HomeMy WebLinkAbout2025-02-07
Electronic Council Communications Information
Package
Date:February 7, 2025
Time:12:00 PM
Location:ECCIP is an information package and not a meeting.
Description: An ECCIP is an electronic package containing correspondence received by Staff for
Council's information. This is not a meeting of Council or Committee.
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Pages
1.Region of Durham Correspondence
1.1 Department Name Change - January 31, 2025 3
2.Durham Municipalities Correspondence
2.1 City of Pickering - Program of All-inclusive Care for the Elderly (PACE) -
January 31, 2025
11
3.Other Municipalities Correspondence
3.1 Town of Cobourg - Municipal Restructuring Study - January 31, 2025 14
3.2 Peterborough County - Proposed U.S. Tariffs on Canadian Goods -
February 5, 2025
24
4.Provincial / Federal Government and their Agency Correspondence
5.Miscellaneous Correspondence
5.1 Kawartha Conservation 2024 Annual Report 27
February 7, 2025
Electronic Council Communications Information Package (ECCIP)
Page 2
From:Chambers, Michelle
To:ClerksExternalEmail
Subject:Region of Durham - Department Name Change
Date:January 31, 2025 2:02:45 PM
Attachments:image002.png
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Please see the following email sent on behalf of Brian Bridgeman, Commissioner of
Community Growth and Economic Development:
Dear June,
Effective January 1, the Durham Region Planning and Economic Development
Department was renamed the Community Growth and Economic Development
Department. This update reflects our ongoing commitment to supporting Regional
interests in growth and development.
The following divisional updates have also been made to reflect the department's
evolving roles and responsibilities:
The Planning Division was renamed as the Community Growth Division.
The Plan Implementation section, which historically led the development
approvals function, became Development Advisory Services. This section
coordinates our one-window Regional comments on local development
applications and other planning matters.
The Policy Planning and Special Studies Section is now the Integrated Growth
Management and Policy Section, driving integrated initiatives.
Our services will continue as follows:
Co-ordinating Regional comments on local development applications through
Development Advisory Services.
Providing integrated growth management and development initiatives.
Supporting infrastructure, housing studies, and related services.
For further details, please refer to Council Report #2024-P-17 (attached). We look
forward to continuing our collaboration to foster sustainable growth across Durham
Region.
Please note that this email and Report has been forwarded to all area clerks.
Best regards,
Brian Bridgeman, MCIP, RPP, PLE
Commissioner of Community Growth and Economic Development
The Regional Municipality of Durham
Page 3
Legislative Services Division
Corporate Services Department
The Regional Municipality of Durham
Clerks@durham.ca| 905-668-7711 | durham.ca
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Page 4
If this information is required in an accessible format, please contact 1-800-372-1102 ext. 2564
The Regional Municipality of Durham
Report
To:
From:
Report:
Date:
Regional Council
Chief Administrative Officer
#2024-P-17
December 18, 2024
Subject:
Proposed Name Updates for the Planning and Economic Development Department and
Committee
Recommendation:
That it be recommended to Regional Council:
Effective January 1, 2025, the “Planning and Economic Development Committee” be
renamed as the “Community Growth and Economic Development Committee” and
that the necessary amendments to the Procedure By-law to reflect this change be
presented to Regional Council for approval.
Report:
1.Purpose
1.1 The purpose of this report is to recommend that the Planning and Economic
Development Committee be renamed as the “Community Growth and Economic
Development Committee” effective January 1, 2025, to reflect Durham’s
forthcoming proclamation under Bill 23, the More Homes Built Faster Act. The name
of the Department will change accordingly and a number of other changes within the
Department will also be made as of January 1, 2025, as detailed in Paragraph 3.2 of
this report.
Page 5
Report #2024-P-17 Page 2 of 6
2. Background
2.1 In the November 15th Council Information Package, a Memorandum from the
Commissioner of Planning and Economic Development advised that the Minister of
Municipal Affairs and Housing announced on November 5th that the Durham
Regional Official Plan and certain upper-tier land use planning responsibilities will
be removed from Durham Region on January 1, 2025.
2.2 The Commissioner’s Memorandum further noted that Regional and area municipal
planners are currently working together on the necessary steps to implement this
proclamation. To that end, a draft Memorandum of Understanding (MOU) will soon
be circulated to the area municipalities and when executed, this MOU will
confirm/clarify the scope of regional interests in planning matters. It is expected
these MOUs will be finalized in the first quarter of 2025.
2.3 Until the MOU with the area municipalities has been executed and a period of time
has passed to allow the impact of the changes to settle, it is premature to impose
changes to the organizational structure of the Planning and Economic Development
Department. At present, there are a significant number of staff vacancies within the
Regional Planning Division. Given the number of staff vacancies, no staff reductions
will need to be made as a result of proclamation.
2.4 As noted in Information Report #2024-P-16 which was before the Planning and
Economic Development Committee on November 5th, a host of upper-tier planning
activities will continue post-proclamation, e.g. transportation planning, integrated
growth management, GIS and data analytics related to land and housing supply,
support to other regional departments in relation to the planning of infrastructure,
housing and development charge background studies, etc.
2.5 As an owner of infrastructure, facilities and land across Durham, the Region will
continue to provide comments on development applications submitted to the area
municipalities for approval, to ensure Regional interests are properly protected.
2.6 In 2000, Durham Region delegated its approval authority for subdivisions,
condominiums and part-lot control exemption by-laws to the five lakeshore
municipalities; hence, the Region has been a commenting agency on development
matters for almost 25 years. As of January 1, 2025, the Region will become a
commenting agency on development applications in the Townships of Brock,
Scugog and Uxbridge. Consistent with all other commenting agencies, the Region
charges a fee to private sector applicants for these comments. The principle is that
those who benefit from the service should pay, rather than the general taxpayer.
Page 6
Report #2024-P-17 Page 3 of 6
The Region’s fees for commenting on development matters have not been updated
in nearly four years; therefore, a fee review will be undertaken in early 2025 and
staff will be recommending increases to ensure the Region’s commenting fees
properly reflect the cost of providing the service.
2.7 In 2025, the Region will undertake a comprehensive review of the recommendations
resulting from various departmental assessments to ensure effective alignment of
programs and services to the needs of communities in Durham Region. This will
ensure the Region is well-positioned to deliver on the community-informed Strategic
Plan and remain responsive to the changing legislative landscape.
3. Proposed Name Updates
3.1 While it is premature to make organizational changes until the impacts of the
changes are better known, as a first step, certain departmental name changes will
be made that reflect the diminishment of the regional land use planning function
imposed by Bill 23. It is not a provincial requirement to remove the word “Planning”
from upper tier Planning Departments, but doing so is consistent with what other
upper tier regions have done.
3.2 Upon Bill 23’s proclamation on January 1, 2025:
a) the “Planning and Economic Development Department” will be renamed as the
“Community Growth and Economic Development Department”;
b) the “Planning Division” will be renamed as the “Community Growth Division”;
c) the “Plan Implementation Section”, the section within the Planning Division that
has historically led the development approvals function, will be renamed as
“Development Advisory Services”. Going forward, this section will coordinate
our one-window Regional comments on local development applications; and
d) the “Policy Planning and Special Studies Section” will be renamed as the
“Integrated Growth Management and Policy Section”.
3.3 Subject to Council approval, the “Planning and Economic Development Committee”
will be renamed as the “Community Growth and Economic Development
Committee”.
3.4 Three positions from the former Plan Implementation section have been held vacant
in the 2025 budget with a potential savings of $465,000. Consideration will be given
as to whether these positions could be redeployed elsewhere to meet operational
needs, e.g. expanding the Integrated Growth Management team; a dedicated staff
liaison reporting to the Rapid Transit/Transit-Oriented Development Office for our
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Report #2024-P-17 Page 4 of 6
dealings with Metrolinx; an Economic Development Coordinator to assist with
implementing Ready Set Future; and a dedicated coordinator for the annual
Business Count/employment survey.
4. Following Proclamation
4.1 Upon proclamation, the following will occur:
a) The new Regional Official Plan (ROP) will become the official plan for the
lower-tier municipalities that may repeal or amend it, meaning that each area
municipality will have responsibility for the ROP as it pertains to their
municipality;
b) It is anticipated that area municipalities will assume approval authority for all
Planning Act decisions, except official plans which will need to be approved by
the Ministry of Municipal Affairs and Housing; and
c) All eight area municipalities will have approval authority over subdivisions.
condominiums, land division, and part lot control exemption by-laws.
Commenting responsibilities on all land use planning applications and related
matters will continue to be performed by the Region to protect Regional
interests related to infrastructure, facilities, services and Regionally-owned
land.
4.2 A draft Planning Services Agreement was prepared last year that could allow an
area municipality to request development related planning advice, assistance,
services or expertise from the Region. Regional staff from this Department could
then be contracted to provide support similar to the way other Regional supports
are provided in areas of human resources, IT and legal.
5. Previous Reports and Decisions
5.1 The implications of Bill 23 on the Region of Durham was first presented through
Report #2022-COW-33 in December of 2022.
5.2 The delegation of Durham Region’s Land Division responsibilities and an update on
Bill 23 was provided through Report #2023-P-22 in September of 2023.
5.3 A proclamation update was provided in Report #2024-P-16 which was before the
Planning and Economic Development Committee on November 5, 2024. The report
stated that a proclamation date was still unknown and detailed the upper tier
planning functions and responsibilities that would continue post-proclamation. That
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Report #2024-P-17 Page 5 of 6
afternoon, the proclamation date of January 1, 2025 was announced by the Minister
of Municipal Affairs and Housing.
6.Relationship to Strategic Plan
6.1 This report aligns with the Strategic Goal of Service Excellence in the Durham
Region Strategic Plan and the following priorities:
a)5.1: Optimizing resources and partnerships to deliver exceptional quality
services and value: by ensuring capacity and training are provided and
available for consent applications; and
b)5.2 Collaborating for a seamless service experience: by ensuring that training,
materials, time and communication are provided so that existing and future
land division applicants are aware of process changes.
7.Conclusion
7.1 Durham Region was created by the province on January 1, 1974. Ever since that
time, a strong upper tier land use planning program has served to guide the
Region’s tremendous growth over the last half century.
7.2 The Ontario Planning system has evolved over time. In the past five years alone,
there have been a significant number of changes with the introduction of at least
twelve significant pieces of new legislation. The practice of land use planning
operates within this environment of change and Durham Region will adapt to its new
planning role.
7.3 Effective January 1, 2025, the Durham Regional Official Plan and certain upper-tier
land use planning responsibilities will be removed from Council’s purview. Staff from
the Region and area municipalities are working together to implement these
changes. Specific changes to the organizational structure of the Planning and
Economic Development Department have yet to be determined, but as a first step to
implement Bill 23’s proclamation, staff are recommending that the name of the
Planning and Economic Development Committee be changed to the Community
Growth and Economic Development Committee, and that the Procedure By-law be
amended to reflect this change. On January 1, 2025, the name of the Planning and
Economic Development Department will similarly be changed to “Community
Growth and Economic Development” with companion changes to the Planning
Division and Sections within the Division.
Page 9
Report #2024-P-17 Page 6 of 6
7.4 Staff will report on progress related to the Memoranda of Understanding as new
information becomes available.
7.5 A copy of this report will be shared with Durham’s area municipalities and
conservation authorities.
Respectfully submitted,
Original signed by
Elaine C. Baxter-Trahair
Chief Administrative Officer
Page 10
Pickering Civic Complex | One The Esplanade | Pickering, Ontario L1V 6K7
T. 905.420.4611 | F. 905.420.9685 | Toll Free 1.866.683.2760 | clerks@pickering.ca | pickering.ca
Sent by Email
January 31, 2025
The Honourable Sylvia Jones
Minister of Health
777 Bay Street – 5th Floor
Toronto, ON M7A 2J3
sylvia.jones@ontario.ca
Subject: Program of All-inclusive Care for the Elderly (PACE)
The Council of The Corporation of the City of Pickering considered the above matter at a Meeting
held on January 25, 2025 and adopted the following resolution:
WHEREAS, the City of Pickering and Durham Region are facing a rapidly aging
population with complex health and wellness needs;
And Whereas, caregivers, faced with the inordinate challenge of securing, coordinating
and overseeing the care of their loved ones from a multitude of providers, are
experiencing burnout and increasing sense of hopelessness;
And Whereas, the vast majority of Ontarians want to age in place in their own home and
community, but are challenged finding the supports to do so;
And Whereas, while Durham residents wish to age in place, a lack of resources is
pressing residents to institutional care, such as hospitals and long-term care. In the next
10 years, the demand for long-term care in Durham Region is projected to increase by
38%. In Durham Region, the median number of days people are waiting to move into a
long-term care home was 260 days – 30% higher than the provincial median;
And Whereas, Community Care Durham has been a long-standing and trusted non-
profit health and social services provider in Pickering offering a vast array of services
such as Assisted Living, Transportation, Day Programs, Meal and Food Security, Mental
Wellness supports, and others;
And Whereas, Community Care Durham is seeking Provincial and Regional support to
implement a new program – OneConnect – that is modeled after the United States of
America’s Program of All-Inclusive Care for the Elderly (PACE). This program
coordinates comprehensive health and wellness services around high-risk clients (e.g.,
Corporate Services Department
Legislative Services
Page 11
Program of All-inclusive Care for the Elderly (PACE) January 31, 2025
Page 2 of 3
Should you require further information, please do not hesitate to contact the undersigned at
905.420.4660, extension 2019.
those awaiting placement in long-term care) living in the community in order to help
them and their caregivers live optimally at home, in the community;
And Whereas, other Ontario municipalities are looking to support the adoption of PACE
like models, including municipalities in Durham Region (Ajax, Scugog, Whitby);
And Whereas, implementation of Community Care Durham’s OneConnect program in
Pickering would benefit residents, while alleviating demands on local hospitals and
related healthcare institutions;
And Whereas, Community Care Durham is publicly funded by the Ministry of Health and
Long-Term Care through the Central East Local Health Integration Network, requires
new funding to implement OneConnect;
Now therefore be it resolved, that the Council of The Corporation of the City of Pickering
directs through the Office of the CAO:
1. That Pickering Council supports Community Care Durham’s vision for
implementing OneConnect in Pickering, and the Region of Durham;
2. That Pickering Council encourages the Government of Ontario to provide the
necessary funding to Community Care Durham to implement, evaluate and scale
OneConnect to meet the growing needs of the Region of Durham;
3. That staff from the City of Pickering assist the Region of Durham and Community
Care Durham to support the expansion of Day Program services, and
identification of Pickering neighbourhoods where there are a high proportion of at
risk adults that could benefit from this comprehensive model; and,
4. That a copy of this motion be sent to the Honourable Sylvia Jones, Minister of
Health, the Honourable Peter Bethlenfalvy, Minister of Finance and MPP for
Pickering-Uxbridge, the Honourable Natalia Kusendova-Bashta, Minister of Long-
Term Care, John Henry, Regional Chair & CEO of the Regional Municipality of
Durham, Durham Regional Health and Social Services Committee, Durham
Regional Local Housing Corporation, all Durham Region lower tier municipalities,
Cynthia Davis, President and CEO of Lakeridge Health, Lisa Kitchen, Director of
the Durham Ontario Health Team, and Matt Anderson, President & CEO of
Ontario Health.
Page 12
Program of All-inclusive Care for the Elderly (PACE) January 31, 2025
Page 3 of 3
Yours truly
Susan Cassel
City Clerk
SC:am
Copy: The Hon. Natalia Kusendova-Bashta, Minister of Long-Term Care;
The Hon. Peter Bethlenfalvy, MPP Pickering-Uxbridge;
John Henry, Regional Chair & CEO of the Regional Municipality of Durham;
Durham Regional Health and Social Services Committee;
Durham Regional Local Housing Corporation;
Cynthia Davis, President and CEO of Lakeridge Health
Lisa Kitchen, Director of the Durham Ontario Health Team
Matt Anderson, President & CEO of Ontario Health;
Jaclyn Grossi, Clerk, Town of Ajax;
June Gallagher, Municipal Clerk, Municipality of Clarington;
Chris Harris, Clerk, Town of Whitby;
Fernando Lamanna, Clerk, Township of Brock;
Debbie Leroux, Clerk, Township of Uxbridge;
Mary Medeiros, City Clerk, City of Oshawa;
Blair Labelle, Clerk, Township of Scugog.
Chief Administrative Officer
Page 13
Resolution
The Corporation of the
Town of Cobourg
1
Honourable Doug Ford, Premier of Ontario Town of Cobourg
Premier of Ontario 55 King Street West,
Legislative Building Cobourg, ON, K9A 2M2
Queen’s Park clerk@cobourg.ca
Toronto, ON M7A 1A1
Delivered via email
Doug.fordco@pc.ola.org January 31, 2025
premier@ontario.ca
RE: Correspondence received from Northumberland County regarding the Municipal
Restructuring Study
Please be advised that the Town of Cobourg Council, at its meeting held on January 29,
2025, passed the following resolution:
WHEREAS Cobourg Council understands that the Northumberland tax base is having
difficulties with the constant increase in municipal taxes from both the upper and lower
tier municipalities; and
WHEREAS the Council acknowledges the need to explore service rationalization,
restructuring, and potential amalgamation within Northumberland County to enhance
efficiency and service delivery; and
WHEREAS any study undertaken must provide a comprehensive and balanced
approach to ensure that all viable options are fairly considered in determining the best
governance and financial structure for all of our communities; and
WHEREAS the town of Cobourg tax base makes up 23% of the Northumberland County
tax levy and the town of Cramahe contributes just 6% while both having a single vote at
the County of Northumberland Council table unless it is a recorded vote; and
WHEREAS in addition to the options of restructuring and amalgamation, a third
alternative must be evaluated, namely the potential dilution of the upper-tier government
that could allow for the direct allocation of provincial funding to lower-tier municipalities
enhancing the local decision-making process and allowing for fiscal autonomy of the
various communities.
NOW THEREFORE BE IT RESOLVED THAT the Cobourg Council expresses its
support and significant interest in the pursuing a study on service rationalization,
restructuring, and amalgamation of Northumberland County; and that a third option, be
included in the study and that the third option look at the possible dissolution of the
Page 14
Resolution
The Corporation of the
Town of Cobourg
2
upper tier government; and
FURTHER THAT this letter be forwarded to Honourable Doug Ford, Premier of Ontario,
Honourable, David Piccini, Minister of Labour, Immigration, Training and Skills
Development and Northumberland - Peterborough South MPP, and Honourable, Paul
Calandra, Minister of Municipal Affairs and Housing and Markham-Stouffville MPP along
with all other lower tier municipalities asking for their support in ensuring this much
needed study explores all potential options that may better serve the resident of
Cobourg and Northumberland County.
Sincerely,
Kristina Lepik
Deputy Clerk/Manager, Legislative Services
Enclosure.
cc. Honourable David Piccini, Minister of Labour, Immigration, Training and Skills
Development, Northumberland – Peterborough South MPP;
Honourable Paul Calandra, Minister of Municipal Affairs and Housing; and
All lower tier Ontario Municipalities
Page 15
Office of the CAO
555 Courthouse Road, Cobourg K9A 5J6 Tel (905) 372-3329 1 (800) 354-7050 www.northumberlandcounty.ca
January 22, 2025
Delivered via email
Dear Northumberland County Clerks,
Re: Municipal Restructuring Study
I am writing to share a report and accompanying Council Resolution approved by
Northumberland County Council on December 18, 2024. The report entitled ‘Budget
2025 – Municipal Restructuring Study’, was requested by County Council on November
20, 2024 for the purposes of investigating the cost of a restructuring study as part of
2025 budget deliberations.
As per Council’s request, this letter is being sent to Member Municipalities to determine
interest in pursuing a study of service rationalization, restructuring and/or
amalgamation. The support required would include staff time to gather and share
information, as well as meetings with the consultant. The study would be informative,
and participation would not be seen as an agreement to move forward with any
recommendations resulting from the study. If a majority of Member Municipalities wish
to participate in the study, we will take the results back to County Council for next steps
on moving forward.
Please note the response deadline of March 3, 2025.
Thank you for your consideration and we look forward to hearing from you.
Sincerely,
Jennifer Moore
CAO, Northumberland County
c.c. Northumberland County CAOs
Maddison Mather, Clerk, Northumberland County
Page 16
Page 17
Page 1 of 6
If you require this information in an alternate format, please contact the Accessibility Coordinator
at accessibility@northumberland.ca or 1-800-354-7050 ext. 2327
Report 2024-167
Report Title: Budget 2025 – Municipal Restructuring Study
Prepared by: Jennifer Moore
Chief Administrative Officer
Office of the CAO
Approved by: Jennifer Moore, CAO
Council Meeting Date: December 18, 2024
Report Not Considered by
Standing Committee Because: ☐Time-sensitive Issue (information received too late for Committee
consideration)
☐Urgent Matter (issue arose after this month’s Committee meeting)
☒Other
Strategic Plan Priorities: ☐ Innovate for Service Excellence
☐Ignite Economic Opportunity
☐Foster a Thriving Community
☐Propel Sustainable Growth
☒Champion a Vibrant Future
Recommendation
“That County Council, having considered Report 2024-167 ‘Budget 2025 - Municipal
Restructuring Study’, direct staff to request input from member municipalities to determine
interest in pursuing a municipal restructuring study.”
Purpose
At their November 20, 2024 meeting, County Council discussed budget considerations for
2025. As a result of the discussions, staff were directed to report back on the cost of an
amalgamation study in the draft budget.
Page 18
Page 2 of 6
Background
The idea of restructuring is not new to Northumberland County. Northumberland has been
restructured several times in its 232-year history. Northumberland was initially formed in 1792. It
joined with Durham County to form the Newcastle District in 1802, as part of Upper Canada. In
1850 it became the United Counties of Northumberland and Durham. It remained as the United
Counties until 1973. On January 1, 1974, the majority of Durham County joined Ontario County
to form Durham Region, except for the Town of Port Hope and Hope Township. Hope and Port
Hope joined Northumberland County to form a standalone County named Northumberland. Over
the years there have been various changes to the boundaries and names of lower tiers, as
those organizations have been restructured, as well with population growth and Provincial
direction.
In the late 1990’s there was significant restructuring across the province and the number of
municipalities was reduced by almost half. Northumberland’s boundaries were changed once
again when Murray Township left Northumberland and joined the newly formed City of Quinte
West. Northumberland’s boundaries have otherwise remained unchanged, but there were
several amalgamations of lower-tiers. By 2001, Northumberland was comprised of seven lower-
tiers and looks as it does today.
Current Formerly
Town of Cobourg Town of Cobourg
Municipality of Port Hope Town of Port Hope
Hope Township
Municipality of Trent Hills Town of Campbellford
Village of Hastings
Seymour Township
Percy Township
Municipality of Brighton Town of Brighton
Brighton Township
Hamilton Township Hamilton Township
Township of
Alnwick/Haldimand
Alnwick Township
Haldimand Township
Township of Cramahe Village of Colborne
Cramahe Township
Page 19
Page 3 of 6
Around the time of the municipal restructuring in 2001, there were also significant changes in
the responsibilities of each level of government. While services such as road and bridges had
been the County’s responsibility since the days of horse and buggy, the County assumed
responsibility for many additional services from the province, including Housing and
Paramedics.
The table below summarizes key municipal services, and which level of municipal government
delivers the service within Northumberland County. It should be noted that the responsibilities of
each level of government have changed over time. The manner in which services are delivered
varies dramatically across the province. Every municipality has a unique combination of service
responsibilities and service levels. The range of services seems to be most diverse in the two-
tier municipal structures where a County is the upper tier. Regional governments tend to have
more similarities in the distribution of services between the upper and lower tiers.
Service Upper
Tier
Lower Tier
Infrastructure
Roads * *
Bridges * *
Water *
Wastewater/Sewage *
Solid Waste *
Community Services
Social Services/Service Manager *
Housing *
Parks & Recreation *
Forest *
Libraries *
Transit *
Cemeteries *
Protection Services
Police *
Fire *
Fire – Communications
tower/Dispatch shared service
*
Provincial Offences *
Court Security *
By Law Enforcement * *
Emergency Planning * *
Health Care
Paramedics *
Community Paramedicine *
Long Term Care *
Health Unit (funding only) *
Walk-in Clinic *
-
n/a
n/a
n/a
Community Services Social Services/Service Manager n/a
n/a
n/a
n/a
n/a
n/a
n/a
Protection Services Police n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
Page 20
Page 4 of 6
Service Upper
Tier
Lower Tier
Community Development
Economic Development * *
Tourism * *
Land Use Planning * *
Conservation Authority (funding
only)
*
Inspections *
Inspections – Shared Service *
Legislative Services
Clerk/Governance * *
Licensing *
Archives (existing shared service) * *
MPAC (funding only) *
Corporate Services
HR/Payroll * *
Finance/Treasury * *
Legal *
IT/GIS (existing shared service) * *
Health & Safety * *
Facilities/Property Management * *
Communications * *
Notes
*Some services may be a lower tier responsibility, but are not necessarily delivered by every
member municipality.
** Some services may be delivered by another entity, while remaining the responsibility of the
municipality.
There are several services where there are existing formal, or informal, shared services
arrangements. Selected services have been consolidated, or partially consolidated, at the upper
tier to achieve efficiencies and economies of scale such as IT, road surface treatment, GIS, etc.
There have been other shared services agreements on an ad hoc basis in recent years such as
HR. In addition to the more formal arrangements, municipalities across the County frequently
collaborate on service delivery and projects. For example, joint training exercises, road
construction with underground works, and purchasing.
Consultations
The County and member municipalities have explored opportunities for shared services over the
past couple of decades, with some new opportunities advancing and others being abandoned
after hitting barriers. Staff have consistently approached this work with the intention of
maintaining (or improving) service levels for the same or less cost. However, it is inherently
difficult to voluntarily merge the work of eight separate legal entities with independent
governance structures. Every organization has their own identified priorities, in addition to busy
day-to-day operating demands.
Community DevelopmentEconomic Development
n/a
n/a
Legislative Services Clerk/Governance
n/a
n/a
Corporate Services HR/Payroll
n/a
Page 21
Page 5 of 6
Anecdotally, there are mixed opinions about the success of previous amalgamations. The key
difference is that most previous amalgamations were initiated through a Provincial directive, or a
very strong suggestion from the Province that municipalities look to merge with one or more
neighbouring municipalities. Small municipalities speak to the potential benefits of economies of
scale across their operations, although many municipal services cannot achieve significant
savings even at their present size and scale due to labour intensive services, large geographic
areas, and other limitations. Municipalities that underwent large amalgamations, such as moving
to a single tier, often acknowledge long-term benefits but reference many challenges, including
governance structure and service rationalization, that need to be overcome in the early days. In
many cases, there were increased costs during the initial years of an amalgamation, as
common service levels and expectations were settled. For many communities, particularly in
rural Ontario, there are strong ties to existing features of the community; there is a reluctance to
accept the changes that could lead to more significant savings.
Legislative Authority / Risk Considerations
The Municipal Act 2001 Part V, Municipal Reorganization specifically permits restructuring of
municipalities. This section of the Act outlines the process and authorities for various aspects of
restructuring the governance of a municipality or municipalities. The purpose of this section is as
follows:
171 (1) The purposes of section 172 to 179 are,
(a) To provide for a process which allows municipal Restructuring to proceed in a timely and
efficient manner;
(b) To facilitate municipal restructuring over large geographic areas; and
(c) To facilitate municipal restructuring of a significant nature which may include elimination
of a level of municipal government, transfer of municipal powers and responsibilities and
responsibilities and changes to municipal representation systems. 2001, c.25 s. 171(a)
Discussion / Options
Any study on municipal restructuring will require participation from all seven member
municipalities, and most likely the County, depending on the services being considered. It is
critical that there is an interest in the study, and a commitment of support from the participants.
The support required would include staff time to gather and share information, as well as
meetings with the consultant. The study would be informative, and participation would not be
seen as an agreement to move forward with any recommendations resulting from the study.
Staff propose an initial step by County Council to request input from member municipalities to
determine interest in pursuing a study of service rationalization, restructuring and/or
amalgamation. Further, a resolution should be requested from each member municipality to
express their level of interest in the information learned through such as study. This resolution
would only be a commitment to participate and receive the final report, but would NOT obligate
any municipality to proceed with implementation of the report recommendations.
Further, if a majority of member municipalities wish to participate in the study, then the County
should proceed with the procurement of a consultant to conduct the necessary research and
analysis, and make recommendations for consideration. Given the anticipated size and scope of
the study, it would be a competitive RFP process.
Page 22
Page 6 of 6
Staff propose two options should there be sufficient interest from member municipalities:
a) Study the benefits and challenges of a full amalgamation to a single
government across Northumberland County for all services. This would include
costs and resourcing required through a transition period, projected ongoing
savings or increases, high level review of staffing implications, proposed
governance model, etc.
b) Select 1-2 services to evaluate and develop an assessment of options for
restructuring. Restructuring could result in an upload to the County, or
consolidation with one of the seven member municipalities for all or part of a
service, based on the analysis. The review would include transitional and
ongoing operational impacts to governance, staffing, service levels, and
financial implications, as well as an initial plan for implementation.
Staff recommend option B, and recommend that it be referred to the CAOs’ Committee to
determine the services to be reviewed. The CAOs should provide input into developing common
goals for a study, including financial objectives, service level equalization, staffing and asset
impacts, as well as qualitative impacts of service restructuring.
Financial Impact
The cost would be dependent on the scope of the review. Given the complexity of the
assessment and number of municipalities, consulting costs would likely be $150,000 - $250,000
for the initial reviews, depending on number and complexity of departments included in the
study, and the number of municipalities currently offering the service. The work required would
be unique to Northumberland County, and could require extensive planning if the direction is to
conduct a review of a full amalgamation, with costs likely exceeding the top end of the estimate
for a full implementation plan. Given the time required for member municipal consideration as
well as the RFP process, it is expected that only a portion of costs would be incurred in 2025
with the balance incurred in 2026.
Member Municipality Impacts
Depending on the extent of the review, there could be a significant impact to member municipal
operations and governance.
Conclusion / Outcomes
Staff recommend this report be received for information, and considered as part of the 2025
budget deliberations.
Attachments
N/A
Page 23
470 Water Street Peterborough Ontario K9H 3M3
Phone: 705.743.0380 Toll Free: 1.800.710.9586
www.ptbocounty.ca
February 5, 2025
To Whom it May Concern,
Re: Proposed U.S. tariffs on Canadian Goods
Please note at their Regular meeting held on February 5, 2025, Peterborough County
Council passed the following resolution:
Resolution No. 19-2025
Moved by Deputy Warden Senis
Seconded by Warden Clark
Whereas the federal government is currently in negotiations with the U.S. government
on their proposed 25% tariffs on Canadian goods exported to the U.S.; and
Whereas Premier Doug Ford has outlined several plans to combat the impact the
proposed tariffs would have on Ontario including Fortress Am-Can which focus on
strengthening trade between Ontario and the U.S. while bringing good jobs back home
for workers on both sides of the border; and
Whereas the federal government has also outlined several ways to address the current
relationship with the U.S. including establishing the Council on Canada-U.S. relations to
support the federal government as it negotiates with the U.S on tariffs; and
Whereas trade between Ontario and the United States is very important to our residents
and local economies and requires all levels of government to work together in the best
interest of those residents; and
Whereas according to data from the Association of Municipalities of Ontario, across
Ontario municipalities are expected to spend between $250 and $290 billion on
infrastructure in the next 10 years; and
Page 24
470 Water Street Peterborough Ontario K9H 3M3
Phone: 705.743.0380 Toll Free: 1.800.710.9586
www.ptbocounty.ca
Whereas municipalities have traditionally treated all procurements from trade partners
equally and fairly; and
Whereas municipalities can assist in the Team Canada effort to combat tariffs and
support businesses in our procurement for capital and infrastructure programs; and
Whereas there are trade barriers between Canadian provinces.
Therefore, be it resolved that, the County of Peterborough supports the provincial and
federal governments on the measures they have put in place in response to the
proposed U.S. tariffs on Canadian goods and ask that they take any and all measures
to protect the interests of Ontario in any upcoming trade negotiations;
And that federal and provincial governments remove any impediments to municipalities
preferring Canadian companies and services for capital projects and other supplies;
And that the provincial and federal governments take action to remove trade barriers
between provinces as a response to US tariffs and support Canadian businesses.
And that the CAO be directed to bring back a report detailing a temporary purchasing
policy that integrates and addresses these concerns;
And that County Economic Development & Tourism Division be directed to implement a
“Buy Local Peterborough County, Buy Canadian” campaign to encourage residents and
businesses to purchase locally made and Canadian goods and services.
Be it further resolved, that copies of this motion be sent to:
• The Right Hon. Justin Trudeau, Prime Minister of Canada
• The Hon. Doug Ford, Premier of Ontario
• The Hon. Melanie Joly, Minister of Foreign Affairs
• The Hon. Vic Fedeli, Minister of Economic Development, Job Creation and Trade
• The Hon. Nate Erskine-Smith, Minister of Housing, Infrastructure and
Communities
• The Hon. Paul Calandra, Minister of Municipal Affairs and Housing
• Rebecca Bligh, President, FCM and Councillor, City of Vancouver
Page 25
470 Water Street Peterborough Ontario K9H 3M3
Phone: 705.743.0380 Toll Free: 1.800.710.9586
www.ptbocounty.ca
• Robin Jones, President, AMO and Mayor of Westport
• Bonnie Clark, Chair, Eastern Ontario Wardens’ Caucus
• Jeff Leal, Chair, Eastern Ontario Leadership Council
• John Beddows, Chair, Eastern Ontario Mayors’ Caucus
• All provincial and territorial Premiers.
• All local MPs and MPPs,
• All Ontario Municipalities for their support.
Carried
Should you have any questions or concerns please contact Kari Stevenson, Director of
Legislative Services/Clerk at kstevenson@ptbocounty.ca.
Yours truly,
Holly Salisko
Administrative Services Assistant – Clerk’s Division/Planning
hsalisko@ptbocounty.ca
Page 26
2024 ANNUAL REPORT
LEADERS IN INTEGRATED WATERSHED MANAGEMENT
Page 27
Our Corporate Values
2 ANNUAL REPORT • 2024
2024 Board Members
CHAIR – Pat Warren (City of Kawartha Lakes)
VICE CHAIR – Harold Wright (Township of Scugog)
Tracy Richardson – City of Kawartha Lakes
Eric Smeaton – City of Kawartha Lakes (January to November)
Gerry Byrne – Township of Cavan Monaghan
Peter Franzen – Municipality of Trent Lakes
Robert Rock - Township of Scugog
Cria Pettingill – Township of Brock
Lloyd Rang – Municipality of Clarington
Our values guide our actions, as they
shape the kind of organization that we
are part of.
In all of our decision-making, we will:• Act with Integrity
• Value Knowledge
• Promote Teamwork
• Achieve Performance
Excellence
• Foster Innovation
Our VISION
Engaged communities that
love, respect and appreciate our
natural environment.
Our MISSION
To champion watershed health
as the recognized leader in
natural asset management.
Our FOCUS
Outstanding water quality
and quantity management,
supported by healthy landscapes
through planning, stewardship,
science and education.
We would like to acknowledge that many Indigenous Nations have longstanding relationships, both
historic and modern, with the territories upon which we are located. Today, this area is home to many
Indigenous peoples from across Turtle Island. We acknowledge that our watershed forms a part of the
treaty and traditional territory of the south-eastern Anishinaabeg. It is on these ancestral and treaty lands
that we live and work. To honour this legacy, we commit to being stewards of the natural environment
and undertake to have a relationship of respect with our Treaty partners.
Page 28
2024 • ANNUAL REPORT 3
2024 was a year of challenges, opportunities, and
growth for Kawartha Conservation. We remained
steadfast in our mission to support and protect
the Kawartha watershed, its residents, and its
businesses while adapting to legislative changes
affecting program areas. Despite the hurdles,
our team delivered exceptional results across
all program areas, demonstrating resilience,
innovation, and a deep commitment to our
strategic priorities: Protect and Restore, Engage
and Inspire, and Innovate and Enhance.
We witnessed incredible engagement across
our programs and initiatives this year from our
community and partners. From the completion of
the Lake Dalrymple Management Plan to impactful
tree planting and community-driven conservation
projects, our work made a tangible difference. The
Illuminated Forest and Christmas at Ken Reid were
standout events, continuing to draw families and
visitors, reinforcing the value of our conservation
areas as cherished spaces for connection and
celebration.
Looking ahead, we remain dedicated to advancing
our strategic priorities and exploring new ways to
enhance our operations and impact. As we reflect
on the accomplishments of 2024, we are inspired
by the collaborative spirit of our team, partners,
and communities. Together, we will continue to
safeguard the natural environment and support the
well-being of our watershed and its people.
Thank you for being part of our journey. We look
forward to building on the successes of 2024 and
embracing the opportunities that lie ahead.
Message from the Chair and CAO
Mark Majchrowski
CAO
Pat Warren
Chair, Kawartha Conservation
Board of Directors
Page 29
4 ANNUAL REPORT • 2024
Permitting
• 351 Permits Issued
• City of Kawartha Lakes: 255
• Region of Durham: 73
• Peterborough County: 23
Planning
In 2024, we reviewed and provided comments on numerous planning applications across our
jurisdictions, including the City of Kawartha Lakes, Durham Region, and Peterborough County. These
applications covered a range of planning processes, such as subdivisions, site plans, zoning by-law
amendments, and minor variances. Additionally, we participated in 72 pre-consultation applications
to guide early-stage planning, with a focus on ensuring sustainable and environmentally sound
development across all regions.
• 239 Planning Applications Reviewed
• City of Kawartha Lakes: 191 applications
• Durham Region: 34 applications
• County of Peterborough: 14 applications
0 10 20 30 40 50 60 70 80 90 100
SUBDIVISION/CONDOMINIUM
DETAIL DESIGN
DRAFT PLAN CLEARANCE
SITE PLAN
ZONING BYLAW AMENDMENT
OFFICIAL PLAN AMENDMENT
CONSENT
MINOR VARIANCE
Chart Title
Permitting / Planning
Permitting
In 2024, Kawartha Conservation’s permitting activities focused on protecting people and infrastructure
from natural hazards like flooding and erosion. Updated regulations led to new resources and enhanced
mapping, improving clarity and efficiency for applicants. These efforts balance responsible development
with environmental stewardship, building resilient communities across the watershed.
MINOR VARIANCE
CONSENT
OFFICIAL PLAN AMENDMENT
ZONING BYLAW AMENDMENT
SITE PLAN
DRAFT PLAN CLEARANCE
DETAIL DESIGN
SUBDIVISION/CONDOMINIUM
Page 30
2024 • ANNUAL REPORT 5
Compliance
When development occurs without a permit,
we work to ensure it is not impacted by or
contributing to natural hazards and take steps to
achieve compliance. Staff opened 225 complaint
files in 2024 and resolved 109 files following
site visits to investigate and assess potential
violations with respect to Ontario Regulation
41/24: Prohibited Activities, Exemptions and
Permits.
Source Water
Protection
Updates to the local source protection
plan, including a municipal water supply
system for King’s Bay and a general plan
update, have been submitted to the MECP
(Ministry of Environment, Conservation
and Parks) for approval.
Our Risk Management Official issued 37
RMO Notices and letters (Section 59) tied
to planning and building development
applications.
Other Key Achievements
• Streamlined and automated critical GIS workflows,
such as updating regulated area boundaries. This
enhancement ensures accurate and efficient data
processing for mapping on ArcGIS Online, providing
users with up-to-date and reliable information for
decision-making and land-use planning.
• Updated the regulated area boundary under Ontario
Regulation 41/24 for updated legislative context and
using improved methodologies for 100-year lake
levels, meander belts, and erosion hazard areas. These
updates enhance the precision of hazard mapping,
supporting better environmental protection, informed
development planning, and public safety.
Page 31
6 ANNUAL REPORT • 2024
In 2024, the Integrated Watershed Management (IWM) team achieved significant progress in advancing
environmental stewardship and sustainable watershed management across the region. Through
collaborative initiatives and innovative strategies, the team delivered impactful results that benefit both
the community and the natural environment.
Key accomplishments included completing the Watershed-Based Resource Management Strategy,
which provides a roadmap for informed decision-making, and finalizing the Lake Dalrymple
Management Plan, featuring 42 actionable recommendations to protect fisheries, restore critical
habitats, and improve communication about watershed health. Other highlights include advancing
climate resiliency through a comprehensive Climate Vulnerability Assessment and implementing
advanced monitoring technologies, such as deploying 32 water temperature data loggers to track
vulnerabilities in coldwater streams and upgrading precipitation monitoring at key sites. These
efforts strengthen our ability to address emerging environmental challenges, support evidence-based
management, and safeguard the health of our watersheds.
Integrated Watershed
Management
Page 32
Lake Dalrymple Management Plan
(Year 4 – final year)
• Worked closely with the local community to get advice on key lake management concerns and
opportunities, and feedback on proposed management recommendations;
o 3 Working Group Meetings (comprised of 10 local individuals and Lake Association
representatives),
o 2 open houses at Carden Recreation Centre in summer (80 people in attendance).
o 60 feedback survey forms submitted.
• Completed the Lake Dalrymple Watershed Characterization Report, which is a ‘state of the lake’
technical report that summarizes 3 years of water quality and quantity research on the health of
the lake and in its watershed. Our data indicate that the lake and its watershed are in ‘fair’ to ‘good’
condition when viewed under the lenses of land and lake use, water inputs and levels, water quality,
sediment quality, aquatic habitats and fish, and landscape ecology.
Completed the Lake Dalrymple Management Plan, which contains 42 details management actions to
achieve the following priority recommendations:
• Protect the fishery from over-harvest.
• Protect important habitat and unique features during new development.
• Rehabilitate natural vegetation and habitats along the shoreline.
• Rehabilitate natural vegetation, habitats, and connectivity along streams.
• Communicate through lake associations: lake threats and solutions.
• Communicate through signage: lake threats and solutions.
• Communicate through public information sessions: lake threats and solutions.
• Monitor lake health conditions and fill data gaps.
2024 • ANNUAL REPORT 7Page 33
8 ANNUAL REPORT • 2024
Local Environmental Monitoring
We continued to prioritize local environmental monitoring,
partnering with Trent University and Fleming College to
collect vital data. Monitoring efforts included tracking water
temperatures at 29 coldwater stream sites and assessing
water bugs at 15 urban and reference locations. These
programs not only provide critical insights into watershed
health but also support the education and training of future
environmental professionals.
• Monitored water quality conditions at important
locations, including:
o 29 sensitive coldwater stream sites for water
temperature, partnering with Trent University’s
School of Environment Co-op program
o 15 urban and reference sites for water bugs;
partnering with Fleming College’s
Environmental Technology Program.
Flood and Water Safety
Communications
In 2024, 18 Watershed Condition Statements
and flood messages were issued to keep the
community informed and safe. Educational
content on flood forecasting and warning
was shared across social media platforms,
increasing public engagement and
awareness. Kawartha Conservation’s
expertise was further showcased through
a Global News interview and participation
in the national Emergency Preparedness
Week campaign, where collaborative
efforts with partner organizations promoted
preparedness and safety.
Staff also participated in numerous
water management events, including
Parks Canada meetings, GTA Flood
Forecasting and Warning Group meetings,
and workshops hosted by the Ontario
Hydrometric Program Coordinating
Committee. These events help inform the
organization’s leadership in water safety
and flood risk management.
Page 34
2024 • ANNUAL REPORT 9
Data Collection and Reporting
We significantly enhanced our environmental monitoring and reporting capabilities by implementing
advanced data collection methods, installing real-time weather and groundwater monitoring equipment,
and creating user-friendly public dashboards and interactive maps to provide detailed, accessible, and
up-to-date environmental data.
Several reports highlighting key environmental trends and watershed health were published on
Kawartha Conservation’s website, providing valuable information to the community and stakeholders.
These initiatives underscore our commitment to protecting and enhancing watershed health, fostering
community resilience, and advancing sustainable environmental management practices.
· Boat electrofishing on the Scugog
River provided valuable insights
into fish populations, supporting
stormwater management efforts
and public health assessments
in collaboration with the Ontario
Sport Fish Contaminant Monitoring
Program.
· Updated the internal flood forecasting
dashboard by incorporating
monitoring stations bordering our
watershed from other conservation
authorities, as well as from various
partners, including the Water Survey
of Canada and the Ministry of
Transportation. Enhancements also
include daily tracking of minimum,
mean, and maximum water level
statistics.
Collaborative Climate Change and Planning Initiatives
In 2024, collaborative efforts focused on long-term environmental planning and research to
address climate change impacts. Notable accomplishments include a multi-year assessment of
Brook Trout populations across the Oak Ridges Moraine, which confirmed stable populations and
healthy reproduction. Monitoring initiatives spanned critical waterways, with results guiding future
recommendations for agricultural best management practices.
Community engagement played a crucial role in the implementation of the Lake Scugog Environmental
Management plan, complemented by academic contributions to scientific research, including co-
publishing studies on land use impacts and aquatic health. These efforts underscore Kawartha
Conservation’s commitment to research-driven environmental stewardship and leadership in
sustainable resource management.
.Page 35
10 ANNUAL REPORT • 2024
• An assessment of coldwater fish communities at 10 sites
across the Oak Ridges Moraine revealed that Brook Trout
populations have remained stable over the past 15–20
years. Brook Trout were recaptured at all sites where they
had been previously recorded, and evidence of successful
reproduction and multiple year classes was observed.
Distribution of brook trout did not increase or decrease
significantly at sites previously observed.. This indicates
a consistent and thriving presence of Brook Trout in these
habitats.
• Completed 3 years of monitoring on Blackstock Creek, East
Cross Creek, Stoney, Janetville, and Sucker Creeks with a
report forthcoming in 2025.
• To evaluate the current relevance of the Lake Scugog
Environmental Management Plan, we engaged extensively
with stakeholders and rights holders through more than
10 focused meetings. Public involvement included two
well-attended events at the Port Perry Farmers’ Market
and an online survey, which received input from over 500
participants.
• Co-published a paper in Environmental Science: Processes
& Impacts with Dr. Vaughn Mangal (Brock University) on
the impacts of land use on dissolved organic matter in
agricultural watersheds. Results from this study showed
that changes in landuse can affect the molecular structures
of simple carbon base foods in our food web. Urban areas
make simple foods uneatable for microbes, while more
natural landuse allow for microbial digestions of simple
foods.
• Contributed as a partner author to a journal article on
shoreline and riparian development thresholds, soon to
be published in the Journal of Aquatic Ecosystem Health
and Management. This provides a summary of the current
guidelines around the waters edge. The paper shows that
additional guidelines are needed to help preserve this
important area around lakes.
• Submitted a journal article examining the effects of
aquatic thrusters on aquatic plants in the Kawartha Lakes.
The results show that thrusters can have a significant
impact on plants, and in turn nearshore habitats. As
they are becoming more prolific and are a relatively new
technology, it provides an important early research to
better understand their impacts for lake managers.
• Published the Layton River Water Quality Report and
Summary Report
Page 36
2024 • ANNUAL REPORT 11
Erosion and Sediment Control
• We tested drone capabilities to identify erosion and sediment high-risk areas on construction
sites, offering practical support to developers in meeting sediment and erosion control guidelines,
protecting water quality, and managing runoff from development sites. In partnership with the
Gateway of Lindsay subdivision, we conducted drone flights over the property to assess erosion
risk. This approach provides a more cost-effective method for monitoring impacts from construction
activities while safeguarding environmental health.
• Maintained staff qualifications as Certified Inspectors of Sediment and Erosion Control (CISEC)
and attended the From Source to Stream conference, along with field training on installing and
inspecting structural erosion and sediment control measures. These efforts ensure we remain
equipped with the latest knowledge and skills to effectively mitigate erosion, protect water quality,
and prevent sediment-related impacts on local ecosystems.
Bobcaygeon Dam
• Partnered with Parks Canada to install 7 water level loggers on Sturgeon Lake and Pigeon Lake, to
track water levels over the course of the year and compare various locations in the lakes against
Parks Canada water level gauges. This data will help to confirm whether water levels on the lakes are
within range of what is necessary to support aquatic life such as Walleye.
Page 37
12 ANNUAL REPORT • 2024
Lake Scugog Enhancement Project
The Lake Scugog Enhancement Project (LSEP) was an ambitious initiative aimed at improving the health
of Lake Scugog and enhancing Port Perry Bay, bringing significant environmental and community
benefits. Spearheaded by Kawartha Conservation, Township of Scugog and the Scugog Lake Stewards,
the project involved years of dedicated effort, collaboration, and coordination with numerous external
partners, agencies, and organizations.
Notable accomplishments through 2024 included the installation of the Baagwatting Oil-Grit Separator,
a critical infrastructure piece designed to treat stormwater before it entered the lake, reducing sediment
and pollutant inflow. Extensive engagement with the Williams Treaties First Nations ensured the
successful completion of duty-to-consult requirements with Alderville, Rama, Hiawatha, Mississaugas of
Scugog Island, Georgina Island, and Beausoleil First Nations.
Despite the considerable progress made and the potential for transformative impacts on Lake Scugog’s
ecological health, the Township of Scugog made the difficult decision to cancel the project at the end
of 2024. Rising inflation and the financial and logistical risks associated with constructing the berm and
wetland were cited as the primary reasons. This decision marked the end of a project that had seen a
tremendous investment of time, energy, and commitment by all involved, and while it did not come
to fruition, the groundwork laid and the partnerships-built underscore the dedication to protecting and
enhancing the natural environment.
Page 38
2024 • ANNUAL REPORT 13
Management Strategies
In 2024, Kawartha Conservation developed two key documents required by provincial legislation:
Watershed-Based Resource Management Strategy
This strategy reviews our programs and services, identifies risks and challenges, and provides actions to
improve delivery and address watershed trends and community needs.
Conservation Areas Strategy
This strategy outlines our long-term vision for managing over 880 hectares of natural spaces, focusing
on protecting biodiversity, enhancing resilience, and improving public access to conservation areas,
while addressing challenges like climate change and habitat loss.
Innovations in Environmental Monitoring
and Data Management
In 2024, Kawartha Conservation introduced innovative approaches to improve
environmental monitoring and data collection:
• Expansion of the continuous logger network to new locations at Cawkers
Creek and Layton River and the use of an autosampler to collect critical
high-flow period data.
• Developed user-friendly apps for environmental monitoring that
automatically integrate real-time data from the KiWIS Kisters WISKI API.
These apps enhance our ability to monitor environmental conditions
efficiently and provide timely, accurate insights to support decision-making
and public awareness.
• We successfully programmed and deployed our autosampler at Jennings
and Sinister Creek to collect critical water samples during high-flow
periods. This advancement enhances our ability to monitor water quality,
manage runoff effectively, and support better decision-making with
accurate and timely data.
Page 39
14 ANNUAL REPORT • 2022
Floodplain Mapping and Risk Assessment
In 2024, Kawartha Conservation made significant strides in floodplain mapping, a critical step in
improving flood risk management and community preparedness. This included the completion of
floodplain mapping studies for Nogies Creek (7.2 km, 156.54 ha) and Miskwaa Ziibi River (4.5 km, 50.89
ha), endorsed by Trent Lakes Council and submitted to the province. Additionally, updated floodplain
maps for the Gull and Burnt Rivers were completed in partnership with Haliburton County, targeting
areas historically affected by major flooding events over the past decade. These efforts reflect our
ongoing commitment to providing accurate, actionable data to protect communities, enhance flood
preparedness and response, and promote disaster resilience.
Page 40
2024 • ANNUAL REPORT 15
Enhancing Conservation Areas:
Infrastructure, Programs, and Community Engagement
In 2024, the Conservation Areas team focused on improving infrastructure, expanding programs, and
fostering meaningful community and cultural connections. Efforts were directed toward upgrading
key facilities, enhancing the visitor experience, and building partnerships that promote environmental
stewardship and education. From physical upgrades like boardwalk replacements and trail marker
installations to engaging programs and collaborations with local organizations, these initiatives
reinforced the role of Conservation Areas as accessible, vibrant spaces that support recreation,
education, and community well-being.
Key Developments in Conservation Areas
• Replaced two sections of boardwalk and a footbridge, improving
accessibility and ensuring a safe and enjoyable experience for all visitors.
• Installed new Ken Reid kiosk and trail markers
• Installed new wind phone at Windy Ridge Conservation Area
• Completed new pollinator garden and installed signage on the
escarpment along disc golf course.
• Leveraged partnership with Fleming to have students complete
Buckthorn identification and removal along Marsh Lookout Trail
Service and Program Expansion
• Initiated redevelopment of the Talking Forest app which will be redesigned to enhance
functionality for users and administrators, provide on-going support and hosting.
• Hosted 6 public and 3 private Forest Therapy sessions.
• Engaged in mental health and wellness events, emphasizing the therapeutic value of nature.
Page 41
16 ANNUAL REPORT • 2024
Community and Cultural Engagement
• Guest speaker at annual general meeting for Balsam
Lake Cottager’s Association and Kawartha Lake
Stewards.
• Collaborated with the City of Kawartha Lakes Boys and
Girls Club to host an Earth Day garbage pickup and Tree
Planting at Ken Reid.
• The team leveraged many avenues for outreach,
including Bounce FM to promote our Garden Guides,
Water Fund grants, and Plant Sale programs.
• Collaborated with Mississaugas of Scugog Island First
Nation (MSIFN) to develop plant species list for Durham
Eco Corridor restoration
• Collaborated with Kawartha Lakes Food Source and
supported the Canadian Mental Health Association.
• Planted 85 trees, 331 shrubs, and 1000 perennials along
the Disc Golf course, in partnership with TD Friends of
the Environment.
• Participated in World Migratory Bird Day and Christmas
at Ken Reid alongside volunteers from RBC.
• The Kawartha Conservation Foundation supported
events including the Kawartha Fall Festival and
Christmas at Ken Reid.
• Partnered with the Kawartha Lakes Public Library on the
Ken Reid Story Walk Trail, Kawartha Fall Festival and
Christmas at Ken Reid events.
Page 42
2024 • ANNUAL REPORT 17
Stewardship
This year, the Landowner and Community Stewardship team connected with more than 130 landowners
and community organizations to assess properties and support the implementation of innovative urban,
rural, agricultural, and waterfront projects across our watershed.
The team surpassed our Stewardship Strategy target of planting 21,000 native trees and shrubs per year
by planting a total of 59,045 through our various landowner programs.
The team continued to grow our Native Plant Sale program. This year, we supplied 100 landowners
with 3,400 diverse native plants which will rejuvenate native biodiversity, provide significant pollinator
habitat, and increase the network of naturalized landscapes across our watershed.
Volunteer Participation and Tree
Planting Initiatives
• With the help of 27 dedicated volunteers,
210 trees and shrubs were planted along
180m of shoreline and in a small block
planting approximately 0.05 ha in size. Their
efforts contributed to enhancing the natural
environment and promoting shoreline
naturalization. To support public awareness,
an informative sign highlighting the benefits
of shoreline restoration was also installed.
Landowner and
Community-Based
Stewardship Projects
• Supported the implementation
of Lake Management plans
across our watershed by
awarding $90,000 in Water
Fund grants to 29 landowner
projects and 6 community
organization projects for
diverse and innovative
environmental initiatives on
agricultural, rural, waterfront,
and urban properties, and
leveraging an additional
$300,000+ in community
investment.
Page 43
Agricultural Sector Involvement
• Provided funding support for 6 agricultural BMPs through the Water Fund program, including
manure storage, stormwater management, the naturalization of 3+ hectares, and 646 metres of
livestock exclusion fencing.
• Leveraged funding from the Ontario Ministry of Agriculture, Food and Agribusiness to expand water
monitoring programs on 9 agricultural or rural properties for the Talbot River Healthy Environment
Initiative. Water quality results inform the recommendations for agricultural Best Management
Practices in 2025.
• Engaged with the farming community by hosting booths at multiple agricultural events
o East Central Farm Show March 2024
o Durham Agricultural Advisory Committee Farm Tour September 2024
o City of Kawartha Lakes International Plowing Match October 2024, along with Conservation
Ontario and Lake Simcoe Region Conservation Authority.
• Provided technical support and outreach by presenting to the farm community at:
o The annual Carden Forum hosted by Couchiching Conservancy in November 2024
o Net Zero Farms in February 2024
o Environmental Monitoring and Biomonitoring Talks OMAFRA in February 2024
• Provided stewardship expertise as an active member of regional agricultural stewardship collectives
including the East Central Farm Stewardship Collaborative (ECFSC) and the ALUS Peterborough
Participant Advisory Committee.
18 ANNUAL REPORT • 2024 Page 44
Urban Community Engagement
• Implemented a multi-faceted Low Impact Development (LID) project in partnership with RBC Tech
for Nature to address a runoff issue impacting our infrastructure. This innovative stormwater
management initiative includes a rain garden, soakaway pit, dry swale, permeable pathway, rain
barrels, and native plant beds to treat and convey stormwater runoff.
• Distributed thousands of copies of the Garden Guide series, including a new “Urban Tree Guide” to
support a growing network of private land naturalization projects in our watershed.
• Engaged in a new invasive species management program with the Township of Scugog to control
the spread of Japanese knotweed on lake-adjacent municipal property in Port Perry.
• Grew urban outreach and engagement initiatives by hosting booths at community events like:
o The Kawartha Country Living Show in April 2024
o The Bobcaygeon Environmental Fair in June 2024
o The Lindsay Wellness Fair in September 2024
• Provided stewardship expertise as an active member of the City of Kawartha Lakes Environmental
Advisory Committee to support the implementation of the Healthy Environment Plan and other
environmental initiatives across the municipality.
2024 • ANNUAL REPORT 19
Tree Planting and Forestry Initiatives
• Notable contributions from various initiatives, including
OMAFRA, Kawartha Water Fund, Scugog Water Fund,
the 50 Million Tree Program (Forests Canada), and Tree
Canada, resulting in over $114,000 of funding provided to
18 landowners in our region for tree planting projects.
• Restored and/or enhanced 24 hectares of forest habitat
through large scale tree planting initiatives including the
50 Million Tree Program (Forests Canada) and 2 Billion
Tree Program (Tree Canada).
• Sold 17,225 seedlings in 2024. 10,850 seedlings were sold
in City of Kawartha Lakes, 3725 in Durham Region, 1875 in
Peterborough County, and 1225 from other nearby areas.
A total of 217 customers engaged with the sale.
• Planted 60 new DNA tested butternuts at Pigeon River
Conservation Area as part of our butternut compensation
program.
• Planted 45,900 trees through large scale tree planting
initiatives.
Shoreline and Habitat Restoration
• Provided funding support for the enhancement and restoration of 490 metres
of waterfront through the Water Fund and TD Tree Days programs.
Page 45
Educational Partnerships and
Initiatives
• Engaged more than 350
participants through various
educational partnerships,
introducing youth and families
to aquatic ecology, wetland
importance, and outdoor
education, including water bugs
and aquatic habitat sessions
at Kawartha Lakes Hockey
Camp, 1st Omemee Scouts,
and Omemee Baptist Church
Summer Camp.
• Delivered hands-on learning
experiences at major events
and schools, such as the
International Plowing Match
and Rural Expo, the Haliburton-
Muskoka-Kawartha Children’s
Water Festival, and R.H. Cornish
Public School (200+ attendees).
• Hosted over 80 students from
Mariposa Elementary School
at Ken Reid Conservation Area
for an engaging Orienteering
Program and partnered with
City of Kawartha Lakes Summer
Camp for additional sessions.
20 ANNUAL REPORT • 2024
International Plowing Match
and Rural Expo
One of the year’s highlights was our participation in the International
Plowing Match and Rural Expo, which welcomed over 50,000 visitors
to the community. Kawartha Conservation’s representation spanned all
departments, showcasing our collaborative efforts with the City of Kawartha
Lakes, Conservation Ontario, Lake Simcoe Region Conservation Authority,
colleagues, and community organizations. This event was a unique
opportunity to engage with diverse audiences, highlight our programs, and
strengthen connections within the community.
Page 46
One of Kawartha Conservation’s long-term strategic objectives is to create a more resilient, efficient,
and technologically savvy organization. Enhancements included improved data security safeguards
critical environmental and operational information, while connectivity and hardware upgrades support
productivity and collaboration. The integration of cutting-edge tools, such as drones and 3D mapping
software, demonstrates a commitment to innovation, enabling better-informed decision-making and
resource management across the watershed.
Technology
Infrastructure Enhancements
in 2024: Driving Efficiency
and Resilience
In 2024, Kawartha Conservation prioritized strategic
infrastructure upgrades to improve operational
efficiency, strengthen data security, and enhance
workplace functionality. These advancements
reflect a forward-thinking approach to leveraging
technology for resilience, adaptability, and
innovation.
Key Achievements in Infrastructure
Modernization
Enhanced Data Security and Backup
Systems
To bolster resilience against cybersecurity threats,
Kawartha Conservation implemented robust data
backup measures, implemented infrastructure
upgrades and validated recovery methods for
ransomware scenarios.
Improved Network and Connectivity
The deployment of updated network switches
and a cell booster significantly improved
connectivity within the main office, enhancing
team collaboration and accessibility.
Workplace Technology Advancements
Operational capabilities were enhanced with
updated desktops, tablets, and meeting room
technology, including a wireless display
and a high-definition projector for improved
presentations and collaboration.
2024 • ANNUAL REPORT 21Page 47
Planning and
Development Services
$662,150
15%
Integrated Watershed
Management
$391,050
9%
Stewardship and
Conservation Lands
$540,460
12%
Corporate Services
$653,768
15%
Amortization of tangible
capital assets
$70,000
2%
Drinking Water Source
Protection
$64,100
1%
Category 3: Other
Programs and Services
$257,390
6%
Category 2: Municipal
Agreements
$84,250
2%
Category 2: Municipal
Programs and Services
$1,334,700
31%
Vehicle pool
$(25,000)
-1%
Overhead
$254,950
6%
2024 Expenditures Total 2024 Expenditures
$4,287,818
Municipal levy, Category
1 (MCVA)
$1,669,218
39%
Municipal levy, Category
1 (Agreement)
$132,660
3%
Municipal levy, Category
2
$1,041,875
25%
Municipal levy, Category
3
$128,990
3%
Municipal Agreements
$141,000
3%
Program Generated
Revenue
$803,550
19%
Donations, Grants and
Transfers
$318,175
8%
Reserve Funds
$7,350
0%
2024 Revenue
Total 2024 Revenue
$4,242,818
NOTE: This financial information is condensed from the Board of Directors’ Approved 2024 Budget
Summary. The complete auditor’s report for the year ended December 31, 2024 is anticipated
to be available in May 2025, copies of which will be available on our website.
Finances
Page 48