphasize the importance of a community’s outward appearance. Yet, in Northwestern Ontario we see brownfield properties sit ignored or abandoned for years (decades even). We see roadside infrastructure decaying and important properties left undeveloped or underdeveloped. By not treating this visual decay as the emergency it is, the message we send to ourselves and to others is one of either incapacity or indifference. That needs to change.

Goal 5: Improve the public “face” of our region so that: • By 2030 50% of Northwestern Ontario’s communities should have completed an entrance, rehabilitation, and beautification project. • By 2035 100% of Northwestern Ontario’s communities should have done so. Actions in pursuit of this goal

In pursuit of this goal NOMA will: a. Advocate to the Ontario Ministry of Agriculture, Food and Rural Affairs and/or the Ontario Ministry of Ministry of Municipal Affairs and Housing to match local funding commitments for Community Improvement Plan funding. b. Advocate to the Northern Ontario Heritage Fund to continue with grants under their Community Enhancement Program to assist communities in improving the first impression of their community through beautification grants.28

https://ctb.ku.edu/en/table-of-contents/implement/physical-social-environment/neighborhood-beautificationprograms/main#:~:text=Neighborhood%20beautification%20can%20improve%20neighborhood,both%20physical%20and%20psych ological%20health. 28 https://kenoraonline.com/2024/03/15/68483/

Incoming

Page 77 of 152

Time to Grow

Province of Ontario should: a. Provide funding for these new revitalization and beautification projects around Northwestern Ontario. b. Should take steps to implement penalties (up to and including forfeiture) for failure by property owners to take reasonable and timely steps to remediate, repurpose, or sell brownfield, neglected, or abandoned properties around the region under relevant provincial legislation.
Canada should: a. Should take steps to implement penalties (up to and including forfeiture) for failure by property owners to take reasonable and timely steps to remediate, repurpose, or sell brownfield, neglected, or abandoned properties around the region under relevant federal legislation.
First Nations, and Métis communities could consider: a. Working with neighbouring municipalities to promote regional beautification initiatives. b. Having policies or plans in place for the Band to assume control of neglected, abandoned, or brownfield sites where the current owner/occupier fails to take reasonable and timely steps to remediate or repurpose the property to a productive use.
Individual Municipalities could consider: a. Developing a Community Beautification and Improvement Plan and implement it. b. Working on developing the Trans-Canada highway corridor into a destination/stopping place by providing businesses along the highway with information on the region and local communities. c. Advocating to the province and to federal authorities for strengthened enforcement powers to address failures by property owners to maintain or develop key lots or prominent locations. d. Taking whatever enforcement action, they can, to address failure by property owners to take reasonable and timely steps to remediate, repurpose, or sell brownfield, neglected, or abandoned properties in their community. e. Developing a vacant land and buildings registration bylaw with associated fees and penalties. f. Developing incentives in partnership with the province to encourage property owners to quickly sell brownfield or otherwise undeveloped or underdeveloped land to other parties. These incentives, whether in the form of priority review of other development proposals, reduced municipal charges, or other direct incentives should be designed to reduce over time. This would incentivize prompt action by property owners.

Incoming

Page 78 of 152

Time to Grow

Staying Connected in an Online World Reliable and consistent cell service has become an important aspect of our everyday life. In Northwestern Ontario, where vast distances and small communities are the norm, staying connected is a priority that should not be ignored. As shown in Figure 6 the Long-Term Evolution (LTE or 4th generation cellular) coverage in Northwestern Ontario continues to have gaps and consistency challenges. Consistent and reliable service are lifelines to communication, healthcare, business, and emergency services while travelling in the region. Figure 6- 2014- 2019 Expansion of LTE coverage 29

https://crtc.gc.ca/cartovista/LTEOverTheYearsYE2019_EN/index.html

Incoming

Page 79 of 152

Time to Grow

Figure 7- Northwestern Ontario Internet Access Map 30

As Figure 7 shows, it is not only cellular infrastructure that is lacking in Northwestern Ontario. Outside of major population centres access to the expected standard of internet download speeds of 50 Mbps and upload speeds of 10 Mbps is non-existent for almost half of the population.31 Not only is this problematic for the residents but it is also a barrier to health care, tourism and business activity. Visitors expect to be connected to the world, no matter where they are.

Goal 6: Continue to improve high speed internet and cellular access throughout Northwestern Ontario so that: • By 2025 100% of Northwestern Ontario’s population has access to internet services with download speeds of 50 Mbps and upload speeds of 10 Mbps.

30 31

https://www.arcgis.com/apps/webappviewer/index.html?id=27c55b431b91419f9e0cd9015b3c6e4f https://connectednorth.ca/northern-ontario-broadband-report-2023/

Incoming

Page 80 of 152

Time to Grow

• By 2030 100% of communities with a population greater than 10,000 have access to internet services with download speed of 100 Mbps and upload speeds of 30 Mbps. • By 2035 75% of Northwestern Ontario’s population has access to internet services with download speed of 100 Mbps and upload speeds of 30 Mbps. • By 2025 all remaining gaps in cellular coverage along the primary32 and secondary33 highway systems have been measured and accurately mapped based on direct measurement and not tower range estimation. • By 2030 50% of the identified cellular coverage gaps by confirmed coverage from a least two national cellular networks. • By 2035 100% of primary and secondary highways in Northwestern Ontario have confirmed coverage for their full length from at least two national cellular networks. Actions in pursuit of this goal

In pursuit of this goal NOMA will: a. Advocate for policies and funding to support these infrastructure, telecommunication, and utilities infrastructure enhancements. b. Promote, celebrate, and support partnerships among municipalities, utility providers, the provincial and federal governments, First Nations, and telecommunication companies. c. Advocate for the expansion of broadband in underserved areas and to increase the broadband capacity in residential and urban center across Northwestern Ontario. d. Advocate for funding for the expansion and enhancement of high-speed internet in Northwestern Ontario. e. Showcase the importance of high-speed internet in our communities for economic development and quality of life.

Primary Highways: These highways form the “primary” route through Northwestern Ontario, specifically: o Highway 17 from the Manitoba border to Shabaqua Corners o Highway 11/17 from Shabaqua Corners to Sistonens Corner o Highway 102 from Sistonens Corner to Thunder Bay o Highway 11/17 from Thunder Bay to Nipigon o Highway 17 from Nipigon to White River 33 Secondary Highways: These highways serve or connect “larger” population centres that are not on or proximate to a primary highway to the primary system, specifically: o Highway 11 from the US border to Shabaqua Corners o Highway 11 from Nipigon to the Thunder Bay census division boundary 32

Incoming

Page 81 of 152

Time to Grow

Foster collaboration between Connected North, municipalities, provincial government for the improvement of high-speed internet.

The Province of Ontario should: a. Make efforts to map broadband/cellular access gaps and areas of underservices assessing on the ground service for emergency calling capacities and the level of reliability of regular phone service in Northwestern Ontario. b. Expand cell service across the transportation network, with emphasis placed on areas where there are current gaps in service, such as Marathon-White River and Hearst-Longlac. c. Develop a plan to achieve 100% emergency coverage on all highway 11/17 corridor and major arterial roads within the next 5 years. d. Work with First Nations communities and organizations to develop strategies to address disparities in broadband/cellular access. This should involve exploring the need for improved consultation as well as improved monitoring and oversight of service providers to ensure that the application and billing models are responsive to the needs of First Nations communities. e. Invest in new, improved, and rehabilitated rest areas that have good cell coverage areas and including signage that encourages people to stop if they need to use their cell phone. f. Ensure that efforts to map broadband/cellular access gaps and areas of underservice involve assessing on the ground service for reliability of regular phone service and emergency calling capability.
Canada should: a. Allocate funding and resources to support infrastructure projects in Northwestern Ontario and rural communities. b. Develop policies and regulations to incentivize telecommunication companies to expand coverage to our region specifically. c. Provide support for planning and coordination efforts led by municipalities, utility providers and any organization working in any type of project for this. d. Fund projects to bring broadband and cellular coverage to rural, remote, and Northern communities (underserved communities across Northwestern Ontario). e. Expand broadband service across Northwestern Ontario’s Road network, including roads connecting rural communities and First Nation communities, to ensure that Northwestern Ontario is prepared to adopt emerging transportation technologies such as connected and automated vehicles at the same rate as the rest of Ontario.
First Nations, and Métis communities could consider: a. Working with service providers, municipalities, and any other stakeholder to develop strategies to address disparities in broadband/cellular access. b. Partnering with energy companies to pursue projects that promote First Nation economic sustainability, revenue generation, employment, and contracting opportunities for First Nation businesses. 38

Incoming

Page 82 of 152

Time to Grow

c. Working with the province to develop strategies to address disparities in broadband/cellular access. This should involve exploring the need for improved consultation as well as improved monitoring and oversight of service providers to ensure that the application and billing models are responsive to the needs of First Nations communities. 5. Individual Municipalities could consider: a. Identifying areas where cellular network coverage is lacking or insufficient within the municipality. b. Working with NOMA, the province, the federal government, First Nations, and each other to provide collective feedback on infrastructure improvement plans and needed priority enhancements. c. Participate in partnerships among municipalities, utility providers, the provincial or federal governments, First Nations and telecommunication companies. d. Collaborating with internet service providers, provincial and federal governments, and other agencies to coordinate expansion projects for high-speed internet access in all Northwestern Ontario communities. e. Advocating for funding to the provincial and federal government for broadband access in rural and remote communities. 6. The Private Sector could consider: a. Coordinating with telecommunication companies and any other necessary authority to leverage existing infrastructure and minimize costs. b. Providing the installation of utilities infrastructure needed to support telecommunication enhancements along main highways and needed areas in Northwestern Ontario. c. Investing in expanding cellular network coverage along main highways in Northwestern Ontario. d. Collaborating with NOMA and other stakeholders to identify areas in need of coverage improvements. e. Ensuring that all safe pull-off sites and rest areas are covered by cellular service. f. Participating in cost-sharing initiatives to fund infrastructure enhancements. g. Working with ISPs to build and maintain broadband networks and provide services. h. Investing in infrastructure upgrades for better high-speed internet services for all residential and urban centers in the region. i. Providing affordable and reliable high-speed internet services to all individuals in Northwestern Ontario.

Incoming

Page 83 of 152

Time to Grow

Focus for Action 3 – Infrastructure & Public Services Locations with adequate roads, water, wastewater, electric, gas and broadband in place (or in progress) are much more appealing than a county or town that needs to start from scratch. – Currituck Economic Development Reliable and Affordable Energy Northwestern Ontario holds great renewable energy potential including wind, solar, biomass, district heat opportunities, and hydroelectric power. Energy infrastructure and energy are a foundation for the region’s economic growth and development. A significant portion of the Northwest is served by radial lines with no redundancy in the event of forest fire, ice storms or even vehicle accidents severing the supply. Those radial lines are at or near capacity and are some of the oldest in Ontario. Northwestern Ontario, which saw a significant decline in electrical demand due to the collapse of the Forest Industry and the closure of a number of small and large energy users, is now facing a significant growth in that demand. With 40 mining projects under some form of consideration and many of them becoming operating mines, the surplus of electrical power will quickly see the system operating at or beyond capacity. To this end, the Common Voice Northwest Energy Task Force has identified geographic areas where the existing electrical infrastructure will be unable to accommodate any increase in electrical demand and NOMA has for years advocated with the Ontario Government and its agencies to meet this demand in a timely manner. Solutions include significant expansion or upgrade to existing radial transmission lines or the establishment of additional non-carbon emitting generation within the growth area.

Goal 7: Continue to enhance and improve the electrical transmission infrastructure in Northwestern Ontario by ensuring that: • By 2030 all communities at the end of existing radial lines will either have parallel/looped transmission lines in place or sufficient local generation has been established to provide a second source of supply. • By 2030 25% of the transmission and distribution lines identified as having “aged out”34 will have been replaced. • By 2035 all of remaining transmission and distribution lines that have “aged out” will have been replaced.

“Aged out” meaning being incapable of safely and affordably meeting at least 80% of current demand due to physical or technological deterioration. 34

Incoming

Page 84 of 152

Time to Grow

• By 2035 a plan is in place to replace/upgrade transmission and distribution lines going forward so that we do not find ourselves being serviced by “aged out” infrastructure in the future. Actions in pursuit of this goal

In pursuit of this goal NOMA will: a. Advocate for policies and funding to support these infrastructure investments by both the province and by Canada. b. Promote, celebrate, and support partnerships among municipalities, utility providers, and the provincial government. c. Advocate for the expansion of transmission and generation in underserved areas. d. Advocate for funding for the expansion and enhancement of transmission and generation in Northwestern Ontario. e. Showcase the importance of reliable, modern, and sufficient transmission and generation capacity in our communities for economic development and quality of life.
Province of Ontario should: a. Undertake an approach to energy planning that supports regional needs by including flexible options that effectively address the unique needs and priorities of all communities, including those not connected to the grid, and well as the industrial sectors in Northwestern Ontario. b. Continue to support and encourage innovation in local energy generation and reduced consumption through supporting research, direct investment in pilot projects, and amendments to regulations and planning rules to facilitate innovation and experimentation. c. Work with Ontario Power Authority and licensed transmission and distribution companies to identify investment opportunities in the Northwestern Ontario system to bring reliable energy into the region and meet the new and growing demands.
Canada should: a. Create an electricity strategy to help coordinate funding for rural, small, and northern communities to build infrastructure projects across these communities in Canada. b. Provide funding for the replacement of aging transmission and distribution lines and for the creation of new parallel transmission lines. c. Introduce more programs that can help reduce the costs of new electricity generation and protect ratepayers, specifically in Northern communities. d. Cutting red tape and creating more streamlined approvals processes and fairer pricing for the use of provincial-territorial transmission capacity.
First Nations, and Métis communities could consider: a. Advocating for policies and funding to support these infrastructure investments by both Ontario and Canada.

Incoming

Page 85 of 152

Time to Grow

b. Promoting, celebrating, and supporting partnerships among First Nations, municipalities, utility providers, and the provincial and federal governments. c. Partnering with established transportation businesses to consider offering services to the region. d. Advocating for the expansion of transmission and generation in underserved areas. e. Advocating for funding for the expansion and enhancement of transmission and generation in Northwestern Ontario. f. Showcasing the importance of reliable, modern, and sufficient transmission and generation capacity for economic development and quality of life. 5. Individual Municipalities could consider: a. Analysing and publicly stating the potential value to their residents of expanded transmission and generation. b. Analysing and publicly stating the potential value to the commercial bottom line of their local businesses through expanded transmission and generation. 6. Institutions could consider: a. Analysing and publicly stating the potential value to their clients/students/users of expanded transmission and generation. 7. Local Agencies & Not for Profits could consider: a. Analysing and publicly stating the potential value to their clients/users/members of expanded transmission and generation. 8. The Private Sector could consider: a. Analysing and publicly stating the potential value to their clients/users of expanded transmission and generation. b. Investing in local generation projects especially in the areas of wind, solar, biomass, district heat opportunities, and hydroelectric power. Accessible, Affordable Mass Transit Between Centers

The following is an excerpt from the Executive Summary of “The Future of Inter-Community Bus Service in Northwestern Ontario” published by Common Voice Northwest in 2015. In the summer of 2015 three interconnected decisions were made which triggered a reaction by the leadership of Northwestern Ontario. The first was the release of the Mandate Letter for the Minister of Transportation for Ontario that directed him to “develop recommendations on modernizing and appropriately regulating the intercity bus regime to ensure it remains an attractive and affordable travel option for Ontarians.” The second was the posting on the Environmental Bill of Rights web site that the Province was seeking comment on “how people travel between communities by intercity bus in this province.” The third event was the announcement by Greyhound Bus that they were cutting their service through the Northwest in half. The bad news is that things have gotten worse since then. Greyhound terminated all services in the Northwest in 2018. The good news is that things have also improved. Kaspar 42

Incoming

Page 86 of 152

Time to Grow

Transportation, a private operator in the Northwest has expanded services since 2015 and the Ontario Northland Transportation Commission (ONTC) implemented a route from Sudbury to Winnipeg in early 2020. That service provides inter community transportation to western communities on both highway 11 and 17 and highway 17 to the east. The ONTC service does not, however, meet the daily needs of residents of the smaller communities seeking health care and other services in Thunder Bay. The current western route is circular, starting in Thunder Bay heading west to Emo, then North to Kenora and eventually east to Thunder Bay creating an extended time on the bus for passengers from the small communities. Yet, the priorities outlined in Figure 8 (an image taken from that 2015 report) still remain largely unmet.

ONTC only provides service on Highway 17 along the North Shore, leaving Highway 11 through Greenstone without service, even though service is provided by ONTC to Hearst from the east.

Incoming

Page 87 of 152

Time to Grow

Figure 8- Northern Ontario’s Passenger Transportation Services

Goal 8: Continue to improve scheduled mass transit between communities in Northwestern Ontario so that: • By 2030, a 7-day a week, same-day, inter-community bus service is in place between: o Emo and Thunder Bay o Winnipeg and Thunder Bay o Greenstone (Longlac) and Thunder Bay o White River and Thunder Bay • The link between Northwestern Ontario and Northeastern Ontario is maintained but shortened to run from White River to Sault St Marie (and beyond). • By 2035 a separate community shuttle service is in place to feed passengers located on secondary highways into the primary Northwest intercommunity bus service. Actions in pursuit of this goal

In pursuit of this goal NOMA will: a. Advocate for the expansion of ONTC operations to Northwestern Ontario including the construction of a regional garage/service hub in meetings or briefings with local MPs and MPPs. 44

Incoming

Page 88 of 152

Time to Grow

b. Promote the expansion of ONTC operations to Northwestern Ontario including the construction of a regional garage/service hub in meetings with key provincial or federal ministers. c. Invite their partners, when appropriate, to join a letter writing campaign to local MPs, MPPs and key ministers to emphasize the need for the expansion of ONTC operations to Northwestern Ontario including the construction of a regional garage/service hub. 2. The Province of Ontario should: a. Allocate funding and resources to support the expansion of ONTC operations to Northwestern Ontario including the construction of a regional garage/service hub. b. Optimize the capacity, efficiency, and safety of the existing transportation systems. c. Strengthen the linkages between major centers and rural and remote communities in Northwestern Ontario by working on intercommunity transportation. 3. Canada should: a. Allocate funding and resources to support the expansion of ONTC operations to Northwestern Ontario including the construction of a regional garage/service hub. b. Partner with the province to optimize the capacity, efficiency, and safety of the existing highway systems. 4. First Nations, and Métis communities could consider: a. Participating, at least once a year, in a letter writing campaign to local MPs, MPPs and key ministers to emphasize the need for the expansion of ONTC operations to Northwestern Ontario including the construction of a regional garage/service hub. b. Analysing and publicly stating the potential value to their community members of expanded daily bus service. 5. Individual Municipalities could consider: a. Participating, at least once a year, in a letter writing campaign to local MPs, MPPs and key ministers to emphasize the need for the expansion of ONTC operations to Northwestern Ontario including the construction of a regional garage/service hub. 6. Major Institutions could consider: a. Participating, at least once a year, in a letter writing campaign to local MPs, MPPs and key ministers to emphasize the need for the expansion of ONTC operations to Northwestern Ontario including the construction of a regional garage/service hub. b. Analysing and publicly stating the potential value to their clients/students/users of expanded daily bus service. c. Analysing and publicly stating the potential value to their operational bottom line of increased usage of their services by users of an expanded daily bus service.

Incoming

Page 89 of 152

Time to Grow

Local Agencies & Not for Profits could consider: a. Advocating for the expansion of ONTC operations to Northwestern Ontario including the construction of a regional garage/service hub. b. Analysing and publicly stating the potential value to their clients/students/users/residents of expanded daily bus service. c. Analysing and publicly stating the potential value to the commercial bottom line of their members or other local businesses entities of increased usage of their services by users of an expanded daily bus service. More Welcoming Roads Means More Welcoming Communities Despite all the GPS technology available to travellers, there’s nothing like wayfinding signage to assure you of your destination. Or that you’re heading in the correct direction. It can also provide a sense of security. And for residents, signage can instill a sense of pride in the community and sometimes even raise their awareness as to the amenities within their own community.35 This is the opening paragraph from a 2020 article entitled “Wayfinding Strategy to be a Key to Tourism Success in the North”. If you read the article, you may be shocked to discover that it is about a wayfinding strategy developed in 2014. A strategy that saw a pilot project funded by FedNor in 2017. Worse, if you travel in Northwestern Ontario, you will quickly discover that signage and wayfinding remain major obstacles to identifying and accessing the vast and varied array of services and experiences located here. It is time to move beyond pilots to a focused, resourced, and region wide effort to address the signing gap between what people expect and receive in Southern Ontario and what we see in Northwestern Ontario.

Goal 9: Continue to make the primary and secondary highways in Northwestern Ontario safer and more welcoming by ensuring that: • By 2030 at least 75% of the communities accessible from the primary highway network and 50% of those accessible from the secondary highway network should have signage similar or equivalent to that on Highway 401 for services, attractions, and facilities at highway intersections. • By 2035 at least 90% of the communities accessible from the primary highway network and 80% of those accessible from the secondary highway network should have signage similar or equivalent to that on Highway 401 for services, attractions, and facilities at highway intersections.

https://destinationnorthernontario.ca/wayfinding-strategy-to-be-a-key-to-tourism-success-in-the-north/

Incoming

Page 90 of 152

Time to Grow

• By 2030 100% of the communities on the primary highway network and 100% of those on the secondary highway network should have distance-to-service warnings for gas, restaurant, accommodation, and comfort facilities immediately before entering each municipality or settlement. • By 2030 100% of the primary highway network should have access to functional and well-equipped year-round facilities (public or private) with restrooms at intervals no greater than 100km. • By 2035 100% of the secondary highway network should have access to functional and well-equipped year-round facilities (public or private) with restrooms at intervals no greater than 100km. Actions in pursuit of this goal

In pursuit of this goal NOMA will: a. Advocate for funding for road signage improvement along Northwestern Ontario highways. b. Provide input on signage placement and designs to reflect the communities needs all around Northwestern Ontario. c. Collaborate with municipalities and other stakeholders to prioritize the advocacy of signage improvement projects along Northwestern Ontario highways.
Province of Ontario should: a. Reassess the value and relevance of the Tourism Oriented Directional Signing (TODS) program as a means to deliver appropriate and affordable signage in Northwestern Ontario. b. Improve highway and road signage, including directional, wayfinding and highway advertising for tourism amenities. Increase the use of live signage and near real-time road information systems, including through an assessment of technology and processes used in other jurisdictions to better inform drivers of road and weather conditions and to reduce road closure time due to vehicle collisions. c. Provide funding to municipalities located on single-laned portions along the Highway 11 and 17 corridors to increase the number of road signs at strategic locations within municipal boundaries. d. Make improvements on the following rest areas: Highway 17, 1.3 km east of the Ontario-Manitoba border and Highway 11, 8 km east of Hwy 664. e. Create 8 additional areas for new and enhanced safe Pull-Off areas, that have the amenities necessary to match service levels of Southern Ontario, targeting areas with long stretches with no rest areas currently available. f. Consult with municipalities on the location of new facilities to ensure the alignment of investment; and 47

Incoming

Page 91 of 152

Time to Grow

g. Ensure all new and existing rest areas are properly maintained and supplied (e.g., ensuring regular cleaning and sufficient supply of garbage bins, toilet paper, etc.). h. Ensure data on alternative washroom locations, such as provincial park facilities, is available on Ontario 511 so that these facilities can help fill gaps between rest areas. i. Once installed, ensure highway signage, facilities, and other infrastructure is properly monitored and maintained. 3. Canada should: a. Allocate funding for highway and road signage improvement in Northwestern Ontario. b. Coordinate planning efforts with municipalities to bring more roadside signage into Northwestern Ontario highways. 4. First Nations, and Métis communities could consider: a. Working with municipalities to provide input on road signage improvement plans along the region’s Highways. b. Collaborating on projects that are relevant to road signage improvement. c. Working in collaboration with municipalities to install signage across Northwestern Ontario’s transportation and trail network that acknowledges traditional and local Indigenous territory. 5. Individual Municipalities could consider: a. Advocating to the Federal and Provincial Government for road signage improvement and constant updating of information. b. Advocating for funding for the increase of number of road signs at strategic locations within municipal boundaries. c. Collaborating in projects regarding road signage improvement in Northwestern Ontario. d. Working with an important organization (Tourism organization) to identify signage on important tourist attractions and so they can provide feedback on needs for any tourist related signage along the highways. With defined rules and a plan for signage design, placement, and language. e. Applying to Destination Northern Ontario for funding to develop and implement wayfinding strategy. f. Creating better directional signage in and around the community directing residents and tourists to key attractions that are currently not well signed. This will also help to improve linkages to the lake and trails throughout the region.

Incoming

Page 92 of 152

Time to Grow

Focus For Action 4 – Access to Market People across Northern Ontario rely on the transportation network each and every day – whether you’re a student in Sudbury, a business owner in Thunder Bay or an Elder in Whitesand First Nation, it needs to be as easy, convenient, and safe as possible to get where you need to go. – Northern Ontario Transportation Plan, Ontario Ministry of Transportation Multiple explorations of the transportation and communication networks in Northwestern Ontario have demonstrated that it is not “easy, convenient, and as safe as possible to get where you need to go” here in Northwestern Ontario.36 While progress has been made on many fronts, there continue to be multiple issues in need of urgent and significant action:

Ongoing overdependence on increasingly unreliable winter roads to support remote northern First Nations. And,
Inferior and dangerous highway infrastructure.
Ongoing decline in the availability, quality and quantity of air service to and around the region.
Limited and uninformative road signage and wayfinding. Improving Links to the far North Traditionally, between January and March remote communities in Northwestern Ontario depend on a network of winter roads for the delivery of fuel, food, construction material and other essentials. As of early January 2024, twenty First Nations in Northern Ontario were still unreachable by winter road. Ten others were reachable only by light vehicles, and only one had a winter road connection open to full loads such as semi-trucks.37 Impassable winter roads saw leaders of Nishnawbe Aski Nation declare a state of emergency. That action came after four northern Manitoba First Nations also declared a state of emergency over a failing road network in the region. Relying on the existing winter road network is no longer an option and new technologies, like modern airships, are not yet ready to fill the gap. Winter roads must, where possible, and where supported by the communities to be served, be upgraded to all weather roads. Meanwhile, greater air capacity must also be made available, and that means extending northern runways.

Cite – CVNW inter-city bus study, province’s multi modal transportation study, NPI’s asset inventories, Blue Sky nets internet data, and the work of the Northern Transportation Task Force 37 https://northernontario.ctvnews.ca/impassable-winter-roads-create-dire-situation-for-ontario-first-nations-nan-1.6763990 36

Incoming

Page 93 of 152

Time to Grow

Figure 10- Northern Ontario Winter Roads Map

Goal 10: Improve affordability, reliability, and safety of connections to remote communities in Norhwestern Ontario by ensuring that: • By 2030, 3 remote runways in Northwestern Ontario have been extended by a minimum of 500 meters provided the community supports such an extension. • By 2035, at least 5 more remote runways in Northwestern Ontario have been extended by a minimum of 500 meters provided the community supports such an extension. • By 2030 at least 200 kilometers of “winter roads” have been upgraded to “all season” roads provided the affected communities support such infrastructure investments. • By 2035 at least another 200 kilometers of “winter roads” have been upgraded to “all season” roads provided the affected communities support such infrastructure investments. 50

Incoming

Page 94 of 152

Time to Grow

Actions in pursuit of this goal

In pursuit of this goal NOMA will: a. Reach out to First Nations leaders to ask them to identify priority investments for runway extension and road infrastructure to address the ongoing decline of winter roads. b. Advocate for federal and provincial investments to address the gaps identified by First Nations partners.
Province of Ontario should: a. Improve highway minimum maintenance standards on Highways 11 and 17, including through highway reclassification or development of new highway classification category for Highway 11/17. b. Improve maintenance along extensions of the Provincial Highway network, such as the Northern Ontario Resource Trail Road beyond Pickle Lake connecting remote communities to the winter road network. c. Improve road signage on Northern Ontario’s transportation network to better manage traffic flow and improve road safety, including along winter roads connecting remote First Nations. d. Increase the availability of all-season rest areas in Northern Ontario to ensure that commercial drivers transporting goods in winter have a safe place to pull over. e. Increase funding for the Winter Roads Program and expand project eligibility.
Canada should: a. Where the affected communities support such investments, partner with First Nations and the province to make major investments in extending runways in remote communities in Northwestern Ontario. b. Where the affected communities support such investments, partner with First Nations and the province to improve air traffic, weather, and safety equipment at remote airports in Northwestern Ontario
First Nations, and Métis communities could consider: a. Sitting down with NOMA to identify priority investments for runway extension and road infrastructure to address the ongoing decline of winter roads. b. Use NOMA’s voice to amplify the voices of First Nations in advocating for federal and provincial investments to address the gaps identified by First Nations partners. c. Advocating to the Provincial government to increase project funding of the Winter Roads Program.
Individual Municipalities could consider: a. Working with Indigenous communities to extend winter roads, aid with planning and preliminary construction where feasible.

Incoming

Page 95 of 152

Time to Grow

b. Working with Indigenous communities by sharing and creating bridge design studies and road routing studies, with the intent to support and advance all-season road development. c. Working with NOMA and Indigenous communities to identify priority investments for runway extension and road infrastructure to address the ongoing decline of winter roads. d. Advocating to the Province though NOMA for the improvement of affordable, reliable, and safe connection of remote communities. Improving Road Safety and Capacity After almost a decade of effort by the Going the Extra Mile for Safety (GEMS) Committee of the Temiskaming Shores and Area Chamber of Commerce the province of Ontario announced in 2022 that they will do a pilot of a 2+1 highway in Northeastern Ontario. “A 2+1 highway is a three-lane highway with a centre passing lane that changes direction approximately every two to five kilometres”. A 2+1 configuration will often include a centre barrier for extra safety. The highway model is used in other jurisdictions around the world and is more cost efficient than twinning a highway.”38 Design work is underway with construction expected in 2025 and then pilot assessment and eventual decisions about scaling up to wider or general use to follow at some future date. In 2023 Northern Policy Institute (NPI) called for this timeline to be significantly accelerated. Referencing already available data and analysis from multiple countries NPI pointed out that the 2+1 model is well understood in all climates, is just as safe as 4-lane twinned highways and can be built more quickly and at a fraction off the cost of divided highways.39 Their conclusion was that existing twinning projects should be completed but that the federal and provincial governments should enter into a major partnership to complete a 2+1 expansion from the Manitoba border to existing highways connecting northern Ontario to Toronto and Ottawa at the earliest completion date possible.

Goal 11: Accelerate improvements to the safety and capacity of the highway system in Northwestern Ontario by ensuring that: • By 2030 all current twinning projects that have passed the preliminary planning stage as of 2025 are completed. • By 2030 plans are in place to implement a 2 plus1 highway system for the entire length of any un-twinned sections of the primary highways40 from the Manitoba border to Sault Ste Marie 38

https://news.ontario.ca/en/release/1002467/ontario-moving-ahead-with-first-ever-21-highway-in-north-america www.northernpolicy.ca/upload/documents/eng_cost-of-highways-paper-layout-23-11-.pdf Primary Highways: These highways form the “primary” route through Northwestern Ontario, specifically: o Highway 17 from the Manitoba border to Shabaqua Corners o Highway 11/17 from Shabaqua Corners to Sistonens Corner o Highway 102 from Sistonens Corner to Thunder Bay o Highway 11/17 from Thunder Bay to Nipigon o Highway 17 from Nipigon to White River

39 40

Incoming

Page 96 of 152

Time to Grow

• By 2040 a 2 plus1 highway system is in place for the entire length of any un-twinned sections of the primary highways from the Manitoba border to Sault Ste Marie • By 2035 plans are in place to implement a 2 plus1 highway system for the entire length of the secondary highways41 in Northwestern Ontario. • By 2045 a 2 plus1 highway system is in place for the entire length of the secondary highways in Northwestern Ontario. Actions in pursuit of this goal

In pursuit of this goal NOMA will: a. Prioritize the introduction and expansion of a 2+1 highway system in Northwestern Ontario in meetings or briefings with local MPs and MPPs. b. Prioritize the introduction and expansion of a 2+1 highway system in Northwestern Ontario in meetings or briefings with key provincial or federal ministers. c. Invite their partners, when appropriate, to join a letter writing campaign to local MPs, MPPs and key ministers to emphasize the need to prioritize the introduction and expansion of a 2+1 highway system in Northwestern Ontario.
The Province of Ontario should: a. Partner with Canada to fund the expedited introduction and expansion of a 2+1 highway system in Northwestern Ontario.
Canada should: a. Partner with the province of Ontario to fund the expedited introduction and expansion of a 2+1 highway system in Northwestern Ontario.
First Nations, and Métis communities could consider: a. Participating, at least once a year, in a letter writing campaign to local MPs, MPPs and key ministers to emphasize the need for the expedited introduction and expansion of a 2+1 highway system in Northwestern Ontario. b. Analysing and publicly stating the potential value to their community members of the expedited introduction and expansion of a 2+1 highway system in Northwestern Ontario.

Incoming

Page 97 of 152

Time to Grow

Individual Municipalities could consider: a. Participating, at least once a year, in a letter writing campaign to local MPs, MPPs and key ministers to emphasize the need for the expedited introduction and expansion of a 2+1 highway system in Northwestern Ontario. b. Analysing and publicly stating the potential value to their residents of the expedited introduction and expansion of a 2+1 highway system in Northwestern Ontario.
Major Institutions could consider: a. Participating, at least once a year, in a letter writing campaign to local MPs, MPPs and key ministers to emphasize the need for the expedited introduction and expansion of a 2+1 highway system in Northwestern Ontario. b. Analysing and publicly stating the potential value to their clients/students/users of the expedited introduction and expansion of a 2+1 highway system in Northwestern Ontario. c. Analysing and publicly stating the potential value to their operational bottom line of the expedited introduction and expansion of a 2+1 highway system in Northwestern Ontario.
The Private Sector could consider: a. Analysing and publicly stating the potential value to their customers expedited introduction and expansion of a 2+1 highway system in Northwestern Ontario. Reverse The Decline of Regional Air Services In the final months of 2023, it has become evident that air service in Northwestern Ontario is facing a live or die inflection point. The 2020 COVID pandemic and the many retirements and shutdowns of airlines and air training facilities has created a shortage of pilots and pilot training facilities. That shortage was made worse by new rules intended to reduce fatigue related risk by increasing mandatory pilot rest periods.42 This pilot shortage has combined with other factors, like high inflation and increased reluctance to fly post-COVID to see airlines cutting routes and reducing service.43 Finally, many municipalities are facing increased costs across the board, particularly in the face of the national housing crisis. Municipal airports find themselves even lower on the priority list for local budget allocations for operation and maintenance, let alone capital upgrades.44 Figure 12 showing the decline in arrivals and departures at just one airport, Dryden municipal, in the last decade is indicative of the region wide decline.

https://www.ctvnews.ca/canada/airlines-vital-to-life-in-the-north-facing-headwinds-from-worker-shortages-1.6300374 https://www.cbc.ca/news/canada/thunder-bay/bearskin-flights-discontinued-1.7085282 https://www.northernontariobusiness.com/industry-news/transportation/future-of-airports-is-up-in-the-air-says-advocacy-group8168044 43 44

Incoming

Page 98 of 152

Time to Grow

Figure 12- Arrivals and Departures in Dryden Airport 2013-2023

In pursuit of this goal NOMA will: a. Advocate to the Federal and Provincial government for funding for the expansion of the airports in the region and for funding that helps alleviate operational and capital costs.
Province of Ontario should: a. Fund the infrastructure needed to encourage development and use of municipal airports. b. Work to grow and diversify the air transportation in rural and remote communities. c. Meet with air operators (passenger and cargo) to identify barriers to market entry by these firms and to explore options to offset, reduce, or remove these barriers.

Incoming

Page 99 of 152

Time to Grow

Canada should: a. Review existing air transportation funding models to ensure adequate financial support for both airport and air service providers. b. Increase capital funding and federal funding so it contributes to operating costs of remote airports in Northwestern Ontario. c. Improve standards for remote airports in Northwestern Ontario to ensure that the airports are equipped with official aircraft de-icing services and have enhanced operational efficiency. d. Explore operational funding support, particularly for those municipal airports that provide critical delivery functions for public services such as critical emergency services. e. Develop options for capital assistance funding program to support infrastructure needs of smaller and medium sized municipal airports; and f. Conduct surveys of municipal airports every 5 years to track improvements and identify priorities. g. Meet with air operators (passenger and cargo) to identify barriers to market entry by these firms and to explore options to offset, reduce, or remove these barriers.
First Nations, and Métis communities could consider: a. Advocating to the Federal and Provincial government for funding for the expansion of the airport in the region and for funding that helps alleviate operational and development costs.
Individual Municipalities could consider: a. Advocating to the Federal and Provincial government for funding for the expansion of the airport in the region. b. Providing any input and assistance on Airport development plans. c. Collaborating with airport operators, airlines, contractors, and any relevant individual for the enhancement of airport capacity and the reduction of operational costs in Northwestern Ontario.
Local Agencies & Not for Profits could consider: a. Identifying infrastructure needs and creating a plan for infrastructure upgrades. b. Extending runway lengths at Northwestern Ontario remote airports to help increase airport capacity, enable larger planes to access, improve goods movements, reduce cargo costs, and increase emergency response capabilities. c. Consulting with municipalities, businesses, agencies, and other organizations that support air connections to the airports. d. Implementing Localizer Performance with Vertical Guidance approaches for the northern remote airports to improve situational awareness for pilots, reduce missed approaches and increase access safety.

Incoming

Page 100 of 152

Time to Grow

The Private Sector could consider: a. Analyze and report on the negative impacts on their business bottom line of declining air access and reduced scheduled services. b. Analyze and report on the potential positive impacts on their business bottom line of reversing the decline in air access and reduced scheduled services. c. Meet with federal and provincial representatives to identify barriers to market entry by air cargo and air passenger services and to explore options to offset, reduce, or remove these barriers.

Incoming

Page 101 of 152

Time to Grow

Focus for Action 5 - Housing Housing is a fundamental part of the economy; it contributes to the wellbeing and safety of the communities in the region. Increasing the number of residents living in Northwestern Ontario communities and urban areas is essential for growth and their function as economic and social centres for the surrounding rural areas. Getting the right housing, as well as affordable housing, is essential to attract and retain skills that will keep Northwestern Ontario profitable and growing. Beyond providing shelter, it influences population dynamics, employment markets, stability in the community and population behavior making it something fundamental for the region. Seniors Showcased in Figure 3, Northwestern Ontario has a greater aging population, except for the district of Kenora, where they have a more sustainable population pattern. Nonetheless, as most of the population in the region ages, the demand for senior housing escalates, making it important to have supported living facilities and senior complexes in place.

Goal 13: Continue to improve housing accessible to seniors so that: • By 2030, 50% of municipalities with more than 1000 in population should have at least one senior’s complex with access to reasonable assisted living supports. • By 2035, 75% of municipalities with more than 1000 in population should have at least one senior’s complex with access to reasonable assisted living supports. Actions in pursuit of this goal

In pursuit of this goal NOMA will: a. Advocate to the province and federal government for funding regarding assisted living facilities for seniors. b. Advocate for affordable social and senior housing in the region.
Province of Ontario should: a. Fund plan development for seniors housing development and assisted living opportunities. b. Create different funding for rural and remote communities for senior housing development in the North. c. Provide programs that facilitate aging at home to allow seniors to live healthy, independent lives in the comfort and dignity of their own homes.
Canada should: a. Fund plan development for seniors housing development and assisted living opportunities. b. Create different funding for rural and remote communities for senior housing development in the North. 58

Incoming

Page 102 of 152

Time to Grow

Individual Municipalities could consider: a. Identifying opportunities for supportive housing. b. Exploring funding opportunities for living facilities and supported accommodations for seniors in the community. c. Advocating for affordable social senior housing to be developed in Northwestern Ontario. d. Expediting the permit processes for senior construction residence projects and providing zoning approvals for assisted living facilities for seniors. e. Assessing current bylaws to determine if any can be amended to be more supportive of residential development. f. Working with the province to offer financial initiatives or grants for developers to come to Northwestern Ontario and build here. g. Coordinating with assisted living facilities and transportation services to provide access to public transit or specialized transportation options for senior residents in these facilities. h. Providing information on how residents could make their current homes more seniorfriendly to allow them to stay in their homes for longer.
Major Institutions could consider: a. Identifying the needs of seniors in the community regarding housing. b. Providing input on facility design and services for assisted living facilities for senior residents of the community.
The Private Sector could consider: a. Identifying suitable sites for residential development according to senior housing standards. b. Partnering with municipalities to communicate the land development opportunities for senior housing and c. Collaborating with healthcare providers on the facilities requirements to maintain the best and comfortable environment for seniors. d. Submitting the proposals to the municipalities for possible land repurposing projects.

Affordable Housing for At Risk Populations Northwestern Ontario’s landscape, low population density, high cost of construction in the smaller communities and weather conditions can create and bring challenges in building affordable housing for the region. For small towns where a certain population is growing and homes are not keeping pace, the support for affordable and accessible housing is essential. Certain groups in our communities are more likely to experience homelessness and housing insecurity. These include, low-income households, homeless individuals, newcomers, and many others. Therefore, getting the right housing, affordable housing, is essential to protect, attract and retain our population to keep our region profitable and growing. High demand for affordable 59

Incoming

Page 103 of 152

Time to Grow

housing comes from the influx of students to Thunder Bay specifically. Northwestern Ontario has a higher percentage of older housing, and houses continue to deteriorate and be removed from the market. Making this an issue that is essential to tackle and address the affordable housing for individuals.

Goal 14: Continue to improve housing for at-risk populations so that: • By 2030 municipalities with a population greater than 10,000 have the ability to house at least 75% of their previous five-year average of atrisk populations in affordable and supportive housing. • By 2035 municipalities with a population greater than 10,000 have the ability to house at least 90% of their previous five-year average of atrisk populations in affordable and supportive housing. Actions in pursuit of this goal

In pursuit of this goal NOMA will: a. Advocate for increased financial support from the province and federal government for affordable housing initiatives in Northwestern Ontario. b. Advocate for allocation of funding for housing needs for the at-risk population in Northwestern Ontario. c. Advocate to develop a coordinated housing strategy between federal, provincial, and municipal governments to clearly determine housing solutions.
The Province of Ontario should: a. Provide the housing, health, and social services people require to transition out of homelessness into permanent, accessible housing. b. Dedicate funding to meet the housing needs of FNMI people, regardless of their residency. c. Ensure that income security programs provide sufficient benefits to enable people with disabilities, lone-parent families, and other low-income individuals to access housing. d. Work in intergovernmental collaboration, research and innovation, and statistics gathering. e. Ensure the accessibility standards are legally enforceable with the aim of removing and preventing barriers in the built environment for persons with disabilities, and all people who use it. f. Broaden dedicated social and financial support for people with disabilities as well as supportive housing in recognition of their unique needs. g. Increase the percentage of fully accessible units required for new builds to receive federal funding to 100%. h. Develop a coordinated housing strategy with federal and municipal governments to clearly determine housing solutions. 60

Incoming

Page 104 of 152

Time to Grow

Canada should: a. Work with the province to target and sustain investments in affordable housing with the goal of maximizing impact and minimizing the effort needed to identify and access programs. b. Expand long term funding for housing initiatives for creating homes that are affordable and accessible for at-risk populations. c. Provide funding to enable municipalities, non-profits, and co-ops to purchase housing stock and make renovations to aging buildings, which will protect affordable housing, increase non-market housing options, and counter the financialization of housing. d. Provide funding for municipalities, so they can extend and provide shelter and services for at-risk populations. e. Dedicate resources to increasing the supply of adequate and affordable housing for at-risk population over the long term and to preventing the loss of affordable housing. f. Ensure collaboration and coordinated actions with provincial, territorial, municipal and Indigenous governments on implementing housing strategies.
First Nations, and Métis communities could consider: a. Having representation of Indigenous communities at decision-making tables for housing solutions.
Individual Municipalities could consider: a. Developing a coordinated housing strategy with federal and provincial governments to clearly determine housing solutions. b. Using planning and zoning to prioritize the development and preservation of housing that is affordable and accessible for those at-risk population. c. Ensuring that all new housing starts including at least 30% low income or affordable housing units. d. Supporting affordable and supportive housing development in the region. Housing that is Available and Affordable for Renters & Buyers Northwestern Ontario, relatively speaking, does not have a housing affordability crisis. Housing continues to be much more affordable in Northwestern Ontario than in the rest of the province. According to CMHC, the average rent for a one-bedroom apartment in Thunder Bay in October of 2023 was $1,054, while the average rent for Ontario at that same point was $1,482.45 . CMHC data from 2020 indicates a similar affordability advantage for smaller Northwestern Ontario communities. Sioux Lookout’s average one-bedroom apartment rental price was $925 making it about 15% lower than Thunder Bay, Fort Frances with an average of $801 was 27%

https://www.cmhc-schl.gc.ca/professionals/housing-markets-data-and-research/housing-data/datatables/rental-market/rental-market-report-data-tables

Incoming

Page 105 of 152

Time to Grow

lower than Thunder Bay, whereas a one-bedroom unit in Dryden was $716 making it about 34% lower than Thunder Bay. Relative price advantages, particularly during a national housing crisis, do not tell the whole story. Yes, it is still cheaper to rent or buy in Northwestern Ontario than elsewhere in the province (a point regional advocates should continue to highlight) but prices are rising. That competitive one-bedroom in Thunder Bay saw its price increase by almost 10% between 2022 and 2023, and prices continue to rise. Additionally, it is not just rental prices that are rising, the median price for a single detached home in Thunder Bay rose 3.6% over that same period.46 In addition to rising prices, renters and buyers are faced with increasing scarcity. By October 2022 vacancy rates in Thunder Bay for all types of apartments had fallen to 1.6%. They have since improved to 2.9%, likely tied to recent additions to the available rental stock.47 Housing starts across Northwestern Ontario continue to be sluggish48 and the number of houses listed for sale continues to fall.49 Housing affordability is also not just about price, it is also about relative share of income. According to Statistics Canada housing is considered unaffordable if it represents more than 30% of a household’s total pre-tax income.50 In 2020 Ontario’s median household income (before taxes) was $91,000. That is considerably higher than the median income in the census districts of Thunder Bay ($79,500), Kenora ($78,500) and Rainy River ($78,000).51 So even a 10% price advantage for housing is offset by the roughly 15% gap in income.

Goal 15: Continue to improve housing affordability in Northwestern Ontario so that: • By 2025 60% of Northwestern Ontario’s population has access to housing that does not cost more than 30% of their annual income. • By 2030 80% of Northwestern Ontario’s population has access to housing that does not cost more than 30% of their annual income. • By 2035 90% of Northwestern Ontario’s population has access to housing that does not cost more than 30% of their annual income.

https://creastats.crea.ca/board/thun https://www.cmhc-schl.gc.ca/professionals/housing-markets-data-and-research/housing-data/datatables/rental-market/rental-market-report-data-tables 48 https://www.cmhc-schl.gc.ca/professionals/housing-markets-data-and-research/market-reports/housingmarket 49 https://creastats.crea.ca/board/thun 50 https://www12.statcan.gc.ca/census-recensement/2021/as-sa/98-200-X/2021016/98-200-X2021016-eng.cfm 51 https://www12.statcan.gc.ca/census-recensement/2021/dp-pd/prof/index.cfm?Lang=E 47

Incoming

Page 106 of 152

Time to Grow

Actions in pursuit of this goal

In pursuit of this goal NOMA will: a. Advocate for funding to be provided to build the housing needed and to provide the proper infrastructure relating to roads, sewers, affordable home energy, and water supply.
The Province of Ontario should: a. Make it easier for local communities to identify and move forward with opportunities to acquire Crown, public, private lands (i.e. former mill properties, brownfield sites, or derelict/abandoned properties) and make them available for municipal and private commercial, residential, and industrial development. b. Offer financial initiatives or grants for developers to come to Northwestern Ontario and build here. c. Continue to expand funding available to municipalities to maintain and expand critical infrastructure needed to support expanded housing supply. d. Protect tenants’ rights and preserve the affordability of rental housing by regulating rent increases for the region. e. Dedicate funding to meet the housing needs of FNMI people, regardless of their residency. f. Facilitate housing development to support regional growth and employee recruitment and retention.
Canada should: a. Create different funding for rural and remote communities for housing development in the North.
First Nations, and Métis communities could consider: a. Providing input on land repurposing projects that can benefit both municipalities and indigenous communities. b. Collaborating with municipalities, governments and developers on consultation and engagement processes for lands.
Individual Municipalities could consider: a. Exploring opportunities to acquire Crown, public, private (i.e. former mill properties, brownfield sites, or derelict/abandoned properties) and make them available for Municipal and private commercial, residential, and industrial development. a. Continuing to work with the province, First Nations, and each other to creatively address the ongoing shortage of Chief Building Officers in Northwestern Ontario. b. Working on accelerating the permit process for building more cost-effective housing projects including multi-unit properties or innovative building materials/approaches. c. Working on improving community design plans, zoning bylaws, property and engineering standards, property tax by-laws and building application process to be able to build more affordable housing in a faster way. 63

Incoming

Page 107 of 152

Time to Grow

d. Undertaking land use analysis to determine if there is need to develop service lands for residential development. e. Utilizing surplus and vacant lands effectively to increase housing supply and address housing shortages in Northwestern Ontario. Develop a plan to identify and repurpose surplus and vacant lands for residential development within the next 2 years and hit the provincial targets. f. Identifying opportunities to extend municipal services to key municipal surplus lands to enable development and disposition. g. Encouraging use of public vacant land and underutilized lands to enhance their capacity to enhance economic activity. h. Showcasing the opportunities for development on municipal surplus lands. i. Advocating for funding for the development of surplus and vacant municipal lands. j. Working with the province to offer financial initiatives or grants for developers to come to Northwestern Ontario and build here. k. Working on expediting the permit processes for land repurposing projects. 6. Local Agencies & Not for Profits could consider: a. Coordinating with developers, municipalities, and any other stakeholder to build affordable and service housing. b. Providing water, sewer, and electricity services to new residential properties. c. Assessing infrastructure needs for affordable housing projects. d. Collaborating with developers on utility planning for affordable housing. 7. The Private Sector could consider: a. Helping improve the tenant selection system. b. Building housing that is more affordable in Northwestern Ontario by embracing alternative construction processes, multi unit properties or other cost saving solutions. c. Identifying suitable sites for development around the region. d. Ensuring that they are compliant with each municipality’s building codes and most importantly their affordability standards. e. Identifying suitable sites for residential development within vacant and surplus municipal, provincial or federal lands. f. Partnering with municipalities to communicate the land development opportunities for these surplus and vacant lands. g. Collaborating with local governments on land use planning. h. Submitting proposals to municipalities for possible land repurposing projects.

Incoming

Page 108 of 152

Time to Grow

A Living Plan Reporting on Progress This plan is a roadmap to guide planning, decision making, and concrete actions over the next 10 years in Northwestern Ontario. To succeed, the plan will need to be a “living plan”. It will need to be monitored, discussed, revised, and referenced constantly. A monitoring framework for the plan will mirror the structure of NOMA’s own Strategic Plan. A dedicated page on NOMA’s website will serve as a monitoring section. This page will highlight the strategic goals alongside their deadlines and an update on progress to date. This approach will facilitate transparency. More importantly it will showcase the plan as a living document and ensure a sense of urgency exists where progress on certain goals is not proceeding as expected. That urgency may lead to adjustments in the plan itself, or more intense action by NOMA and its partners to bring actions in line with expectations to ensure the goals are met within the deadlines stated in the plan. Reviewing the Plan The NOMA Board will receive an update on progress against the plan goals at every regular Board meeting going forward. This will allow the NOMA Board to decide if more in depth analysis of plan goals or proposed actions is necessary as a result of changed circumstances. It will also allow the NOMA Board to consider whether more urgent action by NOMA should be undertaken to bring progress back in line with stated goals and plan timelines. NOMA will also host an annual, public, review of the plan in September each year from 2025 to 2035. This will provide an opportunity for exploration of progress against the plan. There would also be presentations by NOMA and any interested partners about actions they have taken (or will be taking) that align with the plan objectives. Collective exploration of current circumstances and changed local, regional, provincial, national, or international conditions could also occur. Any annual revisions to the plan would be informed by the recorded proceedings of this event. The Economic Action Plan Working Group could be maintained throughout this period as a resource to assist NOMA in developing this annual event, compiling feedback, and making annual revisions. At a minimum, a similar working group should be formed at the five-year mark of this plan (2030) and tasked to fully review the plan in the light of the regional context at that time and propose revisions as needed. By doing this, the plan will not lose relevance and it will continue to be aligned with regional priorities, policies, or initiatives.

Incoming

Page 109 of 152

Time to Grow

Resourcing the Plan It is unreasonable to expect the NOMA Executive Director to monitor progress on this plan in addition to their other responsibilities related to the day-to-day operation of NOMA in representing the interest of its members. When considering the work required to contact, collaborate with, and support the actions of NOMA’s varied partners in pursuit of goals outlined in this regional economic plan the need for additional human resources becomes all too clear. Reporting could, conceivably, be done through the hiring of a summer student each year, provided reporting on the plan was reduced to once a year instead of quarterly. This would limit momentum and reduce the sense of urgency and the capacity for rapid decision making or the seizing of unique opportunities in furtherance of plan goals. To ensure the successful implementation and coordination of this plan, a full-time individual will be needed to serve as plan coordinator. This role will be necessary to ensure regular monitoring of progress against plan goals and actions undertaken in pursuit of those goals. This individual can also ensure that regular publicly available updates about the plan are made to the NOMA Board, NOMA members, and NOMA partners. The Plan Coordinator could also serve as a single point of contact for every individual or organization contributing, directly or indirectly, to progress against the plan. This individual should be tasked to look beyond silos, to share best practices, to communicate success widely, while also assisting (when needed) in identifying resources to overcome barriers. The funding for such a position could be raised in a variety of ways, some of which include: a. A (renewable) 5-year project cost shared three ways between NOMA, FedNor, and NOHFC. b. A campaign seeking contributions from NOMA partners to support the costs of this initiative in two five-year increments. c. A shared position hosted (and funded) on a cyclical basis by NOMA members either individually or as regional groupings.

Incoming

Page 110 of 152

Time to Grow

Appendix A- About Northwestern Ontario Municipal Association NOMA was organized in 1946, incorporated on September 18th, 2001, and is made up of four components: the Kenora District Municipal Association, the Rainy River District Municipal Association, the Thunder Bay District Municipal League, and the City of Thunder Bay. Other than the City of Thunder Bay, membership is attained by being a member of the district organization. NOMA represents municipalities in Northwestern Ontario from the Manitoba border to the Algoma District border. NOMA’s mission is to “advance the needs of municipal governments whose services contribute greatly to the community well-being in Northwestern Ontario. It will promote activities and support partnerships that contribute to our vibrant and vital region.” NOMA’s vision is to “amplify the collective voice of Northwestern Ontario as a superior place to work, play, and raise families in caring and prosperous communities.” NOMA’s core values and guiding principles are: ● ● ● ● ● ●

NOMA is non-partisan and objective in how it presents itself and undertakes its work. NOMA builds trusting relationships by acting with honesty and integrity. NOMA brings creditable solutions for matters broadly shared by Northwestern Ontario. NOMA communicates appropriately and timely. NOMA values diversity. NOMA attaches importance to partnership and teamwork.

NOMA is a unified voice that plays a vital role in advocating for the needs of the residents in Northwestern Ontario. Through NOMA’s actions, advocacy, and collaboration, it strives to build a region that is vibrant and livable for residents.

Incoming

Page 111 of 152

Time to Grow

Appendix B- Northwestern Ontario Communities Table 4 - Northwestern Ontario Municipalities 52 Population 2021 Thunder Bay Kenora Kenora, Unorganized Fort Frances Dryden Thunder Bay, Unorganized Oliver Paipoonge Sioux Lookout Greenstone Red Lake Shuniah Marathon Atikokan Neebing Manitouwadge Terrace Bay Nipigon Rainy River, Unorganized Ignace Emo Schreiber Machin

108,843 14,967 7,475 7,466 7,388 6,221 6,035 5,839 4,309 4,094 3,247 3,138 2,642 2,241 1,974 1,528 1,473 1,423 1,206 1,204 1,039 1,012

Index of Remoteness53 0.2953 0.4222 0.4838 0.4708 0.4697 0.4620 NA 0.5071 0.5561 0.5538 0.3138 0.5271 0.5454 0.3300 0.5539 0.6331 0.4288 0.5482 0.5882 0.5068 0.6427 0.5081

Population density54 332.1 70.7 0.02 292.2 112.7 0.1 17.2 15.4 1.6 6.8 5.7 18.8 8.4 2.6 5.6 10.1 13.6 0.1 16.7 6 29 3.5

Statistics Canada’s “Index of Remoteness” assesses the relative proximity between a community and other communities. It also accounts for the size of the communities in proximity to each other. A community that is farther away from larger population centres will have a higher index of remoteness Index of Remoteness (statcan.gc.ca), Index of Remoteness 2021: Update with 2021 census geographies and populations (statcan.gc.ca) 53 Index of remoteness is only available for municipalities with a reported population in excess of 1000. 54 Population density is only available for municipalities with a reported population in excess of 1000.

Incoming

Page 112 of 152

Time to Grow

Table 4 Continuation - Northwestern Ontario Municipalities

Population 2021 Alberton Ear Falls Red Rock Conmee La Vallee Chapple Rainy River Sioux Narrows-Nestor Falls O’Connor Morley Gillies Dawson Pickle Lake Dorion Lake of the Woods

55 56

Index of Remoteness55 954 924 895 798 788 763 752 727 689 493 441 399 398 375 308

Index of remoteness is only available for municipalities with a reported population in excess of 1000. Population density is only available for municipalities with a reported population in excess of 1000.

Incoming

Population density56

Page 113 of 152

Time to Grow

Appendix C- First Nations in Northwestern Ontario Table 5 - First Nations located in Northwestern Ontario

Sandy Lake 88 Attawapiskat 91A Deer Lake Kasabonika Lake Kitchenuhmaykoosib Aaki 84 Lac Seul 28 Fort Hope 64 Fort William 52 Weagamow Lake 87 Wabaseemoong Webequie Poplar Hill Cat Lake 63C Couchiching 16A Whitefish Bay 32A Sachigo Lake 1 Wunnumin 1 English River 21 Osnaburgh 63B Kingfisher Lake 1 Wapekeka 2 Bearskin Lake Shoal Lake 39A Long Lake 58 Kee-Way-Win Kenora 38B Sabaskong Bay 35D Pic River 50 Fort Severn 89 Summer Beaver Manitou Rapids 11 Slate Falls Whitesand Seine River 23A

57 58

Population 2,100 1586 1,087 1,060 1,029 1,022 977 964 921 815 723 663 651 633 610 608 587 584 524 511 456 447 445 410 409 402 383 372 364 355 300 299 297 270

Population Density58 47.4 905 79.6 10.4 3.7 4.2

Index of remoteness is only available for First Nations with a reported population in excess of 1000. Population density is only available for First Nations with a reported population in excess of 1000.

Incoming

Index of Remoteness57 0.5824 0.5831 0.8452 0.6114 0.8678 0.5525

Page 114 of 152

Time to Grow

Table 5 Continuation - First Nations located in Northwestern Ontario. Population Index of Remoteness59 Eagle Lake 27 Big Grassy River 35G Peawanuck Neskantaga Marten Falls 65 Lake Helen 53A Rainy Lake 17A Osnaburgh 63A Ginoogaming First Nation The Dalles 38C Aroland Wabigoon Lake 27 Rat Portage 38A Rainy Lake 26A Rocky Bay 1 Pic Mobert North Saug-A-Gaw-Sing 1 Pic Mobert South Whitefish Bay 34A Rainy Lake 18C Neguaguon Lake 25D Gull River 55 Pays Plat 51 Shoal Lake (Part) 40 Whitefish Bay 33A Ojibway Nation of Saugeen (Savant Lake) Shoal Lake 34B2 Wabauskang 21 Northwest Angle 33B Lake of the Woods 37 Sand Point First Nation Wawakapewin Sturgeon Falls 23 Big Island Mainland 93 Rainy Lake 17B Lansdowne House 59 60

257 251 247 244 243 240 234 233 200 180 178 175 171 158 154 138 136 127 125 125 118 110 100 96 94 88 81 57 52 49 30 16 10 5 5 0

Incoming

Population Density60

Page 115 of 152

Time to Grow

Agency 1 Assabaska Lac des Mille Lacs 22A1 Lake Nipigon Red Rock 35

0 0 0 0 0

Incoming

Page 116 of 152

Time to Grow

Appendix D - The Northwestern Ontario Economic Plan Working Group Name

Andrea Strawson
Brenda Gignac
Charla Robinson
Charles Cirtwill
Dan Bevilacqua
Dan Elliot
Doug Hartnell
Fred Mota
Gajith Jinadasa
Garry McKinnon
Heather Gropp
Henry Wall
Iain Angus
Ian Dunn
Jordan Hatton
Katia Borjas
Kevin Kahoot
Kristen Oliver
Martin Chitohwa
Max Nagy
Michelle Hiscox
Megan Dokuchie
Nikita Cava
Peggy Johnson
Rick Dumas
Tyler Peacock
Tejraj Shah
Wendy Landry
Will Windigo

Role and Organization Executive Director, Northwestern Ontario Municipal Association Red Lake Community Development and Communications Manager President, Thunder Bay Chamber of Commerce President & CEO, Northern Policy Institute Executive Director & President, Superior Country Marathon Economic Development Officer Mayor, Township of Dawson & NOMA Executive Board Member Mayor, Municipality of Red Lake & NOMA Vice President Rainy River Economic Development Officer Executive Director, Atikokan Economic Development Corporation Community Development Officer, Township of Sioux Narrows-Nestor Falls CAO, Kenora District Social Services Administration Board Ontario Energy Board, Common Voice Northwest Energy Task Force President and CEO, Ontario Forest Industries Association Director of Economic Development, Bingwi Neyaashi Anishinaabek (Sand Point First Nation) Strategic Plan Intern, Northwestern Ontario Municipal Association Mayor, Township of Ear Falls & NOMA Executive Board Member Councillor, City of Thunder Bay & NOMA Executive Board Member Fort Frances Economic Development Officer Machin Economic Development Officer and Executive Director, Kenora District Municipal Association Economic Development Officer, Chukuni Communities Corporation Kenora Economic Development Officer Executive Director, Thunder Bay District Municipal League Executive Director, Rainy River District Municipal Association Mayor, Town of Marathon & NOMA Executive Board Member Dryden Economic Development Manager NWO Local Immigration Partnership Coordinator, Thunder Bay Multicultural Association Mayor, Municipality of Shuniah & NOMA President Indigenous Representative, Past Chief

Incoming

Page 117 of 152

TOWNSHIPOF -

North Dundas

Thursday June 13, 2024 The Right Honourable Justin Trudeau, Prime Minister of Canada Office of the Prime Minister 80 Wellington Street Ottawa, ON KlA 0A2 Dear Prime Minister Trudeau, Re: Infrastructure Small Rural Municipalities Please be advised that at their last Regular Meeting of Council on Thursday, June 61\ 2024, the Council for the Corporation of the Township of North Dundas supported the following resolution: Resolution #2024-138 Moved By: Councillor Uhrig Seconded By: Councillor Lennox THAT the Council of the Township of North Dundas supports resolution number C-2024-165 from the Township of Georgian Bay dated May 13, 2024 regarding the implementation of sustainable infrastructure funding for small rural municipalities and actions to address the impending debt dilemma facing small rural municipalities; AND THAT a copy of this resolution be sent to the Honourable Justin Trudeau, Prime Minister of Canada, The Honourable Sean Fraser, Minister of Housing, Infrastructure and Communities of Canada; Michel Tremblay Acting President and CEO, Canada Mortgage and Housing Corporation; The Honourable Doug Ford, Premier of Ontario; The Honourable Kinga Surma, Ontario Minister of Infrastructure; The Honourable Paul Calandra, Ontario Minister of Municipal Affairs and Housing; MP Eric Duncan, Stormont-Dundas-South Glengarry; MPP Nolan Quinn, Stormont-Dundas-South Glengarry, AMO, ROMA, FCM, Eastern Ontario Wardens’ Caucus and all Municipalities of Ontario. Result: Carried. A copy of the resolution from the Township of Georgian Bay is attached. Yours Sincerely,

Nancy Johnston, MBA Director of Corporate Services/Clerk Encl. (2)

P.O. Box 489, 636 St. Lawrence St re et , Winchester, Ontario Tel. (613) 774-2105

Incoming

Page 118 of 152

Fax (613) 77 4 - 5699

KOC 2K0

The Township of Georgian Bay

Resolutions

Council - 13 May 2024 Item 12.(a) Date: May 13, 2024

C-2024-165

Moved by Councillor Stephen Jarvis Seconded by Councillor Peter Cooper WHEREAS Ontario’s small rural municipalities face insurmountable challenges to fund both upfront investments and ongoing maintenance of their capital assets including roads and bridges and water wastewater and municipally owned buildings including recreational facilities and libraries ; WHEREAS in 2018, the Ontario government mandated all Ontario municipalities to develop capital asset management plans with the stipulation that they be considered in the development of the annual budget; WHEREAS small rural municipalities (of 10,000 people or less) are facing monumental infrastructure deficits that cannot be adequately addressed through property tax revenue alone; WHEREAS the only application approved through the recently awarded Housing Accelerator Fund to a small rural municipality was to Marathon Ontario, who received an allocation of $1.9 million dollars while over $1.369 billion going to Ontario’s large urban centres, resulting in a 0.2% investment in rural Ontario; WHEREAS the Ontario Government has committed $9.1 billion to Toronto alone to assist with operating deficits and the repatriation of the Don Valley and Gardner Expressway; WHEREAS small rural Ontario cannot keep pace with the capital investments required over the next 20 years unless both the Provincial and Federal Governments come forward with new sustainable infrastructure funding; WHEREAS it is apparent that both the Federal and Ontario Governments have neglected to recognize the needs of small rural Ontario; NOW THERFORE BE IT RESOLVED THAT the Township o fGeorgian Bay call on the Ontario and Federal Government to implement sustainable infrastructure funding for small rural municipalities; AND THAT small rural municipalities are not overlooked and disregarded on future applications for funding; AND THAT both the Federal and Ontario Governments begin by acknowledging that there is an insurmountable debt facing small rural municipalities;

Incoming

Page 119 of 152

AND THAT both the Federal and Ontario Governments immediately commission a Working Group that includes a member of the Eastern Ontario Wardens Caucus, to develop a plan on how to deal with the impending debt dilemma; AND FINALLY THAT this resolution be forwarded to The Honourable Justin Trudeau, Prime Minister of Canada, The Honourable Sean Fraser, Minister of Housing, Infrastructure and Communities of Canada; Michel Tremblay Acting President and CEO, Canada Mortgage and Housing Corporation; The Honourable Doug Ford, Premier of Ontario; The Honourable Kinga Surma, Ontario Minister of Infrastructure; The Honourable Paul Calandra, Ontario Minister of Municipal Affairs and Housing; MP Shelby Kramp-Neuman, Hastings-Lennox Addington; MPP Ric Bresee Hastings-Lennox Addington, AMO, ROMA, FCM, Eastern Ontario Wardens’ Caucus and all Municipalities in Ontario. Carried

□ Defeated

□ Recorded Vote

□ Referred

□ Deferred

Recorded Vote: For

Against

Absent

Councillor Brian Bochek Councillor Peter Cooper Councillor Kristian Graziano Councillor Allan Hazelton Councillor Stephen Jarvis Councillor Steven Predko Mayor Peter Koetsier

Peter Koetsier, Mayor

Incoming

Page 120 of 152

Incoming

Page 121 of 152

Incoming

Page 122 of 152

Municipality of Central Huron P.O. Box 400, 23 Albert Street, Clinton, Ontario N0M 1L0 Telephone: 519-482-3997 Fax: 519-482-9183 Email: info@centralhuron.com www.centralhuron.com

June 5, 2024

Sent via Email: premier@ontario.ca

The Honourable Doug Ford Premier of Ontario Legislative Building Queen’s Park Toronto, ON, M7A 1A1 Re: Letter of Support – Sustainable Infrastructure Funding for Small Rural Municipalities Dear Premier Ford, This letter is to confirm that the following resolution of support was adopted by the Council of the Municipality of Central Huron at their June 3, 2024 Regular Council Meeting: RES-173-2024 Moved by Deputy Mayor Anderson, seconded by Councillor Robinson That a Letter of Support be sent in support of the Township of Lanark Highlands’ resolution to support Hastings County’s Motion regarding sustainable infrastructure funding for small rural municipalities Carried A copy of the Township of Lanark Highlands’ correspondence is attached for your reference. Yours truly,

Rachel Anstett Clerk Municipality of Central Huron 519-482-3997 ext. 1246 ranstett@centralhuron.com

Township of Goderich

Incoming

Page 123 of 152

Incorporated 2001 Township of Hullett

Town of Clinton

CC: Amanda Noël, Clerk/Acting CAO, Township of Lanark Highlands; lhclerk@lanarkhighlands.ca The Honourable Justin Trudeau, Prime Minister of Canada; pm@pm.gc.ca The Honourable Sean Fraser, Minister of Housing, Infrastructure and Communities of Canada; minister-ministre@infc.gc.ca Michel Tremblay, Acting President and CEO, Canada Mortgage and Housing Corporation; contactcentre@cmhc.ca The Honourable Kinga Surma, Ontario Minister of Infrastructure; kinga.surma@pc.ola.org The Honourable Paul Calandra, Ontario Minister of Municipal Affairs and Housing; paul.calandra@pc.ola.org The Association of Municipalities of Ontario; amo@amo.on.ca Rural Ontario Municipalities Association; roma@roma.on.ca Federation of Canadian Municipalities; resolutions@fcm.ca Western Ontario Wardens’ Caucus Chair, Glen McNeil; gmcneil@huroncounty.ca Eastern Ontario Wardens’ Caucus; info@eowc.org MP for Huron-Bruce, Ben Lobb; ben.lobb@parl.gc.ca MPP for Huron-Bruce, Lisa Thompson; lisa.thompsonco@pc.ola.org

Incoming

Page 124 of 152

May 30th, 2024 Premier’s Office Room 281 Legislative Building, Queen’s Park Toronto, ON M7A 1A1 ATTENTION:

Hon. Doug Ford

Dear Premier Ford, Resolution – RE: Hastings County Motion regarding sustainable infrastructure funding for small rural municipalities

Please be advised that the Council of the Corporation of the Township of Lanark Highlands passed the following resolution at their regular meeting held May 14th, 2024:

Moved by Councillor Kelso

Seconded by Councillor Summers

THAT, Council supports the resolution from Hastings County regarding Sustainable Infrastructure Funding for Small Rural Municipalities; AND THAT, this resolution be forwarded to The Honourable Justin Trudeau, Prime Minister of Canada, The Honourable Sean Fraser, Minister of Housing, Infrastructure and Communities of Canada; Michel Tremblay Acting President and CEO, Canada Mortgage and Housing Corporation; The Honourable Doug Ford, Premier of Ontario; The Honourable Kinga Surma, Ontario Minister of Infrastructure; The Honourable Paul Calandra, Ontario Minister of Municipal Affairs and Housing; MP Shelby KrampNeuman, Hastings-Lennox Addington; MPP Ric Bresee Hastings-Lennox Addington, AMO, ROMA, FCM, Eastern Ontario Wardens’ Caucus and all Municipalities in Ontario. Resolved Sincerely,

Amanda Noël, Clerk/Acting CAO

PO Box 340, 75 George Street, Lanark, ON, K0G 1K0 T: 613-259-2398 TF: 800-239-4695 F: 613-259-2291 W: lanarkhighlands.ca

Incoming

Page 125 of 152

Encls. c.c.

The Honourable Justin Trudeau, Prime Minister of Canada The Honourable Sean Fraser, Minister of Housing, Infrastructure and Communities of Canada Michel Tremblay Acting President and CEO, Canada Mortgage and Housing Corporation The Honourable Doug Ford, Premier of Ontario The Honourable Kinga Surma, Ontario Minister of Infrastructure The Honourable Paul Calandra, Ontario Minister of Municipal Affairs and Housing MP Shelby Kramp-Neuman, Hastings-Lennox Addington MPP Ric Bresee Hastings-Lennox Addington AMO ROMA FCM Eastern Ontario Wardens’ Caucus All Municipalities in Ontario

Incoming

Page 126 of 152

Ministry of Infrastructure

Ministère de l’Infrastructure

Office of the Minister

Bureau du ministre

5th Floor, 777 Bay Street Toronto, Ontario M7A 2E1 Telephone: 416-327-4412

777, rue Bay, 5e étage Toronto (Ontario) M7A 2E1 Téléphone: 416-327-4412

June 4, 2024 Peter Emon Chair Eastern Ontario Wardens’ Caucus (EOWC) info@eowc.org Dear Peter Emon: Thank you for your letter of support for the Housing-Enabling Water Systems Fund (HEWSF) for small urban and rural municipalities. I appreciate the time you have taken to write. I recognize that there is an urgent need for infrastructure funding to support critical projects across the province. This is why Ontario more than quadrupled its investment from $200 million to $825 million over three years to expand HEWSF, allowing for additional funding for municipal water infrastructure projects. Additionally, another program the EOWC may consider is the new Municipal Housing Infrastructure Program (MHIP). As part of the 2023 Fall Economic Statement and 2024 Ontario Budget, our government is increasing funding for housing-enabling municipal infrastructure projects by investing $1 billion in the new MHIP. In addition to the HEWSF, these programs will support core infrastructure projects such as roads, bridges, and water infrastructure to enable housing for growing and developing communities. More information about the program, including eligibility and application intake details, will be announced later this year. I understand that 20 of the EOWC’s municipalities have submitted their applications to our HEWSF program. I would like to thank the municipalities for making these submissions to help protect our communities and enable more housing development across the province. As you know, the application deadline closed on April 19, 2024, and we have already started the evaluation process. Applications will be evaluated on application completeness, eligibility, project readiness, technical merit, and the ability to enable more housing. Our intention is to notify successful applicants early this summer. If you have other questions about the HEWSF program, you can contact the Ministry team at HEWS@ontario.ca. We understand the importance of investing in critical core infrastructure to support growth, as well as the importance of supporting all municipalities, especially small urban and rural municipalities.

Incoming

Page 127 of 152

Once again, thank you for writing. I would like to express my gratitude for the EOWC support in addressing the province’s infrastructure needs. Please accept my best wishes. Sincerely,

The Honourable Kinga Surma Minister of Infrastructure

Incoming

Page 128 of 152

Pour diffusion le 3 juin 2024 Amélioration du service cellulaire maintenant offerte dans 21 collectivités de l’Est de l’Ontario (Peterborough, ON) – Le Réseau régional de l’Est de l’Ontario (RREO), le gouvernement du Canada, le gouvernement de l’Ontario et Rogers Communications ont annoncé aujourd’hui que les services mobiles 5G de Rogers sont désormais disponibles dans 21 collectivités dans l’Est de l’Ontario. Quarante-deux nouvelles tours cellulaires et quatre autres mises à niveau des sites existants sont achevées et offrent maintenant des services mobiles 5G de Rogers aux résidents, aux entreprises et aux visiteurs. Les services mobiles Rogers 5G sont maintenant disponibles dans certaines parties des régions suivantes : Ville de Kawartha Lakes

Comtés unis de Prescott et Russell

Comté de Frontenac

Comtés unis de Stormont, Dundas et Glengarry

Comté de Haliburton Comté de Hastings Comté de Lanark Comté de Lennox et Addington Comté de Northumberland Comté de Peterborough Comté de Prince Edward Comté de Renfrew Comtés unis de Leeds et Grenville

Ville de Kingston Ville de Gananoque Première Nation d’Alderville Algonquins de Pikwakanagan Première Nation de Curve Lake Première Nation de Hiawatha Mohawks de la baie de Quinte Mohawks d’Akwesasne

L’annonce d’aujourd’hui fait partie du projet de connectivité cellulaire du RREO, un partenariat public-privé de plus de 300 millions de dollars visant à améliorer et à étendre les services cellulaires dans les régions rurales de l’Est de l’Ontario. Environ la moitié du financement du projet provient des gouvernements fédéral et provinciaux, ainsi que des membres municipaux de l’Eastern Ontario Wardens’ Caucus (EOWC) et de la plupart de l’Eastern Ontario Mayors’ Caucus (EOMC). Rogers Communications, qui a été sélectionnée à l’issue d’un processus d’appel d’offres concurrentiel, fournit le reste de l’investissement. Grâce à ce partenariat, Rogers Communications construit environ 332 nouvelles tours cellulaires de télécommunications, soit des nouveaux sites et des co-emplacements, qui

Incoming

Page 129 of 152

sont des sites partagés avec d’autres fournisseurs. De plus, 312 sites existants seront améliorés, ce qui apportera des infrastructures essentielles à un plus grand nombre de municipalités et de collectivités autochtones dans l’est de l’Ontario. À ce jour, 309 sites ont déjà été améliorés et 100 nouvelles tours cellulaires ont été construites. Rogers Communications, en collaboration avec ses partenaires communautaires, travaille à accélérer la construction de tours, avec des plans en cours pour plusieurs nouvelles tours. Le projet d’expansion des services sans fil améliore la sécurité publique et les capacités de navigation le long des routes rurales et éloignées. « Il est essentiel que les Canadiens aient accès à des services cellulaires à haute vitesse fiables et abordables pour pouvoir réussir aujourd’hui », a déclaré l’honorable Sean Fraser, ministre du Logement, de l’Infrastructure et des Collectivités. « Nous sommes fiers de soutenir ce projet, et je suis très heureux qu’on franchisse aujourd’hui une étape importante qui permettra à un plus grand nombre d’Ontariens d’avoir accès à de meilleurs services à large bande et à tous les avantages qui en découlent ». « Notre gouvernement continue de faire des progrès pour fournir un service de téléphonie cellulaire fiable pour les familles, les entreprises et les résidents de l’Est de l’Ontario, explique l’honorable Kinga Surma, ministre de l’Infrastructure de l’Ontario. En investissant dans le projet d’élimination des zones sans couverture cellulaire d’EORN, et en collaborant de près avec nos partenaires des municipalités, nous accélérons le processus afin de bâtir des collectivités plus fortes, plus sécuritaires, plus résilientes et mieux connectées pour tous. » « En collaborant avec Rogers Communications, notre partenaire du secteur privé, les gouvernements fédéral, provinciaux et municipaux donnent à nos résidents, à nos entreprises et à ceux qui voyagent dans notre région un accès à des services cellulaires améliorés », a déclaré Jennifer Murphy, présidente intérimaire du RREO. « Un service cellulaire fiable est essentiel à la sécurité publique et favorisera le développement économique de nos collectivités. »

« En collaboration avec nos partenaires gouvernementaux et le Réseau régional de l’Est ontarien, c’est avec fierté que nous offrons le service 5G aux résidentes et résidents et aux entreprises d’un plus grand nombre de communautés de l’est de l’Ontario, a déclaré Phil Hartling, président, Sans-fil, Rogers. Nous effectuons des investissements à long terme pour que la population canadienne reste connectée, notamment en offrant maintenant le service Internet résidentiel 5G, propulsé par le réseau 5G le plus étendu et le plus fiable au pays. »

Incoming

Page 130 of 152

À propos du RREO Le Réseau régional de l’Est de l’Ontario (RREO) s’efforce de stimuler le développement et la croissance économiques en travaillant à l’échelle régionale pour améliorer l’accès à large bande et la connectivité cellulaire et en tirer parti. Le RREO est un organisme à but non lucratif créé par l’Eastern Ontario Wardens’ Caucus (EOWC). Depuis 2010, il a permis d’injecter des centaines de millions de dollars dans des investissements fédéraux, provinciaux et du secteur privé pour améliorer la connectivité dans la région rurale. Dans le cadre de son projet de connectivité cellulaire, le RREO travaille avec les collectivités autochtones pour s’assurer que de nouvelles infrastructures cellulaires sont construites dans le respect des droits issus de traités et du patrimoine autochtone. En se fondant sur les commentaires de plusieurs Premières Nations, le RREO s’est engagé à dépasser les pratiques de l’industrie et effectue des évaluations des richesses archéologiques sur la plupart des nouveaux sites de tours. De 2010 à 2014, le RREO a contribué à améliorer l’accès à large bande pour près de 90 % de l’Est de l’Ontario grâce à un partenariat public-privé de 175 millions de dollars. Le réseau a été financé par les gouvernements fédéral, provinciaux et municipaux ainsi que par des fournisseurs du secteur privé. À la fin du projet, 423 000 foyers et entreprises avaient accès à des services pouvant atteindre 10 Mb/s en téléchargement. Il a également entraîné des investissements supplémentaires de 100 millions de dollars du secteur privé dans la région, au-delà des engagements initiaux. À propos de Rogers Communications inc. Rogers est le chef de file canadien des services sans fil, des services de câblodistribution et des services de médias qui offre des services de connectivité et de divertissement aux consommateurs canadiens et aux entreprises de partout au pays. Les actions de Rogers sont négociées à la Bourse de Toronto (TSX:RCI. A et RCI.B) et à la New York Stock Exchange (NYSE:RCI). Pour de plus amples renseignements, veuillez consulter le site rogers.com ou investors.rogers.com. -30Lisa Severson Réseau régional de l’Est de l’Ontario Directrice des communications 613-213-8520 lseverson@eorn.ca Rogers Communications, media@rci.rogers.com, 1-844-226-1338

Incoming

Page 131 of 152

For Release June 3, 2024 Improved Cell Service Now Available in 21 Eastern Ontario Communities (Peterborough, ON) – The Eastern Ontario Regional Network (EORN), the Government of Canada, the Government of Ontario, and Rogers Communications announced today that Rogers 5G mobile services are now available in 21 communities across Eastern Ontario. Forty-two new cell towers and four additional upgrades to existing sites are completed, and now offer Rogers 5G mobile services to residents, businesses and visitors. Rogers 5G mobile services are now available in parts of the following areas: City of Kawartha Lake

United Counties of Prescott and Russell

County of Frontenac

United Counties of Stormont, Dundas and Glengarry

County of Haliburton, County of Hastings County of Lanark County of Lennox and Addington County of Northumberland County of Peterborough County of Prince Edward County of Renfrew United Counties of Leeds and Grenville

City of Kingston Town of Gananoque Alderville First Nation Algonquins of Pikwakanagan Curve Lake First Nation Hiawatha First Nation Mohawks of the Bay of Quinte Mohawks of Akwesasne

Today’s announcement is part of the EORN Cell Gap Project, a $300-million publicprivate partnership to improve and expand cellular services across rural Eastern Ontario. About half the project is co-funded by federal and provincial governments, as well as municipal members of the Eastern Ontario Wardens’ Caucus (EOWC) and most of the Eastern Ontario Mayors’ Caucus (EOMC). Rogers Communications, which was selected through a competitive bidding process, is providing the balance of the investment. Through this partnership, Rogers Communications is building approximately 332 new telecommunications cell towers consisting of newly built and co-located sites, which are sites shared with other providers. In addition, 312 existing sites will be upgraded – bringing vital infrastructure to more municipalities and Indigenous communities in Eastern Ontario. To date, 309 sites have already been upgraded and 100 new cell towers have been completed. Rogers Communications, in conjunction with our

Incoming

Page 132 of 152

community partners, is working to accelerate tower construction, with ongoing plans for several new towers. The wireless expansion project is enhancing public safety and improving navigation capabilities along rural and remote roadways. “High-speed, reliable, and affordable cellular services are essential for Canadians to succeed today,” said the Honourable Sean Fraser, Minister of Housing, Infrastructure and Communities. “We are proud to support this project, and I am incredibly excited about today’s milestone with even more Ontarians now able to access enhanced broadband services and all the benefits that come with it.” “Our government is continuing to make progress to deliver reliable cellular services for families, businesses and residents across eastern Ontario” said the Honourable Kinga Surma, Ontario’s Minister of Infrastructure. “By investing in EORN’s Cell Gap project and working closely with our municipal partners we are getting shovels in the ground faster to build stronger, safer, more connected and resilient communities for everyone.” “By working together, the federal, provincial and municipal governments along with our private sector partner, Rogers Communications, are bringing access to improved cell services to our residents, businesses and to those that travel in our region”, said EORN Interim Chair Jennifer Murphy. “Reliable cell service is critical for public safety and will aid economic development in our communities.” “Together with our government partners and the Eastern Ontario Regional Network, we are proud to bring 5G service to residents and businesses in more Eastern Ontario communities,” said Phil Hartling, President, Wireless, Rogers. “We are making longterm investments to keep Canadians connected, including now with Rogers 5G Home Internet, delivering home internet service over the largest and most reliable 5G network in Canada.”

About EORN Eastern Ontario Regional Network (EORN) strives to fuel economic development and growth by working regionally to improve and leverage broadband access and cell connectivity. EORN is a non-profit organization created by the Eastern Ontario Wardens’ Caucus (EOWC). Since 2010, it has helped bring hundreds of millions of dollars in federal, provincial and private sector investment to improve connectivity across the rural region. As part of its Cell Gap Project, EORN is working with Indigenous communities to ensure that new cell infrastructure is built with respect for Indigenous treaty rights and heritage. Based on input from several First Nations, EORN has committed to exceeding industry practice, and is conducting archaeological assessments on most new tower sites.

Incoming

Page 133 of 152

From 2010 to 2014, EORN helped to enhance broadband access for nearly 90 per cent of eastern Ontario through a $175 million public-private partnership. The network was funded by federal, provincial, and municipal governments and private sector service providers. By the end of the project, 423,000 homes and businesses were able to access services of up to 10 Mbps download. It also spurred an additional $100 million of private sector investment in the region beyond initial commitments. About Rogers Communications Inc. Rogers is Canada’s leading wireless, cable and media company that provides connectivity and entertainment to Canadian consumers and businesses across the country. Rogers shares are publicly traded on the Toronto Stock Exchange (TSX: RCI.A and RCI.B) and on the New York Stock Exchange (NYSE: RCI). For more information, please visit: rogers.com or investors.rogers.com. -30Lisa Severson Eastern Ontario Regional Network Director of Communications 613-213-8520 lseverson@eorn.ca Rogers Communications, media@rci.rogers.com, 1-844-226-1338

Incoming

Page 134 of 152

May 30th, 2024 Premier’s Office Room 281 Legislative Building, Queen’s Park Toronto, ON M7A 1A1 ATTENTION:

Hon. Doug Ford

Dear Premier Ford, Resolution – RE: Hastings County Motion regarding sustainable infrastructure funding for small rural municipalities

Please be advised that the Council of the Corporation of the Township of Lanark Highlands passed the following resolution at their regular meeting held May 14th, 2024:

Moved by Councillor Kelso

Seconded by Councillor Summers

Amanda Noël, Clerk/Acting CAO

PO Box 340, 75 George Street, Lanark, ON, K0G 1K0 T: 613-259-2398 TF: 800-239-4695 F: 613-259-2291 W: lanarkhighlands.ca

Incoming

Page 135 of 152

Encls. c.c.

Incoming

Page 136 of 152

Media Release FOR IMMEDIATE RELEASE – May 23, 2024

Municipal leaders set to convene in Chatham-Kent for the return of the Ontario West Municipal Conference Southwestern Ontario – Hundreds of participants representing municipalities and organizations from across Western Ontario will attend the Western Ontario Municipal Conference on Friday, October 25, 2024, at the John D. Bradley Convention Center in ChathamKent, Ontario. Returning after a six-year hiatus, the annual Western Ontario Municipal Conference is an opportunity for municipal officials from across the region to work together on solutions to today’s challenges, to learn and to create new opportunities that benefit our communities. The Conference will feature a keynote presentation by Paul Wells, one of Canada’s leading political journalists. For 19 years, he was the lead political columnist at Maclean’s magazine, and he’s also written for the Globe and Mail, the Toronto Star, and the National Post. Paul is a bestselling author and a regular political commentator on both the French- and Englishlanguage CBC networks. His new subscription newsletter is already one of the most widely read political newsletters in Canada. This year’s event features 30 speakers reflecting on the top issues of responsibility for our municipalities. Session topics will focus on the key priorities of the Western Ontario Wardens’ Caucus including, housing, mental health & addictions, workforce, infrastructure, and economic development, including a fireside chat with Associate Minister of Housing the Honorable Rob Flack and Parliamentary Assistant for Municipal Affairs and Housing MPP Matthew Rae. “We are thrilled to be hosting the return of the Ontario West Municipal Conference and look forward to welcoming our colleagues from across Western Ontario to learn and collaborate together,” stated Mayor of Norfolk County Amy Martin, Chair of the 2024 Ontario West Conference Committee. Registration is now open with early bird rates available.

Incoming

Page 137 of 152

About The Western Ontario Wardens’ Caucus (WOWC) is a not-for-profit organization representing 15 upper and single-tier municipalities in Southwestern Ontario, representing more than 1.5 million residents. The WOWC aims to enhance the prosperity and overall wellbeing of rural and small urban communities across the region. Caucus members work collectively to influence federal and provincial legislation and programs through advocacy, research, analysis and education. For more information, visit www.wowc.ca. Media Contact Kate Burns Gallagher, Executive Director Western Ontario Wardens’ Caucus T: 519-495-6059 E: kate@wowc.ca

Incoming

Page 138 of 152

Stirling-Marmara Road Box 40 Stirling, ON KOK 3E0 613-395-3380 Fax: 613-395-0864

2529

Phone:

May 22, 2024 Catalina Blumenberg County of Prince Edward 332 Picton Main Street Picton, ON KOK 2T0 Dear Ms. Blumenberg,

Re:

National

Housing

Affordability

Crisis

At their meeting held on May 21, 2024, Council of the Township passed the following resolution:

of Stirling-Rawdon

Moved by Councillor Graff by Councillor Seconded Stewart That the correspondence from the County of Prince Edward regarding the national housing affordability crisis be received, and further That Council of the Township of Stir/ing-Rawdon does support the County of Prince Edward’s request that the funding dispute between the Federal and Provincial governments be resolved to limit mounting harms to some of Ontario ’5 most vulnerable people; and That a copy of this resolution be sent to the Minister of Housing, Infrastructure and Communities, the Minister of Municipal Affairs and Housing, the Federation of Canadian Municipalities, the Association of Municipalities of Ontario, the Ontario Municipal Social Services Association, Hastings County Community and Human Services and the Eastern Ontario Wardens Caucus. Carried. Thank you for bringing this important

matter

to the attention

of Council.

Sincerely,

More Sydney Dodson Deputy—Clerk lsd cc:

Minister of Housing Infrastructure and Communities, Minister of Municipal Affairs and Housing, Federation of Canadian Municipalities, the Association of Municipalities of Ontario, the Ontario Municipal Social Services Association, Hastings County Community and Human Services, EOWC

Embracing the Future while Remembering our Past

Incoming

Page 139 of 152

The Corporation of the County of Northumberland 555 Courthouse Road Cobourg, ON, K9A 5J6

Northumberland County Council Resolution Northumberland County Council Resolution SENT VIA EMAIL

May 21, 2024

Hon. Prabmeet Singh Sarkaria (Minister of Transportation) Hon. Paul Calandra (Minister of Municipal Affairs and Housing) Hon. David Piccini (Minister of Labour, Immigration, Training and Skills Development and MPP for Northumberland-Peterborough South) Association of Municipalities of Ontario (AMO) Eastern Ontario Wardens’ Caucus (EOWC) Northumberland County’s Member Municipalities Re: Correspondence, Municipality of Brighton ‘Ride-Sharing Services’ At a meeting held on May 15, 2024 Northumberland County Council approved the following Council Resolution # 2024-05-15-341 adopting the below recommendation from the May 1, 2024 Economic Development, Tourism and Land Use Planning Committee meeting: Moved by: Councillor John Logel Seconded by: Councillor Robert Crate “That the Economic Development, Tourism, and Land Use Planning Committee, having considered the correspondence from the Municipality of Brighton regarding ‘RideSharing Services’, recommend that County Council support this correspondence, and direct staff to send a copy of this resolution to the Honourable Prabmeet Singh Sarkaria (Minister of Transportation), the Honourable Paul Calandra (Minister of Municipal Affairs and Housing), the Honourable David Piccini (Minister of Labour, Immigration, Training and Skills Development and MPP for Northumberland-Peterborough South), the Association of Municipalities of Ontario (AMO), the Eastern Ontario Wardens’ Caucus (EOWC), and Northumberland County’s Member Municipalities.” Council Resolution # 2024-05-15-341

Carried

If you have any questions regarding this matter, please do not hesitate to contact the undersigned at matherm@northumberland.ca or by telephone at 905-372-3329 ext. 2238.

Incoming

Page 140 of 152

The Corporation of the County of Northumberland 555 Courthouse Road Cobourg, ON, K9A 5J6 Sincerely, Maddison Mather

Manager of Legislative Services / Clerk Northumberland County

Incoming

Page 141 of 152

Incoming

Page 142 of 152

Incoming

Page 143 of 152

Date:

February 20, 2024

Resolution COU-2024-063

Moved By:

Councillor Byron Faretis

Seconded By:

Councillor Jeff Wheeldon

Whereas, the Municipality of Brighton faces challenges related to limited access to transportation, and there exists a pressing need for a ride-sharing service to address transportation gaps within our community; And Whereas Rideshare services are increasingly relied upon by seniors, students, visitors and tourists, and residents looking for safe, affordable, convenient, and reliable ways to travel; And Whereas, the standardization and consistency of regulations across municipalities, particularly in Ontario, can improve the efficiency and effectiveness of the regulatory framework; And Whereas, transferring the responsibility of ride-share regulations and licensing to the provincial level would contribute to a more streamlined and uniform governance structure, while eliminating associated red tape and unnecessary administrative costs; Therefore, Be It Resolved that the Municipality of Brighton Council hereby expresses its support for the migration of ride-share regulations and licensing from the municipal level to the provincial level; Be It Further Resolved that the Municipality of Brighton Council formally requests the Government of Ontario to initiate the transfer of responsibilities in the interest of creating a more coherent and standardized regulatory framework for ride-sharing services across the province; Be It Further Resolved that copies of this motion be distributed to the Honourable Doug Ford, Premier of Ontario; the Honourable Prabmeet Sarkaria, Minister of Transportation; the Honourable Paul Calandra, Minister of Municipal Affairs and Housing; the Honourable David Piccini, Member of Provincial Parliament for Northumberland-Peterborough South; the Association of Municipalities of Ontario (AMO); the Eastern Ontario Wardens Caucus, the County of Northumberland; and all six neighbouring Northumberland lower-tier municipalities, and all Ontario municipalities.

Incoming

Page 144 of 152

Carried

Defeated

Mayor

Recorded Vote

For Clerks Use Only

Recorded vote called by: For

Against

Abstain

Absent

COI

Mayor Brian Ostrander Deputy Mayor Ron Anderson Councillor Byron Faretis Councillor Anne Butwell Councillor Emily Rowley Councillor Jeff Wheeldon Councillor Bobbi Wright Total

CD Carried

Incoming

Page 145 of 152

Defeated

Clerk’s Initials

May 21st, 2024 Premier’s Office Room 281 Legislative Building, Queen’s Park Toronto, ON M7A 1A1

ATTENTION:

Hon. Doug Ford

Dear Premier Ford, RE: Resolution – Request to the Province to Amend the Blue Box Regulation Please be advised that the Council of the Corporation of the Township of Lanark Highlands passed the following resolution at their regular meeting held April 23rd, 2024:

Moved by Councillor Summers

Seconded by Councillor Kelso

THAT, the Council of the Corporation of the Township of Lanark Highlands supports the resolution of the Town of Coburg regarding the request to the Province to amend the blue box regulation; AND THAT, a copy of the support letter be sent to the Premier of Ontario, AMO and member municipalities. Resolved

Sincerely,

Amanda Noël, Clerk/Acting CAO Encls. c.c.

AMO All Ontario Municipalities

PO Box 340, 75 George Street, Lanark, ON, K0G 1K0 T: 613-259-2398 TF: 800-239-4695 F: 613-259-2291 W: lanarkhighlands.ca

Incoming

Page 146 of 152

Office Phone: (807) 853-3244 Clerk Phone: (807) 852-3978 Fax: (807) 852-3553 Email: rainyriver@tbaytel.net Website: www.rainyriver.ca

PO Box 488 201 Atwood Avenue Rainy River. ON POW 1L0

Claim of iRatny 33th“

RESOLUTION

\E> Cf 0.41%

MOVED BY

SECONDED BY

DATE: May 13:2024 RESOLUTION: 24-013

“BE IT RESOLVED that the Town Council of The Corporation of the Town of Rainy River hereby supports the Municipality of Wawa Resolution #RC24087 regarding the creation of a Municipal Accessibility Fund.”

CARRIED i4 DEFEATED__________

ABSTAIN AYES NAYES D. ARMSTRONG D. EWALD J. HAGARTY B. HELGESON N. IVALL M. KREGER G. PROST

Wot/c MAYOR OR

Rf.
in the heart ofOntario‘s Sunset Country

Incoming

Page 147 of 152

TING MAYOR

From the Office of the Clerk The Corporation of the County of Prince Edward T: 613.476.2148 x 1021 | F: 613.476.5727 clerks@pecounty.on.ca | www.thecounty.ca

May 9, 2024 Please be advised that during the regular Council meeting of May 7, 2024 the following resolution regarding seeking support for the Province and Federal Government to work together to help end the national housing affordability crisis.

RESOLUTION NO.

2024-224

DATE:

May 7, 2024

MOVED BY:

Councillor Branderhorst

SECONDED BY:

Councillor Roberts

WHEREAS there is an unprecedented national housing affordability crisis and substantial investments in new affordable social housing are required to address the overwhelming need; WHEREAS substantial investments in revitalizing existing affordable social housing are required to maintain existing housing stock so as not to make the national housing affordability crisis worse; WHEREAS social support expansions are required to prevent families choosing between housing and other basic necessities of life; WHEREAS the national housing affordability crisis is most acute in Ontario, and unlike most Provinces and Territories in Canada, 47 Service Managers and District Social Service Administration Boards (SM/DSSAB) are responsible for delivering social supports, including housing affordability supports in this Province; WHEREAS many of these 47 SM/DSSABs in Ontario are larger than many provinces and territories in other provinces in the country, but lack the revenue, policy tools and powers of the Provincial and Federal governments to end the housing affordability crisis on their own; WHEREAS on March 25, 2024 our local SM/DSSAB (Prince Edward Lennnox and Addington Social Services) was notified by the Province that the Federal Government would be cutting $355 million in funding intended to support affordable social housing across the province, due to a disagreement about how community housing units are counted as part of the National Housing Strategy Action Plan;

Incoming

Page 148 of 152

From the Office of the Clerk The Corporation of the County of Prince Edward T: 613.476.2148 x 1021 | F: 613.476.5727 clerks@pecounty.on.ca | www.thecounty.ca

WHEREAS any reductions in funding from the Federal and Provincial governments risks the termination of critically needed housing and social supports for some of the most vulnerable across Ontario; NOW THEREFORE, BE IT RESOLVED THAT the Council of the County of Prince Edward requests that the funding dispute between the Federal and Provincial governments be resolved to limit mounting harms to some of Ontario’s most vulnerable people; THAT the Federal and Provincial governments to continue to fund SMs/DSSABs in an amount equivalent to the monies under the CMHC-Ontario Bilateral agreement in the National Housing Strategy until a new funding agreement can be reached; THAT the Council of the County of Prince Edward advocate to the Federal and Provincial governments to establish a trilateral table including the SMs/DSSABs, to negotiate the final 3 year tranche of funding under the National Housing Strategy; THAT Council direct the Mayor to write to the Provincial and Federal Ministers of Housing urgently requesting confirmation that financial support will continue for vulnerable households across Ontario currently in receipt of the Canada-Ontario Housing Benefit prior to May 31, 2024; and THAT a copy of this resolution be sent to the Minister of Housing, Infrastructure and Communities, Minister of Municipal Affairs and Housing, the Federation of Canadian Municipalities, the Association of Municipalities of Ontario, the Ontario Municipal Social Services Association, Prince Edward Lennox and Addington Social Services, the Eastern Ontario Wardens Caucus, and all Ontario Municipalities. Yours truly,

Catalina Blumenberg, CLERK cc: Mayor Steve Ferguson, Councillor Branderhorst, and Marcia Wallace, CAO

Incoming

Page 149 of 152

Incoming

Page 150 of 152

Incoming

Page 151 of 152

Incoming

Page 152 of 152

Help support independent journalism

If NFNM’s reporting matters to you, Buy Me a Coffee is a simple way to help keep local watchdog coverage going.

EOWC CAOs&#39; Planning Meeting - 21 Jun 2024 - Agenda

Document Text

EOWC CAOs' Planning Meeting - 21 Jun 2024 - Agenda