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Home My WebLink About2026-01-16 Electronic Council Communications Information Package Date:January 16, 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 2.Durham Municipalities Correspondence 3.Other Municipalities Correspondence 3.1 Town of Prescott - Robust Recycling Program - December 15, 2025 3 3.2 Town of Aylmer - Call to Action for Justice and Protection of Canada’s Children - January 15, 2026 10 4.Provincial / Federal Government and their Agency Correspondence 4.1 Ministry of Municipal Affairs and Housing Mayors and Chairs of Police Service Boards in Strong Mayor Power Municipalities - January 12, 2026 13 4.2 Environment and Climate Change Canada - New regulatory changes impacting firefighting foams - January 15, 2026 15 5.Miscellaneous Correspondence 5.1 CTC Source Protection Region - CTC Source Protection Committee response to the proposed changes to the Clean Water Act, 2006, the Conservation Authorities Act, and other relevant legislative and regulatory updates - January 12, 2026 22 5.2 Canada Soccer - Canada Soccer National Training Centre Opportunity; 2026 FIFA World Cup Legacy - January 14, 2026 25 5.3 Municipal Property Assessment Corporation - 2025 Municipal Partnerships Report 27 January 16, 2026 Electronic Council Communications Information Package (ECCIP) Page 2 Page 3 Page 4 Tay Valley Township 217 Harper Road, Tay Valley, Ontario K7H 3C6 www.tayvalleytwp.ca Phone: 613-267-5353 or 800-810-0161 Fax: 613-264-8516 October 24, 2025 The Honorable Doug Ford Sent by Email Premier of Ontario Legislative Building, Queen’s Park Toronto ON M7A 1A1 Dear: Honorable Doug Ford, RE: Municipality of Tweed – Collaborative Action on Sustainable Waste Management in Ontario. The Council of the Corporation of Tay Valley Township at its meeting held on October 21st, 2025 adopted the following resolution: RESOLUTION #C-2025-10-22 MOVED BY: Fred Dobbie SECONDED BY: Marilyn Thomas “WHEREAS, the Council of the Corporation of Tay Valley Township Support the Municipality of Tweed’s resolution regarding waste incineration and a more Robust Recycling Program; AND WHEREAS, It is incumbent upon the members of council, MPP's and MPs to make the decisions that will result in the most positive outcomes for now and future generations; AND WHEREAS, with large urban centres now looking in rural areas of our province and entire country for lands to bury their garbage waste; AND WHEREAS, a large landfill site owned by a large urban centre which receives 50% of their garbage at the present time is expected to be full by 2029 creating more environmental impacts; Page 5 AND WHEREAS, continuing to bury garbage in the ground will result in our future generations having lost potable groundwater as a result of garbage leachate rendering it unusable; AND WHEREAS, burying garbage, particularly organic waste in landfills, leads to the production of methane a greenhouse gas, which escapes into the atmosphere and contributes to climate change causing more environmental destruction; AND WHEREAS, we continue to destroy our environment jeopardizing our future generations; AND WHEREAS, we have worldwide technology that will allow us the use of clean incineration and also produce much needed electric energy; AND WHEREAS, the incineration of household and other municipal waste has a long tradition in Germany, which currently has 156 municipal thermal waste incineration facilities with an aggregate annual capacity of around 25 million tons; AND WHEREAS, with a strong focus on community involvement, innovative infrastructure, and sustainable practices, Germany has set a high bar for municipal recycling programs that the rest of the world can learn from and emulate; AND WHEREAS, at the present time, Germany recycles 66.1%of its garbage waste at a municipal level. This places the country as the most effective and prominent country when it comes to recycling in the entire world. This highlights the citizen's strength and motivation to deal with environmental issues on a daily basis; AND WHEREAS, German schools often integrate recycling education into their curriculum. This early exposure to the importance of recycling instills a sense of responsibility in the younger generation, creating a culture of sustainability that transcends generations; BE IT RESOLVED THAT, the Council of Tay Valley Township support the Municipality of Tweed in investigating the possibility of working together with Ontario Municipalities, Provincial and Federal Governments and manufacturing partners to form a working group to ensure that waste disposal issues can be resolved quickly, efficiently and effectively with the use of incineration, more robust recycling programs and sustainable practices, so that future generations will not suffer from our environmental mismanagement; AND THAT, this support be sent to Premier Ford, Marit Stiles, Leader of the Official Opposition Party, and all Ontario Municipalities.” ADOPTED Page 6 If you require any further information, please do not hesitate to contact the undersigned at (613) 267-5353 ext. 130 or deputyclerk@tayvalleytwp.ca Sincerely, Aaron Watt, Deputy Clerk cc: Marit Stiles, Leader of the Official Opposition Party, All Municipalities in Ontario Page 7 CORPORATION OF THE MUNICIPALITY OF SOUTH HURON 322 Main Street South P.O. Box 759 Exeter Ontario N0M 1S6 Phone: 519-235-0310 Fax: 519-235- Toll Free: 1-877-204-0747 November 5, 2025 Via email: doug.fordco@pc.ola.org Premier’s Office Room 281 Main Legislative Building, Queen’s Park Toronto, ON M7A 1A5 Dear Hon. Doug Ford, Re: Collaborative Action on Sustainable Waste Management Please be advised that South Huron Council passed the following resolution at their November 3, 2025, Regular Council Meeting: 445-2025 Moved By: Ted Oke Seconded by: Aaron Neeb That South Huron Council support the October 21, 2025 Resolution of Tay Valley Township regarding Collaborative Action on Sustainable Waste Management; and That the supporting resolution and originating documentation be circulated to Premier Ford, AMO and all Ontario Municipalities. Result: Carried Please find attached the originating correspondence for your reference. Respectfully, Kendra Webster, Legislative & Licensing Coordinator Municipality of South Huron kwebster@southhuron.ca 519-235-0310 x. 232 Encl. Page 8 cc: AMO, resolutions@amo.on.ca; and all Ontario Municipalities Page 9 The Corporation of the Town of Aylmer 46 Talbot Street West, Aylmer, Ontario N5H 1J7 Office: 519-773-3164 Fax: 519-765-1446 www.aylmer.ca January 15, 2026 The Right Honourable Mark Carney, P.C., M.P. Prime Minister of Canada Office of the Prime Minister 80 Wellington Street Ottawa, ON K1A 0A2 Mark.carney@parl.gc.ca Dear Prime Minister Re: Support for the City of Welland’s Call to Action for Justice and Protection of Canada’s Children At their Regular Meeting of Council on January 15, 2026, the Council of the Town of Aylmer endorsed the following resolution: Whereas the Town of Aylmer supports the City of Welland's call to action for justice and protection of Canada's children; and, Whereas the safety and well-being of children is a fundamental responsibility shared by all levels of government; and, Whereas recent incidents involving sexual offences against children have deeply affected communities across Ontario and Canada, raising serious concerns about public safety and the adequacy of existing legislative protections; and, Whereas violent sexual crimes against children represent some of the most serious offences under the Criminal Code of Canada and have lifelong impacts on victims, families, and communities; and, Whereas municipalities play a critical role in advocating for policies that protect residents and promote safe communities; and, Whereas there is a growing concern that gaps in bail, sentencing, parole eligibility, and offender monitoring allow high-risk individuals to re-enter communities pre-maturely, placing children at continued risk; Now therefore be it resolved that the Council of the Town of Aylmer formally urges all levels of government to review and strengthen legislation and policies related to violent and sexual offences against children, including but not limited to: Page 10 The Corporation of the Town of Aylmer 46 Talbot Street West, Aylmer, Ontario N5H 1J7 Office: 519-773-3164 Fax: 519-765-1446 www.aylmer.ca 1. Bail and Sentencing Provisions - ensuring that individuals charged with or convicted of violent sexual offences against children are subject to the strictest possible bail conditions and sentencing outcomes that reflect the severity of these crimes; 2. Parole and Early Release - limiting parole eligibility, statutory release, or other forms of early release for offenders convicted of sexual offences against children who pose ongoing risks to public safety; 3. Sex Offender Monitoring - strengthening the National Sex Offender Registry and related provincial tools to improve accuracy, enforcement, and timely access to information for law enforcement; and 4. Victim and Community Safety - prioritizing the protection of children and community safety within the justice system above administrative or procedural efficiencies; And be it further resolved that copies of this resolution by forwarded to: The Premier of Ontario The Attorney General of Ontario The Solicitor General of Ontario The Prime Minister of Canada The Minister of Justice and Attorney General of Canada Member of Provincial Parliament, Rob Flack Member of Parliament, Andrew Lawton The Federation of Canadian Municipalities (FCM) and; All 444 Ontario Municipalities And be it further resolved that Council encourages municipalities to adopt similar resolutions to work collaboratively to present a unified municipal voice advocating for stronger protections for children across Canada. Yours sincerely, Owen Jaggard Director of Legislative Services/Clerk | Town of Aylmer 46 Talbot Street West, Aylmer, ON N5H 1J7 519-773-3164 Ext. 4913 | Fax 519-765-1446 ojaggard@town.aylmer.on.ca | www.aylmer.ca CC: Hon. Doug Ford doug.fordco@pc.ola.org Hon. Doug Downey doug.downey@pc.ola.org Hon. Michael S. Kerzner michael.kerzner@pc.ola.org Hon. Sean Fraser sean.fraser@parl.gc.ca Page 11 The Corporation of the Town of Aylmer 46 Talbot Street West, Aylmer, Ontario N5H 1J7 Office: 519-773-3164 Fax: 519-765-1446 www.aylmer.ca Hon. Rob Flack rob.flack@pc.ola.org Mr. Andrew Lawton andrew.lawton@parl.gc.ca Mayor Frank Campion c/o Theresa Ettore Theresa.ettore@welland.ca Federation of Canadian Municipalities resolutions@fcm.ca All municipalities Page 12 Solicitor General Solliciteur général Office of the Solicitor General 25 Grosvenor Street, 18th Floor Toronto ON M7A 1Y6 Tel: 416 326-5000 Toll Free: 1 866 517-0571 Minister.SOLGEN@ontario.ca Bureau du solliciteur général 25, rue Grosvenor, 18e étage Toronto ON M7A 1Y6 Tél. : 416 326-5000 Sans frais : 1 866 517-0571 Minister.SOLGEN@ontario.ca 132-2025-4900 By email January 12, 2026 To Mayors and Chairs of Police Service Boards in Strong Mayor Power Municipalities, We are writing to provide information on the powers and roles of municipalities, mayors, and police service boards in establishing a police service board budget, particularly in municipalities with Strong Mayor Powers. In a strong mayor municipality, the Head of Council has the responsibility to prepare and propose the municipal budget on or before February 1 of each year, which would be subject to a council amendment, head of council veto and council override process. This municipal budget includes estimates of amounts required during the year, including any amounts required for boards, such as the police service boards budget established in accordance with the Community Safety and Policing Act, 2019 (CSPA). The Head of Council’s strong mayor budget powers do not include the power to limit police service board budget increases or veto estimates submitted by police service boards. The CSPA provides the purposes for which the funding is to be provided to a police service board, establishes a process for submitting budget estimates, municipal approval of such a budget, and the mechanisms available to address disagreements. Under section 50 of the CSPA, a police service board must submit their operating and capital estimates to the municipality, which is then responsible for establishing an overall budget for the police service board. Although municipalities are not required to adopt the board’s estimates as submitted, they cannot approve or reject specific line items within the estimates. Municipalities are required to provide police service boards with sufficient funding to comply with the CSPA and its regulations, as well as pay the expenses of the board’s operation, excluding remuneration for board members. There are dispute resolution mechanisms established under the CSPA to address situations in which a police service board is not satisfied that the budget is sufficient to permit the board to comply with the legislation and pay for the board’s operation. .../2 Ministry of Municipal Affairs and Housing Office of the Minister 777 Bay Street, 17th Floor Toronto ON M7A 2J3 Tel.: 416 585-7000 Ministère des Affaires municipales et du Logement Bureau du ministre 777, rue Bay, 17e étage Toronto (Ontario) M7A 2J3 Tél. : 416 585-7000 234-2025-5952 Page 13 Page 2 The CSPA provides two dispute resolution pathways: the board and municipality may jointly apply to the Commission Chair of the Ontario Police Arbitration and Adjudication Commission (OPAAC) to appoint a conciliation officer, or the board may give the municipality written notice referring the matter to arbitration. In arbitration, a municipality can argue, among other things, that costs could be reduced if the board entered an agreement to receive services from another police service. If the municipality can show that the board could reasonably have obtained policing services under an agreement (under section 14 of the CSPA, with another police service board or the Commissioner of the Ontario Provincial Police) at a lower cost while still meeting applicable standards, the arbitrator cannot deem the budget insufficient to the extent of the amount that could have been saved by entering into the agreement. For example, if a police service board seeks funding for a $15 million policing budget, and the municipality can demonstrate that equivalent services meeting all standards could have been provided through a budget at $13 million, where some services are provided pursuant to an agreement with another police service, in this case, the arbitrator could not find the budget insufficient to the extent of the additional $2 million. Following arbitration, the municipality shall amend the board’s budget to reflect the arbitrator’s decision. Thank you for your continued leadership and commitment to protecting our communities. Please consider this information as you work toward establishing police service budgets. If you or your administrative staff require additional information, please contact Nicole Rogers, Manager, Community Safety Policy Unit, Ministry of the Solicitor General, at Nicole.Rogers@ontario.ca or Shira Babins, Manager, Financial Analysis and Reporting Unit, Ministry of Municipal Affairs and Housing, at Shira.Babins@ontario.ca. Your work and dedication are important in advancing shared priorities and strengthening public safety to protect Ontario. Sincerely, The Honourable Rob Flack Minister of Municipal Affairs and Housing The Honourable Michael S. Kerzner Solicitor General c: Chiefs of Police Clerks and CAOs, Strong Mayor Powered Municipalities Page 14 1 Michelle Chambers From:PromCon ON / ComPro ON (ECCC) <promcon-on-compro@ec.gc.ca> Sent:January 15, 2026 3:13 PM To:ClerksExternalEmail Subject:New regulatory changes impacting firefighting foams - Nouveaux changements réglementaires affectant les mousses extinctrices EXTERNAL Accédez à la version française Hello, Environment and Climate Change Canada (ECCC) has idenƟﬁed your organizaƟon as a potenƟal user, importer, manufacturer or seller of ﬁreﬁghƟng foams, speciﬁcally aqueous ﬁlm-forming foam (AFFF), because of your work in the ﬁreﬁghƟng sector, aviaƟon, or the chemical and oil industries. We want to inform you that changes were made to regulaƟons that apply to toxic substances found in AFFF. The resources below will help you determine if these regulaƟons apply to you and understand what you can do to comply with them. AFFF are known to contain per- and polyﬂuoroalkyl substances (PFAS). The Government of Canada has already acted on certain harmful subgroups of PFAS that were declared toxic under the Canadian Environmental ProtecƟon Act, 1999 (CEPA). Three subgroups are already prohibited with certain exemptions under the ProhibiƟon of Certain Toxic Substances RegulaƟons, 2012 (the 2012 RegulaƟons):  perfluorooctanoic acid, its salts and its precursors (PFOA),  long-chain perfluorocarboxylic acids, their salts and their precursors (LC-PFCAs); and  perfluorooctane sulfonate, its salts and its precursors (PFOS). AFFF containing PFOS are typically referred to as PFOS-based AFFF and AFFF containing PFOA and/or LC-PFCAs are typically referred to as C8 AFFF. AFFF containing other PFAS that are not currently restricted are commonly referred to as C6 AFFF. The ProhibiƟon of Certain Toxic Substances RegulaƟons, 2025 (the 2025 RegulaƟons) were published in Canada GazeƩe, Part II on December 31, 2025. The 2025 RegulaƟons will repeal and replace the 2012 RegulaƟons when they come into force on June 30, 2026. The 2025 RegulaƟons further restrict the manufacture use, sale and import of C8 AFFF. You don't often get email from promcon-on-compro@ec.gc.ca. Learn why this is important Page 15 2 On June 30, 2026, it will be prohibited to import, sell and use C8 AFFF, and their export is expected to be controlled. A few Ɵme-limited exempƟons will allow the transiƟon to alternaƟves. Make sure to transiƟon away from C8 AFFF by the Ɵmelines outlined below. The following timeline outlines when key activities with C8 AFFF will become prohibited in Canada. Since December 23, 2016, it has been prohibited to:  manufacture C8 AFFF  use C8 AFFF for any other purposes than for firefighting From June 30, 2026, it will be prohibited to:  import C8 AFFF  use C8 AFFF (including for training; see best practices with AFFF below), except to: o extinguish Class B fires during emergencies or o test installed firefighting systems under certain conditions (see best practices with AFFF below)  sell C8 AFFF, except for the cost recovery between mutual aid partners following an authorized emergency use  In addiƟon, the export of C8 AFFF is expected to be controlled under the Export of Substances on the Export Control List RegulaƟons From January 1, 2028, it will be prohibited to:  use C8 AFFF, except for critical uses in specific military applications, which have exemptions that expire later From July 1, 2028, it will be prohibited to:  sell C8 AFFF, including the sale of C8 AFFF as part of the cost recovery between mutual aid partners Best PracƟces with AFFF AFFF should only be used in emergency situaƟons where a signiﬁcant Class B ﬁre hazard exists. You should follow proper procedures to prevent any environmental release, even during emergencies. Appropriate safe handling and storage pracƟces should also be used to reduce occupaƟonal exposure to PFAS used in AFFF. Page 16 3 Avoid using AFFF for training; instead, use training foams designed to mimic AFFF but without PFAS. StarƟng on June 30, 2026, it is prohibited to use AFFF containing PFOA and/or LC-PFCAs, such as C8 AFFF, for training purposes. When tesƟng your ﬁreﬁghƟng systems containing AFFF, make sure to contain and dispose of all releases produced in an environmentally sound manner. StarƟng on June 30, 2026, you must do so when tesƟng your ﬁreﬁghƟng systems containing PFOA and/or LC-PFCAs, such as C8 AFFF. You can visit the webpage Per- and polyfluoroalkyl substances and aqueous film-forming foam used in firefighting for more helpful information, including:  How to tell if your firefighting foam contains PFAS  Regulations and the phase-out of PFAS in AFFF  Alternatives to AFFF  Decontamination of equipment  Additional best practices with AFFF, such as disposal In addition, note that Canada is proposing to place restrictions on C6 AFFF. You can find out more about these activities by consulting the Risk management approach for per- and polyfluoroalkyl substances (PFAS), excluding fluoropolymers. For more information For more information on the 2025 Regulations, visit the Prohibition of Certain Toxic Substances Regulations, 2025: overview webpage, contact me, or email the Chemicals Management Division at interdiction-prohibition@ec.gc.ca. Sincerely, Lisa McClemens Compliance Promotion Officer, Environmental Protection Branch Environment and Climate Change Canada / Government of Canada promcon-on-compro@ec.gc.ca Environment and Climate Change Canada enforces the Regulations and takes actions to deal with alleged violations in accordance with the Canadian Environmental Protection Act: compliance and enforcement policy. For the purpose of interpreting and applying the Regulations, consult the Regulations on the Canada Gazette, Part II: hƩps://gazeƩe.gc.ca/rp-pr/p2/2025/2025-12-31/html/sor- dors270-eng.html Page 17 4 Bonjour, Environnement et Changement ClimaƟque Canada (ECCC) a désigné votre organisaƟon comme étant potenƟellement un uƟlisateur, importateur, fabricant ou vendeur de mousses exƟnctrices, plus précisément de mousses à formaƟon de pellicule aqueuse (mousse AFFF), en raison de votre travail dans le secteur de la sécurité incendie, le secteur de l’aviaƟon ou des industries chimiques et pétrolières. Nous tenons à vous informer que des changements ont été apportés au règlement qui s’applique aux substances toxiques présentes dans les mousses AFFF. Les ressources ci-dessous vous aideront à déterminer si ce règlement s’applique à vous et à comprendre ce que vous pouvez faire pour vous y conformer. Il est connu que les mousses AFFF conƟennent des substances perﬂuoroalkyliques et polyﬂuoroalkyliques (SPFA). Le gouvernement du Canada a déjà pris des mesures à l’égard de certains sous-groupes nocifs de SPFA qui ont été déclarés toxiques aux termes de la Loi canadienne sur la protecƟon de l’environnement (1999) (LCPE). Trois sous-groupes sont déjà interdits, avec certaines exempƟons, en vertu du Règlement sur certaines substances toxiques interdites (2012) (Règlement de 2012) :  l'acide pentadécafluorooctanoïque, ses sels et ses précurseurs (APFO);  les acides perfluorocarboxyliques à longue chaîne, leurs sels et leurs précurseurs (APFC-LC);  le sulfonate de perﬂuorooctane, ses sels et ses précurseurs (SPFO). Les mousses AFFF contenant du SPFO sont généralement appelées des mousses AFFF à base de SPFO et les mousses AFFF contenant de l’APFO ou des APFC-LC sont habituellement appelées des mousses AFFF C8. Les mousses AFFF contenant d’autres SPFA qui ne sont pas actuellement restreintes sont communément appelées mousses AFFF C6. Le Règlement sur certaines substances toxiques interdites (2025) (Règlement de 2025) a été publié dans la parƟe II de la GazeƩe du Canada le 31 décembre 2025. Le Règlement de 2025 abrogera et remplacera le Règlement de 2012 lorsqu’il entrera en vigueur le 30 juin 2026. Le Règlement de 2025 restreint davantage la fabricaƟon, l’uƟlisaƟon, la vente et l’importaƟon des mousses AFFF C8. Le 30 juin 2026, il sera interdit d’importer, de vendre et d’uƟliser des mousses AFFF C8, et leur exportaƟon devrait être contrôlée. Quelques exempƟons temporaires permeƩront de faire la transiƟon vers des soluƟons de rechange. Page 18 5 Assurez-vous de délaisser les mousses AFFF C8 dans les délais indiqués ci-dessous. Le calendrier suivant indique à quel moment les principales acƟvités avec des mousses AFFF C8 seront interdites au Canada. Depuis le 23 décembre 2016, il est interdit :  de fabriquer des mousses AFFF C8;  d’utiliser des mousses AFFF C8 à des ﬁns autres que la luƩe contre les incendies. À compter du 30 juin 2026, il sera interdit :  d’importer des mousses AFFF C8;  d’utiliser des mousses AFFF C8 (y compris pour la formation; voir les pratiques exemplaires associées aux mousses AFFF ci-dessous), sauf pour : o éteindre des incendies de classe B en cas d’urgence, ou o vérifier les systèmes anti-feu installés dans certaines conditions (voir ci-dessous les pratiques exemplaires associées aux mousses AFFF);  de vendre des mousses AFFF C8, sauf pour le recouvrement des coûts entre partenaires d’aide mutuelle à la suite d’une utilisation d’urgence autorisée;  par ailleurs, l’exportaƟon de mousses AFFF C8 devrait être contrôlée en vertu du Règlement sur l’exportaƟon des substances ﬁgurant à la Liste des substances d’exportaƟon contrôlée. À compter du 1er janvier 2028, il sera interdit :  d’uƟliser des mousses AFFF C8, sauf pour les uƟlisaƟons essenƟelles dans des applicaƟons militaires précises, qui comportent des exempƟons qui expirent plus tard. À compter du 1er juillet 2028, il sera interdit :  de vendre des mousses AFFF C8, y compris la vente de mousses AFFF C8 dans le cadre du recouvrement des coûts entre partenaires d’aide mutuelle. PraƟques exemplaires associées aux mousses AFFF Les mousses AFFF ne devraient être uƟlisées que dans des situaƟons d’urgence où il existe un important risque d’incendie de classe B. Vous devriez suivre les procédures appropriées pour éviter tout rejet dans l’environnement, même en cas d’urgence. Des praƟques appropriées de manipulaƟon et d’entreposage sécuritaires devraient également être uƟlisées pour réduire l’exposiƟon professionnelle aux SPFA uƟlisés dans les mousses AFFF. Page 19 6 Évitez d’uƟliser des mousses AFFF à des ﬁns de formaƟon; uƟlisez plutôt des mousses conçues pour imiter les mousses AFFF, mais sans SPFA. À compter du 30 juin 2026, il sera interdit d’uƟliser des mousses AFFF contenant de l’APFO et/ou des APFC-LC, comme les mousses AFFF C8, à des ﬁns de formaƟon. Lorsque vous vériﬁez vos systèmes anƟ-feu contenant des mousses AFFF, assurez-vous de conﬁner et d’éliminer tous les rejets produits de façon écologiquement raƟonnelle. À compter du 30 juin 2026, vous devrez le faire lorsque vous vériﬁez vos systèmes anƟ-feu contenant de l’APFO et/ou des APFC-LC, comme les mousses AFFF C8. Vous pouvez consulter notre page Web sur les substances perﬂuoroalkyliques et polyﬂuoroalkyliques ainsi que la mousse à formaƟon de pellicule aqueuse uƟlisée dans la luƩe contre les incendies pour obtenir des renseignements uƟles, notamment :  Comment savoir si vos mousses exƟnctrices conƟennent des SPFA?  RéglementaƟon et éliminaƟon progressive des SPFA dans les mousses AFFF  SoluƟons de rechange aux mousses AFFF  DécontaminaƟon de l’équipement  PraƟques exemplaires supplémentaires associées aux mousses AFFF, comme l’éliminaƟon De plus, veuillez noter que le Canada propose d’imposer des restricƟons liées aux mousses AFFF C6. Vous pouvez en apprendre davantage sur ces acƟvités en consultant l’approche de gesƟon des risques pour les substances perﬂuoroalkyliques et polyﬂuoroalkyliques (SPFA), excluant les ﬂuoropolymères. Pour de plus amples renseignements Pour obtenir de plus amples renseignements sur le Règlement de 2025, consultez la page Web sur l’aperçu du Règlement sur certaines substances toxiques interdites (2025), communiquez avec moi ou envoyez un courriel à la Division de la gesƟon des substances chimiques à l’adresse interdicƟon- prohibiƟon@ec.gc.ca Cordialement, Lisa McClemens Agente de promoƟon de la conformité, DirecƟon générale de la protecƟon de l’environnement Environnement et Changement climaƟque Canada / Gouvernement du Canada promcon-on-compro@ec.gc.ca Page 20 7 Environnement et Changement climaƟque Canada veille à l’applicaƟon du Règlement et prend des mesures en cas d’infracƟon présumée, conformément à la poliƟque d’observaƟon et d’applicaƟon de la Loi canadienne sur la protecƟon de l’environnement. Pour l’interprétaƟon et l’applicaƟon du Règlement, consultez celui-ci sur la GazeƩe du Canada, ParƟe II : hƩps://gazeƩe.gc.ca/rp- pr/p2/2025/2025-12-31/html/sor-dors270-fra.html Page 21 CTC Source Protection Region CTC Source Protection Committee 1255 Old Derry Road, Mississauga, Ontario L5N 6R4 | T 905-670-1615 | ctcswp@cvc.ca From: Behnam Doulatyari, Senior Manager, Watershed Plans & Source Water Protection , Credit Valley Conservation, CTC Source Protection Region Program Manager 1255 Old Derry Road, Mississauga, ON L5N 6R4 January 12, 2025 Subject: CTC Source Protection Committee response to the proposed changes to the Clean Water Act, 2006, the Conservation Authorities Act, and other relevant legislative and regulatory updates To: Local and Regional municipal councils across the Credit Valley - Toronto and Region - Central Lake Ontario (CTC) Source Protection Region The CTC Source Protection Committee in their meeting on December 10, 2025, passed the following resolution #43/25: THAT the CTC Source Protection Committee receives the staff report entitled “Proposed changes to the Clean Water Act, 2006, the Conservation Authorities Act, and other relevant legislative and regulatory updates”, at meeting #6/25 for information. AND FURTHER THAT the CTC Source Protection Committee endorse the recommendation of this report. AND FURTHER THAT staff be directed to share this report with the Credit Valley, Toronto and Region, and Central Lake Ontario Source Protection Authorities, CTC Source Protection Region local and regional municipalities, the Ministry of the Environment, Conservation and Parks, the Ontario Provincial Conservation Agency, and the Ministry of Municipal Affairs and Housing. The report describes the implications for the CTC Source Protection Region drinking water source protection program from Bill 56 (EROs: 025-1060, 025-1104), Bill 60 (EROs: 025-1097, 025-0899, 025-0900, 025-0872), Bill 68 (ERO 025-1257), and provides implementation recommendations. A high-level summary for each Bill is provided in the same order below. The Full report can be found on the CTC website. Bill 56 (Royal Assent November 3, 2025) includes changes in the Clean Water Act and Safe Drinking Water Act to speed up the source protection plan amendment process and use of new sources of drinking water, major changes to those source protection plan policies that rely on Prescribed Instruments for implementation (i.e. an instrument under another provincial Act, for example Environmental Compliance Approvals, under the Environmental Protection Act). The changes to the approval process are largely in line with municipal needs and recommendations from Source Protection Authority staff across the province. The three Source Protection Authorities in CTC, can accommodate the proposed changes based on current Page 22 staffing levels and technical capacity, which should be maintained or improved. There are however operational and implementation challenges that must be addressed quickly to minimize impact to program delivery. For example, further clarification is required on how water quantity considerations are assessed in the new approval process and how the new process may impact existing or upcoming source protection plan amendments. The Ministry of the Environment, Conservation and Parks (MECP), in consultation with source protection authorities and municipalities, must ensure policy gaps are not created because of the proposed changes to Prescribed Instrument policies. Proactive and direct engagement with all relevant stakeholders by the MECP in developing a proposed new Minister’s Regulation - outlining standardized conditions and reporting requirements for Prescribed Instruments - will be critical to ensure specific local needs, knowledge, and investments are considered. In CTC, among others, further discussion is required on Lake Ontario (LO-SEW-1 and 2), water quantity (DEM-1 policies. Changes to the Planning Act under Bill 60 (Royal Assent November 27, 2025), provides that a decision of the Minister of Municipal Affairs and Housing, except in the Greenbelt Area, is not required to be consistent with policy statements like policy 4.2.1 of the Provincial Planning Statement, 2024 to protect all municipal drinking water supplies and designated vulnerable areas. Staff strongly recommend that the Minister should always be required to make decisions that would be consistent with the policy which aims to “protect all municipal drinking water supplies and designated vulnerable areas.” Bill 68 (Royal Assent November 27, 2025) amends the Conservation Authorities Act to create the Ontario Provincial Conservation Agency. The Province has also announced plans to consolidate 36 Conservation Authorities into 7 regional conservation authorities. The changes are especially disruptive for the CTC Source Protection Region because its three current Conservation Authorities would be split across three different proposed regional entities. This will require revisions to existing documentation (i.e., local assessment reports, Source Protection Plan), governance (i.e., local Source Protection Authorities, CTC Source Protection Committee, CTC Management Committee), and infrastructure (i.e., software licensing, data ownership and intellectual property, data management processes, agreements, and website design). These changes would contribute little to improving the outcomes of the source protection program and will be disruptive to the ongoing amendments supporting municipal growth. Furthermore, it is not clear how the proposed seven regional conservation authorities meet the province’s selection criteria. In its current form, the proposal will dilute local representation at the source protection authority and source protection committee levels. This will erode local accountability, which will be even more important given the proposed new responsibilities for source protection authorities, introduced by Bill 56, for approving source protection plan amendments. It will also likely diminish local technical knowledge, given the extensive geography, geology, hydrogeology, and biology involved across the proposed regional conservation authorities. Page 23 CTC Source Protection Region CTC Source Protection Committee 1255 Old Derry Road, Mississauga, Ontario L5N 6R4 | T 905-670-1615 | ctcswp@cvc.ca We note, keeping the source protection regions unchanged under the new regional conservation authority framework would require further legislative and regulatory changes with similarly unanswered questions regarding governance, administration , maintaining meaningful local representation and technical capacity. The Clean Water Act, 2006 established a locally driven, science-based, multi- stakeholder process that promotes the shared responsibility of all stakeholders to protect local sources of drinking water from threats to both water quantity and water quality. The Walkerton Inquiry called for drinking water sources to be protected by developing watershed‐based source protection plans. Conservation authorities were tasked with leading local source protection efforts in recognition of their technical expertise, experience in watershed-based work, and the ability to facilitate cooperation among local stakeholders. Accordingly, any changes to the program should be done through a locally driven process including direct engagement with all relevant stakeholders. CTC Source Protection Authority staff recommend the province to reconvene the Joint Advisory Committee and leverage the program’s robust stakeholder engagement framework to request advice on governance structures that will address provincial objectives while minimizing disruption to the source protection program. CTC Source Protection Authority staff further recommend that the Province continue to fund conservation authorities to deliver the source protection program without change, while developing a transition plan that minimizes impact to program delivery. This is especially important, because the announced implementation timelines for regionalization of conservation authorities coincide with work planning for the next Drinking Water Source Protection Program Transfer Payment Agreement, due in early 2027 and to be in effect on April 1, 2027. Any and all transitional costs that arise within the source protection program resulting from the consolidation of conservation authorities should be borne by the Province. Finally, the resulting transition plan should include a complete assessment of governance, financial, and operational implications for each source protection region, ensure sufficient staffing and resources for local technical requirements, and provide a transparent assessment of any efficiencies achieved compared with the scope and cost of implementation requirements. The CTC Source Protection Committee is committed to working collaboratively with all implementing municipalities and the Province to support the continued protection of Ontario’s drinking water. Thank you for your attention to this matter. Sincerely, Behnam Doulatyari, CTC Source Protection Region Program Manager cc: Risk Management Officials in CTC Source Protection Region Page 24 From:Kevin Blue To:Kevin Blue Cc:Erin Crowe; Danilo Veselinovic Subject:Canada Soccer National Training Centre Opportunity; 2026 FIFA World Cup Legacy Date:January 14, 2026 10:40:05 AM Attachments:image001.png image004.png You don't often get email from kblue@canadasoccer.com. Learn why this is important EXTERNAL Dear GTA Regional Chairs and Mayors, I am writing to follow up on the Request for Information Canada Soccer issued in December 2025 related to the development of a future National Training Centre, a cornerstone legacy initiative connected to Canada’s role in hosting the 2026 FIFA World Cup. In just over 145 days, Canada will welcome the world for the game’s biggest event, and the legacy that follows the World Cup will matter just as much as the matches themselves. While rooted in sport, this legacy initiative is equally an economic development and regional community building project of significant scale. The National Training Centre is envisioned as a major construction project and long-term regional asset, generating construction phase employment, supply chain activity, and sustained economic benefits once operational. The ability to host national and international teams, competitions, training camps, and events will drive tourism, hospitality demand, and ongoing local business growth. We see a critical role for regional governments in working closely with municipal partners to assess opportunities related to land availability, infrastructure servicing, transportation connectivity, workforce development, and broader community integration. Regional coordination will be essential to unlocking sites capable of supporting a project of this size and complexity, while aligning with long term growth, employment, and community development objectives. Beyond its high-performance mandate, the National Training Centre is designed to be a community anchored destination. Public access programming, partnerships with schools and local clubs, and thoughtful integration with surrounding development will ensure the facility supports inclusive recreation, active living, and civic identity. For host communities, this represents an opportunity to anchor mixed use development, attract complementary investment, and create a lasting public asset connected to a globally significant event. The current RFI stage is intentionally exploratory and non-binding. It provides an opportunity for regions, working with interested municipalities and other partners, to signal interest, share ideas, and help shape the next phase of feasibility analysis and site evaluation. We believe regions such as Durham, York, Peel, and Halton, along with the City of Toronto, are well positioned to assess whether this initiative aligns with their economic development strategies and long-range Page 25 infrastructure planning. Our team would welcome the opportunity to engage with you or your staff to discuss the RFI issued in December, answer questions, and explore how regional and municipal partners might work together should there be interest in participating. Thank you for your leadership and for considering involvement in this national legacy project. We hope your region and municipal partners will see value in exploring this opportunity and contributing to a project that combines sport excellence with meaningful regional and community development. Sincerely, Kevin Blue CEO and General Secretary Canada Soccer Kevin Blue, Ph.D. CEO & General Secretary | PDG & Secrétaire Général M 416.627.1404 canadasoccer.com X.com/CanadaSoccerEN | X.com/CanadaSoccerFR Facebook.com/canadasoccer Page 26 Built for change, ready for what’s next 2025 Municipal Partnerships Report Kingston, Ontario Page 27 Table of Contents Leadership messages 3 About MPAC 7 Built for change: Strategic direction and evolution 13 Delivering impact: Supporting municipal outcomes 16 Looking toward the future: What’s next and municipal engagement 28 2025 Municipal Partnerships Report Page 28 3 2025 Municipal Partnerships Report Lasalle, Ontario Leadership messages Page 29 Alan Spacek Chair, MPAC Board of Directors Reflecting on our journey: Building strong communities, together Throughout 2025, our progress and achievements were driven by strong collaboration with municipalities and a shared commitment to building resilient communities and continuing to deliver exceptional services to Ontarians. Across the province, we’ve strengthened partnerships with municipal leaders and changemakers through ongoing dialogue and engagement. From elected officials striving for efficiency to municipal staff seeking the tools and insights to support that mission, it all starts with conversation. These conversations deepen our understanding of municipal priorities and open the door to innovative, data-driven solutions that address the unique challenges facing communities today. Property assessments are the foundation of municipal taxation and a critical source of information for budgeting and community planning. Each new assessment represents more than numbers - it reflects homes for families, spaces for businesses, and investments that fuel local economies and strengthen communities. As we look to the future, our focus is clear: proactive collaboration, tailored services, and trusted partnerships that help shape resilient, thriving communities across Ontario. Together, we will continue to support communities today and into the future. 4 2025 Municipal Partnerships Report Page 30 Nicole McNeill President and Chief Administrative Officer Built for change, ready for what’s next Evolution is the quiet work of progress. It’s steady, intentional, and essential. At MPAC, we’ve embraced evolution with purpose, so we can stand beside Ontario’s municipalities as a partner in progress. From clipboards and paper forms to a fully digital ecosystem, we now deliver faster, smarter, and more accurate property assessments. Together, we’ve developed tools and insights that help solve local challenges and build the partnerships needed to navigate what’s next. That drive for progress forms the foundation of our 2025–2028 Strategic Plan, which focuses on modernizing how we work, strengthening systems, and delivering real- time data to support planning, budgeting, and service delivery. Creating tools and insights that help solve real challenges remains our priority, because when municipalities succeed, communities thrive. In 2025, we partnered with municipalities to address the challenges you told us matter most: reducing inquiry volumes, improving access to data, and supporting environmental goals through digital solutions. That commitment drove action: we conducted 310,000 property inspections, processed 176,000 building permits, and completed 18,000 severances and consolidations, which contributed to over $41 billion in new assessment being added to municipal rolls. These numbers tell a clear story: our partnership is active, growing, and focused on delivering practical value. Whether it’s accessing real-time property data, forecasting growth, or improving service delivery, we work hard every day to ensure your investment translates into better tools and outcomes for your communities. 2025 Municipal Partnerships Report 5 Page 31 6 As you read this report, I also encourage you to explore the rest of our operational highlights for a closer look at the work powering our progress and the foundation it creates for the future. MPAC is built for change and ready to help municipalities move forward with confidence. With the right insights and a shared commitment to progress, we can shape what comes next, together. 2025 Municipal Partnerships Report Page 32 About MPAC Page 33 Across Ontario, municipalities are leading through change, from adapting to new demands to planning for growth, building resilient communities, and everything in between. The pace is fast, the challenges are complex, and the decisions made today shape the future. This is where MPAC comes in. We’re built by design to help municipalities navigate these complexities with our property data, insights and analytics, and tools. Whether responding to provincial priorities, driving evidence-based planning, or delivering services more efficiently, we’re here to help you succeed. We work alongside you, proactively, collaboratively, and with purpose. Our services are tailored to your needs, our partnerships are grounded in trust, and our focus is always on helping you serve your communities. This report highlights how MPAC supported Ontario’s 444 municipalities in 2025 through shared goals, responsive service, and a commitment to building stronger, data-informed communities. Grounded in collaboration, built on trust, and focused on what’s next, MPAC continues to be a strategic business partner, delivering what’s needed today and evolving to meet the needs of tomorrow’s challenges. 2025 Municipal Partnerships Report 8 Page 34 Who we are MPAC (Municipal Property Assessment Corporation) is Ontario’s property expert – an independent, not-for-profit corporation responsible for maintaining the province’s property inventory. Proudly Canadian, we are the largest assessment jurisdiction in North America, maintaining an inventory of nearly 5.74 million properties valued at approximately $3.2 trillion. Each year, municipalities pay a proportionate share of MPAC’s operational costs based on the number and value of their properties relative to the rest of Ontario. Our property assessment work forms the foundation of Ontario’s property tax system, informing municipal budgeting, infrastructure planning, and community growth. We deliver accurate, impartial assessments that reflect market conditions as of the legislated valuation date, and provide data- driven insights that help municipalities, governments, and property owners make informed decisions. From property inspections and sales analysis to managing assessment requests and appeals, MPAC ensures fairness and integrity in every step. Guided by our values of accountability, transparency, customer-focus, innovation, and inclusion, we are committed to building trust and supporting thriving communities across Ontario. 2025 Municipal Partnerships Report 9 Page 35 Our mandate in motion Property assessments are the foundation of municipal taxation, providing the revenue municipalities rely on to deliver essential services, from roads and transit to emergency response and community programs. Accurate assessments also inform long-term budgeting and infrastructure planning, helping municipalities allocate resources effectively and plan for growth. Every new assessment represents not just a number, but the capacity to invest in housing, services, and amenities that strengthen communities. Our team is always eager to learn more about the communities where we work and live, ensuring our efforts align with municipal priorities and needs. We’re committed to helping you in managing your assessment base. Understanding how new assessment and forecasting work under the Service Level Agreement provides valuable insights that municipalities can leverage. Windsor, Ontario 2025 Municipal Partnerships Report 10 Page 36 MUNICIPAL SPOTLIGHT Capturing growth through collaboration Starting in early 2025, MPAC worked closely with the Town of Alymer in Elgin County to help increase their new assessment captured, exceeding expectations and supporting the Town’s long- term growth and financial stability. Through ongoing meetings with the Town’s staff, MPAC’s Municipal and Stakeholder Relations team focused on understanding local needs, monitoring new assessment activity, and ensuring assessors had up-to-date information on building permits, plans, and key occupancy dates. Throughout the year, new assessment forecast reports and Service Level Agreement commitments were closely tracked and shared with the Town. This collaboration enabled both teams to stay aligned on timelines and priorities, ensuring new assessment was added efficiently and accurately. When budget pressures arose in the fall, the Town asked MPAC to explore opportunities to exceed the original forecast. The result: MPAC achieved 166% of the original 2025 forecast, with the Service Level Agreement commitment adding 96% of the Town’s new assessment to the roll within one year of occupancy. This partnership demonstrates the impact of open communication, shared goals, and a commitment to supporting municipal outcomes. “ The Town of Aylmer is very grateful for the partnership that we have with MPAC and work very closely with our Account Manager, Brenda Slater and Regional Manager, Anne Haines to ensure our area’s exponential growth is reflected in a timely and accurate way. Every effort MPAC makes to capture new assessment quickly helps stabilize our tax rate year-over-year and supports affordability for our residents. Our Municipal and Stakeholder Relations team understands the pressures that we have at the municipal level with Strong Mayor Powers and the challenges that small towns face with funding growth in the interim. Their responsiveness and collaboration have helped us move forward with confidence. The past two years have also been incredibly demanding for MPAC’s local assessors as they’ve kept pace with record levels of growth and ensured material changes are captured for our 2026 budget. Their hard work and dedication are deeply appreciated. The increased assessment revenue and growth projections will help fund key local priorities, including upgrades to our outdoor pool and swimming programs in partnership with the YWCA as well as costs for police services and local conservation authority levies. We appreciate the continued partnership and the shared commitment to helping our community grow. Heather Sachs | Director of Financial Services and Treasurer, Town of Aylmer “ Page 37 12 4,080 appeals closed 12,603 Requests for Reconsideration closed 176,287 building permits processed 18,860 severances and consolidations processed 429,712 sales transactions processed 310,017 property inspections 618,360 Property Assessment Notices mailed $3.2 trillion estimated total assessed value in Ontario 5.74 million total properties in Ontario inventory $41.4 billion new assessment added to municipal rolls 2025 operational highlights All stats as of October 31, 2025 2025 Municipal Partnerships Report Page 38 Built for change: Strategic direction and evolution Page 39 MPAC’s 2025–2028 Strategic Plan Ontario’s municipalities are facing growing demands, from aging infrastructure and housing pressures to the need for faster, smarter planning, all while managing tight budgets and limited resources. MPAC’s 2025–2028 Strategic Plan is designed to help meet these challenges head-on, with a clear focus on delivering tangible value to municipalities through: Modernizing assessments: We’re investing in scalable systems, real- time data, and digitization to give municipalities the tools they need for more accurate budgeting, planning, and service delivery. Empowering smarter decisions: We’re transforming property data into actionable insights that can inform infrastructure planning, economic development, and policy. Strengthening communities: We’re helping municipalities do more with less by improving operational efficiencies and delivering greater value. We’re committed to being responsive, relevant, and ready for what’s next. That’s why we’re transforming from a trusted service provider to a strategic partner, delivering greater value, driving innovation, and unlocking new opportunities for collaboration. While we evolve, our foundation remains unchanged: providing accurate, transparent, and reliable assessments. We’ve also reimagined our visual identity to reflect a more modern and approachable look, with design choices that meet the Accessibility for Ontarians with Disabilities Act standards and support clearer, more inclusive communication. 2025 Municipal Partnerships Report 14 Page 40 Our commitment is clear: we’re here to help municipalities thrive in a changing landscape. By unlocking the full potential of MPAC’s data, technology, and people, we’re building a future where municipalities are empowered to lead with confidence. After all, you’ve invested in us. MPAC is funded by you, for you.We’re built for this. 2025 Municipal Partnerships Report 15 Page 41 Delivering impact: Supporting municipal outcomes Brantford, Ontario Page 42 2025 Municipal Partnerships Report MPAC continues to enable municipal success by delivering tangible solutions that address real, local challenges. Through robust data, innovative platforms, and strategic partnerships, we help municipalities to make informed decisions and drive meaningful outcomes. Municipal impact: Turning strategy into action Throughout 2025, municipalities across Ontario used MPAC tools to tackle real challenges, improve service delivery, and make informed decisions. From large urban centers to rural townships, we partnered with communities of every size to unlock the power of property data. This is collaboration in action, building toward something greater. 17 Page 43 MUNICIPAL SPOTLIGHT Enhancing access to property assessment data In spring 2025, MPAC launched a one-year pilot program that gave municipalities the option to receive a monthly export of the Electronic Assessment Information file. This initiative, made possible through collaboration with Teranet and the Province, enhances access to timely property data by expanding the limit from four unique exports per year to a monthly data refresh. The Electronic Assessment Information file provides a comprehensive snapshot of each municipality’s assessment information to help support internal planning. With this enhanced access, municipal Geographic Information System teams can more easily integrate assessment data into their internal mapping systems. Additionally, Planning and Finance teams can better monitor growth and changes in property types, property codes, structures, and services. The City of Greater Sudbury is pleased to have enhanced access to the Electronic Assessment Information file. This improvement allows us to update our Geographic Information System more frequently, ensuring we’re using the most accurate, up-to-date information to support decision-making and deliver services to our community. “ “ Krista Carre | Manager of Geographic Information System Operations, City of Greater Sudbury 18 Page 44 Collaborative partnerships drive progress In 2025, we strengthened key partnerships with industry leaders to enhance governance and deliver solutions that matter. Through working groups and ongoing engagement, we’ve aligned priorities, shared insights, and built tools that reflect municipal needs. Municipal Liaison Group A key driver of our shared success has been the Municipal Liaison Group, a strategic advisory body that fosters open, regular, and ongoing dialogue between MPAC and the municipal sector. The Municipal Liaison Group serves as a platform for exchanging information and perspectives on property assessment and MPAC initiatives that impact municipalities. Through this engagement, the Municipal Liaison Group has helped ensure our services are aligned with municipal needs and priorities. This year, we revised the Municipal Liaison Group’s governance framework to support more inclusive and effective collaboration: Composition and meeting frequency: Updated to reflect broader representation and more consistent engagement. Membership terms and representation: Clarified roles for members and associations to ensure diverse municipal voices are heard. Responsibilities and meeting approach: Refined expectations and structure to support productive discussions. Sub-committees: Introduced focused groups to address specific topics and drive deeper insights. 2025 Municipal Partnerships Report 19 Page 45 2025 Municipal Partnerships Report Together with our municipal partners, the Municipal Liaison Group has helped advance several key initiatives: Data Sharing Services Agreement Market Trend Reports Vacant Home Tax Support Optional Small Business Subclass Electronic Delivery of the Assessment Roll Corporate Strategy Alignment Methodology Guides Municipal Election Strategy Pre-Roll Disclosure and Assessment Update Strategy Electronic Assessment Information (EAI) Pilot Enhancements to MPAC Municipal Connect and MPAC AboutMyProperty™ MPAC Data Strategy Service Level Agreement I hope you’ll consider getting involved. It’s a great way to stay informed, help shape change, either on the Municipal Liaison Group or on one of its sub-committees, and you will be joining a trusted network of individuals across the province who bring their own experiences, perspectives, and technical skills to the table, which adds depth to the conversations and provides continuous learning opportunities for all of us. Shane Manson | Senior Manager, Revenue and Property Tax, City of Markham “ 20 “ Page 46 Municipal Survey feedback Feedback from municipalities continues to guide our approach, ensuring collaboration translates into real results for communities across Ontario. Municipalities told us they needed quicker, easier access to localized property data, and we listened. Guided by insights from our Municipal Survey, MPAC integrated our Property Pulse Dashboard into MPAC Municipal Connect, giving municipal staff secure, centralized access to residential sales trends by municipality, property type, age, and sales period. This enhancement is a direct result of meaningful collaboration and our shared commitment to data-driven decision-making. By embedding this tool into a platform that municipalities already use, we’ve made it simpler to find the insights needed for planning, budgeting, and policy development. This is a great example of how municipal feedback shapes our services and drives innovation. A view of the Property Pulse dashboard accessible through MunicipalConnect. 2025 Municipal Partnerships Report 21 Page 47 MUNICIPAL SPOTLIGHT Showcasing the power of MPAC Municipal Connect They were joined by municipal partners – Barbara Malta, Intermediate Tax Accountant, City of Mississauga, Kate Farwell, Manager of Taxation and Revenue, Municipality of South Huron, and Jennah Carere, (former) Advisor, Financial Policy and Taxation, Region of Peel – who shared real-world examples of how they use MPAC Municipal Connect to enhance efficiency and decision- making within their communities. MPAC Municipal Connect is the go-to online resource for Ontario municipalities to access property assessment information and data. At this year’s Ontario Municipal Tax and Revenue Association (OMTRA) Conference in Huntsville, MPAC’s Laura Voltti, Regional Manager, Zone 7 (Northern Ontario) and Natasha Dawood, Senior Manager, Professional Services participated in a collaborative session that highlighted how municipalities are using MPAC Municipal Connect, products, and data to support their work. It’s always inspiring to see our team and municipal partners come together to share ideas and best practices. Our session at OMTRA sparked great discussion and even included a live poll to gather input on how we can make MPAC Municipal Connect even more valuable. We’re constantly listening, learning, and refining our tools to better meet municipal needs. It was fantastic to see the enthusiasm from our municipal colleagues and how they’re using MPAC’s products to deliver results for their communities. Mary Dawson-Cole | Director, Municipal and Stakeholder Relations, MPAC “ “ 22 Page 48 Value-added services highlights Property assessment data is a powerful tool that communities can use for planning roads, emergency services, and sustainable growth. That’s why MPAC is taking a broader view, offering new solutions and resources to help municipalities succeed today and prepare for tomorrow. By working closely with municipalities, we’ve moved beyond one- size-fits-all solutions to deliver curated, localized support that reflects what matters most to municipalities. Whether it’s targeted content, tailored training, or meaningful conversations, we’re here to support municipalities with the data and insights they need. Custom data requests In addition to the vast amount of property data available in MPAC Municipal Connect, we provide curated custom reports based on municipalities’ unique needs, including information such as detailed historical data, regional breakdowns, and comparative analysis across municipalities. From the beginning of 2025 to the end of Q3, we successfully delivered 64 customized data reports to 50 unique municipal partners and organizations, saving time and enabling staff to provide better services. We don’t just deliver data, we also help you use it. Our Municipal and Stakeholder Relations team offers training, webinars, and one- on-one support to ensure you get the most out of MPAC Municipal Connect and our data products. Many of our standard services started as custom requests. When we see recurring themes or ideas that could benefit all municipalities, we work to turn them into tools and resources available to everyone. So, keep bringing your requests forward. Your ideas drive innovation and help shape the future of our services. 2025 Municipal Partnerships Report 23 Page 49 Connecting systems for real results: Streamlining building permit data In 2025, MPAC and the City of Ottawa reached an exciting milestone with a new Application Programming Interface (API) integration that enables MPAC to ingest building permits and plans. This achievement reflects strong collaboration between teams across both organizations. The integration is a game-changer, enabling the City to send building information to MPAC more efficiently, which means new property tax growth can be captured and reflected more quickly. This is amazing! I remember when we first started exploring creative ways to use technology to advance the City of Ottawa’s assessment growth with MPAC. Congratulations to everyone involved in this – your partnership, collaboration, and innovation made this possible! Wendy Stephanson | City Manager, City of Ottawa 24 “ “ MUNICIPAL SPOTLIGHT Page 50 Assessment Base Management course Understanding property assessment is essential for municipalities, especially as processes and policies continue to evolve. That’s why MPAC has been working on developing our Assessment Base Management course throughout 2025. The course will be designed to build practical skills in property assessment and taxation for municipal staff at all levels. Whether new to municipal finance or experienced in assessment roles, participants will benefit from a structured learning experience that strengthens their understanding and supports day-to-day responsibilities. This 12-module course, to be launched in 2026, will provide a comprehensive overview of MPAC’s systems, processes, tools, and platforms. It will equip learners to monitor assessment growth, identify assessments at risk, and contribute to a predictable and stable assessment roll. Strong assessment base management supports sustainable property tax revenues and ensures fair, equitable treatment for property owners. Tailored content for targeted impact Recognizing that each municipality has unique priorities, MPAC continues to tailor engagement opportunities to better reflect the diverse needs and preferences of municipal staff. Whether through our Municipal Webinar Series, quarterly municipal meetings in- person and virtually, or small-group geographic zone meetings, these sessions offer timely updates, practical insights, and region- specific content. By tailoring engagement to what matters most in each community, MPAC is making it easier for municipal staff to access relevant information, share experiences, and apply learnings to local decision-making. 2025 Municipal Partnerships Report 25 Page 51 MUNICIPAL SPOTLIGHT Shaping learning together: Morning Connection series In 2025, our Zone 5 (Central Ontario) Municipal and Stakeholder Relations team engaged past attendees of the Morning Connection series (smaller geographic-based virtual sessions) to help choose topics for the year ahead. The selected sessions covered a wide range of municipal priorities, including Assessment 101, severances and consolidations, municipal capital facilities, addressing and MPAC AboutMyProperty™, legislative notices, MPAC Municipal Connect, and year-end product overviews. By involving municipal staff in shaping the content, we ensured each session addressed their needs and provided actionable insights. Our Morning Connection sessions have been a valuable resource throughout the year. The topics are timely, the presenters are knowledgeable, and the format encourages meaningful engagement. Each session offers practical takeaways that directly support the Town of New Tecumseth’s work. Our partners at MPAC do a fantastic job making complex topics clear and accessible. I am already looking forward to what’s planned for 2026!” Pam Childs | Supervisor of Revenue, Town of New Tecumseth 26 “ “ Page 52 Public awareness campaign Clear and consistent communication helps residents better understand how property assessment supports local services and fair taxation. MPAC’s public awareness campaign was designed to complement municipal efforts by providing high-quality educational content that explains how property assessment works. Through province-wide outreach, the campaign builds public trust and confidence in the system while helping municipalities extend their reach, reinforce key messages, and support transparency in a way that’s timely, consistent, and effective. 2025 Municipal Partnerships Report 27 Page 53 Looking toward the future: What’s next and municipal engagement Page 54 Future-ready tools and services When looking to the future, municipalities need tools, insights, and support to plan and service growing communities with confidence. MPAC’s vision is to help make that possible. We see exciting opportunities to work together, whether through property census initiatives, garbage bag tag programs, or overflow call centre support. These partnerships ensure municipalities can do more as we navigate the future together. We’ve invested in robust systems, harnessed powerful data insights, and prepared our teams to deliver greater value beyond our core mandate. Our tools and services are designed to meet your unique needs, streamline efficiency, and help you maximize the resources you already have. Municipalities have already invested in MPAC, and the opportunity to leverage that investment is greater than ever. And it starts with a conversation. Assessment Update status While a province-wide Assessment Update hasn’t occurred since 2016, MPAC continues to deliver exceptional value to Ontarians through data-driven products and services. We continuously capture, verify, and analyze property data to reflect changes such as new construction, renovations, and additions. We keep an up- to-date property inventory for the province as properties are added or changed, monitor market activity, process tax applications, and manage assessment reconsiderations and appeals. Regardless of when an Assessment Update is announced, MPAC is ready. We’ve prepared for it by design building: A scalable, digital-first infrastructure Systems that are ready to support any cycle variation Expanded insights to meet evolving needs Public understanding through ongoing education and engagement 2025 Municipal Partnerships Report 29 Page 55 2025 Municipal Partnerships Report I’m continually inspired by the commitment and innovation I see from municipalities. At MPAC, we’re passionate about partnering with you to deliver solutions that help achieve your goals. The stories in this publication show what’s possible when we work together to drive meaningful change. I invite you to continue working with our team and keep sharing your stories. Your insights guide how we serve you, and together we can create solutions that best support your unique needs. Jamie Bishop | Vice-President, Public Affairs and Customer Experience, MPAC “ “ 30 Page 56 2025 Municipal Partnerships Report MPAC is built for what’s next and ready by design to support your municipality’s journey with the data, insight, and partnership you need to move forward with confidence. By harnessing MPAC’s data, infrastructure, and expertise, we can work together to solve challenges and unlock new opportunities that deliver lasting value to all Ontario communities. Thank you for your partnership, trust, and vision. Let’s keep building the future together. 31 Page 57 MPAC has offices across Ontario to meet the needs of property owners in every community. Connect with us Customer Contact Centre Toll Free: 1-866-296-6722 mpac.ca/contact Monday to Friday – 8 a.m. to 5 p.m. Mail 1340 Pickering Parkway, Suite 101 Pickering, ON L1V 0C4 Follow us Accessible formats and communication supports are available upon request. Compliance statement: In keeping with the reporting requirements under the Municipal Property Assessment Corporation Act, the Corporation has complied with any policies, procedures, and standards established by the Minister under Section 10, and with the process established regarding the implementation of quality service standards by the Quality Service Commissioner. © MPAC 2025. All Rights Reserved. Privacy Policy. Page 58