HomeMy WebLinkAbout2026-04-02ClafiflgtOll
Electronic Council Communications Information
Package
Date: April 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.
April 2, 2026
Electronic Council Communications Information Package (ECCIP)
Pages
1. Region of Durham Correspondence
1.1 Request to the Province to consider giving municipal councils more 3
authority to adjust Police Service Budget Proposals to reduce Municipal
Financial Vulnerability - March 27, 2026
2. Durham Municipalities Correspondence
3. Other Municipalities Correspondence
4. Provincial / Federal Government and their Agency Correspondence
4.1 Kawartha Conservation 2026 Operating and Capital Budget - March 2, 14
2026
5. Miscellaneous Correspondence
Page 2
Sent Via Email
DURHAM
REGION
The Regional
Municipality of
Durham
Corporate Services
Department —
Legislative Services
Division
605 Rossland Rd. E.
Level 1
PO Box 623
Whitby, ON L1 N 6A3
Canada
905-668-7711
1-800-372-1102
durham.ca
Alexander Harras
M.P.A.
Director of
Legislative Services
& Regional Clerk
March 27, 2026
The Honorable Doug Ford
Premier of Ontario
Legislative Building, Queen's Park
Toronto ON, M7A 1A1.
Dear Premier Ford:
RE: Correspondence from Mike Bradley, Mayor, City of Sarnia
to The Premier of Ontario regarding Requesting the
Province to consider giving municipal councils more
authority to adjust Police Service Budget Proposals to
reduce Municipal Financial Vulnerability, Our File: A00
Council of the Region of Durham, at its meeting held on March 25,
2026, adopted the following resolution:
That Council Correspondence CC 08 from Mike Bradley, Mayor, City
of Sarnia to The Premier of Ontario regarding requesting the province
to consider giving municipal councils more authority to adjust police
service budget proposals to reduce municipal financial vulnerability
be received for information and endorsed.
Please find enclosed a copy of the Correspondence for your
information.
Alexander Harras, M.P.A.
Director of Legislative Services & Regional Clerk
AH/nb
c: Hon. Michael S. Kerzner, Solicitor General
Hon. R. Flack, Minister of Municipal Affairs and Housing
Hon. P. Bethlenfalvy, Minister of Finance
Heads of Council for Municipalities across Ontario
B. Bailey, MPP Sarnia-Lambton
E. Baxter-Trahair, Chief Administrative Officer
N. Pincombe, Commissioner of Finance
A. Burgess, Director, Communication and Engagement
If you require this information in an accessible format, please contact Legislative Services at
clerks@durham.ca or at 1-800-372-1102 ext. 2097.
Page 3
W`SARNIA
&W ONTARIO
The Honourable Doug Ford
Premier of Ontario
Legislative Building
Queen's Park
Toronto, ON M7A 1A1
February 19, 2026
THE CITY OF SARNIA
Office of the Mayor
Re: Mayoral Authority and Municipal Police Budget 5ustainability
Dear Premier Ford,
I am writing to express concern regarding the province's current position that limits a mayor
and council's ability to meaningfully reduce or amend police service budget proposals
once they have advanced through local police governance structures.
Municipal leaders across Ontario are operating within an increasingly constrained fiscal
environment. Escalating administrative costs, combined with sustained growth in police
budgets, are placing significant pressure on municipal finances. Without the tools to
influence or moderate these expenditures, municipalities are left financially vulnerable,
undermining long-term stability and responsible budget planning.
Mayors and members of council are accountable to residents for overall municipalfiscal
health. However, under the province's current interpretation, they tack sufficient authority
to address one of the fastest -growing areas of local spending. This creates a clear
imbalance in accountability, where elected leadership bears responsibilityfor budget
outcomes without the ability to manage risk, respond to local, conditions, or ensure
alignment with broader municipal priorities.
You have recently noted that education costs have become unsustainable, and the
Minister of Finance has expressed similar concerns regarding health care expenditures.
Policing costs present the same challenge, with the added constraint that mayors are now
unable to intervene. This limits a municipality's capacity to balance competing service
demands, invest in preventative and social supports, and respond flexibly to emerging
community priorities, including housing. Overtime, this approach risks crowding out
essential services and capital projects while placing increased pressure on taxpayers.
Page 4
In Sarnia, veto authority was used for the first time, and only with respect to capital
funding. The operational police budget, which has increased by 40% over the past four
years, was left untouched. The mayoral veto removed a proposed $5 million capital item
that would have committed the municipality to a long-term financial obligation estimated
to reach $120 million. Allowing such exposure without intervention would have been
fiscally irresponsible and inconsistent with the principles of responsible municipal
governance. The existing building was reported to be suitable for upgrades and
maintenance at a cost of approximately $5 million; however, the Sarnia Police Board and
Chief have insisted that the Cadillac of all buildings is required. Proceeding with this option
would saddle the taxpayers with substantial long-term debt and sustained tax increases for
decades to come.
After 21 years of carrying municipal debt, the City of Sarnia has just recently achieved the
distinction of being one of the few debt -free cities in Ontario. Under the current framework,
renewed debt will become unavoidable, with financial impacts extending to future
generations.
While this issue may not yet have arisen in every municipality responsible for funding and
overseeing its own police service, the experience in Sarnia illustrates a challenge that other
mayors may reasonably face in future budget years. As policing and capital costs continue
to escalate, circumstances will emerge where elected municipal leaders are required to
intervene to protect long-term fiscal sustainability. This is a critical issue that warrants
careful reconsideration. I have therefore copied Heads of Council for municipalities across
Ontario to unite in encouraging an approach that better aligns accountability with
decision -making and supports more sustainable municipal governance across Ontario.
Given the practical implications for municipal budget deliberations and fiscal planning, I
believe this matter should be addressed in advance of the next municipal council taking
office. I respectfully urge the province to engage with municipalities on this issue and to
explore legislative or policy adjustments that would provide local elected leaders with the
tools necessary to manage fiscal pressures responsibly, transparently, and in the best
interests of their communities.
Page 5
I appreciate your attention to this issue and look forward to the province's consideration of
next steps.
Sincerety,
Mike Bradley
Mayor, City of Sarnia
Cc: The Honourable Michael S. Kerzner, Solicitor General
The Honourable Rob Flack, Minister of Municipal Affairs and Housing
The Honourable Peter Bethlenfalvy, Minister of Finance
Heads of council for municipalities across Ontario
Bob Bailey, MPP for Sarnia-Lambton
Sarnia City Council
End.: CBC News February 18, 2026 - Province teIts Ontario mayors_theycan't use 'strong
powers' .0n fQLic.e budgets ICBCNews.
CTV News February 18, 2026 - Sarnia Pcli.ce o rd weighing ptio.ns in effort....
build new headquarters
255 Christina St N
Sarnia ON N7T 7N2
P: 519-332-0330 ext. 3312 F: 519-332-3995 mayor@sarnia.ca www.sarnia.ca
Page 6
Explore r CBC Watch on *Gem
Menu ii CBC Q Search Sign In
London
Province tells Ontario mayors they can't use
'strong powers' on police budgets
Finance expert says province needs to review fiscal relationship with
municipalities to keep up with costs
Isha Bhargava CRC News Po,.tec'.' Feb 18, 2026 5:00 AM EST I Lass Upi:lated- Fehruary 10
B, Listen to this article Q
t .' t,LinaLeJ 2 rm.niie .
A file photo of a police officerwaIking in downtown Hcm,iltun. Ont (Hobby Hristovalf:E3C)
The Ontario government is reminding municipal leaders that they cannot use their
provincially granted "strong mayor powers" to challenge or limit police budgets.
This comes two months after Sarnia's mayor vetoed his city's police budget request of
$5 million for a new police headquarters, in what's led to an ongoing battle over the
city's police funding.
In a letter sent to mayors and police board chairs in January, the province reiterated
that municipalities are required to provide police boards with "sufficient funding" to
comply with the Community Safety and Policing Act (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," Solicitor General Michael Kerzner and Municipal Affairs Minister Rob Flack
wrote in their Jan. 12 letter.
Page 7
"Although municipalities are not required to adopt the board's estimates as submitted,
they cannot approve or reject specific line items within the estimates."
• Less than half of 'strong mayors' were using powers before Ontario expanded
system: reports
Municipal budgets Include estimates of amounts required during the year and Includes
various boards, the letter explains. A police service board must submit their operating
and capital costs to municipalities, which then establish the service's overall budget.
Premier Doug Ford's government created the strong mayor system in 2022 and it now
applies to 216 mayors. The powers give the leaders control over appointments, the
ability to hire and fire most city staff, vetoes over some council votes and the ability to
pass some bylaws with support of only a third of council support.
'Vile can't chop public safety' says Premier
When asked by CBC about the issue of strong mayor powers relating to police budgets
on Tuesday, Ford said investments in public safety need to be a top priority.
"We can't chop safety and protecting communities," Ford told reporters. "We need to
make sure our priority is keeping our community safe because right now people don't
feet safe. So we have to continue investing in our police, give them the tools they need
to keep our community safe.'
Sarnia Mayor Mike Bradley disagrees arguing the legislation prevents municipalities
from balancing the needs of police and taxpayers. He said Sarnia police has received a
45 per cent operational increase over the last Four years, and he only vetoed one capital
spending item which the city cannot afford this year.
Sarnia'[ Mayov Mike Oracll 'y Says police buldg�t increases in recent years have led to Spending cUts in i t.her city
projects [Facehcukj
"The province has just wiped ❑ut our ability to control spending in our own
communities. In most cases [police budgets] run from 30 to 40 per cent of the
Page 8
municipal budget, so what the Ford government is saying is that councils and mayors
cannot touch it," he said.
"So the message is, police boards who are unaccountable, can now just set the budget
and the taxpayers have to pay. That's a pretty shocking statement from Queens Park."
Bradley argues he has supported increasing police budgets for frontline services, which
have been substantial over the years and have led the city to cut back on spending for
other projects.
In its letter, the province clarifies that there are dispute resolution mechanisms under
the CPSA, namely arbitration, when a council disagrees with a police board's budget
request.
Municipalities limited in challenging police budgets
However, proving a case against the police can be difficult for municipal councils who
don't often have the capacity or technical knowledge to offer a challenge, said Nigel
Bellchamber, a London, Ont., consultant specializing in municipal finances,
"It's a high bar that the municipality has to meet in order to succeed in an arbitration,"
he said, noting that municipalities are tasked with funding a variety of services whose
costs outpace inflation.
"As a result, there are some significant challenges and tough decisions being made as
to prioritizing capital expenditures in municipal budgets. So councils and municipal
staff, whether you're in a strong mayor situation or not, they're all caught in a very
difficult situation."
Nigel BcIIch. rnI ei is a consultit in Landon, Ont , wlia specializ.e.=. ir. munir_ipxii inanccs (Nirrul
lie llc harn icr/Li n ke dIn)
Bellchamber said the provincial and municipal fiscal relationship hasn't been properly
reviewed in about 25 years and it needs to be revisited t❑ respond to changing
economic demands.
Page 9
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London's Mayor Josh Morgan agrees. His council approved a historic $672 -million
investment in police spending during the last four-year budget, and while he's satisfied
with the results of crime trending lower in the city, ballooning police budgets are a
concern for municipalities, he said.
"Obviously when the largest portion of your budget Is increasing by a fair amount,
that's concerning in multiple ways," said Morgan.
"It's difficult for a municipality to shoulder all of the necessary investments in public
safety that we need to make with all of the other things that we're obligated to do, and
with the revenue streams we have available to us."
Morgan said it's important for municipalities to partner with provincial and federal
governments to seek "broad -based, stable multi -year support for public safety funding'
In London's case, Morgan notes the police returned more than $2.3 million to city
coffers in the budget's first two years.
Ca '�.)nun'Ji.}4j{ 5;atltiar sd3it1 Pra�le try About CBC Ne
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Page 10
c0'7 NEWS
Landon
Questions of 'strong mayor' veto powers remain ❑fter province attempts to clarify police budgets
By Bran BckneIl
Piliriished: F0,4Lialy i ft 202.5 et i 14PM PT
Tire INuvrnri-1 s3 '! I r.lne{n.,ay, 'ur,xnpaiities ca,. ; rrs+� st+rtr'g n;.ar p' '. r. to In1It pm&€' tn.;I t;! C I'V s Bryan 8&ci:I;ell •rn6i hint I r'a[t loll
The chair of the Sarnia Police Service Board says the board is still welghing options in its
bid to build a new police headquarters.
The comments follow a letter from Ontarios Solicitor General to municipalities that
mayors cannot use so-called strong mayor powers to challenge police budgets.
"We sent the letter to council requesting that the veto to be vetoed, basically, and that the
five million [dollars] be added back into the budget," explained Board Chair Kelly Ash "We
are re-evaluating, looking to see what we can get accomplished with the funds that we
do have, while still hopinry that council does deliberate over the $5 million so that we can
get started,"
Q
Page 11
: L..I:,-.i,, ;:I. ,K„II;, /ii .v. t•iZL ,l :i,r. i'., Ir r.... _. i. :.i••,t,IIIC'T. ..•
Late last year Sarnia Mayor Mike Bradley vetoed the city's police budget request of $5
million to begin work on a new police headquarters. Bradley insists he's not about to re-
open the city budget
"This idea that police boards now, without any accountability, they're net elected and they
don't report to the public and you can't remove them, will now be able to say to any town,
This is how much money we want each year, and govern yourself accordingly. You're
going to have to find money or kill other projects that are really important to your
community because were number one,' he said.
In London, the police budget has also been a sensitive item.
- . ,• ],i&at' •p ' - i,,c ri. .•. --I. 7i+ , rl.e ,._ - yIc1 ri T.._._•..y;
The most recent police budget passed two years ago in the city's four-year budget cycle
Increased police spending by $672 million.
The London Police Service has since returned S2 3 million in a bid to keep municipal
property taxes at bay, explains London Mayor Josh Morgan
"It's a pretty high bar to set fora municipality to not supply the budget, which is why my
approach has been to work closely with the police board as a member of the board And
this board has returned dollars for the past two years," Morgan said
Introduced in 2022 for Ontario's largest urban centres, strong mayor powers were
expanded last year to include ad 215 Ontario mayors_ A₹ least one legal opinion suggests
this was when questions of Interpretation began to arise.
Page 12
London Coun, Sam Trosaw is a retired Western University law professor. He believes the
strong mayor legislation was rushed.
I think if it was the irrtenlion of the legislature to categorically exempt police services
matters from the act they would have or they should have said so. And they probably
rushed this through so quiddy, maybe they didn't even bather to think about it"
he explained -
"But I think (hat the mayor of Sarnia is within his rights to challenge this part of the
budget,' Trosaw said.
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F Npr.n :. ._E. r [��1SNJdl-;L[.,WlatA; "&l AIcaF; !T' .",'I' •
Page 13
KAWARTHA
CONSERVATION
Discover• Protect- Restore
March 2, 2026
The Mayor and Members of Council
Municipality of Clarington
40 Temperance Street,
Bowmanville, ON L1C 3A6
Via email: afoster@clarington.net
clerks@clarington.net
RE: Kawartha Conservation 2026 Operating and Capital Budget
Dear Mayor Foster and Members of Council:
We are pleased to provide our 2026 Operating and Capital Budget, supported by our Board of Directors by
Resolutions #26/26 and #27/26:
RESOLUTION 1: APPROVAL OF MUNICIPAL APPORTIONMENT (RECORDED
WEIGHTED VOTE)
RESOLVED, THAT, the municipal apportionment in support of the 2026 General
Operating and Category 1 Mandatory Programs and Services be set at
$2,000,218 and apportioned between partner municipalities as follows:
City of Kawartha Lakes
Region of Durham
Municipality of Trent Lakes
Township of Cavan Monaghan
$ 1,116,486
$ 797,742
$ 78,701
$ 7,289
AND;
THAT, the 2026 Category 3 Other Programs and Services be set at $100,095
and apportioned between partner municipalities as follows:
City of Kawartha Lakes $ 59,154
Region of Durham $ 36,385
Municipality of Trent Lakes $ 4,170
Township of Cavan Monaghan $ 386
AND;
KAWARTHA CONSERVATION
277 Kenrei Road, Lindsay, ON KW4R
705.328.2271 Fax 705.328.2286
KawarthaConservation.com
Our Watershed Partners: Page 14
City of Kawartha Lakes • Region of Durham • Township of Scugog • Municipality of Clarington • Township of Brock • Municipality of Trent Lakes • Township of Cavan Monaghan
Conservation
ON\TAR1O
KAWARTHA
CONSERVATION
Discover. Protect• Restore
THAT, the 2026 Category 2 Municipal Programs and Services of $743,976 proceed as the
required funding is approved by the benefiting municipalities.
CARRIED
RESOLUTION 2: FINAL BUDGET VOTE (RECORDED VOTE)
RESOLVED, THAT, the 2026 Operating and Capital budgets are approved by the
Board of Directors.
CARRIED
The 2026 Budget document outlines the programs and services approved for delivery in 2026 in accordance with
our Strategic Plan, and associated funding requirements.
Notice of Apportionment and invoices will be provided separately by email to the Region of Durham.
If you have any comments, or if we can provide further information, please do not hesitate to contact me at
extension 215 or Luisa Bita, Director, Corporate Services, at extension 233.
Yours truly,
Mark Majchrowski
Chief Administrative Officer
Ends.
2026 Operating and Capital Budget
cc: M. Dempster, Chief Administrative Officer
T. Pinn, Deputy CAO, Finance and Technology / Treasurer
KAWARTHA CONSERVATION
277 Kenrei Road, Lindsay, ON K9V 4R1
705.328.2271 Fax 705.328.2286
KawarthaConservation.com
Our Watershed Partners:
Page 15
City of Kawartha Lakes • Region of Durham • Township of Scugog • Municipality of Clarington • Township of Brock • Municipality of Trent Lakes • Township of Cavan Monaghan Conservation
ON\TAR1O
I
•
r ..l r`+r �. I •
AC
y�..; 4
_
of j. IV4Jt +M
�.f. ..
4 Vin; 6'{I'4; `..." rI': .;.t f
KAWARTHA
CONSERVATION
Take of Contents
Title...................................................................................................................................................................................................................................................................................................................1
Tableof Contents.......................................................................................................................................................................................................................................................................2
GuidingPrinciples.......................................................................................................................................................................................................................................................................4
Governance..........................................................................................................................................................................................................................................................................................5
2026 Budget Overview......................................................................................................................................................................................................................................................6
Categoriesof Programs and Services..........................................................................................................................................................................................................7
BudgetProcess Overview..........................................................................................................................................................................................................................................8
WeightedVote......................................................................................................................................................................................................................
9
MunicipalLevy...A.p.p.ortio.nm.e.nt................................................................................................................................................................................................................10
2026 Preliminary Budget.......................................................................................................................................................................................................................................11
Statement of Revenue and Expenditures.......................................................................................................................................................................12
Overview Statement of Revenue and Expenditures............................................................................................................................................13
Planningand Development Service.s.................................................................................................................................................................................................14
2025 H igh l ights................................................................................................................................................................................................................................................................15
AVision for 2026................................................................................................................................................................................................................................................16
KeyDeliverables..................................................................................................................................................................................................................................................16
Natural Hazard Planning Services Budget (Category 1)................................................................................................................................17
Section 28 Permit Administration and Compliance Budget (Category 1)..........................................................................18
Drinking Water Source Protection Budget (Category 1)................................................................................................................................19
CKL - Risk Management Official, Clean Water Act Part IV, Enforcement (Category 2) .................................20
FloodPlain Mapping (Category 2).....................................................................................................................................................................................................21
IntegratedWatershed Management......................................................................................................................................................................................................22
2025 H igh l ights................................................................................................................................................................................................................................................................23
MandatoryPrograms and Services.......................................................................................................................................................................................23
SpecialProjects.....................................................................................................................................................................................................................................................24
AVision for 2026...........................................................................................................................................................................................................................................................27
KeyDeliverables..................................................................................................................................................................................................................................................27
KeyDeliverables Special Projects.............................................................................................................................................................................................29
Integrated Watershed Management Support Budget (General Operating).................................................................31
Provincial Water Quality and Quantity Monitoring Budget (Category 1)...........................................................................32
Flood Forecasting and Warning and Low Water Response Budget (Category 1) .................................................33
Local Environment Monitoring Budget (Category 3).........................................................................................................................................34
Lake Management Implementation, Science Budget (Category 2).............................................................................................35
CKL - Lake Health Monitoring Budget (Category 2)................................................................................................................................................36
Region of Durham - Lake Management Implementation, Science Budget (Category 2) .........................37
Region of Durham - Watershed Planning Budget (Category 2)..........................................................................................................38
Stewardship and Conservation Lands
39
2025 H igh l ights................................................................................................................................................................................................................................................................40
Mandatory and Other Programs and Services................................................................................................................................................40
AVision for 2026........................................................................................................................................................................................................................................................43
Key Deliverab
Page 17
2
Take of Contents cont.
Conservation Areas and Lands Budget (Category 1)............................................................................................................................................46
Durham East Cross Forest Conservation Area Budget (Category 1)...........................................................................................47
Conservation Education and Community Outreach Budget (Category 3).........................................................................48
Fleetwood Creek Natural Area Budget (Category 3)............................................................................................................................................49
Habitat Compensation Program Budget (Category 3).......................................................................................................................................50
City of Kawartha Lakes - Lake Plan Implementation, Stewardship Budget (Category 2) ............................51
Joint Project - Forestry and Tree Planting Stewardship Budget (Category 2)...............................................................52
Region of Durham - Lake Management Implementation, Stewardship Budget (Category 2)...........53
CorporateServices................................................................................................................................................................................................................................................................54
2025 Highlights................................................................................................................................................................................................................................................................55
AVision for 2026...........................................................................................................................................................................................................................................56
KeyDeliverables...................................................................................................................................................................................................................................................56
Corporate Services General Operating Budget............................................................................................................................................................57
Schedule A - General Administration and Overhead Budget................................................................................................................58
GeneralBenefitting Projects.................................................................................................................................................................................................................................59
2026 Budget Highlights.......................................................................................................................................................................................................................................60
GeneralBenefitting Projects Budget.............................................................................................................................................................................................62
Page 18
3
2026 Bdet Giing Principles
Our Vision
Engaged communities that love, respect and appreciate our natural environment.
Our Mission
To champion watershed health as the recognized leader in natural asset
management.
Our Corporate Values
Our values guide our actions, as they shape the kind of organization that we are part
of. In all of our decision -making, we will:
Act with Integrity
Value Knowledge
Promote Teamwork
Achieve Performance Excellence
Foster Innovation
RESTORE & PROTECT
ENGAGE & INSPIRE
INNOVATE & ENHANCE
Page 19
4
Governana
The municipalities within the boundaries of the watershed govern Kawartha Conservation
through a Board of Directors comprised of nine representatives. Directors are responsible
for making decisions as a collective, working for the benefit of the whole watershed. They
act as liaisons between their municipalities and Kawartha Conservation.
2026 Board of Directors We would like to acknowledge that many
Indigenous Nations have longstanding
CHAIR relationships, both historic and modern,
Pat Warren with the territories upon which we are
City of Kawartha Lakes located.
VICE CHAIR
Harold Wright
Township of Scugog
DIRECTORS
Tracy Richardson
City of Kawartha Lakes
Mark Doble
City of Kawartha Lakes
Cria Pettingill
Township of Brock, Region of Durham
Lloyd Rang
Municipality of Clarington, Region of
Durham
Robert Rock
Township of Scugog, Region of
Durham
Gerry Byrne
Township of Cavan Monaghan
Peter Franzen
Municipality of Trent Lakes
Jeff Forbes
Mississaugas of Scugog Island First
Nation
Today, this area is home to many
Indigenous peoples from across Turtle
Island. We acknowledge that our
watershed forms a part of the treaty and
traditional territory of the southeastern
Anishinaabeg.
It is on these ancestral and treaty lands
that we live and work. To honor this
legacy, we commit to being stewards of
the natural environment and undertake
to have a relationship of respect with our
Treaty partners.
Member Municipalities
City of Kawartha Lakes
Region of Durham
Township of Scugog
Municipality of Clarington
Township of Brock
Municipality of Trent Lakes
Township of Cavan Monaghan
Page 20
5
2026 Budget Overview
The 2026 Kawartha Conservation budget focuses on supporting critical operational and capital
needs while addressing long-term sustainability and environmental stewardship. This budget
aligns with strategic priorities under three main categories: Mandatory Programs and Services
(Category 1), Municipal Programs and Services (Category 2), and Other Programs and Services
(Category 3).
Operating Budget
The 2026 Operating Budget totals approximately $1.9 million reflecting an increase of 5.3% in the
municipal operating levy. This increase supports Category 1 programs such as flood forecasting,
natural hazards, and conservation lands, as well as Category 3 initiatives that enhance community
engagement and environmental outreach ensuring safety and environmental health.
General operating expenses refers to any operating expense that is not directly associated with
delivering a specific program or service provided by the authority.
Special Benefiting and General Benefitting
General Benefitting projects improve the overall organization and are funded by municipalities,
projects include Asset Management Plan, Information Technology updates and Environmental
Monitoring Strategy.
The Category 2 programs are funded through special levies contributed by benefiting
municipalities. Key special benefitting projects include Lake Management Plan Implementation,
Lake Health Monitoring as well as Forestry initiatives to improve the municipalities environmental
health.
Capital Budget
There are no capital budget items proposed for the 2026 budget.
Supporting Sustainability
The funds provided through municipal levies and partnerships directly support our ability to
deliver high -quality services, implement strategic initiatives, and maintain critical infrastructure.
These investments strengthen our resilience in protecting watersheds, ensuring public safety, and
providing enriching outdoor experiences for our communities.
The 2026 budget demonstrates our commitment to transparency, collaboration, and long-term
planning to sustain the natural environment and meeting community needs.
Page 21
6
Categories of Programs and Services
Category 1: Mandatory Programs and Services
These programs are required under Ontario Regulation 686/21 and include activities like
managing natural hazards, conserving lands owned by Kawartha Conservation, and implementing
source protection responsibilities under the Clean Water Act. They also cover duties related to
provincial groundwater and stream monitoring programs. These essential services are funded
using municipal levies or agreements and ensure compliance with provincial mandates.
Category 2: Municipal Programs and Services
Programs in this category are designed to address specific priorities or challenges identified by
municipal partners. These services, funded through municipal agreements, often focus on unique
local needs like floodplain mapping, development and implementation of lake management plans,
or other tailored initiatives. Municipal programs leverage funding partnerships and deliver
measurable benefits to participating municipalities.
Category 3: Other Programs and Services
These optional programs support broader conservation goals beyond provincial and municipal
requirements. They include initiatives like community engagement, education programs, and local
environmental monitoring. While often funded through municipal levies or external agreements,
these programs help enhance the overall health and sustainability of the watershed.
'h crrt,�
• tit.- - � _:' � '�
Page 22
2026 Budget Process Overview
The budget process is divided into four key phases, ensuring transparency, collaboration,
and compliance with provincial regulations:
Budget drafting Approval of the Approval of
and Determining Amounts Owed Final Budget
amounts owed Draft budget (Municipal Levy)
Budget Drafting and Determining Amounts Owed
Revenues and expenditures are forecasted, with costs categorized as Category 1, 2, 3, or general.
Expenses are apportioned either across all participating municipalities or among benefiting
municipalities.
Approval of the Draft Budget
The drafted budget is reviewed and voted on by the Board using a "one -member -one -vote"
method. Once approved, the draft is shared with municipalities and published online for
consultation.
Approval of Amounts Owed
Municipalities are given a minimum 30 -day notice to review and consult on the draft budget. The
Board then votes on the budget and levy using a weighted voting system based on the Current
Value Assessment apportionment.
KAWARTHA
CONSERVATION
Page 23
8
Final Budget Approval
Weighted Vote
The 2026 weighted vote is distributed amongst Directors as follows:
1st of 3 representatives 16.6667
2nd of 3 representatives 16.6667
3rd of 3 representatives 16.6667
Following the consultation and voting process, the final budget is approved, ensuring all legislative
requirements are met.
f
KAWARTHA
CONSERVATION
Page 24
9
Municipal Levy Apportionment
Municipal Levy - Summary
The overall municipal levy apportionment for the 2026 budget is provided below. Levy requests for
all categories of programs and services are summarized which include the general operating budget,
projects performed in agreement with municipalities and generally benefiting projects.
Proposed 2026 Levy
Approved 2025
Year over Year
Category 1:
Category 1:
Category 2:
Category 3:
Total
Total
Levy
Mandatory
Mandatory
Category 1:
Municipal
Other
Category 3:
2026 Total
Operating
Total
Operating
Levy Dollar
Percentage
Programs and
Programs and
General
Programs and
rograms and
General
Municipal Levy
Municipal
Municipal
Municipal
Increase
Increase
Services
Services
Benefitting
Services
Services
Benefitting
Levy
Levy
Levy
(Decrease)
(Decrease)
(MCVA)
(Agreement)
City of Kawartha Lakes
$1,077,36
39,123
519,100
$44,37
14,774
$1,694,74
$1,121,74
$1,578,39
$1,065,10
$56,63
5.3
Region of Durham
662,678
111,00
24,064
224,876
27,297
9,088
1,059,003
689,975
1,001,948
654,45
$35,52
5.4°
Municipality of Trent Lakes
75,943
-
2,758
-
3,128
1,041
82,871
79,072
78,478
75,72
$3,35
4.4%
Township of Cavan Monaghan
7,033
255
-
290
96
7,675
7,323
7,174
6,922
$40
5.8
Total
$1,823,01
$111,00
$66,20
$743,97
$75,09
$25,00
$2,844,28
$1,898,11
$2,665,99
$1,802,19
$95,91
5.3
Municipal Operating Levy
The municipal operating levy for the 2026 budget is provided below. This portion of the 2026 budget
is for general expenses, mandatory programs and services identified by the Province, and programs
and services beneficial to carry out for local watershed purposes.
Proposed 2026 Levy
Approved 2025
Year over Year
Category 1:
Mandatory
Category
Total
Levy
Levy
MUNICIPAL OPERATING
2025 MCVA
026 MCVA
Increase
Programs
3: Other
Operating
Total Operating
Dollar
Percentage
LEVY
Apportion
Apportion
(decrease)
and
Programs
Municipal
Levy 2025
Increase
Increase
ment
ment
Services
and
Levy
(Decrease)
(Decrease)
Services
(MCVA)
City of Kawartha Lakes
59.1002
59.0978
(0.0024)
$1,077,364
$44,379
$1,121,743
$1,065,104.00
$56,639
5.0%
Region of Durham
36.3140
36.3506
0.0366
6 62 ,6 78
27,297
689,975
654,451
35,524
5.1%
Municipality of Trent Lakes
4.2016
4.1658
(0.0358)
75,943
3,128
79,072
75,721
3,351
4.2%
Township of Cavan
Monaghan
0.3841
0.3858
0.0017
7,033
290
7,323
6,922
401
5.5%
Total
100.00
100.00
0.00
$1,823,018
$75,095
$1,898,113
$1,802,198.00
$95,915
$0
KAWARTHA
CONSERVATION
Page 25
10
Budget Budget Variance to
2025 2026 2025 Budget
REVENUE
Municipal levy
Category 1: Mandatory Programs and Services (MCVA)
Category 1: Mandatory Programs and Services (Agreement)
Category2: Municipal Programs and Services
Category 3: Other Programs and Services
Municipal Agreements
CKL, Risk Management Official, Clean Water Act
Region of Durham, Climate Change Funding
Township of Scugog
Self -Generated Revenue
Category 1: Mandatory Programs and Services (MCVA)
Category 1: Mandatory Programs and Services (Agreement)
Category2: Municipal Programs and Services
Category 3: Other Programs and Services
Donations, Grants and Transfers
$ 1,776,949 $
1,889,218 $
112,269
134,700
138,140
3,440
846,050
868,725
22,675
90,850
75,095
(15,755)
2,848,549
2,971,178
122,629
60,000 60,000 -
18,000 - (18,000)
46,450 59,309 12,859
124,450 119,309 (5,141)
587,000
539,500
(47,500)
300
300
-
82,000
105,349
23,349
136,250
81,468
(54,782)
805,550
726,617
(78,933)
Category 1: Mandatory Programs and Services (MCVA)
126,300
111,300
(15,000)
Category 1: Mandatory Programs and Services (Agreement)
78,300
-
(78,300)
Category2: Municipal Programs and Services
239,000
508,500
269,500
Category 3: Other Programs and Services
-
31,250
31,250
443,600
651,050
207,450
Reserve Funds
Transfer from Restricted (Drinking Water Protection)
6,580
6,580
Transferfrom (to) Windy Ridge
12,850
-
(12,850)
12,850
6,580
(6,270)
Total Revenue
$ 4,234,999 $
4,474,734 $
239,735
Budget
Budget
Variance to
2025
2025
2024 Budget
EXPENDITURES
General Operating Programs and Services
Corporate Services
$ 971,600 $
970,600
(1,000)
Integrated Watershed Management
226,549
229,318
2,769
Amortization of tangible capital assets
70,000
70,000
-
Vehicle and equipment pool
(25,000)
(25,000)
-
1, 243,149
1,244,918
1,769
Category 1: Mandatory Programs and Services
Planning and Development Services
$ 673,150 $
717,345
44,195
Integrated Watershed Management
172,950
181,229
8,279
Stewardship and Conservation Lands
590,450
503,266
(87,184)
Drinking Water Source Protection
81,700
83,280
1,580
1,518,250
1,485,120
(33,130)
Page 26
11
Category 2: Municipal Programs and Services
City of Kawartha Lakes
Region of Durham
City of Kawartha Lakes & Region of Durham
686,700
1,069,594 382,894
253,950
226,140 (27,810
290,850
246,149
1,231,500
1,541,883
Category 2: Municipal Agreements
CKL, Risk Management Official
60,00
60,00
-
0
0
-
60,00
60,00
Category 3: Other Programs and Services
0
0
Integrated Watershed Management
77,300
59,589
(17,711
Stewardship and Conservation Lands
149,800
128,224
227,100
187,813
(21,576
(39,287
Operating Expenditures
$ 4,279,999 $
4,519,734 $
39,735
Total Expenditures
Annual Surplus (Deficit)
$ 4,279,999 $ 4,519,734 $ 239,735
$ (45,000) $ (45,000) $
Page 27
12
Budget
2026
SOURCES OF REVENUE
Category 1
Category 2
Category 3
Total
Municipal levy
$
1,975,218
$ 743,976
$
100,095
$ 2,819,289
Municipal Agreements
-
119,309
-
119,309
Provincial Transfers
101,300
-
-
101,300
Provincial Grants
-
118,000
-
118,000
Employment Grants
10,000
5,000
-
15,000
Federal Grants
-
-
-
-
Other Grants
-
385,500
31,250
416,750
Reserve Funds
33,720
124,749
-
158,469
Self Generated Revenues
49,800
105,349
81,468
236,617
Permits and Fees
210,000
-
-
210,000
Large Scale Fill
10,000
-
-
10,000
Planning Fees
200,000
-
-
200,000
Interest Income
70,000
-
-
70,000
Total Revenue
$
2,660,038
$ 1,601,883
$
212,813
$ 4,474,734
SOURCES OF EXPENDITURES
Category 1
Category 2
Category 3
Total
Salary, wages & benefits
$
2,222,788
$ 711,717
$
111,713
$ 3,046,218
Administration and overhead (Schedule A)
267,550
-
-
267,550
Advertising and Communications
6,600
8,800
500
15,900
Board of Directors & Governance
7,050
-
-
7,050
Contracted services
10,000
233,266
24,000
267,266
Cost of sales
-
45,500
-
45,500
Equipment
19,300
31,300
1,800
52,400
Infrastructure maintenance and repairs
28,900
-
-
28,900
Laboratory Fees
-
129,000
2,500
131,500
Landowner Grants
-
125,000
-
125,000
Legal
10,000
-
-
10,000
Membership
2,500
-
-
2,500
Ontario Low Water Response
200
-
-
200
Professional Development & Training
20,300
3,700
2,000
26,000
Professional services
17,500
5,000
14,500
37,000
Property Taxes
9,000
-
-
9,000
Road and parking maintenance
30,250
-
-
30,250
Supplies and materials
95,950
102,000
8,400
206,350
Travel
28,100
36,800
3,250
68,150
Utilities
6,800
-
-
6,800
Program administration
22,400
169,800
19,150
211,350
Program administration, cost recovery
(211,350)
-
-
- 211,350
Amortization of tangible capital assets
70,000
-
-
70,000
Vehicle and Equipment pool
(25,000)
- 25,000
General Benefitting
66,200
25,000
91,200
Total Expenditures
$
2,705,038
$ 1,601,883
$
212,813
$ 4,519,734
Annual Surplus (Deficit)
$
(45,000)
$ -
$
-
$ (45,000)
Page 28
13
Planning ancDevelopment Services
The Planning and Development Services department is dedicated to ensuring that development
within the watershed adheres to provincial legislation and environmental standards, protecting
people and infrastructure from floodplains, steep slopes, unstable soils and other areas that pose
risks to development. The team reviews permit and planning applications, providing expert
guidance to support sustainable growth, the protection of natural resources and drinking water.
Through collaboration with municipalities, landowners, and stakeholders, the department plays a
key role in balancing development needs with the long-term health and sustainability of the
watershed. - , .
n
U
The following programs and services are part of Mandatory Programs and Services
(Category 1).
• Hosted an outreach session with Real Estate Professionals.
• Provided input on over 350 planning submissions.
• Supported landowners and applicants through 100 pre -consultation meetings.
• Issued more than 260 permits to protect development from natural hazards.
• Updated internal systems, user forms, and policies to align with Ontario
Regulation 41/24, and drafted legislative updates for the Plan Review and
Regulations Policy.
• Expanded the Information Management System to include compliance files and
digitized 11,850 historic records, integrating them directly into the system to
improve access and efficiency.
• Demonstrated strong service performance in permit processing, with
consistently high approval efficiency and exceptional turnaround times
throughout the second half of thi
Page 30
15
A Vision f4"'r 2026
In 2026, the Planning and Development Services department envisions a streamlined, proactive
approach to supporting development within the watershed. By utilizing updated mapping,
ongoing staff training, and improved processes, the team will provide accurate, efficient, and
timely reviews of permit and planning applications, with a continued focus on compliance and
exceptional customer service.
The department will continue to assist municipalities in their development approvals, and
landowners who invest in their properties in an environmentally safe way. Through collaboration,
innovation, and a commitment to public safety, Planning and Development Services will ensure
that development aligns with the principles of safety, sustainability, and community well-being.
Key Deliverables
• Advance floodplain mapping with improved LiDAR data to enhance natural hazard
1 management and inform community planning.
• Support municipal partners by administering and enforcing Section 28 permitting and
compliance under the Conservation Authorities Act.
1 • Host a public consultation session to educate stakeholders on regulated area mapping, 1
source water, planning and permitting processes.
• Progress opportunities to assist local municipalities to enhance service delivery.
1 • Deliver a minimum of 95% success rate of meeting Client Service Standards for
Conservation Authority Plan and Permit Review timeframes.
1
I
-----------------------------------------00
Page 31
16
KAWARTHA CONSERVATION
2026 Budget
Budget Budget Budget
2025 2026 Variance
SOURCES OF REVENUE
Municipal Levy, Category 1
Planning Fees
TOTAL REVENUE
EXPENDITURES
Salaries, wages & benefits
Contracted services
Legal
Membership
Professional Development & Training
Professional services
Supplies and materials
Travel
TOTAL EXPENDITURES
$ 101,300 $ 151,152 $ 49,852
225,000 200,000 (25,000)
$ 326,300 $ 351,152 $ 24,852
$ 294,300 $
320,652 $ 26,352
5,000
5,000 -
10,000
10,000 -
1,000
- (1,000)
3,500
3,500 -
5,000
5,000 -
6,000
6,000 -
1,500
1,000 (500)
$ 326,300 $ 351,152 $ 24,852
Surplus/(Deficit) $ - $ - $ -
Page 32
17
KAWARTHA CONSERVATION
2026 Budget
Budget Budget Budget
2025 2026 Variance
SOURCES OF REVENUE
Municipal Levy, Category 1
Permits and Fees
Large Scale Fill
TOTAL REVENUE
EXPENDITURES
Salaries, wages & benefits
Contracted services
Legal
Membership
Professional Development & Training
Professional services
Supplies and materials
Travel
TOTAL EXPENDITURES
$ 104,350 $ 146,193 $ 41,843
232,500 210,000 (22,500)
10,000 10,000 -
$ 346,850 $ 366,193 $ 19,343
$ 329,100 $
348,443 $
19,343
5,000
5,000
-
2,500
-
(2,500)
250
-
(250)
2,000
2,000
-
-
2,500
2,500
6,000
6,250
250
2,000
2,000
-
$ 346,850 $ 366,193 $ 19,343
Surplus/(Deficit) $ - $ - $ -
Page 33
18
KAWARTHA CONSERVATION
2026 Budget
Budget
Budget
Budget
2025
2026
Variance
SOURCES OF REVENUE
Provincial Transfers
76,700
76,700
-
Deferred Drinking Water Source Protection
6,580
6,580
Employment Grants
5,000
-
(5,000)
TOTAL REVENUE
$ 81,700
$ 83,280
$ 1,580
EXPENDITURES
Salaries, wages & benefits
$ 69,400 $
70,980 $
1,580
Supplies and materials
4,400
4,400
-
Travel
500
300
(200)
Program administration
7,400
7,600
200
TOTAL EXPENDITURES
$ 81,700 $
83,280 $
1,580
Surplus/(Deficit)
$ - $
- $
-
Page 34
19
KAWARTHA CONSERVATION
2026 Budget
SOURCES OF REVENUE
Municipal Agreement
TOTAL REVENUE
*I 1 I0]1t11:1*•
Salaries, wages & benefits
Supplies and materials
Travel
Program administration
TOTAL EXPENDITURES
Budget Budget Budget
2025 2026 Variance
$ 60,000 $ 60,000 $ -
$ 60,000 $ 60,000 $ -
$ 52,300 $ 52,300 $ -
1,500 1,500 -
1,000 1,000 -
5,200 5,200 -
$ 60,000 $ 60,000 $ -
Surplus/(Deficit) $ - $ - $
Note: This budget is funded through a municipal agreement and is not considered part of the municipal levy for
the City of Kawartha Lakes.
Page 35 Z�
KAWARTHA CONSERVATION
2026 Budget
SOURCES OF REVENUE
Municipal Agreement
TOTAL REVENUE
EXPENDITURES
Salaries, wages & benefits
Contracted services
Program administration
Budget Budget Budget
2025 2026 Variance
$ - $ 17,309 $ 17,309
$ $ 17,309 $ 17,309
$ $ 10,043 $ 10,043
6,066 6,066
1,200 1,200
TOTAL EXPENDITURES
$
60,000
$ 17,309 $ 17,309
Surplus/(Deficit)
$
(60,000)
$ - $ -
Note: This budget is funded through a municipal agreement and is not considered part of the municipal levy for
the City of Kawartha Lakes.
Page 36
21
/ I 1 . ___-rT-
\
a.
F
Integrated Watershed Management
The Integrated Watershed Management department plays a vital role in protecting and improving
the health of our watershed. Through science, technology, and collaboration, the team monitors
environmental conditions, analyzes data, and develops strategies with our community to address
challenges like flooding, water quality, and climate change. From tracking water levels to planning
for a changing climate, Integrated Watershed Management's work helps ensure that our natural
resources remain healthy and sustainable for future generations. Their efforts support not just the
environment, but also the people and communities who depend on the watershed everyday.
�rl.�:m�rr.
The following programs and services are part of Mandatory Programs and Services (Category 1)
and Other Programs and Services (Category 3) and provide successes achieved in the past year.
General Operating Programs and Services
• Modernized day-to-day GIS operations by integrating automation, streamlining processes to
support more consistent, efficient, and service -focused delivery.
• Showcased our innovations in GIS at the annual Conservation Authorities Collaborative
Information Sessions.
• Completed a draft climate vulnerability assessment for the Kawartha watershed.
Local ivioniioring
• Sampled 15 urban stream sites for aquatic invertebrates, highlighting areas for improvement
through stormwater management.
• Completed biological sampling to determine water quality health as part of the Kawartha
Water Watch program.
• Deployed 32 water temperature data loggers on sensitive cold -water streams, identifying
vulnerabilities to climate change.
• Partnered with Fleming College's Consevatior.
Biology program to sample near shore fish
communities on Lake Scugog, helping to assess
habitat health, understand species presence, and
support long term monitoring of local aquatic
ecosystems.
Ontario Low Water Resnonse
• Initiated Low Water Response Team
in August, holding two meetings due
to Low water conditions experienced
across our watershed.
• Declared 3 Low Water Conditions
statements
``---------------------------------------�
Water nuality and ()uantity MnnitnrinLa
• Monitored water quality across 11 sites for the Provincial (Stream) Water Quality Monitoring
Network program and conducted groundwater sampling on 13 wells under Provincial Ground
Water Monitoring Network.
• Established a new logger site at the Nonquon River to begin continuous data collection,
including monthly groundwater readings and regular conductivity monitoring, improving our
understanding of local water conditions.
• Continued collaboration with Health Canada and Trent University on groundwater studies for
pesticides and microplastics.
Flnnrl nnrd \A/ter I PVPl Mnnitnrinr
• Issued 19 flood messaging statements, supporting proactive watershed safety.
• Activated two flood patrol crews in early April as portions of the watershed experienced
flooding, ensuring real time field verification, early detection of changing conditions, and
timely communication to municipal partners and the public.
• Installed a new real time weather station at Indian Point Provincial Park to improve localized
monitoring, strengthen forecasting capabilities, and support more accurate flood and low
water assessments across the watershed.
• Enhanced precipitation monitoring at one of our provincial groundwater monitoring wells.
• Ensured internal real-time precipitation and water levels dashboard remained current,
enhancing its content by adding surrounding stations outside our watershed to help with
predictive forecasting.
• Installed a new real-time flow station at Nonquon River.
• Conducted monthly flow discharge measurements at 4 locations across our watershed.
Special Projects
The following programs and services are a part of Municipal Programs and Services
(Category 2).
City of Kawartha Lakes Lake Management Implementation, Science
Erosion and Sediment ('nntrnl
• Continued to use drone technology to assess erosion on construction sites, improving water
quality running into lakes and streams.
• Provided erosion risk assessment mapping and conducted water quality and sediment
sampling to establish turbidity rating curves for two construction projects within Lindsay.
• Conducted 20 construction site inspections to ensure proponent led solutions are being used
to address deficiencies.
• Certified three staff for Certified Inspector of Sediment and Erosion Control (CISEC).
Page 39
24
Community SLici it -t
• Advanced community science with 28 volunteers collecting 140 nearshore water samples
from local lakes to track water quality, identify emerging issues early, and support long term
lake health monitoring.
• Implemented Lake Scugog as a new lake for nearshore water sampling.
• Established partnerships with Kawartha Lakes Stewards Association, Scugog Lake Stewards
and Balsam Lake Association, receiving $8,700 in grant funding to help support program.
Stormwater Management
• Initiated monitoring network along Albert Creek sampling multiple sites for nutrients, fecal
matter, salts and heavy metals.
• Conducted winter chloride sampling all outlets.
• Deployed an auto sampler at Albert Creek outlet to track water quality during rain events.
• Collected continuous hydrology and water quality data at Jennings, Distillery, Albert St.,
Sinister Creek and new site at Sucker's creek, identifying contamination sources and assessing
the Scugog River's sensitivity to stormwater inputs.
• Completed fish and aquatic plant sampling at 20 Scugog River locations for the Stormwater
Monitoring Program, providing data that tracks urban drainage impacts and supports
planning for future development in Lindsay.
Bobcaygeon Dam Project
• Established a collaborative partnership with Parks Canada and used drone imagery and
videography to map high quality habitats and support shared conservation priorities.
• Classified substrate habitat at the Bobcaygeon Dam into high, medium, and low quality to
better understand local habitat conditions.
• Conducted spawning walleye population estimates at easy to access locations.
• Profiled project through social media, receiving over 30,000 views.
• Gathered water quality data for dissolved oxygen, water temperature and water levels.
• Piloted a flow manipulation under low water conditions to better understand how controlled
changes affect habitat.
City of Kawartha Lakes Lake Health Monitoring
• Initiated year 1 of the project by focusing on Balsam, Cameron, Pigeon, Sturgeon, and the
north end of Lake Scugog, revisiting 12 lake sites and 14 tributary sites from previous Lake
Management Plans to update water quality data and track long term changes in watershed
health.
• Completed Shoreline survey on Sturgeon Lake in partnership with Parks Canada.
• Completed lake wide aquatic vegetation survey for Sturgeon Lake.
• Continuous water level logging at 4 hydrology sites.
• Developed an online dashboard to highlight key findings.
Page 40
25
Region of Durham - Lake Management Implementation Science
• Completed a video highlighting 20 years of monitoring Lake Scugog.
• Analyzed feedback from 2024 consultations and proposed a new study design for 2026 to
ensure the work reflects community input, improves data quality, and supports better
decision making.
• Deployed five new water level and water quality loggers in Lake Scugog, and 3 in Nonquon
River.
• Worked with Ontario Tech and Environment Canada to submit a research article to the
Canadian Water Resources Journal examining how water quality in the Lake Scugog
watershed has changed over the past 20 years and how land use and climate have influenced
those changes.
• Continued to work with Brock University on carbon and metals within Lake Scugog.
• Secured $33,400 in funding to support fish habitat rehabilitation in Lake Scugog.
Region of Durham - Watershed Planniti
• Conducted shoreline survey of Lake Scugog's shoreline, identifying key areas of ecological
importance and invasive species.
• Conducted lake wide aquatic vegetation survey for Lake Scugog.
• Updated ELC to 2024 spring imagery to community series mapping and undertook field
verification on satellite derived wetlands.
Page 41
26
A Vision ' - ?=026
With a focus on innovation, collaboration, and environmental stewardship, our 2026
initiatives aim to strengthen watershed health, engage the community, and build a
sustainable future for the Kawartha Lakes region.
Key Deliverables
The following deliverables are part of Mandatory Programs and Services (Category 1)
and Other Programs and Services (Category 3).
General Operating Programs and Services
• Launch an interactive ArcGIS online web app to make Integrated Watershed I
Management content more accessible and educational.
• Development of an Open Data Strategy to enhance transparency and data sharing.
• Enhance documentation on GIS operations by implementing process maps. I
• Finalize and publish a Climate Change Vulnerability Assessment.
I I
I I
Local Monitoring I
I I
• Sample 15 urban stream sites for aquatic invertebrates, highlighting areas for
improvement through stormwater management.
• Deploy 32 water temperature data loggers on sensitive cold -water streams, identifying
jvulnerabilities to climate change.
I I
I I
I I
Page 42
127
1
1
1
1 I
Water Quality and Quantity Monitoring 1
• 1 1
Monitor water quality across 11 sites for the Provincial (Stream) Water Quality I
1 Monitoring Network program and conducted groundwater sampling on 13 wells under
1 1
Provincial Ground Water Monitoring Network. 1
• Establish a new logger site and ensure high -frequency data collection with monthly
1 groundwater monitoring and bi-monthly conductivity logging. 1
1 I
1
Flonrl ar�d �/ater I PVPl Mnnitnrinu 1
1 1
1 • Continue daily monitoring of precipitation, water levels, and watershed conditions to
1 1
provide accurate flood forecasting.
• Upgrade Emily Creek Provincial Park weather station with new logger and all year- I
1 1
1 round precipitation gauge.
• Strengthen expertise through participation in Provincial and GTA Flood Forecasting
workshops.
1 • Continue to support over 50 volunteers for our Climate Change Action Program who
are helping to fill data gaps brought about by changing climates. 1
1
1 �
S. — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — -
Page 43
28
Key Deliverables Special Projects
The following deliverables are part of Municipal Programs and Services (Category 2).
1 I
City of Kawartha Lakes Health Monitoring 1
I • To administer collection of lake health data to provide critical information about the
ongoing state of the lakes and to monitor progress on the planning targets set out in
every Lake Management Plan. 1
• Track key indicators of lake health through water quality, nutrient loading, aquatic
plant and shoreline development characterization across priority tributaries and lakes,
1 including Canal and Mitchell, Head Lake, Four Mile, Shadow Lake and Dalrymple. 1
• Conduct comprehensive Shoreline and aquatic vegetation survey on Pigeon Lake.
• Incorporate key findings to the Lake Health Monitoring online dashboard 1
I • Dissemination of key findings through social media posts, media releases and annual
report.
1 I
City of Kawartha Lakes Lake Management Implementation, Science
Erosion and Sediment Control
I • Continue to track sediment and erosion risks with local developers to improve i
construction site runoff management.
• Conduct 20 construction site inspections to assess and enhance erosion control
imeasures while maintaining expertise by ensuring renewal of Inspectors of Sediment
and Erosion Control. Inspections will be performed by industry standard certified staff.
1 • Comprehensive review of erosion and control sediment guidelines at Kawartha I
I Conservation and consolidate guidelines with City of Kawartha Lakes. I
1 I
1 I
Stormwater Monitoring 1
1 • Continue to evaluate stormwater monitoring at five urban streams, leveraging loggers i
and autosamplers to track high -loading rain events.
• Evaluated 20 sites for fish and aquatic plants along the Scugog River to assess
iecosystem health, track changes over time, and support ongoing monitoring and
management efforts.
1 I
1 I
1 I
i 1
Page 44
I i 29
I
I I
1 I
1 I
1 I
Community Science 1
1 I
1 • Establish a new partnership with a watershed lake based association to strengthen
local collaboration, share data, and support community driven lake stewardship.
• Recruit up to 10 new community volunteers in nearshore water sampling across
1 I
priority lakes, sharing results through dashboards, reports, and social media.
1 I
1 I
Bobcaygeon Dam Project
• Collaborate with Parks Canada and partners to assess fish spawning habitat, water
1 I
flow, and wetland conditions downstream of the Bobcaygeon Dam.
• Map lake -bed conditions at provincially significant wetlands.
1 • Conduct spring Walleye Watch surveys and habitat assessments to identify I
opportunities for ecological improvement.
• Piloted flow manipulation and testing under high flow conditions, focusing on the
1 I
vortex that forms at the dam, to better understand how these currents influence
walleye spawning and local habitat conditions.
1 I
Region of Durham - Lake Management Implementation, Science
I I
I I
1 • Monitor water quality at 8 tributary and 6 lake sites for the Lake Scugog I
Environmental Management Plan to compare results with past data and identify
changes over time that support ongoing watershed planning.
1 I
1 • Implementation of 3 fish habitat improvement sites on Lake Scugog 1
1 I
Region of Durham - Lake Management Implementation,
I
Watershed Planning I
I I
• Use Drone Technologies to Map Shoreline Erosion and Fish Habitat on Lake
1 Scugog and fill in data gaps for unverified wetlands.
g g g p
1 I
1 I
1 I
1 I
I
'tee -----------------------------------------�
Page 45
30
KAWARTHA CONSERVATION
2026 Budget
Budget Budget Budget
2025 2026 Variance
SOURCES OF REVENUE
Municipal Levy, Category 1
Self Generated Revenues
TOTAL REVENUE
EXPENDITURES
Salaries, wages & benefits
Membership
Professional Development & Training
Supplies and materials
Travel
TOTAL EXPENDITURES
Surplus/(Deficit)
$ 226,049 $ 228,818 $ 2,769
500 500 -
$ 226,549 $ 229,318 $ 2,769
$ 202,449 $
206,718 $
4,269
2,500
2,500
-
2,000
2,300
300
18,900
16,600
(2,300)
700
1,200
500
$ 226,549 $ 229,318 $ 2,769
Page 46
31
KAWARTHA CONSERVATION
2026 Budget
SOURCES OF REVENUE
Municipal Levy, Category 1
TOTAL REVENUE
Salaries, wages & benefits
Equipment
Professional Development & Training
Supplies and materials
Travel
TOTAL EXPENDITURES
Budget Budget Budget
2025 2026 Variance
$ 55,150 $ 52,841 $ (2,309)
$ 55,150 $ 52,841 $ (2,309)
$ 46,200 $
40,241 $
(5,959)
3,750
5,700
1,950
600
600
-
1,250
1,200
(50)
3,350
5,100
1,750
$ 55,150 $ 52,841 $ (2,309)
Surplus/(Deficit) $ - $ - $ -
Page 47
32
KAWARTHA CONSERVATION
2026 Budget
Budget Budget Budget
2025 2026 Variance
SOURCES OF REVENUE
Municipal Levy, Category 1
Provincial Transfers
TOTAL REVENUE
EXPENDITURES
Salaries, wages & benefits
Equipment
Ontario Low Water Response
Professional Development & Training
Supplies and materials
Travel
TOTAL EXPENDITURES
$ 78,200 $ 78,788 $ 588
24,600 24,600 -
$ 102,800 $ 103,388 $ 588
$ 93,100 $
87,588 $
(5,512)
2,800
5,200
2,400
-
200
200
1,500
900
(600)
2,200
1,900
(300)
3,200
7,600
4,400
$ 102,800 $ 103,388 $ 588
Surplus/(Deficit) $ - $ - $ -
Page 48
33
KAWARTHA CONSERVATION
2026 Budget
Budget Budget Budget
2025 2026 Variance
SOURCES OF REVENUE
Municipal Levy, Category 3
Self Generated Revenues
TOTAL REVENUE
EXPENDITURES
Salaries, wages & benefits
Equipment
Laboratory Fees
Professional Development & Training
Supplies and materials
Travel
Program administration
TOTAL EXPENDITURES
$ 52,000 $ 59,289 $ 7,289
300 300 -
$ 52,300 $ 59,589 $ 7,289
$ 35,900 $
43,889 $
7,989
1,000
1,000
-
-
2,500
2,500
2,000
2,000
-
5,000
2,500
(2,500)
3,600
2,300
(1,300)
4,800
5,400
600
$ 52,300 $ 59,589 $ 7,289
Surplus/(Deficit) $ - $ - $ -
Page 49
34
Budget Budget Budget
2025 2026 Variance
Science
SOURCES OF REVENUE
Municipal Levy, Category 2
Municipal Levy, Category 2, Deferred
Municipal Agreement
Employment Grants
Federal Grants
Other Grants
Self Generated Revenues
TOTAL REVENUE
EXPENDITURES
Salaries, wages & benefits
Equipment
Laboratory Fees
Professional Development &Training
Supplies and materials
Travel
Program administration
TOTAL EXPENDITURES
121,784
155,200
33,416
57,966
42,871
(15,095)
32,100
32,100
5,000
-
(5,000)
15,000
-
(15,000)
40,000
-
(40,000)
12,200
12,200
$ 239,750 $ 242,371 $ 2,621
$ 111,350 $
12,100
79,420
9,600
5,480
21,800
126,671 $ 15,321
8,800
(3,300)
66,300
(13,120)
1,200
1,200
4,300
(5,300)
9,100
3,620
26,000
4,200
$ 239,750 $ 242,371 $ 2,621
Surplus/(Deficit) $ - $ - $ -
Page 50
35
KAWARTHA CONSERVATION
2026 Budget
Budget Budget Budget
2025 2026 Variance
SOURCES OF REVENUE
Municipal Levy, Category 2
$ 80,000 $
82,000 $
2,000
Municipal Levy, Category 2, Deferred
15,700
18,827
3,127
Employment Grants
2,500
2,500
TOTAL REVENUE
$ 95,700 $
103,327 $
7,627
EXPENDITURES
Salaries, wages & benefits
$ 61,000 $
61,427 $
427
Equipment
5,250
4,900
(350)
Laboratory Fees
14,400
18,000
3,600
Supplies and materials
1,700
1,900
200
Travel
4,650
6,000
1,350
Program administration
8,700
11,100
2,400
TOTAL EXPENDITURES
$
95,700 $
103,327 $ 7,627
Surplus/(Deficit)
$
- $
- $ -
Page 51
36
Budget Budget Budget
2025 2026 Variance
SOURCES OF REVENUE
Municipal Levy, Category 2
Municipal Levy, Category 2, Deferred
Municipal Agreement
Employment Grants
$ 85,900 $ 87,100 $ 1,200
23,800 28,764 4,964
40,000 - (40,000)
5,000 2,500 (2,500)
TOTAL REVENUE $ 154,700 $ 118,364 $ (36,336)
EXPENDITURES
Salaries, wages & benefits
$ 34,700 $
37,564 $
2,864
Equipment
13,250
15,600
2,350
Laboratory Fees
14,900
44,700
29,800
Professional services
2,000
-
(2,000)
Supplies and materials
1,500
3,400
1,900
Travel
2,950
4,400
1,450
Lake Scugog Enhancement Project
71,300
-
(71,300)
Program administration
14,100
12,700
(1,400)
TOTAL EXPENDITURES
$ 154,700 $
118,364 $
(36,336)
Surplus/(Deficit)
$ - $
- $
-
Page 52
37
KAWARTHA CONSERVATION
2026 Budget
SOURCES OF REVENUE
Municipal Levy, Category 2
TOTAL REVENUE
*l 1 I0]1t11:1*•
Salaries, wages & benefits
Equipment
Supplies and materials
Travel
Program administration
TOTAL EXPENDITURES
Budget Budget Budget
2025 2026 Variance
$ 30,400 $ 32,805 $ 2,405
$ 30,400 $ 32,805 $ 2,405
$ 22,900 $
26,305 $
3,405
3,000
1,500
(1,500)
500
500
-
1,200
1,000
(200)
2,800
3,500
700
$ 30,400 $ 32,805 $ 2,405
Surplus/(Deficit) $ - $ - $ -
Page 53 19
,IiIi- i,
___ Ij't
, ______ - I.
'kII
c_- _K;`�a' �f..:s s- .......t _,- sue l- ice► •��
Stewarship ancConservation Land
The Conservation Lands and Stewardship departments work together to protect and
enhance Kawartha Conservation's properties and natural resources, creating vibrant,
accessible, and ecologically healthy spaces for the community. By maintaining trails and
facilities, promoting outdoor recreation, and fostering environmental stewardship on
public and private lands, these teams inspire connections with nature while supporting
stormwater management, biodiversity and habitat restoration. Through initiatives like tree
planting, waterfront naturalization, and landowner and community grants, our team
empowers individuals and communities to take action, improving water quality and climate
resilience across our watershed. By balancing public access with environmental protection,
they play a vital role in ensuring the long-term health of our natural resources and
deepening the bond between people and thM t iral world.
I X�1961 M. rm"01 rre
The following deliverables are part of Municipal Programs and Services (Category 2).
Conservation Areas
• Responded to severe ice storm damage across all properties and completed major repairs,
including replacing 70 feet of the floating marsh boardwalk and installing 2,500 feet of fencing
to secure Tuck'd Away Trail Conservation Area.
• Relaunched The Talking Forest Trail App and installed updated trail signage at Windy Ridge
Conservation Area to enhance visitor experiences, and introduced new Ken Reid Conservation
Area merchandise to support visitor engagement.
• Hosted more than 40 lands management professionals from across Ontario for the annual
Conservation Areas Workshop at Ken Reid Conservation Area, showcasing our work,
innovations, and on the ground approaches to conservation area management.
• Achieved 94 days of facility rentals through 18 unique bookings, providing a welcoming place
for people togather, celebrate milestones, and create lasting memories through weddings,
p p g g,
private events, and educational programs.
Fleetwood creek Natural Area
• Cleared extensive ice storm damage and hosted a wedding at the Valley Trail lookout.
• Partnered with the Ontario Heritage Trust to install parking lot activity sensors,
improving how we monitor use and manage parking areas.
-------
__ A
1 �
1 -
1 a�'
1 -
� � 1
♦-- �_
I .i.
k !
e 55'�
Durham East Cross Forest
• Worked with Hydro One to streamline their operations for the Durham Kawartha Hydro
project on our property, ensuring clear access and coordinated use of the site.
• Advanced major restoration work by planting 120 large caliper trees and 1,500 native plants
and shrubs to help restore historically degraded habitat and support long term ecosystem
recovery.
• In partnership with Canadian Trees for Life, Landscape Ontario Durham Chapter, and the
Greenbelt Foundation, established a Tiny Forest demonstration site using the Miyawaki
planting method, dedicated to local heroes.
• Installed new gates and collaborated with Durham Regional Police Services to address illegal
access and enhance property protection.
Education and Outreach
• Engaged more than 440 children in educational programming and over 2,000 community
members through Christmas at Ken Reid and Illuminated Forest, supported by $14,000 in
grants and over $5,000 in sponsorship revenue.
• Secured $6,337 from the Greenbelt Foundation to host five free guided hikes for 110
participants celebrating the Greenbelt's 20th anniversary.
• Delivered seven forest therapy walks (corporate and community) promoting mental wellness
and connection to nature.
• Expanded our Innovation Hub by hosting four training sessions, including two Ontario Building
Code Part 8 courses generating $12,800 in revenue and two Ontario Biomonitoring Network
certification sessions attended by 17 participants.
-`------ -------
Page 56
41
Stewardship
The following programs and services are a part of Municipal Programs and Services
(Category 2).
Region of Durham Lake Management Implementation and
Stewardship
• Delivered seven on -the -ground water quality improvement projects through $20,000 in
landowner and community grants, leveraging $65,900 in additional investment for well
decommissions, septic upgrades, manure management, and waterfront naturalization.
• Secured $10,199 from the Invasive Species Action Fund to control a 712 mz Japanese
Knotweed infestation in Port Perry and led community education to prevent further spread.
• Obtained $27,500 through the Resilient Agricultural Landscapes Program (RALP) to
implement two ecological restoration projects, including a 225 -tree shelterbelt and seven
pollinator strips adjacent to active farmland.
• Maintained and monitored the Port Perry Bioretention Demonstration Site to support urban
stormwater management and public awareness.
Joint Project - Forestry and Tree Planting Stewardship
• Planted 34,144 trees across the watershed, restoring 30.5 ha of forest and sequestering an
estimated 201.5 tonnes of carbon.
• Raised over $137,000 in grants and self -generated revenue and hosted two community tree -
planting events involving 60+ youth and volunteers in hands-on environmental action.
City of Kawartha Lakes Lake Management Implementation ana
Stewardship 4
• Awarded $68,500 in community and landowner grants, leveraging $249,000 in matching
investment to complete 23 water quality improvement projects, including agricultural BMPs,
naturalizations, and septic upgrades.
• Engaged 210 landowners through free site consultations and presented at 21 community
events, reaching 760 participants with stewardship education and restoration skills.
• Restored 1,083 ft of shoreline, sold 2,163 native plants, and implemented three agricultural
BMP projects improving soil health and water quality under the Talbot River Healthy ;
Environment Initiative.
• Raised $250,000 in external grants to expand stewardship programming and launched ALUS
Kawarthas Peterborough Northumberland, supporting farmers in implementing ecological
restoration projects on marginal farmland through per -acre payments.
• Engaged the public through high -visibility outreach at the East Central Farm Show, Kawartha
Country Living Show, and Lindsay Exhibitwage 57 :�
------- 42
A Vision' - 2026
In 2026, our Stewardship and Conservation Lands departments aim to leverage the
capacity we built in 2025 to build out our programming by engaging more community
members in the protection and enhancement of our natural environment and conservation
lands. The team will see its greatest variety of programs and services, including more
support for local farms, stronger tree planting programs, re -opened and protected trails
and improved access to our conservation areas. By offering more ways for people to enjoy
nature and take part in hands-on stewardship, we hope to strengthen their connection to
the land. Together, our work will help protect healthy ecosystems, support vibrant
communities, and ensure that our natural spaces can be enjoyed for years to come.
Key Deliverables
The following deliverables are part of Mandatory Programs and Services (Category 1) and Other
Programs and Services (Category 3).
1 Education and Outreach I
I I
1 • Engage over 3,000 participants through community festivals, educational programs,
1 I
and guided nature experiences, including Kawartha Fall Fest, Christmas at Ken Reid, I
1 and the Illuminated Forest. I
1 I
I • Deliver 10 guided summer hikes, 7 community, and 5 corporate forest therapy walks
1 I
to support mental wellness, community connection, and team building. I
1 • Provide educational sessions for 300 children and expand partnerships with schools
and community groups to foster environmental literacy. g P I
• Host five Innovation Hub training sessions, including Ontario Building Code Part 8 and
1 OBBN Certification courses, supporting local workforce development and generating II
self-sustaining revenue. 1
Page 58
1
Region of n',rham Lake Management Implementation & Stewardship
• Award $20,000 in landowner and community grants to advance local water quality
improvement projects.
• Secure funding to rehabilitate the Port Perry Bioretention Demonstration Site in partnership
with the Township of Scugog Public Works.
• Deliver the third year of Japanese Knotweed Control in Port Perry, paired with ongoing
community education.
• Collaborate with Durham Region and partner Conservation Authorities to implement farm -
based ecological restoration projects that improve soil and water quality.
Conservation Areas
• Complete major infrastructure improvements, including reopening the Point Loop Trail and
repairing boardwalks at Ken Reid and Pigeon River Headwaters Conservation Areas.
• Upgrade Ken Reid's Outdoor Classroom to enhance environmental learning opportunities.
• Improve visitor experience and accessibility through trail rerouting, new footbridges, and
infrastructure upgrades.
• Host the official opening of Tuck'd Away Trail Conservation Area as a new public natural
space.
Durham East Cross Forest
• Develop new Talking Forest Trail content highlighting restoration and Tiny Forest projects.
• Install a Wind Phone and commemorative bench in the Tiny Forest Site to encourage
reflection and visitor engagement.
Joint Project — Forestry and Tree Planting Stewardship
• Plant 46,000 trees across the watershed, restoring habitat and sequestering an estimated 330
tonnes of carbon.
• Raise over $170,000 in grants and self -generated revenue to support large-scale restoration
and carbon sequestration efforts.
Page 59
I
1
1
1
1 1
City of Kawartha Lakes Lake Management Implementation and
1 StPwardshin
1 1
• Award $70,000 in community and landowner grants and leverage over $400,000 in 1
1 matching contributions for water quality, soil health, and restoration projects.
1
• Engage 3,500+ residents through site visits, workshops, and events, including the State
of the Lakes Symposium, LID Information Night, and Agricultural Open House. 1
1 1
1 • Implement five agricultural BMP demonstration projects in the Upper Talbot River
1 Subwatershed and restore 500 m of stream bank. 1
1
1 • Enhance 20 acres of marginal farmland through ALUS Kawarthas Peterborough j
Northumberland while launching 3-5 Low Impact Development projects with City of
p p p j
1 Kawartha Lakes and RBC funding. 1
1 1
1 • Support private restoration by selling 3,000 native plants and providing technical 1
1 assistance to landowners across the watershed. 1
1 I
------------------------------------------i
0
U - -4 W
KAWARTHA CONSERVATION
2026 Budget
Budget Budget Budget
2025 2026 Variance
SOURCES OF REVENUE
Municipal Levy, Category 1
Employment Grants
Reserve Funds
Self Generated Revenues
TOTAL REVENUE
EXPENDITURES
Salaries, wages & benefits
Advertising and Communications
Equipment
Infrastructure maintenance and repairs
Professional Development & Training
Property Taxes
Road and parking lot maintenance
Supplies and materials
Travel
Utilities
TOTAL EXPENDITURES
Surplus/(Deficit)
$ 295,300 $ 305,826 $ 10,526
20,000 10,000 (10,000)
12,850 (12,850)
49,000 49,000 -
$ 377,150 $ 364,826 $ (12,324)
$ 286,000 $
273,276 $
(12,724)
6,000
4,000
(2,000)
7,400
7,500
100
13,850
16,900
3,050
1,500
1,500
-
2,600
3,000
400
28,500
27,250
(1,250)
21,100
19,500
(1,600)
5,100
5,900
800
5,100
6,000
900
$ 377,150 $ 364,826 $ (12,324)
Page 61
46
KAWARTHA CONSERVATION
2026 Budget
Budget Budget Budget
2025 2026 Variance
SOURCES OF REVENUE
Municipal Levy, Category 1
Municipal Levy, Category 1, Deferred
Federal Grants
Self Generated Revenues
TOTAL REVENUE
EXPENDITURES
Salaries, wages & benefits
Advertising and Communications
Contracted services
Equipment
Infrastructure maintenance and repairs
Professional Development & Training
Property Taxes
Road and parking lot maintenance
Supplies and materials
Travel
Utilities
Program administration
Amortization of tangible capital assets
Gain/loss on disposal of capital assets
TOTAL EXPENDITURES
Surplus/(Deficit)
$ 108,300 $ 111,000 $ 2,700
26,400 27,140 740
78,300 - (78,300)
300 300 -
$ 213,300 $ 138,440 $ (74,860)
$ 100,100 $
1,100
21,000
6,400
12,000
3,000
6,000
3,000
37,300
3,400
600
19,400
83,040 $
(17,060)
1,100
-
-
(21,000)
900
(5,500)
12,000
-
3,000
-
6,000
-
3,000
-
9,800
(27,500)
4,000
600
800
200
14,800
(4,600)
$ 213,300 $ 138,440 $ (74,860)
Page 62
47
KAWARTHA CONSERVATION
2026 Budget
Budget Budget Budget
2025 2026 Variance
SOURCES OF REVENUE
Municipal Levy, Category 3
Other Grants
Self Generated Revenues
TOTAL REVENUE
$
$
13,850
117,800
131,650
$
$
15,806
31,250
68,900
115,956
$
$
1,956
31,250
(48,900)
(15,694)
EXPENDITURES
Salaries, wages & benefits
$
65,900
$
58,556
$
(7,344)
Advertising and Communications
1,950
500
(1,450)
Contracted services
-
24,000
24,000
Equipment
1,500
100
(1,400)
Professional services
31,700
14,500
(17,200)
Supplies and materials
18,100
5,500
(12,600)
Travel
500
400
(100)
Program administration
12,000
12,400
400
TOTAL EXPENDITURES
$
131,650
$
115,956
$
(15,694)
Surplus/(Deficit)
$
-
$
-
$
-
Page 63
48
KAWARTHA CONSERVATION
2026 Budget
SOURCES OF REVENUE
Self Generated Revenues
TOTAL REVENUE
EXPENDITURES
Salaries, wages & benefits
Equipment
Supplies and materials
Travel
Program administration
TOTAL EXPENDITURES
Budget Budget Budget
2025 2026 Variance
$ 8,850 $ 9,457 $ 607
$ 8,850 $ 9,457 $ 607
$ 7,600 $
7,657 $
57
150
200
50
-
200
200
300
400
100
800
1,000
200
$ 8,850 $ 9,457 $ 607
Surplus/(Deficit) $ - $ - $ -
Page 64
49
KAWARTHA CONSERVATION
2026 Budget
Budget Budget Budget
2025 2026 Variance
SOURCES OF REVENUE
Self Generated Revenues
TOTAL REVENUE
EXPENDITURES
Salaries, wages & benefits
Equipment
Supplies and materials
Travel
Program administration
TOTAL EXPENDITURES
$ 9,300 $ 2,811 $ (6,489)
$ 9,300 $ 2,811 $ (6,489)
$ 7,000 $
1,611 $
(5,389)
500
500
-
180
200
20
420
150
(270)
1,200
350
(850)
$ 9,300 $ 2,811 $ (6,489)
Surplus/(Deficit) $ - $ - $ -
Page 65
50
KAWARTHA CONSERVATION
2026 Budget
Budget
Stewardship 2025
Budget Budget
2026 Variance
SOURCES OF REVENUE
Municipal Levy, Category 2
Municipal Levy, Category 2, Deferred
Provincial Grants
Other Grants
Self Generated Revenues
TOTAL REVENUE
EXPENDITURES
Salaries, wages & benefits
Stipends
Advertising and Communications
Contracted services
Cost of sales
Equipment
Landowner Grants
Professional Development & Training
Professional services
Supplies and materials
Travel
Program administration
TOTAL EXPENDITURES
$ 236,060 $
242,000 $
5,940
58,690
34,287
(24,403)
-
118,000
118,000
39,500
294,400
254,900
17,000
17,900
900
$ 351,250 $ 706,587 $ 355,337
$ 147,900 $
264,087 $
116,187
2,000
2,000
2,400
6,000
3,600
70,000
182,500
112,500
15,000
15,500
500
50
500
450
70,000
105,000
35,000
1,000
1,000
5,000
5,000
9,300
39,000
29,700
4,700
10,300
5,600
31,900
75,700
43,800
$ 351,250 $ 706,587 $ 355,337
Surplus/(Deficit) $ - $ - $ -
Page 66
51
KAWARTHA CONSERVATION
2026 Budget
Budget Budget Budget
2025 2026 Variance
SOURCES OF REVENUE
Municipal Levy, Category 2
$ 73,350 $
79,800 $
6,450
Municipal Agreement
18,000
-
(18,000)
Other Grants
134,500
91,100
(43,400)
Self Generated Revenues
65,000
75,249
10,249
TOTAL REVENUE
$ 290,850 $
246,149 $
(44,701)
EXPENDITURES
Salaries, wages & benefits
$ 93,300 $
88,449 $
(4,851)
Advertising and Communications
3,250
2,600
(650)
Contracted services
82,000
44,700
(37,300)
Cost of sales
28,000
30,000
2,000
Professional Development & Training
-
1,000
1,000
Supplies and materials
54,900
49,000
(5,900)
Travel
3,000
4,000
1,000
Program administration
26,400
26,400
-
TOTAL EXPENDITURES
$ 290,850 $
246,149 $
(44,701)
Surplus/(Deficit)
$ - $
- $
-
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52
KAWARTHA CONSERVATION
2026 Budget
Budget
Stewardship 2025
Budget Budget
2026 Variance
SOURCES OF REVENUE
Municipal Levy, Category 2 $ 62,400 $
Municipal Agreement 6,450
TOTAL REVENUE
EXPENDITURES
Salaries, wages & benefits
Advertising and Communications
Landowner Grants
Professional Development &Training
Supplies and materials
Travel
Program administration
65,071 $ 2,671
9,900 3,450
$ 68,850 $ 74,971 $ 6,121
$ 38,500 $
42,871 $
4,371
1,000
200
(800)
20,000
20,000
-
500
500
-
1,800
2,400
600
750
1,000
250
6,300
8,000
1,700
TOTAL EXPENDITURES
$
68,850 $
74,971 $ 6,121
Surplus/(Deficit)
$
- $
- $ -
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53
Corporate Services
The Corporate Services department is the foundation of Kawartha Conservation, providing
essential support to ensure the organization operates effectively and efficiently. From
managing infrastructure and technology to overseeing financial systems and governance,
the team plays a critical role in enabling the success of programs and services across all
departments. By prioritizing innovation, resilience, and sustainability, Corporate Services
ensures that the organization remains adaptable to changing needs while maintaining a
commitment to fiscal responsibility and operational excellence. Their work supports a
thriving, future -focused organization that serves the watershed and its communities.
1)UM1941:ml1rr.
The following programs and services are essential general expenses required to run the
organization, support its offerings, and highlight successes achieved in the past year.
• Modernized technology infrastructure by updating digital infrastructure, deploying remote
support software, and replacing end -of -life equipment with a next -generation firewall to
enhance cybersecurity and network performance.
• Improved organizational resilience with the start of the back-up generator installation (full
implementation expected by early 2026).
• Developed a two-year implementation plan for Microsoft InTune and M365 E5 Security and
Compliance to strengthen data protection and system management.
• Enhanced field and safety operations through automated drone video capture for shoreline
surveys, reducing risk and improving data efficiency.
• Continued focus on workplace safety and service excellence through regular inspections, JHSC
meetings, and prioritized permitting for compassionate cases.
• Advanced staff skills and organizational
capacity with completion of multiple micro -
credentials in finance, fundraising, volunteer
management, digital marketin , and grn
writing, along with participation in sect(
specific professional training and techn(
webinars.
Li
J
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55
A Vision for 2026
In 2026, the Corporate Services department envisions a streamlined, innovative, and
resilient organization that supports the delivery of exceptional programs and services. By
prioritizing infrastructure upgrades, enhancing cybersecurity, and improving operational
efficiency, the department will ensure that Kawartha Conservation remains adaptable to
evolving needs. Through strategic investments in technology, facilities, and processes,
Corporate Services will empower staff, strengthen organizational capacity, and maintain a
commitment to sustainability and fiscal responsibility.
Key Deliverables
The following deliverables are part of general expenses required to run the
organization, and benefit the programs and services offered by the organization.
-----------------------------------------
!�♦
• Strengthen financial governance by refining reporting processes to ensure accuracy,
transparency, and compliance with legislative standards.
• Implement Phase 2 of the 10 -Year Asset Management Plan to support long-term
infrastructure sustainability and strategic investment planning.
• Enhance cybersecurity through expanded backup systems, ransomware recovery
protocols, and deployment of InTune for secure, efficient device management.
• Foster a culture of continuous improvement by delivering professional development
opportunities that build staff capacity and service excellence.
• Assess organizational and operational transition requirements related to the Ontario
Provincial Watershed Agency initiative to ensure proactive readiness and alignment.
S.
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56
KAWARTHA CONSERVATION
2026 Budget
Budget Budget Budget
2025 2026 Variance
SOURCES OF REVENUE
Municipal Levy, Category 1
Interest income
TOTAL REVENUE
EXPENDITURES
Salaries, wages & benefits
Stipends
Administration and Overhead (Schedule A)
Advertising and Communications
Board of Directors & Governance
Professional Development & Training
Professional services
Supplies and materials
Travel
Program administration, cost recovery
TOTAL EXPENDITURES
Surplus/(Deficit)
$ 876,000 $ 834,400 $ (41,600)
70,000 70,000 -
$ 946,000 $ 904,400 $ (41,600)
$ 798,100 $
791,850 $ (6,250)
254,350
267,550 13,200
1,500
1,500 -
7,050
7,050 -
6,500
6,500 -
10,000
10,000 -
30,300
30,300 -
1,000
1,000 -
(162,800)
(211,350) (48,550)
$ 946,000 $ 904,400 $ (41,600)
Page 72 �/
KAWARTHA CONSERVATION
2026 Budget
EXPENDITURES
Administration building utilities
Administration building maintenance
Office equipment leases and maintenance
Telephone & internet
Audit & legal
Banking & administration fees
Insurance
Website hosting, licenses, ecommerce
Conservation Ontario membership
Information Technology & Corporate Software
Human Resources & Safety
TOTAL EXPENDITURES
Budget
2025
Budget
2026
Budget
Variance
$ 13,000
$ 13,000
$ -
33,500
34,500
1,000
3,000
3,000
-
14,200
14,200
-
35,300
37,300
2,000
3,600
3,600
-
60,000
65,000
5,000
9,000
9,000
-
26,300
26,500
200
45,000
50,000
5,000
11,450
11,450
-
$ 254,350 $ 267,550 $ 13,200
Page 73
58
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General Benefiting Project
The initiatives in this section outline projects that provide broad value across all participating
municipalities, supported through a levy apportioned by the Modified Current Value Assessment
(MCVA) method. These projects align with Kawartha Conservation's strategic goals and long-term
sustainability objectives.
2026 Budget Highlights
Environmental Monitoring Strategy Implementation (Year 4 of 10)
Budget: $25,000
Continuing the phased rollout of the Environmental Monitoring Strategy, this initiative
supports critical data collection and analysis to guide decision -making for natural hazard
management and watershed health. Infrastructure upgrades to real-time capabilities will continue
to be our focus in 2026, modernizing our weather stations to be consistent across our network.
Asset Management Plan Implementation (Year 2 of 10)
Budget: $51,200
Initiating the second phase of a long-term Asset Management Plan, this initiative establishes a
foundation for sustainable funding and consistent levy contributions, ensuring Kawartha
Conservation's infrastructure and resources are effectively managed for the future.
Information Technology (Year 1 of 2)
Budget: $15,000
Implementation of a two year plan for Microsoft InTune and M365 E5 Security and Compliance,
including the deployment of InTune for secure, efficient device management and strengthened
data protection.
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60
Key Changes
The Climate Change project, funded at $15,000 in 2025, has been postponed and removed from the
2026 budget as the deliverables associated with this project will be completed with full funding
from project partner. Climate change will be reintroduced into general benefitting once the project
partner delivers the report outlining future actions to be taken.
The total budget for General Benefitting Projects increased from $65,600 in 2025 to $91,200 in
2026, reflecting new priorities and ongoing strategic commitments.
Municipal Contributions (2026 Levy Apportionment)
City of Kawartha Lakes: $53,897 (59.1%)
Region of Durham: $33,152 (36.3%)
Municipality of Trent Lakes: $3,799 (4.2%)
Township of Cavan Monaghan: $252 (0.4%)
These contributions support projects that enhance shared environmental stewardship,
infrastructure management, and community well-being, ensuring equitable distribution of costs
among participating municipalities.
Page 76
61
KAWARTHA CONSERVATION
2026 Budget
Budget Budget Budget
Project Category 2025 2026 Variance
Information Technology (Year 1/2)
Mandatory P&S
$ 15,000
$ 15,000
$ -
Environmental Monitoring Strategy Implementation (Year4/10)
Other P&S
25,000
25,000
Asset Management Plan Implementation (Year 2/10)
Mandatory P&S
25,600
51,200
25,600
TOTAL REVENUE
65,600 $ 91,200 $
•III
City of Kawartha Lakes
1 .
/
ii1
59.0978 $
38,770
1
$ 53,897 I $
15,127
Region of Durham
36.3506
23,822
33,152 I
9,330
Municipality of Trent Lakes
4.1658
2,756
3,799 I
1,043
Township of Cavan Monaghan
0.3858
252
352 I
100
Total
100 $
65,600
$ 91,200 $
25,600
Page 77
62