HomeMy WebLinkAbout2026-01-02
Electronic Council Communications Information
Package
Date:January 2, 2026
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.
Alternate Format: If this information is required in an alternate format, please contact the
Accessibility Coordinator, at 905-623-3379 ext. 2131.
Members of Council: In accordance with the Procedural By-law, please advise the Municipal Clerk
at clerks@clarington.net, if you would like to include one of these items on the next regular agenda
of the appropriate Standing Committee, along with the proposed resolution for disposition of the
matter. Items will be added to the agenda if the Municipal Clerk is advised by Thursday at noon the
two weeks prior to the appropriate meeting, otherwise the item will be included on the agenda for
the next regularly scheduled meeting of the applicable Committee.
Members of the Public: can speak to an ECCIP item as a delegation. If you would like to be a
delegation at a meeting, please visit the Clarington website.
Pages
1.Region of Durham Correspondence
1.1 Municipal Tax Ratio By-law Passed by Regional Council on December
17, 2025 - December 19, 2025
3
2.Durham Municipalities Correspondence
3.Other Municipalities Correspondence
3.1 City of Brantford - Call for Reform and Publication of the Ontario Sex
Offender Registry - December 19, 2025
7
4.Provincial / Federal Government and their Agency Correspondence
5.Miscellaneous Correspondence
5.1 Minutes from the Bowmanville Business Improvement Area meeting
dated November 10, 2025
10
5.2 Kawartha Conservation Board Submission on the Proposed Regional
Consolidation of Conservation Authorities, ERO Notice 025-1257 -
December 19, 2025
15
January 2, 2026
Electronic Council Communications Information Package (ECCIP)
Page 2
If you require this information in an accessible format, please contact Eamonn.Rodgers@durham.ca or
call 1-800-372-1102 extension 3677.
The Regional
Municipality of
Durham
Corporate Services
Department –
Legislative Services
Division
605 Rossland Rd. E.
Level 1
PO Box 623
Whitby, ON L1N 6A3
Canada
905-668-7711
1-800-372-1102
durham.ca
Alexander Harras
M.P.A.
Director of
Legislative Services
& Regional Clerk
THIS LETTER HAS BEEN FORWARDED
TO THE EIGHT AREA CLERKS
December 19, 2025
June Gallagher
Clerk
Municipality of Clarington
40 Temperance Street
Bowmanville, ON L1C 3A6
Dear June:
RE: Municipal Tax Ratio By-law Passed by Regional Council
on December 17, 2025 Our File: F33
Attached please find the following By-law which was passed at the
Regional Council meeting on December 17, 2025.
2025-060 Being a by-law to establish municipal tax ratios for
2026, to specify the percentage by which municipal tax
rates are to be reduced for prescribed property
subclasses, and to establish 2026 lower-tier municipal
payment due dates for supplementary taxes, payments
in lieu of taxation, railway and utility lands and
universities, colleges and public hospital amounts.
Alexander Harras
Alexander Harras,
Director of Legislative Services & Regional Clerk
AH/nb
Attachment
c. N. Pincombe, Commissioner of Finance and Treasurer
Page 3
Authority: Report #2025-COW-44
By-law Number 2025-060
of The Regional Municipality of Durham
Being a by-law to establish municipal tax ratios for 2026, to specify the percentage by
which municipal tax rates are to be reduced for prescribed property subclasses, and to
establish 2026 lower-tier municipal payment due dates for supplementary taxes,
payments in lieu of taxation, railway and utility lands and universities, colleges and
public hospital amounts.
Whereas an upper-tier municipality is required pursuant to section 308(5) of the
Municipal Act, 2001, S.O., c.25 as amended (“Municipal Act, 2001”) to establish
municipal tax ratios for 2026 for the Region and its lower-tier municipalities;
And Whereas the municipal tax ratios determine the relative amount of taxation to be
borne by each property class;
And Whereas the property classes have been prescribed by the Ministry of Finance
pursuant to section 7 of the Assessment Act, R.S.O. 1990, c.A.31, as amended
(“Assessment Act”);
And Whereas The Regional Municipality of Durham is required pursuant to Ontario
Regulation 580/17 section 12(2) of the Municipal Act, 2001 to specify the percentage by
which tax rates are to be reduced for the prescribed property subclasses for 2026;
And Whereas the property subclasses for which tax rate reductions are to be
established are in accordance with section 8 of the Assessment Act;
And Whereas the tax rate reductions reduce the tax rates that would otherwise be
levied for municipal purposes.
Now therefore, the Council of The Regional Municipality of Durham hereby enacts as
follows:
1. For the taxation year 2026, the municipal tax ratio for property in;
a. The residential property class is 1.000;
b. The multi-residential property class is 1.8665;
c. The new multi-residential property class is 1.1000;
d. The commercial property class is 1.4500;
e. The shopping centre property class is 1.4500;
f. The office building property class is 1.4500;
g. The landfill property class is 1.1000;
h. The industrial property class is 2.0235;
i. The large industrial property class is 2.0235;
j. The aggregate extraction property class is 1.646535;
k. The pipelines property class is 1.2294;
l. The farmlands property class is 0.2000; and
m. The managed forest property class is 0.2500.
Page 4
2. The Tax reduction for:
a. The vacant land and excess land subclasses in the commercial property class
is 0.00%;
b. The vacant land and excess land subclasses in the industrial property class is
0.00%;
c. The excess land subclass in the shopping centre property class and the office
building property class is 0.00%;
d. The excess land subclass in the large industrial property class is 0.00%;
e. The on-farm subclass in the commercial property class is 0.00%;
f. The on-farm subclass in the industrial property class is 0.00%;
g. The first subclass of farmland awaiting development in the residential, multi-
residential, new multi-residential, commercial and industrial property classes is
25%; and
h. The second subclass of farmland awaiting development in the residential, multi-
residential, new multi-residential, commercial and industrial property classes is
0%.
3. For the purposes of this by-law;
a. The commercial property class includes all parking lot property; and
b. The first subclass of farmland awaiting development and the second subclass
of farmland awaiting development consist of land as defined in the regulations
under the Assessment Act.
4. Regional supplementary property taxes shall be due from each lower-tier
municipality seven calendar days subsequent to the instalment due dates set by
each lower-tier municipality for the collection of their respective supplementary
municipal property taxes.
5. In accordance with Ontario Regulations 382/98 and 387/98, payments-in-lieu of
taxation, payments for railway and utility lands as well as payments from
universities/colleges and, public hospitals, as set out in Section 322 of the
Municipal Act, 2021, are to be remitted to the Regional Municipality of Durham
according to the following schedule:
a. June 30, 2026: 50% of the amount the local municipality is required to pay for
the year less the amount of the first instalment (if any);
b. September 30, 2026: 25% of the amount the local municipality is required to
pay for the year; and
c. December 15, 2026: Balance of the amount the local municipality is required to
pay for the year.
6. An interest rate equivalent to the prevailing prime interest rate shall be charged for
late payment of the supplementary taxes, payments in lieu of taxation, railway and
utility lands and university, college and public hospital amounts payable to the
Regional Municipality of Durham.
7. The Treasurer and Commissioner of Finance for The Regional Municipality of
Durham is hereby directed and authorized to do all acts necessary to collect these
payments.
8. This by-law comes into force on the date that it is passed.
Page 5
This By-law Read and Passed on the 17th day of December 2025.
J. Henry, Regional Chair and CEO
A. Harras, Regional Clerk
Page 6
CITY CLERK’S OFFICE City Hall, 58 Dalhousie Street, Brantford, ON N3T 2J2 P.O Box 818, Brantford, ON N3T 5R7
Phone: (519) 759-4150 Fax: (519) 759-7840 www.brantford.ca
December 19, 2025
Honorable Mark Carney
Sent via email: mark.carney@parl.gc.ca
Dear Honorable Mark Carney:
Please be advised that Brantford City Council, at its meeting held December 16, 2025 adopted
the following:
12.2.7 Call for Reform and Publication of the Ontario Sex Offender Registry -
Councillor Samwell
WHEREAS the community of Welland and the surrounding communities were deeply
impacted by a recent heinous crime that highlighted critical gaps in Canada’s criminal
justice and offender-management systems; and
WHEREAS on September 4, 2025, Mayor Frank Campion of the City of Welland
wrote to the Premier of Ontario urging comprehensive reform to strengthen
sentencing, parole, and bail provisions for violent sexual offenders, and to enhance
public safety protections; and
WHEREAS on September 12, 2025, Mayor Mat Siscoe of the City of St. Catharines
wrote to the Prime Minister of Canada expressing strong support for these reforms
and calling for immediate federal action to strengthen sentencing, parole, and
accountability measures for violent sexual offenders; and
WHEREAS the City of Thorold, at its meeting of September 9, 2025, adopted
Resolution 14.2 requesting the Province of Ontario to amend Christopher’s Law
(Sexual Offenders Registry), 2000 to make Ontario Sex Offender Registry publicly
accessible; and
WHEREAS several Niagara municipalities; including Grimsby, Fort Erie, Port
Colborne, and St. Catherines have subsequently endorsed this call for greater
transparency and reform; and
WHEREAS municipal councils, though not responsible for criminal law or parole, play
a vital role in advocating for the safety and well-being of their residents;
NOW THEREFORE BE IT RESOLVED THAT:
A. THAT the Council of the City of Brantford hereby supports the City of
Thorold’s Resolution calling for the Publication of the Sexual Offender
Registry and the City of Welland’s correspondence dated September 4,
2025, calling for reform to sentencing, parole, and registry provisions
concerning violent sexual offenders; and
B. THAT the Province of Ontario be urged to amend Christopher’s Law
(Sexual Offender Registry), 2000 to make the Ontario Sex Offender
Page 7
2
CITY CLERK’S OFFICE City Hall, 58 Dalhousie Street, Brantford, ON N3T 2J2 P.O Box 818, Brantford, ON N3T 5R7
Phone: (519) 759-4150 Fax: (519) 759-7840 www.brantford.ca
Registry publicly accessible, subject to appropriate privacy and safety
safeguards; and
C. THAT a copy of this resolution be forwarded to:
i. The Right Hon. Mark Carney, Prime Minister of Canada;
ii. The Hon. Sean Fraser, Minister of Justice and Attorney General of
Canada;
iii. The Hon. Gary Anandasangaree, Minister of Safety;
iv. The Hon. Doug Ford, Premier of Ontario;
v. The Hon. Doug Downey, Attorney General of Ontario;
vi. The Hon. Michael S. Kerzner, Solicitor General of Ontario;
vii. Member of Parliament for Brantford-Brant, Larry Brock;
viii. Member of Provincial Parliament for Brantford-Brant, Will Bouma;
ix. The Association of the Municipalities of Ontario (AMO);
x. The Federation of Canadian Municipalities (FCM); and
xi. All Ontario Municipalities for their information and support.
I trust this information is of assistance.
Yours truly,
Chris Gauthier City Clerk,
cgauthier@brantford.ca
CC - The Honorable Sean Fraser, Minister of Justice and Attorney General of
Canada; - Sean.Fraser@parl.gc.ca
The Honorable Gary Anandasangaree, Minister of Safety
Gary.Anand@parl.gc.ca
The Honorable Doug Ford, Premier of Ontario; - premier@ontario.ca
The Honorable Doug Downey, Attorney General of Ontario; -
Doug.Downey@ontario.ca
Page 8
3
CITY CLERK’S OFFICE City Hall, 58 Dalhousie Street, Brantford, ON N3T 2J2 P.O Box 818, Brantford, ON N3T 5R7
Phone: (519) 759-4150 Fax: (519) 759-7840 www.brantford.ca
The Honorable Michael S. Kerzner, Solicitor General of Ontario
michael.kerzner@pc.ola.org
Member of Parliament for Brantford-Brant, Larry Brock; -
larry.brock@parl.gc.ca
Member of Provincial Parliament for Brantford-Brant, Will Bouma; -
will.bouma@pc.ola.org
The Association of the Municipalities of Ontario (AMO) amo@amo.on.ca
The Federation of Canadian Municipalities (FCM) FCMInfo@fcm.ca
All Ontario Municipalities for their information and support
Page 9
Historic Downtown Bowmanville Business Centre (BIA)
Board of Management Meeting Minutes
Monday November 10, 2025; 6:30pm
Virtual Meeting
1. Attendance
In Attendance: Ron Hooper, Chair
Laura Holmes, Secretary
Gerri Lucas, Treasurer
Cathy Holmes, Director
Edgar Lucas, Director
Bonnie Wrightman, CBOT representative
Amber Ross, owner Pink Lemon
Nadine Herron, owner Nest Desserts
Sarah Gerdy, owner Markets
Regrets: Lloyd Rang, Council Representative
Erin Kemp, Director
Laura Knox, MOC Ec Dev representative
Delegations Present: Asya Bidordinova, Consultant, Sierra Planning & Management
Andrea Sinclair, MHBC Planning
Glen Macfarlane, Invest Clarington
2. Call to Order
The Chair called the meeting to order.
3. Land Acknowledgement
The Chair read the land acknowledgement statement.
4. Presentation by Delegations
Glen Macfarlane is an economic investment officer with Invest Clarington. He is the staff lead on the
Community Improvement Plan. Asya Bidordinova, the project consultant, shared information on screen about
the Clarington Community Improvement Plan. CIP promotes property development and investment with public
interest goals. Involve financial, procedural, and other incentives to encourage private sector investment.
Review started September 2025 and update to be complete by June 2026. Andrea Sinclair, MHBC Planning, is
focused on design aspect for physical aspects. Asking for BIA to distribute business owner survey to members in
January.
Existing CIP
- Building permit fee grant program
- Site plan control fee grant program
- Signage grant program
- Façade improvement grant program
- Upgrade to building code grant program
- Reconstruction grant program
- Accessibility grant program
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Historic Downtown Bowmanville 2 NOVEMBER 2025
Business Centre (BIA)
There is an issue with awareness for the program. Invest Clarington has assumed the CIP in their portfolio and
will market the new program. Signage and façade improvements are the most utilized.
Suggestions for new programs: crime prevention tools, landscape improvement, heritage grants, funding for
graffiti cover-up.
Concerns: lack of awareness, confusion over what programs are for landlords and what tenants can apply for,
too many steps in process
Design aspects: certain types of signs not allowed, certain colors, in keeping with heritage and historic character
https://www.clarington.net/en/business-and-development/Community-Improvement-
Grants.aspx#Reconstruction-Grant-Program
Concerns raised with project consultants about being put on spot and not receiving prior notice that they wished
to conduct a roundtable discussion. The board would have appreciated advance notice of questions and being
given opportunity to obtain feedback from all members.
The Chair thanked the delegations for attending. Departed at 7:26pm.
5. Updates from Community Partners
(a) CBOT
B. Wrightman shared that Salihi Rug had grand opening on Friday and Bowman Bins had grand opening on
Saturday. Grand reopening of Oak Unlimited on November 27 at 10am. Video ‘what’s in your backyard’
released. 4 min video – three-six kitchen, markets, kemp travel featured from downtown Bowmanville.
6. Adoption of Minutes
Moved by C. Holmes, seconded by G. Lucas
THAT the minutes of the meeting of October 14, 2025 be approved as circulated.
CARRIED
7. Business Arising from Previous Minutes
(a) Recycling Regulations
In late October a letter was sent to Clarington Council asking for coordinated action with Durham Region on
providing an alternate level of service for business in downtown Bowmanville.
Representatives from the Board met with representatives from Orono and Newcastle BIAs and CBOT in late
October and are drafting a collective letter to Clarington Council on behalf of all businesses set to lose
curbside collection.
On Wednesday, the Durham Region Economic Task Force meeting will have a discussion on the blue bin
changes. The Chair and Secretary plan to attend.
Information to be shared with downtown businesses as it becomes available.
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Historic Downtown Bowmanville 3 NOVEMBER 2025
Business Centre (BIA)
8. Consent Items - Correspondence
Correspondence was received from
i. Interim reply from Ministry of the Environment, Conservation, and Parks acknowledging receipt of letter
ii. OBIAA notice of membership renewal and new fee structure for 2026
iii. Invitation to join Durham Economic Task Force Meeting
iv. Notice of Public Meeting re: 3071 Bowmanville Avenue
v. Notice of Passing ZBA2024-0023 & PD-092-25/PDS-049-25
vi. Regional Clerk providing copy of correspondence sent to Durham Region from Minister McCarthy
regarding recycling
Moved by L. Holmes, seconded by G. Lucas
THAT the correspondence be received for information.
CARRIED
9. Consent Items – Discussion
none
10. Treasurer’s Report
The Treasurer presented the following:
i. $148762 in current account
ii. Expenses for Moonlight Magic outstanding
Moved by G. Lucas, seconded by L. Holmes
THAT the Treasurer’s Report be adopted as presented.
CARRIED
11. Directors’ Reports
(a) Council Liaison –
The Chair shared that Loblaws will be making an application for the Peavey Mart land.
(b) Events –
C. Holmes reported that Santa Claus Parade is this Saturday with our vintage carriage entry. Visit Santa
happening three Saturdays in December. Moonlight Magic on Fri Dec 5. Lights to be installed on existing
tree soon after weather cancellation last week. Window decorating contest. Window item hunt. Grinch
Giveaway two Saturdays in December. BMO window wrap changed.
(c) Membership Relations –
G. Lucas reported that flowers were delivered to Salihi Rug, Bowman Bins, Noire Hair Extensions, and treats
to Aspen Florist. Speakeasy Cannabis is now closed. Flowers sent to Hoopers Jewellers for 80th Anniversary.
Vacant office space on Silver Street.
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Historic Downtown Bowmanville 4 NOVEMBER 2025
Business Centre (BIA)
(d) Streetscape –
E. Lucas reported that there is no update about the BMO tree replacement. Christmas décor and winter
banners will be installed in the next few weeks. Need to make decision on new basket holders. Error in
count last month – new count is approx. 100. Welder is no longer willing to install. Has requests for quotes
for install and remove old poles out to other companies. Welder will draw up plans and will produce a
sample holder. Old poles lasted over 30 years. This would be investment for future.
Moved by E. Lucas, seconded by L. Holmes
THAT $20 000 be set aside from the 2025 budget
CARRIED
(e) Communications –
No report.
(f) Website & Social Media –
L. Holmes reported that new businesses added to website directory.
12. New Business
(a) CCTV program
No update available. Discussion deferred.
(b) Consultation for planned construction work
The Chair would like for more consideration be given to the businesses when construction work is ongoing.
Concerns about signs saying sidewalks are closed. Detrimental impacts for businesses.
Suggestion to invite representative from Clarington to present on upcoming infrastructure projects in 2026.
(b) Business operating hours
The Chair would like if businesses would offer standard operating hours, particularly during the holiday
shopping season. If more businesses stay open then more people would come downtown. His business will
open on Sundays and offer later evening hours.
Social media posts to be used to promote extended business hours for shopping downtown.
13. Date of Next Meeting
The next meeting of the Board of Management is scheduled to be held on Tuesday, January 13, 2026
commencing at 6:30pm, virtually.
14. Adjournment
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Historic Downtown Bowmanville 5 NOVEMBER 2025
Business Centre (BIA)
Moved by E. Lucas, seconded by C. Holmes
THAT the meeting adjourn.
CARRIED
The meeting adjourned at 8:43pm.
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December 19, 2025
By E-mail
Hon. Todd McCarthy MPP
Minister of the Environment, Conservation and Parks
College Park, 5th Floor, 777 Bay Street
Toronto, ON M7A 2J3
RE: Kawartha Conservation Board Submission on the Proposed Regional Consolidation of Conservation
Authorities, ERO Notice #025-1257
Dear Minister McCarthy,
On behalf of the Kawartha Conservation Board of Directors, we are writing to share the Board’s perspective on
Environmental Registry of Ontario Posting #025-1257, informed by discussions at its meetings on November 27 and
December 18, 2025. The Board recognizes the Province’s objectives under Bill 68, to strengthen oversight,
consistency, and modernization across conservation authorities through the Ontario Provincial Conservation Agency
and the proposed transition toward a regional watershed-based framework.
The proposed consolidation model includes the creation of an Eastern Lake Ontario Regional Conservation Authority,
which would result in the consolidation of Kawartha Conservation with several neighbouring conservation authorities
and would represent a significant change to governance structures, service delivery models, financial frameworks,
land management responsibilities, and municipal oversight.
We support the Province’s generally stated objectives, including the use of digital permitting systems, consistent policies
and standards, and enhanced use of technology. Kawartha Conservation already demonstrates strong performance in
these areas, including meeting or exceeding provincial service standards, participating in staff-sharing initiatives, operating
within a fully digital permitting environment, and advancing digital transformation—reflecting many of the efficiencies
sought through the provincial initiative.
Substantial concerns and risks have been identified with the proposed consolidation or amalgamation, particularly with
respect to the loss of local decision-making authority, reduced municipal representation, uncertainty around transition
funding, asset ownership considerations, potential service disruption, and impacts on locally delivered programs. The scale
of the proposed Eastern Lake Ontario region raises additional challenges related to maintaining effective community
relationships and ensuring services remain responsive to local watershed conditions.
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The importance of meaningful consultation and engagement with municipalities, conservation authorities, and
stakeholders prior to any decisions being finalized cannot be understated. In particular, the Board notes that many of the
Province’s desired outcomes—such as improved consistency, efficiency, and modernization—can be advanced through the
existing watershed-based governance framework, supported by the Ontario Provincial Conservation Agency (OPCA),
without the disruption and destabilization inherent in large-scale structural consolidation, and counter to the Province’s
goals of advancing the housing priority, streamlining service, and reducing red tape.
Similarly, the importance of effective, ongoing two-way communication between conservation authorities and the OPCA is
critical as the Agency initiates and fulfills its evolving mandate. Regular dialogue, shared implementation guidance, and
collaborative problem-solving would support consistent interpretation of provincial direction, reduce implementation risks,
and ensure that operational experience and local watershed knowledge inform policy development and modernization
efforts.
A transparent, comprehensive cost-benefit analysis of alternative approaches should be undertaken as a first step to
inform decision-making in any transition model that may be contemplated in the future. Where any transition is
determined to be beneficial, it should be supported by a clearly defined and phased transition plan. Full provincial financial
support is critical for any mandatory transition efforts to ensure continuity of programs and services and to avoid
disruption to municipalities and communities.
Accordingly, we urge the Province to consider the benefits of a measured “pause” of the consolidation proposal put
forward to allow the OPCA to complete its initial three-year term, undertake meaningful engagement with conservation
authorities, and assess the urgency and necessity of consolidation or amalgamation of conservation authorities through an
evidence-based approach. This would include clearly identifying issues, providing effective communication and feedback to
conservation authorities to address any issues and if necessary, consider alternative models that would more effectively
advance provincial priorities related to efficiency, red-tape reduction, and timely housing delivery.
Attached is a resolution passed by the Kawartha Conservation Board of Directors at their meeting held on December 18,
2025, and our detailed comments regarding ERO Notice #025-1257. For further information, please feel free to contact the
undersigned.
Sincerely,
Pat Warren Mark Majchrowski
Chair Chief Administrative Officer
Enclosures: Kawartha Conservation Board Resolution #157/25, December 18, 2025
Kawartha Conservation ERO #025-1257 Submission Comments
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cc. The Conservation Authorities Office, Ministry of the Environment, Conservation and Parks
Hassaan Basit, Ontario’s Chief Conservation Executive
Peter Tabuns, MPP, Critic, Environment, Conservation and Parks
Local Members of Provincial Parliament:
Laurie Scott, Haliburton-Kawartha Lakes-Brock
Dave Smith, Peterborough-Kawartha
Local Watershed Municipalities
The Association of Municipalities of Ontario, and the Rural Ontario Municipal Association
Conservation Ontario and all Conservation Authorities in Ontario
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KAWARTHA CONSERVATION BOARD OF DIRECTORS MEETING #10/25 (DECEMBER 18, 2025)
RESOLUTION #157/25 MOVED BY: MARK DOBLE
SECONDED BY: TRACY RICHARDSON
RECOGNIZING THAT, the Province of Ontario has posted Environmental Registry of Ontario (ERO) Posting #025-1257
proposing the consolidation of Ontario’s 36 Conservation Authorities into 7 Regional Conservation Authorities; AND,
RECOGNIZING THAT, the proposed Eastern Lake Ontario Regional Conservation Authority would consolidate Kawartha
Conservation with Central Lake Ontario, Otonabee, Ganaraska, Lower Trent, Crowe Valley, and Quinte Region
Conservation Authorities, resulting in significant changes to governance, service delivery, financial structures, land
management, and municipal oversight; AND,
RECOGNIZING THAT, the Kawartha Conservation Board acknowledges and supports the Province’s goals of improved
efficiency of watershed management, through the implementation of digital applications and permitting system,
consistent policies, flood standards, fees, and technology; AND,
CONSIDERING THAT, Kawartha Conservation consistently meets or exceeds provincial service standards, participates in
staff-sharing initiatives with neighbouring conservation authorities, regularly reports on performance, are engaged in
a fully digital permit application framework, and are engaged in digital transformation activities, mirroring many of
the efficiencies the Province seeks; AND,
CONSIDERING THAT, the proposed consolidation raises substantial concerns and risks related to local decision-making
authority, municipal representation, transition funding, asset ownership, service disruption and the protection of
local programs; AND,
CONSIDERING THAT, there is a need for meaningful consultation and engagement with stakeholders to address
identified concerns and risks of the proposed consolidation or amalgamation; AND,
CONSIDERING THAT, there is a need to undertake a full cost-benefit analysis of any consolidation or amalgamation
models or alternatives; AND,
CONSIDERING THAT, the objects of the Ontario Provincial Conservation Agency (OPCA) can accomplish the same goals
and objectives without consolidation of conservation authorities and without the service disruption and interference
that would come with amalgamation; AND,
CONSIDERING THAT, meaningful modernization can occur within the current watershed-based governance framework;
THEREFORE, BE IT RESOLVED THAT, the Kawartha Conservation Board does not support the proposed “Eastern Lake
Ontario Regional Conservation Authority” boundary configuration as outlined in Environmental Registry Notice 025-
1257; AND
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THAT, the Kawartha Conservation Board of Directors requests the Province of Ontario to pause any decision to
consolidate or amalgamate conservation authorities to allow:
• the OPCA to complete its first 3-year term and a subsequent assessment of the need for consolidation
• for meaningful engagement needed to address the concerns and risks of the proposed consolidation
• for the review of alternative models and processes that would result in better outcomes that advances the
government’s priorities of efficiency, red-tape reduction and timely home construction, AND;
THAT, the commentary provided for in the staff report be endorsed and submitted to the Province of Ontario as
Kawartha Conservation’s comments regarding Environmental Registry Posting 025-1257, AND;
THAT, the resolution be forwarded to:
• Minister of the Environment, Conservation and Parks and his Opposition critics
• Ministry of the Environment, Conservation and Parks (CA Office);
• Ontario’s Chief Conservation Executive, Hassaan Basit;
• Local Members of Provincial Parliament
• Conservation Ontario
• all municipalities within Kawartha Conservation’s watershed and conservation authority municipalities.
Recorded Vote:
Township of Cavan-Monaghan Byrne, Gerry Director Yes
City of Kawartha Lakes Doble, Mark Director Yes
Municipality of Trent Lakes Franzen, Peter Director Yes
Region of Durham, Township of Brock Pettingill, Cria Director Yes
Region of Durham, Municipality of
Clarington
Rang, Lloyd Director Absent
City of Kawartha Lakes Richardson,
Tracy
Director Yes
Region of Durham, Township of Scugog Rock, Robert Director Absent
Region of Durham, Township of Scugog Wright, Harold Vice-Chair Yes
City of Kawartha Lakes Warren, Pat Chair Yes
UNANIMOUSLY CARRIED (of members present)
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Kawartha Conservation ERO #025-1257 Submission Comments
(December 19, 2025):
The following submission outlines Kawartha Conservation’s comments in response to Environmental Registry of
Ontario Posting #025-1257, which seeks input on the proposed regional consolidation of conservation authorities.
These comments are informed by discussions of the Kawartha Conservation Board of Directors and reflect both
governance oversight and operational experience delivering conservation authority programs and services at the
watershed scale.
Kawartha Conservation recognizes the Province’s objectives of improving consistency, efficiency, and modernization
across the conservation authorities. The comments below are intended to be constructive and informed by local
accountability and operational experience, to assist the Province in evaluating transition models that achieve these
objectives while maintaining effective governance, accountable service delivery, fiscal prudence, and strong municipal
partnerships.
The responses that follow are structured to directly address the questions posed in the ERO posting and focus on
practical considerations related to the proposed transition of the conservation authority framework.
What do you see as key factors to support a successful transition and outcome of regional conservation
authority consolidation?
Evidence-based decision-making before implementation
• The Province’s objectives related to consistency, efficiency, and speed of service can be advanced
immediately within the existing 36 conservation authority framework through provincially led
standards, shared tools, staff collaboration, and digital permitting systems. These measures
should be implemented and evaluated first, allowing for work processes to be aligned,
performance to be determined and testing of the assumption that efficiencies are to be gained
through consolidation.
• Decisions regarding any potential structural change must be informed by a rigorous cost-benefit
analysis (transition and steady-state), consistent with standard public-sector business practice.
This analysis must meaningfully involve municipalities and conservation authorities, who
understand both the operational realities and local service impacts. Structural change should not
proceed where substantive, demonstrable gains cannot be clearly established.
• Where challenges or inefficiencies are identified, alternative approaches—such as shared
services, regional collaboration agreements, or targeted functional integration—should be
explored and exhausted before any consideration of consolidation.
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Stable provincial transition funding and clear “who pays” rules
• Any provincially directed modernization initiatives must be accompanied by stable, multi-year
provincial funding to avoid cost pressures being downloaded onto municipalities and ratepayers.
• Clear and transparent rules regarding “who pays” are essential. New provincial initiatives,
including those associated with the Ontario Provincial Conservation Agency (OPCA), should not
introduce additional financial burdens during periods of transition or change.
Service-continuity
• Protecting uninterrupted delivery of natural hazard management, permitting, planning, and
environmental services must be a foundational consideration. Demonstrated service
improvements through the implementation of standards and standardization objects of the OPCA
should precede any structural change.
• The uncertainty associated with major structural reform presents a significant risk to workforce
stability, recruitment, and retention. Disruption to experienced staff undermines the Province’s
objectives related to efficiency, timeliness, and service quality.
• Any change initiative must explicitly prioritize continuity of service, institutional knowledge, and
organizational capacity.
A “local by design” operating model
• Municipal support and confidence are critical to success in the conservation authority model.
Without strong municipal buy-in, risks include fiscal uncertainty, reduced effectiveness, and
erosion of accountability. Maintaining strong local governance relationships is critical to the
success of conservation authorities.
• Ontario’s watersheds and conservation authority jurisdictions are geographically large and
diverse. Effective service delivery requires local offices, local staff, and locally informed decision-
making. Centralized models are not well-suited to regions that require extensive travel and have
variable watershed conditions.
• It is imperative to have local offices and local people to facilitate effective programs and services.
This is key for the delivery of natural hazard programming, permitting and planning for the
community as well as other services provided, where people can physically interact with local
staff who know the area and can provide informed answers.
• Preserving place-based knowledge through local watershed teams and advisory structures with
real influence is essential to maintaining service quality and public trust.
• Meaningful engagement with communities, municipalities and conservation authorities should
occur at the watershed scale to ensure local conditions, risks, and priorities are understood and
reflected in any provincial initiatives.
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Standards first, consolidation second
• If consistency and performance improvement are the primary objectives, the Province should
first finalize, fund, and implement provincial service standards, consistent policies, shared digital
platforms, and performance metrics.
• The direction-making authorities outlined in Bill 68—covering standards, IT, procurement,
training, asset management, and strategic planning—provide ample tools to achieve consistency
without requiring consolidation.
• Only after these measures are fully implemented and evaluated should any further structural
changes be contemplated, and only where clear, incremental value can be demonstrated.
What opportunities or benefits may come from a regional conservation authority framework?
Potential benefits of partnering and sharing staff between conservation authorities include:
• Improved access to specialized expertise (e.g., hydrogeology, geomorphology, legal and complex
planning files) through shared service arrangements and voluntary staff mobilization during peak
demand periods such as floods, major development cycles or significant weather events
impacting properties.
• Efficiencies through shared corporate services (IT licensing, fleet, insurance, purchasing).
• Enhanced regional-scale scientific collaboration for broader watershed analysis, climate resilience
planning, and cumulative effects assessment—while recognizing the importance of strong local-
scale science and community-specific knowledge.
It is important to note that many of these benefits already occur today through voluntary inter-authority
collaboration. We have shared staff historically with other authorities related to specialized IT,
engineering and ecology on a long-term basis, and partner with other conservation authorities on a
variety of geographically scalable projects (regional to local community) where it makes demonstrable
sense to do so (e.g. planning, engineering, hydrogeological, IT and Risk Management Official expertise).
The sharing of staff would be made easier though templated agreements. Any proposed changes must
therefore demonstrate clear net new benefits beyond what can already be achieved through shared
services and supported standards.
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Do you have suggestions for how governance could be structured at the regional conservation
authority level, including suggestions around board size, make-up and the municipal representative
appointment process?
Any governance framework must:
• preserve strong local representation for municipalities and taxpayers,
• remain strategically effective, and
• maintain equitable representation
Models that significantly dilute local voice or create excessively large, symbolic boards risk being
cumbersome and ineffective. Governance approaches should prioritize clarity of roles, accountability,
and meaningful municipal participation.
Where broader coordination is required, networked governance models—retaining strong local boards
with defined roles while enabling strategic coordination—may offer a more balanced and effective
approach than full consolidation.
Consideration should be given to Indigenous participation in governance structures.
Do you have suggestions on how to maintain a transparent and consultative budgeting process across
member municipalities within a regional conservation authority?
Clear, standardized budget reporting
• Annual budget documents should continue to clearly identify program and service costs, capital
needs, asset management requirements, and service outcomes in a consistent and comparable
format.
Separation of funding streams
• The budget presentation should clearly distinguish:
o provincially-directed costs (Agency directions)
o provincial supports for programs and services
o municipal supports for programs and services
o locally delivered programs and capital works.
Guardrails to protect local priorities
• Policies must ensure that locally funded priorities and assets cannot be reallocated without
municipal agreement, protecting investments made by municipalities in their own communities.
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Predictable and local consultation
• Budget consultation processes must be structured, timely, and aligned with municipal budget
cycles, including multi-year forecasts (e.g. 3 or 5 year) to support municipal financial planning and
stability.
How can regional conservation authorities maintain and strengthen relationships with local
communities and stakeholders?
Keep local presence real
• Maintain local offices, local staff, and local contact points for programs and services. These points of contact
are essential to effective service delivery and community trust.
Protect watershed identity and place-based knowledge
• Through consistency measures, a “one system, many watersheds” model will emerge with the
OPCA efforts for standardization. A tangible sense of place must be identifiable to a community
or municipality, with actions or plans tied to that same space.
• While standardization allows for greater consistency, flexibility must remain to address local
conditions and support positive innovations for specific contexts. It is this creativity and customer
service-oriented outlook that conservation authorities are known and appreciated for.
Strengthen transparency and accountability locally
• Communications, reporting, and performance measures should be clearly tied to local
communities and watersheds, enabling municipalities and residents to understand outcomes that
affect them directly
Additional Comments:
Support tied to Guidance
At this time, the principal gap in direction relates to the timely identification, interpretation, and resourcing of
common provincial standards. Many of the Province’s stated objectives—such as uniformity, improved service
delivery, and consistent application of standards—can be meaningfully advanced within the existing conservation
authority framework, provided that these standards are finalized, clearly articulated, and adequately supported for
administration by the Agency.
While significant legislative changes have been introduced in recent years, provincial guidance and implementation
support would assist conservation authorities in achieving consistent interpretation and application across
jurisdictions. Strengthened communication, transitional guidance, and shared tools would reduce variability in
processes and outcomes, addressing many of the challenges put forward.
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Focusing the OPCA’s first term on common tools, standards, and guidelines would deliver the greatest gains toward
the Province’s objectives of consistency and housing delivery. Allowing conservation authorities time to implement
these measures and meet defined targets is more effective than undertaking structural change simultaneously. A 3-
year focus on these efforts, aligned with the OPCA’s first term, would support effective implementation and evidence-
based assessment.
Development of Guidelines, Policies and other Resource materials
To ensure that provincially developed policies, guidelines, and implementation tools remain scientifically sound and
locally relevant, their development would benefit from structured consultation with conservation authorities,
municipalities and other stakeholders that possess detailed, place-based knowledge of these systems. Early and
ongoing engagement in the determination of such materials would help ensure that provincial direction is practical,
evidence-based, and responsive to local hydrologic, geomorphic, and land-use conditions, thereby supporting
consistent application while avoiding unintended regional or community-level impacts.
Boundary Alignment Considerations
It is recommended that conservation authority boundaries be aligned, to the greatest extent possible, with the best
science available for delineating watershed boundaries to avoid duplicative administrative layers. Advancements in
technology have enabled more defensible watershed-based frameworks and would help reduce administrative
duplication, support coherent watershed management, and enhance consistency in planning, implementation, and
oversight.
Governmental Transparency
The OPCA should be accountable to the public as well as to stakeholders that are responsible for funding their
operation. Transparency measures identified in the Conservation Authorities Act for current conservation authority
governance should be mirrored by the OPCA (public meetings, agendas, minutes, membership, etc.). Similarly,
financial transparency to conservation authorities as a financial stakeholder in the OPCA is needed, tied to annual
reporting on outcomes of the levy support. Representation on the OPCA board, particularly if apportionment
provisions are enacted would represent an open, transparent and accountable governance model.
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