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Home My WebLink About2026-04-24 Electronic Council Communications Information Package Date:April 24, 2026 Time:12:00 PM Location:ECCIP is an information package and not a meeting. Description: An ECCIP is an electronic package containing correspondence received by Staff for Council's information. This is not a meeting of Council or Committee. Alternate Format: If this information is required in an alternate format, please contact the Accessibility Coordinator, at 905-623-3379 ext. 2131. Members of Council: In accordance with the Procedural By-law, please advise the Municipal Clerk at clerks@clarington.net, if you would like to include one of these items on the next regular agenda of the appropriate Standing Committee, along with the proposed resolution for disposition of the matter. Items will be added to the agenda if the Municipal Clerk is advised by Thursday at noon the two weeks prior to the appropriate meeting, otherwise the item will be included on the agenda for the next regularly scheduled meeting of the applicable Committee. Members of the Public: can speak to an ECCIP item as a delegation. If you would like to be a delegation at a meeting, please visit the Clarington website. Pages 1.Region of Durham Correspondence 2.Durham Municipalities Correspondence 2.1 Town of Ajax - Criminal Exploitation of Minors for Organized Crime - April 21, 2026 3 2.2 Town of Ajax - Funding Certainty for Organizations Supporting the Black Community - April 21, 2026 6 3.Other Municipalities Correspondence 3.1 City of Sudbury - Special Economic Zone -Northern Ontario municipalities - April 1, 2026 8 4.Provincial / Federal Government and their Agency Correspondence 5.Miscellaneous Correspondence 5.1 Kawartha Region Conservation Authority Financial Statements for the year ended December 31, 2025 10 5.2 Minutes from the Orono Business Improvement Area meeting dated March 27, 2026 36 5.3 Canadian Pacific Kansas City Railway - 2026 Vegetation Control Program - April 3, 2026 43 5.4 Municipal Engineers Association - Comments and Concerns regarding Ontario Provincial Standards Harmonization - April 10, 2026 45 5.5 GFL Environmental - Notice of Spreading of Biosolids - April 20, 2026 56 5.6 Durham Regional Police Service Board - Response to Endorsement of DRART Correspondence - April 21, 2026 57 April 24, 2026 Electronic Council Communications Information Package (ECCIP) Page 2 TOWN OF AJAX 65 Harwood Avenue South Ajax ON L1S 3S9 www.ajax.ca _______________________________________________________________________________ Durham Regional Police Services Board 605 Rossland Road East Box 911 Whitby, Ontario, L1N 0B8 alongo@drps.ca Sent by E-Mail April 21, 2026 Re: Criminal Exploitation of Minors for Organized Crime The following resolution was passed by Ajax Town Council at its meeting held April 20, 2026: Whereas organized theft, vehicle tracking, and related criminal activities are increasing across Ontario communities, placing residents, businesses, and vulnerable youth at heightened risk; and, Whereas police services and community advocates have identified a troubling pattern of adults recruiting, coercing, or manipulating minors into participating in OT (“out of town”) activities, including tracking, surveillance, transportation of stolen goods, and organized retail theft; and, Whereas this pattern is directly connected to the broader crisis highlighted in Missing Black Boys, where vulnerable youth, particularly Black youth, are targeted, isolated, exploited, and placed in situations of significant danger; and, Whereas Bill C-14 strengthens bail and sentencing provisions for violent and organized offences, including motor vehicle theft and extortion, but does not address the criminal exploitation of minors for organized property crime, nor does it create specific offences or aggravating factors for adults who involve youth in such activities; and, Whereas youth who are exploited by adults for OT tracking or organized theft may become key witnesses in criminal proceedings, and these minors face significant risks of retaliation, stigma, and public exposure if required to testify without enhanced privacy protections; and, Whereas current federal legislation does not explicitly guarantee closed court testimony, automatic publication bans, or YCJA equivalent privacy protections for Page 3 minors who are witnesses, rather than offenders, in cases involving organized property crime or criminal exploitation; and, Whereas municipalities have a responsibility to advocate for community safety, youth protection, and upstream prevention, particularly where legislative gaps place vulnerable young people at risk. Therefore, be it resolved: 1. That the Town of Ajax call on the Government of Canada to: a) Amend the Criminal Code to create a specific offence for adults who recruit, coerce, exploit, or use minors in organized theft, tracking, surveillance, or related criminal activities. b) Establish aggravating sentencing factors for any adult convicted of an offence involving the criminal exploitation of a minor in organized property crime. c) Expand reverse-onus bail provisions to include adults charged with offences involving the recruitment or exploitation of minors for organized theft or tracking. d) Strengthen federal legislation to ensure that minors who are exploited by adults and required to testify in criminal proceedings have access to: • Closed-court testimony • Automatic publication bans, and • Enhanced privacy protections equivalent to those provided under the Youth Criminal Justice Act. 2. That the Town of Ajax call on the Province of Ontario to: a) Increase funding and resources for police services to investigate organized theft, youth recruitment, and criminal exploitation. b) Expand youth prevention, diversion, and early-intervention programs in partnership with school boards, community agencies, and culturally specific organizations. c) Improve data collection, inter-agency coordination, and community-based supports to better identify and prevent youth recruitment into organized crime. 3. That this motion be circulated to all Durham Region municipalities, Durham Regional Police Services Board, Local Members of Parliament and Members of Provincial Parliament, The Association of Municipalities of Ontario (AMO), The Federation of Canadian Municipalities (FCM), and Durham Region Council. Page 4 If you require further information please contact me at 365-885-6983 or thomas.street@ajax.ca Sincerely, Thomas Street Manager of Legislative Services/Deputy Clerk Town of Ajax Copy: Councillor N. Henry Regional Councillor M. Crawford All Durham Region municipalities Local Members of Parliament and Members of Provincial Parliament The Association of Municipalities of Ontario (AMO) The Federation of Canadian Municipalities (FCM) Durham Region Council Page 5 TOWN OF AJAX 65 Harwood Avenue South Ajax ON L1S 3S9 www.ajax.ca _______________________________________________________________________________ Hon. Graham McGregor, Minister of Citizenship and Multiculturalism Ministry of Citizenship and Multiculturalism 14th Floor 56 Wellesley St. W Toronto, ON M7A 2E7 graham.mcgregor@pc.ola.org Sent by E-Mail April 21, 2026 Re: Funding Certainty for Organizations Supporting the Black Community The following resolution was passed by Ajax Town Council at its meeting held April 20, 2026: Whereas Durham Family and Cultural Centre (DFCC) is an Ajax-based charitable organization that provides a space for members of the Black community, and other racialized and diverse groups to engage in culturally focused programs such as counselling, parenting, education, mentorship, and child and youth development; and, Whereas the Town of Ajax is a highly diverse community, with approximately 65% of residents identifying as part of racialized or diverse groups, emphasizing the importance of culturally responsive services and support which are critical to the well-being and stability of Black and racialized families and serve as a source of meaningful employment within the local community; and, Whereas according to a letter received by DFCC from the Ministry of Citizenship and Multiculturalism, while the Government of Ontario has reaffirmed its support for the Black Youth Action Plan through an allocation of $16.6 million in the 2026-27 provincial budget, the province would not commit to ongoing or equivalent funding for previously funded organizations; and, Whereas the letter further stated that an update was expected to be provided to the affected agencies and organizations by early summer 2026; and Whereas, DFCC has stated that without the funding guarantee, they will be forced to immediately lay off 80% of their staff and reassess the programs they offer, which support 50 families and over 500 community members across Durham each year; and, Whereas organizations province-wide that support Black youth may be facing similar Page 6 challenges as a result of funding uncertainty and such instability disproportionately impacts Black youth and their families. Therefore, be it resolved: 1. That Ajax Council calls on the Province of Ontario to immediately commit to ongoing or equivalent funding for Durham Family and Cultural Centre (DFCC) for the 2026 budget year, in support of crucial programming for Black youth and families in Ajax and Durham Region; and 2. That Ajax Council further calls on the Province of Ontario to urgently provide clarity to DFCC and other organizations funded through the Ministry of Citizenship and Multiculturalism and provide better certainty to inform their fiscal planning; and 3. That a copy of this motion be circulated to the Hon. Graham McGregor, Minister of Citizenship and Multiculturalism; Dr. Parm Bhatthal, Assistant Deputy Minister of Citizenship and Multiculturalism; Rob Cerjanec, MPP for Ajax; John Henry, Durham Regional Chair; all lower tier Durham Region municipalities; and Debbie Miles-Senior, Executive Director of Durham Family and Cultural Centre. If you require further information please contact me at 365-885-6983 or thomas.street@ajax.ca Sincerely, Thomas Street Manager of Legislative Services/Deputy Clerk Town of Ajax Copy: Regional Councillor M. Crawford Regional Councillor S. Lee Dr. Parm Bhatthal, Assistant Deputy Minister of Citizenship and Multiculturalism Rob Cerjanec, MPP for Ajax John Henry, Durham Regional Chai All lower tier Durham Region municipalities Debbie Miles-Senior, Executive Director of Durham Family and Cultural Centre. Page 7 April 1, 2026 Northern Ontario Municipalities *Sent Via Email* Re: Special Economic Zone Dear Northern Ontario Municipalities, The following resolution was ratified by Council of the City of Greater Sudbury on March 31, 2026: WHEREAS Canada’s economic security and modern defence capabilities depend on resilient supply chains, energy security, and reliable access to critical minerals; AND WHEREAS Greater Sudbury is one of Canada’s most important critical mineral hubs, producing and refining nickel, copper, and other critical minerals essential to national and provincial priorities; AND WHEREAS these minerals support industries across Canada and among our allies, making Greater Sudbury a strategic centre in the global competition for critical resources; AND WHEREAS mining activity in Greater Sudbury is rapidly expanding, with the number of mines within municipal boundaries expected to grow from nine to fifteen within five years; AND WHEREAS the City maintains extensive infrastructure, including more than 3,600 kilometres of roads and major water and wastewater systems across a land mass comparable to Prince Edward Island, supporting both residents and a multi billion dollar industrial ecosystem; AND WHEREAS the current municipal funding model does not reflect the scale of responsibility borne by Greater Sudbury, resulting in an unsustainable burden on local taxpayers despite the city generating nearly one third of Northern Ontario’s GDP; AND WHEREAS most mining related revenues flow to provincial and federal governments, with only a small portion reinvested in the community that enables this economic activity; AND WHEREAS a Special Economic Zone designation would ensure that more of the wealth generated in Greater Sudbury is reinvested locally in infrastructure, housing, workforce development, and social services, with significant returns on this investment for both our communities and our government partners; Page 8 AND WHEREAS Greater Sudbury has strong partnerships with Atikameksheng Anishnawbek and Wahnapitae First Nation, and enhanced fiscal capacity would support continued collaboration and shared prosperity; THEREFORE BE IT RESOLVED that the Council of the City of Greater Sudbury formally request that the Government of Ontario designate Greater Sudbury as a Special Economic Zone; AND BE IT FURTHER RESOLVED that the Council request the Government of Canada recognize Greater Sudbury as a region of national strategic importance and work with the province of Ontario to implement complementary federal measures; AND BE IT FURTHER RESOLVED that this resolution be shared with Atikameksheng Anishnawbek, Wahnapitae First Nation, FONOM, AMO, and all Northern Ontario municipalities for their support. AND BE IT FURTHER RESOLVED that a letter conveying Council’s support for these measures be sent to:  Gimaa Craig Noochtai, Atikmeksheng Anishnawbek  Chief Larry Roque, Wahnapitae First Nations  The Honourable Doug Ford, Premier of Ontario  The Right Honourable Mark Carney, Prime Minister of Canada  The Federation of Northern Ontario Municipalities (FONOM)  Association of Municipalities of Ontario (AMO)  All Northern Ontario municipalities Yours truly, Brigitte Sobush Manager of Clerk’s Services/Deputy City Clerk c. Members of City Council Page 9 Kawartha Region Conservation Authority Financial Statements For the year ended December 31, 2025 Page 10 Kawartha Region Conservation Authority Financial Statements For the year ended December 31, 2025 Contents Management's Responsibility 1 Independent Auditor's report 2 - 3 Financial Statements Statement of Financial Position 4 Statement of Operations and Accumulated Surplus 5 Statement of Changes in Net Financial Assets 6 Statement of Cash Flows 7 Notes to the Financial Statements 8 - 18 Schedules 19 - 24 Page 11 The accompanying financial statements of Kawartha Region Conservation Authority ( the "Authority") are the responsibility of the Authority's management and have been prepared in compliance with legilsation, and in accordance with generally accepted accounting principles for local governments established by the Public Sector Accounting Board of the Chartered Professional Accountants of Canada. A summary of the significant accounting policies are described in Note 1 to the financial statements. The preparation of financial statements necessarily involves the use of estimates based on management's judgment, particularly when transactions affecting the current accounting period cannot be finalized with certainty until future periods. The Authority's management maintains a system of internal controls designed to provide reasonable assurance that assets are safeguarded, transactions are properly authorized and recorded in compliance with legislative and regulatory requirements, and reliable financial information is available on a timely basis for preparation of the financial statements. These systems are monitored and evaluated by Management. The financial statements have been audited by Doane Grant Thornton LLP, independent external auditors appointed by the Authority. The accompanying Independent Auditor's Report outlines their responsibilities, the scope of their examination, and their opinion on the Authority's financial statements. Date Date Chair Vice-Chair Pat Warren Peter Franzen Management Responsibility for the Financial Statements Docusign Envelope ID: BD32D3F8-73F6-4A51-A5C4-9252A18211D2 4/10/2026 4/8/2026 Page 12 Doane Grant Thornton LLP 800-201 City Centre Drive Mississauga, ON L5B 2T4 T +1 416 369 7076 F +1 905 804 0509 Audit | Tax | Advisory © Doane Grant Thornton LLP. A Canadian Member of Grant Thornton International Ltd 2 Independent auditor’s report To the Members of Kawartha Region Conservation Authority Opinion We have audited the financial statements Kawartha Region Conservation Authority (the “Authority”), which comprise the statement of financial position as at December 31, 2025, and the statements of operations, changes in net financial assets and cash flows for the year then ended, and notes to the financial statements, including a summary of significant accounting policies. In our opinion, the accompanying financial statements present fairly, in all material respects, the financial position of Kawartha Region Conservation Authority as at December 31, 2025, and the results of its operations, its changes in net financial assets and its cash flows for the year then ended in accordance with Canadian public sector accounting standards. Basis for Opinion We conducted our audit in accordance with Canadian generally accepted auditing standards. Our responsibilities under those standards are further described in the Auditor's Responsibilities for the Audit of the Financial Statements section of our report. We are independent of the Authority in accordance with the ethical requirements that are relevant to our audit of the financial statements in Canada, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Other matter The financial statements of the Authority were audited by another auditor for the year ended December 31, 2024, who expressed an unmodified opinion on those statements on May 22, 2025. Responsibilities of Management and Those Charged with Governance for the Financial Statements Management is responsible for the preparation and fair presentation of these financial statements in accordance with Canadian public sector accounting standards, and for such internal control as management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, management is responsible for assessing the Authority’s ability to continue as a going concern, disclosing, as applicable, matters related to a going concern and using the going concern basis of accounting unless management either intends to liquidate the Authority or to cease operations, or has no realistic alternative to do so. Those charged with governance are responsible for overseeing the Authority’s financial reporting process. Page 13 Audit | Tax | Advisory © Doane Grant Thornton LLP. A Canadian Member of Grant Thornton International Ltd 3 Auditor’s Responsibilities for the Audit of the Financial Statements Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue and auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with Canadian generally accepted auditing standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. As part of an audit in accordance with Canadian generally accepted auditing standards, we exercise professional judgment and maintain professional skepticism throughout the audit. We also: •Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. •Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Authority’s internal control. •Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by management. •Conclude on the appropriateness of management's use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Authority’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor's report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor's report. However, future events or conditions may cause the Authority to cease to continue as a going concern. •Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation. We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit. Chartered Professional Accountants Mississauga, Canada April 10, 2026 Licensed Public Accountants Page 14 Kawartha Region Conservation Authority Statement of Financial position December 31 2025 2024 Financial assets Cash and cash equivalents (Note 3)2,855,464$ 3,343,656$ Accounts receivable (Note 4)638,756 299,429 3,494,220 3,643,085 Financial liabilities Accounts payable and accrued liabilities 356,317 526,760 Deferred revenue (Note 5)852,520 753,762 Deferred revenue - source water protection (Note 5)61,995 86,096 Deferred revenue - planning and regulation (Note 5)452,026 541,090 Deferred capital contributions 36,083 47,164 1,758,941 1,954,872 Net financial assets 1,735,279 1,688,213 Non-financial assets Tangible capital assets (Note 6)4,074,159 4,053,438 Prepaid expenses 124,113 40,516 4,198,272 4,093,954 Accumulated surplus (Note 9)5,933,551 5,782,167 Contingent Liabilities (Note 12) Approved by Board Chair Vice Chair Docusign Envelope ID: BD32D3F8-73F6-4A51-A5C4-9252A18211D2 Page 15 Kawartha Region Conservation Authority December 31 Budget 2025 (Note 2)2025 2024 Revenue 1,736,348$ 1,654,218$ 80,195 89,637 69,348 109,698 49,638 19,361 17,925 20,661 708,735 1,020,942 2,662,189 2,914,517 656,382 469,375 65,107 71,955 101,478 337,453 95,586 172,895 556,541 345,957 11,081 53,236 4,148,364 4,365,388 Expenses 856,575 786,925 469,994 513,521 475,367 552,728 827,932 765,284 1,367,112 1,462,581 3,996,980 4,081,039 Annual surplus (deficit)(45,000) 151,384 284,349 Accumulated surplus, beginning of year 5,782,167 5,782,167 5,497,819 Accumulated surplus, end of year 5,737,167$ 5,933,551$ 5,782,167$ 5Page 16 Kawartha Region Conservation Authority For the year ended December 31 Budget 2025 2025 2024 Annual surplus (deficit)(45,000)$ 151,384$ 284,349$ Acquisition of tangible capital assets -(117,703)(430,647) Amortization of tangible assets 45,000 96,983 95,056 Loss of disposal of tangible capital assets -- 2,089 130,664 (49,153) Change in prepaid expenses -(83,598)(12,325) Proceeds on disposal of tangible capital assets -- 2,461 (83,598)(9,864) Change in net financial assets -47,066 (59,017) Net financial assets, beginning of year 1,688,213 1,688,213 1,747,230 Net financial assets, end of year 1,688,213$ 1,735,279$ 1,688,213$ 6Page 17 Kawartha Region Conservation Authority 2024 Annual surplus 151,384$ 284,350$ Non-cash changes to operations: Amortization of Tangible capital assets 96,983 95,056 Loss of disposal of tangible capital assets -2,089 Changes in non-cash operating items: Accounts receivable (339,327)32,615 Prepaid expenses (83,597)(12,325) Accounts payable and accrued liabilities (170,443)78,362 Deferred revenue 98,758 (386,291) Deferred revenue-source water protection (24,101) 10,497 Deferred revenue- planning and regulations (89,064) 71,110 175,464 Deferred capital contributions (11,081)(15,248) Proceeds on disposal of tangible capital assets -2,461 Acquisition of tangible capital assets (117,703)(430,647) (443,434) (267,970) 3,611,626 3,343,656$ Cash 2,798,465$ 3,288,081$ Money market funds 56,999 55,575 7Page 18 Kawartha Region Conservation Authority Notes to the Financial Statements December 31 2025 1. Summary of Significant Accounting Policies Nature of the Authority Kawartha Region Conservation Authority (the "Authority") was established on October 31, 1979, in accordance with Section 3(1) of the Conservation Authorities Act of Ontario. The Authority is classified as a registered charity under the Income Tax Act (Canada) and as such, is not subject to income taxes provided certain disbursement requirements are met. The objective of the Authority, as stated by the Conservation Authorities Act R.S.O. 1990 is "to provide for the organization and delivery of programs and services that further the conservation, restoration, development, and management of natural resources in watersheds in Ontario". Management Responsibility The financial statements of the Authority are the responsibility of management. They have been prepared in accordance with Canadian Public Sector Accounting Standards established by the Public Sector Accounting Board ("PSAB") of the Chartered Professional Accountants of Canada. Basis of Accounting Revenue an expenses are reported on the accrual basis of accounting whereby they are reflected in the accounts in the year in which they have been earned and incurred, respectively, whether or not such transactions have been settled by the receipt or payment of money. Various revenue and expense items flow through the statement of operations based on their general nature in relation to operating activities. To the extent that these revenue and expenses items relate to specific accumulated surplus balances, these items are reflected in Schedule F - Continuity of Accumulated Surplus. A statement of remeasurement gains and losses is not presented as the Authority has no accumulated remeasurement gains or losses in the current or prior fiscal period. Cash and Cash Equivalents Cash and cash equivalents comprise of cash on hand, demand deposits and short-term cashable investments. Short-term investments are highly liquid, subject to insignificant risk of changes in value. Tangible Capital Assets Tangible capital assets are recorded at cost, less accumulated amortization. Cost includes all amounts directly attributable to acquisition, construction, development or betterment of the tangible capital assets including transportation costs, installation costs, design and engineering fees, legal fees and site preparation costs. Amortization is recorded on a straight-line basis over the estimated life of the tangible capital asset using the following rates: 8Page 19 Kawartha Region Conservation Authority Notes to the Financial Statements December 31 2025 (continued) Buildings 10-40 years Conservation area improvements 10-50 years Vehicles 10 years Furniture and fixtures 7-10 years Machinery and Equipment 5-10 years Computers and computer software 3-10 years Assets under construction are not amortized until the asset is available for productive use, at which time, they are capitalized. Contributed Tangible Capital Assets Tangible capital assets received as contributions are recorded at the fair value at the date of the receipt. Vacation pay in lieu time liabilities Vacation credits earned but not taken and lieu in time entitlements are accrued as earned. Vacation credits earned do not vest over time. Reserves Reserves are established under approval of the Kawartha Region Conservation Authority Board of Directors. The recommendation of reserves and appropriations fall under the authority of the CAO and the Director of Corporate Services. Increases or decreases in these reserves are made by appropriations to or from operations. Any use of funds from a reserve shall be authorized by the Board of Directors as outlined in procedure. Government transfers Government transfers and municipal levies are recognized as revenue in the financial statements when the transfer is authorized and any eligibility criteria are met, except to the extent that transfer stipulations give rise to an obligation that meets the definition of a liability. Government transfers and municipal levies are recognized as deferred revenue when transfer stipulations give rise to a liability. Government transfers and municipal levies are recognized in the statement of operations as stipulation liabilities are settled. Restricted Revenue Contributions, other than government transfers, are deferred when restrictions are placed on their use by the external contributor, and are recognized as revenue when used for the purpose specified. Contributions relating to capital assets are deferred and amortized over the useful life of the related asset. 9Page 20 Kawartha Region Conservation Authority Notes to the Financial Statements December 31 2025 (continued) Other Revenue Revenue from transactions with performance obligations is recognized when (at a point in time) or as (over a period of time) the organization satisfies the performance obligations, which occur when control of the benefits associated with the promised goods or services has passed to the payor. Other Grants, donations and contributions, investment income and authority-generated revenue including permit fees are recognized when the related services are performed. Pension Plan The authority is an employer member of the Ontario Municipal Employees Retirement System (OMERS), which is a multi- employer, defined benefit pension plan. The Board of Trustees, representing plan members and employers, is responsible for overseeing the management of the pension plan, including investment of the assets and administration of the benefits. The Authority has adapted defined contribution plan accounting principles for the Plan because insufficient information is available to apply defined benefit plan accounting principles. The Authority records as pension expense the current service cost, amortization of past service costs and interest costs related to the future employer contributions to the Plan for past employee services. Use or Estimates The preparation of the financial statements in accordance with Canadian public sector accounting standards requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities at the date of the financial statements, and the reported amounts of revenue and expenses during the reporting period. The principal estimates used in the preparation of these financial statements include accounts receivable, estimated provisions of accrued liabilities, the estimated useful lives of tangible capital assets and valuation of tangible capital assets. Actual results could differ from management's best estimate as additional information becomes available in the future. Financial Instruments Cash and equity instruments quoted in an active market are measured at fair value. Accounts receivable and accounts payable are measured at cost or amortized cost. The carrying amount of each of these financial instruments is presented on the statement of financial position. All financial assets are tested annually for impairment. When financial assets are impaired, impairment losses are recorded in the statement of operations. Transaction costs are added to the carrying value for financial instruments measured using cost or amortized costs. Transaction costs are expensed for financial instruments measured at fair value. The Authority's financial assets comprise of cash and cash equivalents including investments which are recorded at fair value; and accounts receivable which are recorded at amortized cost. The Authority's financial liabilities comprise of accounts payable which is recorded at amortized cost. 10Page 21 Kawartha Region Conservation Authority Notes to the Financial Statements December 31 2025 1. Summary of Significant Account policies (continued) Asset Retirement Obligation A liability for an asset retirement obligation is recognized when there is a legal obligation to incur retirement costs in relation to a tangible capital asset; the past transaction or event giving rise to the liability has occurred; it is expected that future economic benefits will be given up; and a reasonable estimate of the amount can be made. The liability is recorded at an amount that is the best estimate of the expenditure required to retire a tangible capital asset at the financial statement date. This liability is subsequently reviewed at each financial reporting date and adjusted for the passage of time and for any revisions to the timing, amount required to settle the obligation, a corresponding asset retirement cost is added to the carrying value of the related tangible capital asset if it is still in productive use. This cost is amortized over the useful life of the tangible capital asset. If the related tangible capital asset is unrecognized or no longer in productive use, the assets retirement costs are expensed. 2. Budget Figures The budget figures presented in the statements of operations and change in net financial assets represent the 2025 budget adopted by the Board on January 30, 2025. 3. Cash and Cash Equivalents As at year end, the Authority held $ 56,999 (2024 - $55,575) in money market funds with a fair value of $56,999 (2024 - $55,575). 4. Accounts Receivable 2025 2024 Municipal Levies 237,085$ 48,196$ HST receivable 79,471 100,985 Other 322,200 150,248 638,756$ 299,429$ 11Page 22 Kawartha Region Conservation Authority Notes to the Financial Statements December 31 2025 5. Deferred Revenue Revenue received but not earned at year end is as follows: Deferred Revenue 2025 2024 Government Funding - Special Benefitting Projects: Durham - Plan Implementation 117,111$ 112,114$ Durham- East Cross Forest 203,189 164,237 CKL- Lake Dalrymple 24,904 24,904 CKL- Plan Implementation 255,203 307,243 Government Funding - Special Joint Benefitting Capital Projects: City of Kawartha Lakes and Durham Region 14,014 144 Government Funding - Other Deferred Projects: Digitization of Corporate Records 484 24,509 Environmental Monitoring Strategy Implementation 9,397 4,891 Climate Change 9,553 - Levy Stability 7,429 7,429 Category 3 deferred - 14,354 Other Deferred projects: Grants and Self-Generated 142,338 93,936 ALUS Project 68,898 - 852,520$ 753,762$ Deferred Revenue - Source Water Protection 2025 2024 Government Funding - Source Water Protection Program 61,995$ 86,096$ Deferred Revenue - Planning and Regulation 2025 2024 Section 28 Regulations - Large Scale Fill 272,275$ 272,275$ Planning and Subdivision Applications 148,044 268,815 Permits 31,708 - 452,026$ 541,090$ 12Page 23 Kawartha Region Conservation Authority Notes to the Financial Statements December 31 2025 6. Tangible Capital Assets Land and Land Custodianship Buildings Vehicles Equipment Total Opening Balance $ 2,912,410 $ 416,431 $ 1,222,569 $ 132,162 $ 492,456 $ 105,569 $ 5,281,597 Add; Additions during the year - 41,721 9,331 10,352 56,299 - 117,703 Add: transfer - - - - - - - Less; Displosal during the year - - - - - - - Balance end of year 2,912,410 458,152 1,231,900 142,514 548,755 105,569 5,399,300 Accumulated Amortization Opening Balance - 246,210 547,147 87,225 244,013 103,564 $ 1,228,159 Add; Amortization during the year - 15,012 31,683 8,203 41,471 614 96,983 Less: Amortization on disposal - - - - - - - Balance, end of year - 261,222 578,830 95,428 285,484 104,178 1,325,142 Net book value of tangible capital assets $ 2,912,410 $ 196,930 $ 653,070 $ 47,086 $ 263,271 $ 1,392 $ 4,074,159 Land and Land Custodianship Conservation Area Improvements Buildings Vehicles Total $ 2,636,413 $ 416,431 $ 1,216,504 $ 134,249 $ 418,925 $ 105,569 $ 4,928,091 275,997 - 6,065 29,552 119,032 - 430,646 - - - - - - - - - - - 31,639 - 45,501 - - 77,140 Accumulated Amortization $ 1,205,693 $ 2,912,410 $ 170,221 $ 675,422 $ 44,937 $ 248,443 $ 2,005 $ 4,053,438 2025 13Page 24 Kawartha Region Conservation Authority Notes to the Financial Statements December 31 2025 7. Credit Facility 8. Related Entity 9. Accumulated Surplus Accumulated surplus consists of the following: 2025 2024 Surpluses Internal 'current' and 'capital funds - Unrestricted 1,656,138$ 1,533,161$ Invested in tangible capital assets 4,038,076 4,006,274 Internally restricted reserve 239,337 242,733 Accumulated surplus 5,933,551$ 5,782,168$ The Authority has a $350,000 revolving line of credit held with Royal Bank of Canada at prime plus 0% interest. As at Kawartha Conservation Foundation is a registered charitable organization whose mission is to support the vision and environment for future generations. 14Page 25 Kawartha Region Conservation Authority Notes to the Financial Statements December 31 2025 10. Expenses by Object 2025 2024 Amortization 96,983$ 95,056$ Consulting and other professional fees 110,926 234,450 Grants 71,130 56,902 Insurance 69,225 61,374 Interest and bank charges 3,625 2,573 Office 132,007 149,769 Program related 521,364 502,625 Repairs and maintenance 112,787 81,872 Training 17,721 25,849 Utilities and property taxes 44,850 37,507 Vehicle and travel 41,414 57,002 Wages and benefits 2,774,948 2,776,060 3,996,980$ 4,081,039$ 11. Pension Plan The Authority makes contributions to the Ontario Municipal Employees' Retirement System ("OMERS"), which is a multi-employer plan, on behalf of all full-time members of its staff. The plan is a defined benefit plan, which specifies that the amount of the retirement benefit to be received by the employees is based n the length of service and rates of pay. The Board of Trustees, representing plan members and employers, is responsible for overseeing the management of the pension plan, including the investment of assets and administration of benefits. OMERS provides pension services to more than 500,000 active and retired members and approximately 1,000 employees. Each year an independent actuary determines the status of OMERS Primary Pension Plan ( the Plan) by comparing the actuarial value of invested assets to the estimated present value of all pension benefits that members have earned to date. The most recent actuarial valuation of the Plan was conducted at December 31, 2025. The results of this valuation disclosed that total actuarial liabilities of $151.6 billion in respect of benefits accrued for services with actuarial assets at that date of $145.5 billion indicating an actuarial deficit of $4.7 billion. Because OMERS is a multi-employer plan, any pension plan surpluses or deficits are a joint responsibility of Ontario municipal organizations and their employees. As a result, the Authority does not recognize any share of the OMERS pension surplus or deficit. Contributions made by the Authority to OMERS for 2025 were $184,418 (2024 - $193,731). 12. Contingent Liabilities The Authority, as is common with all regulatory agencies, may be subject to appeals and lawsuits in regard to decisions rendered. Legal defense costs are accrued when such an action commences but damages and penalties are only accrued when action is considered to be of reasonable merit. There are no unresolved legal claims outstanding against the Authority as at December 31, 2025. 15Page 26 Kawartha Region Conservation Authority Notes to the Financial Statements December 31 2025 13. Financial Instruments Risks Credit risk Credit risk is the risk that one party to a financial instrument will cause a financial loss for the other party by failing to discharge an obligation. The Authority is exposed to credit risk resulting from the possibility that a counterparty to a financial instrument defaults on their financial obligations; if there is a concentration of transactions carried out with the same counterparty; or of financial obligations which have similar economic characteristics such that they could be similarly affected by changes in economic conditions. The Authority's financial instruments that are exposed to concentrations of credit risk relate primarily to its accounts receivable. The majority of the Authority's receivables are from government resources. There has been no change to this risk from the prior year. Liquidity risk Liquidity risk is the risk that the Authority will encounter difficulty in meeting its obligations associated with financial liabilities. Liquidity risk includes the risk that, as a result of operational liquidity requirements, the Authority will not have sufficient funds to settle a transaction on the due date. The Authority is exposed to this risk mainly in respect to its accounts payable. The Authority mitigates this risk by ensuring that it always has sufficient cash to allow it to meet its liabilities when they become due. There has been no change to this risk from the prior year. 14. Comparative Figures Certain comparative figures have been reclassified to conform with current year presentation. 16Page 27 Kawartha Region Conservation Authority Notes to the Financial Statements December 31 2025 15. Categories of Programs and Programs Information Category 1: Mandatory Programs and Services These programs are required under Ontario Regulation 686/21 and include activities like managing natural hazards, conserving lands 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 lake management, Risk Management Official services, to participating municipalities. Category 3: Other Programs and Services These programs support broader conservation goals beyond provincial and municipal requirements. They include initiatives like community engagement, education programs, and local environmental monitoring. Funded through municipal levies or external agreements these, programs help enhance the overall health and sustainability of the watershed. General Operating Expense or Capital Cost General operating expense or capital cost refers to any operating or capital expense that is not directly associated with delivering a specific program or service provided by an authority. Certain allocation methodologies are employed in the preparation of program financial information. Municipal levies, grants and other costing is used to allocate internal support costs to departments. These costs include the net expenditures for departments, such as human resources, information systems, finance and others, commonly referred to as overhead. The Authority allocated its activities into five main program areas which are reported in the accompanying supplementary schedules to the financial statements. Planning and Development Services This department is responsible for planning, permitting, and enforcement. Planning and Development Services fulfills the delegated responsibility of commenting on behalf of the Province of Ontario on planning matters related to natural hazards, administers Section 28 Regulation of the Conservation Authorities Act, Ontario Regulation 182/06 and ensures compliance of development activities impacting natural regulated features within the watershed. Integrated Watershed Management This department's primary responsibilities include protecting people and property across the watershed from flooding, developing and implementing watershed management plans, monitoring water quality and quantity, conducting research and assessments and supporting our stakeholders and partners by providing environmental spatial information to assist with decision making. The department works closely with municipalities to provide technical expertise and advice on issues related to climate change, stormwater management, watershed planning and other technical information. The objective of the Integrated Watershed Management the community. 17Page 28 Kawartha Region Conservation Authority Notes to the Financial Statements December 31 2025 (continued) Stewardship and Conservation Lands The Authority owns and manages over 1,300 hectares of Conservation Lands with visitors including the general public, schools, special interest groups, and tourists. This department is responsible for supporting the advancement of the Conservation Lands programs including property maintenance, trail management and development, invasive species control, infrastructure improvements, and contributing to the strategic goals and advancement of the department. Stewardship initiatives are primarily supported through special projects within the City of Kawartha Lakes and Region of Durham through Special Projects. Corporate Services Corporate Services support each of the departments and the organization as a whole by providing administrative support, coordination, policy development and implementation, program direction and development, strategic and business planning and Board support including agendas and minutes. Corporate Services is responsible for Finance, Human Resources, Health & Safety, Asset Management, Information Technology, Records Management and Corporate Communications. Special Projects Special benefitting projects are designed to meet the needs or concerns of a specific municipality, and thus directly benefit the individual municipality. The benefitting municipality funds the projects entirely or in apportionment with another benefitting municipality. Special floodplain mapping and tree planting initiatives. General benefitting projects have a watershed wide benefit and the levy is shared by the Environmental Strategy, the implementation of our 10-year Asset Management Plan Strategy, and Climate Change Strategy. 18Page 29 Kawartha Region Conservation Authority For the year ended December 31, 2025 with comparative information for 2024 Budget 2025 (Note 2)2025 2024 Revenue 544,384$ 371,608$ 5,000 12,001 86,475 48,385 - 3,696 20,523 33,686 Total Program Generated Revenue 609,200 656,382 469,376 205,650 202,150 Total Revenue 814,850 862,032 671,526 Expenses 394,050 320,546 355,527 382,707 86,475 44,256 - 3,696 20,523 33,686 - 2,034 Total Expenses 814,850 856,575 786,925 Net Surplus (Deficit) for the Year -$ 5,457$ (115,399)$ 19Page 30 Kawartha Region Conservation Authority For the year ended December 31, 2025 with comparative information for 2024 Budget 2025 2025 2024 Revenue 1,830$ 668$ 5,553 2,725 33,084 39,630 24,640 24,640 - 4,292 Total Program Generated Revenue 25,400 65,107 71,955 359,399 360,950 52,000 45,887 Total Revenue 434,299 476,506 478,792 Expenses 67,785 77,918 - 18,859 106,537 38,816 187,161 183,430 32,567 38,947 75,944 151,012 - Category 3 - - 4,539 Total Expenses 434,299 469,994 513,521 Net Surplus (Deficit) for the Year -$ 6,512$ 34,729-$ 20Page 31 Kawartha Region Conservation Authority For the year ended December 31, 2025 with comparative information for 2024 Budget 2025 2025 2024 Revenue 43,066$ 55,947$ 4,797 251,552 7,731 7,450 15,558 7,275 13,361 9,300 16,965 5,929 Total Program Generated Revenue 217,800 101,478 337,453 295,300 272,400 28,195 43,750 Total Revenue 526,950 424,973 653,603 Expenses 406,060 419,445 6,838 933 53,219 100,623 8,741 13,616 - 13,379 509 4,732 Total Expenses 526,950 475,367 552,728 Net (Deficit) Surplus for the Year -$ (50,394.00)$ 100,875$ 21Page 32 Kawartha Region Conservation Authority For the year ended December 31, 2025 with comparative information for 2024 Budget 2025 2025 2024 Revenue 1,138$ 1,786$ 4,999 8,622 89,449 162,486 Total Program Generated Revenue 70,000 95,586 172,894 876,000 818,718 - - Total Revenue 946,000 971,586 991,612 Expenses 96,983 95,056 133,860 57,087 601,092 594,436 - 2,088 (4,003) 16,617 Total Expenses 991,000 827,932 765,284 Net Surplus (Deficit) for the Year (45,000)$ 143,654$ 226,328$ 22Page 33 Kawartha Region Conservation Authority For the year ended December 31, 2025 with comparative information for 2024 Budget 2025 (Note 2)2025 2024 Revenue 78,567$ 9,000$ 381,763 220,547 20,154 36,137 76,057 80,274 Total Program Generated Revenue 464,050 556,541 345,958 69,348 109,698 49,638 19,361 17,925 20,661 708,735 1,020,942 Total Revenue 1,444,800$ 1,402,187$ 1,516,620$ Expenses 74,360$ 55,156$ 81,391 117,401 29,961 29,072 - 68,672 351,250 414,411 373,072 193,973 222,148 - 179,287 161,787 244,448 10,670 28,697 24,038 19,361 10 3,918 - - - - 121,377 - 88,440 - 166,693 121,349 Total Expenses 1,510,400$ 1,367,112$ 1,462,581$ Net Surplus for the Year -$ 35,075$ 54,039$ 23Page 34 Kawartha Region Conservation Authority 2025 Urestricted 881,040$ 122,978$ -$ 1,004,018$ Capital Assets Acquistions 538,765 - 538,765 Consevation Initiatives 113,355 - - 113,355 1,533,160 122,978 - 1,656,138 Internally Restricted 11,029 - - 11,029 Windy Ridge Conservation Area 18,496 (3,396) - 15,100 Ken Reid Conservation Area 89,450 - - 89,450 Scugog land Acquisitions 123,758 - - 123,758 242,733 (3,396) - 239,337 Capital Reserves 4,006,274 31,802 - 4,038,076 5,782,167$ 151,384$ -$ 5,933,551$ 2024 Urestricted 908,439$ (27,399)$ -$ 881,040$ Capital Assets Acquistions 538,765 - - 538,765 Consevation Initiatives 113,355 - - 113,355 Internally Restricted 39,600 (28,571) - 11,029 Windy Ridge Conservation Area 22,038 (3,542) - 18,496 Ken Reid Conservation Area 89,450 - - 89,450 Scugog land Acquisitions 126,185 (2,427) - 123,758 1,837,832 (61,939) - 1,775,893 Capital Reserves 3,659,986 346,288 - 4,006,274 5,497,818$ 284,349$ -$ 5,782,167$ Durham East Cross Forest Conservation Balance December 31, 2024 Appropriation (to) from Operations Additions Balance, December 31, 2025 Durham East Cross Forest Conservation 24Page 35 ORONO DBIA Board Meeting — Minutes Friday, March 27, 2026 | 8:30 a.m. Meeting Orono DBIA — Regular Board Meeting Date & Time March 27, 2026 | 8:30 a.m. Location Orono Town Hall Chair Chad Harmer Recorded By Transcribed via Fireflies.ai and prepared for the record 1. Attendance Board & Members Present • Chad Harmer • Brad Beckstead • Will Davies Guests & Presenters • Heather — Clarington Library, Museums & Archives (attending in place of Samantha) • Laura Knox — Clarington Economic Development, Municipality of Clarington • Rhonda Armour — Clarington Board of Trade • Orono Town Hall Board • Timothy Jackson — Social Media (joining online) • Margaret Zwart • Julie Cashin-Oster • Karen Lowery Events Committee (joined for combined session) • Shelley Rivers • Scott Story • Lena (new member) 2. Approval of the Agenda Motion: To approve the agenda as circulated. Page 36 Motioned and seconded. Motion carried by a unanimous vote in favour — 6 in favour, 0 opposed (Chad Harmer, Brad Beckstead, Will Davies, Julie Cashin-Oster, Karen Lowery, and Scott Story). 3. Approval of Previous Minutes Motion: To approve the minutes of the January meeting as presented. Motioned and seconded. Motion carried by a unanimous vote in favour — 6 in favour, 0 opposed (Chad Harmer, Brad Beckstead, Will Davies, Julie Cashin-Oster, Karen Lowery, and Scott Story). 4. Treasurer's Report The following financial update was presented: • Opening balance: approximately $14,000. • Two outstanding cheques pending, which will bring the balance to $12,851.95. Additional Events Committee cheques are anticipated shortly. • The DBIA and Events Committee accounts have been fully amalgamated; the organization now operates from a single consolidated budget. • The municipal audit is approximately 85% complete. Strong working relationship with Kasey at the Municipality. The file has been handed off to the external auditors; books are clean. • A new bookkeeper, Lucy (Whitby), has been engaged. Local options were explored, however no suitable candidates were available in the immediate area. Cost is slightly higher than the previous provider; exposure will be managed to keep fees contained. • QuickBooks is now in place. The bookkeeper has ongoing digital access, and bank access will be extended to support automated uploads. 5. Guest Presentations and Community Updates 5.1 Clarington Library, Museums & Archives — Heather Heather presented on behalf of Samantha regarding the Story Walk initiative. • Concept: Individual pages of a book are displayed on signage throughout the downtown, paired with a map for the community to follow. • Participating businesses would display one page in their storefront window so the walk remains visible even outside business hours. • All signage and maps are provided by CLMA. • Drop-off to businesses: April 23, 2026. Pickup: May 7, 2026. • Action: The Chair will circulate an invitation to the business community to confirm participation. 5.2 Clarington Economic Development — Laura Knox • Rural Ontario Development (ROD) Fund: Approximately $15,000 in funding has been confirmed through the Province of Ontario to update the Orono Economic Development Strategy and Page 37 Marketing Plan. An Executive group will be convened once consultants are finalized; work begins spring into summer. • Community Improvement Plan (CIP): The program is being refreshed. Consultant recommendations will be presented at the next DBIA meeting for feedback prior to finalization. • Film Durham: A location seminar will be held April 14, 2026. Any Orono businesses interested in being added to the location registry are encouraged to attend. • Downtown CCTV Camera: Installation is complete. The camera is not live-monitored and is managed exclusively by DRPS. Footage is retained for 30 days and only accessed in connection with a reported incident or missing-person investigation. Feedback to date has been generally positive. 5.3 Clarington Board of Trade — Rhonda • MP Breakfast Session with Philip Lawrence: Thursday, May 22, 2026, 8:00–9:30 a.m. at Orono Town Hall. Members are encouraged to attend and bring questions. • Clarington Shop Local Showcase: Inaugural event on Saturday, July 25, 2026, 10:00 a.m.–4:00 p.m. at Garnet B. Rickard Recreation Complex. Targeting 75–100 Clarington-based businesses and 1,000+ attendees. Booth options and pricing are available on the CBOT website. • CBOT has released its first-ever Impact Report, available on the Board of Trade website. Members are encouraged to review and share feedback. 5.4 Orono Town Hall Board Representatives from the Orono Town Hall Board were introduced and welcomed. No formal update was presented; members remain available for questions. 6. Business and Action Items 6.1 Big Box Reserve Fund — Draw of $7,500 The Chair presented a motion to draw $7,500 from the Big Box Reserve Fund, to be allocated as follows: • Repair of downtown Christmas lighting, with a view to extending useful life. • DBIA portion of the CCTV camera installation. • Additional downtown décor and lighting enhancements. • Preliminary exploration of relocating the Christmas Tree Lighting to the mature tree in front of Orono Town Hall, pending logistics for the tree-lift requirement. Motion: To approve a draw of $7,500 from the Big Box Reserve Fund for the purposes outlined above. Motioned and seconded. Motion carried by a unanimous vote in favour — 6 in favour, 0 opposed (Chad Harmer, Brad Beckstead, Will Davies, Julie Cashin-Oster, Karen Lowery, and Scott Story). 6.2 Orono Town Hall Wedding Venue Collaboration Page 38 • The launch wedding showcase drew over 30 couples, including attendees travelling from the Greater Toronto Area and points east — a strong indicator that the marketing effort reached well beyond the local market. • Two confirmed bookings have resulted from the showcase to date. Program goal: 25 weddings. • Liz of Al Fresco Weddings is coordinating vendors and all-inclusive packaging. • Parking will be addressed as part of the forthcoming strategic plan. • Next phase: social media reels and video content, continued vendor marketing, and presence on platforms including Wedding Wire. 6.3 Rural Ontario Development (ROD) Program • Approximately $10,000 is allocated to the marketing strategy itself, with additional funding being pursued for approximately one year of paid social media advertising. • Timothy will support the social media execution as the framework is rolled out. • The Chair extended thanks to Laura Knox and Glenn at the Municipality for their support securing the grant. 6.4 Central Counties Tourism Grant • An application will be submitted for growth-marketing funding through the single annual intake, consistent with last year's successful cycle. 6.5 Social Media Management — Motion Motion: To formally appoint Timothy as Social Media Manager at an honorarium of $900 per annum, funded within the approved budget. Motioned and seconded. Motion carried by a unanimous vote in favour — 6 in favour, 0 opposed (Chad Harmer, Brad Beckstead, Will Davies, Julie Cashin-Oster, Karen Lowery, and Scott Story). 6.6 Orono Sign The Orono sign remains in the municipal warehouse. Installation was unsuccessful last year due to the selected avenue. The item remains on the 2026 agenda and will be revisited. 7. Other Business 7.1 Rockstalgia Event — July 11 and 12, 2026 • A two-day event with camping is planned at the Orono Fairgrounds. • Organizers have requested banner placement on Highway 115, consistent with the Antique Festival and Christmas signage. The Chair will confirm approval with Scott. • A backstage vendor market is being offered; DBIA members have been extended vendor space consideration. • This item will be formally added to the next meeting agenda once additional details are confirmed. 7.2 Easter Egg Hunt — Saturday, April 4, 2026 Page 39 • Chocolate has been secured: 28 kg this year (up from 20 kg in 2025) at a lower overall cost. • A new Easter Bunny costume has been ordered via Amazon and is expected to arrive prior to the event. • Mark Rutherford has been asked regarding use of the megaphone. • Action: A social media call will be posted inviting community members to volunteer as the Easter Bunny. Timothy will also inquire with Lindsay at the pharmacy regarding a potential volunteer. 8. Next Meeting The next regular meeting of the Orono DBIA is scheduled for Friday, April 24, 2026. A recap of the Easter Egg Hunt will be included on the agenda. 9. Adjournment There being no further business, the meeting was adjourned. EVENTS COMMITTEE SESSION Held immediately following the Board meeting 10. Framework, Roles and Reporting Structure A combined working session was held with the Events Committee to establish the 2026 operating framework. Priorities discussed: • Defining Events Committee roles and decision-making authority. • Establishing a reporting structure back to the DBIA Board, including per-event budgets. • Aligning the Events Committee budget within the consolidated DBIA budget, in keeping with the Municipal Act and the DBIA's governance obligations. • Recommended role structure: Chair, Treasurer, Secretary, Operations Lead, and Marketing Lead — with Shelley continuing to anchor Events Committee leadership given institutional experience. • Action: Events Committee to schedule its own planning meeting prior to the April 24 DBIA meeting to confirm role assignments and bring recommendations back to the Board. 11. Sponsorship Structure and Budgeting • Target: approximately $5,500 in corporate sponsorship across the 2026 event calendar. • Tiered sponsorship packages will be developed (e.g., $250, $500, $1,000 tiers) with clearly defined recognition deliverables at each level — including social media recognition, signage, and in-event placement. • Sponsorship packages and donations will be treated as distinct streams. Existing long-standing donors may continue as donors without being moved to the tiered package structure. Page 40 • Larger regional organizations will be approached directly, reducing the burden historically carried by small local businesses. • Easter Egg Hunt: $4,000 event budget approved. • Button sponsorship for the Santa Claus Parade has been secured in full by David, eliminating the prior button fundraising effort — a strong outcome. Recognition will be extended through DBIA communications. • Year-end surplus philosophy: where events generate a surplus, the DBIA will consider a year-end charitable contribution to a local, non-governmental community organization, presented under the DBIA banner. 12. Invoicing, Communication and Digital Workflow • Action: Will to establish a dedicated DBIA email address this week to centralize invoicing, e- transfers, and electronic documentation. Access will be shared with the Chair and Co-Chair. • All invoices, sponsorship commitments, and event-related receipts are to be forwarded electronically — scans or photos acceptable — so they can be filed into QuickBooks without delay. • Cash deposits are to be accompanied by a short email itemizing the source, and can be handed over at scheduled Events Committee meetings. • This workflow supports the annual municipal audit and reduces the administrative load on individual board members. 13. 2026 Event Calendar — Planning List The following events were confirmed for planning this year: • Easter Egg Hunt — Saturday, April 4 • Fall Fair Parade — DBIA float participation (refresh of the float design to be considered) • Pumpkin Walk — to be reinstated following a quiet 2025 • Santa Claus Parade • Downtown Christmas Tree Lighting — exploring a collaborative "Light Up Orono" evening at Orono Town Hall, aligned with the downtown lights coming on • Antique Festival — under DBIA insurance only; not within the Events Committee budget or workplan 14. Action Items Summary Owner Action Timing Chad Harmer Email the business community regarding Story Walk participation Before April 23 Chad Harmer Confirm Highway 115 banner approval for Rockstalgia with Scott Prior to next meeting Page 41 Owner Action Timing Timothy Post Easter Bunny volunteer call on social; connect with Lindsay at the pharmacy Immediately Will Set up centralized DBIA email address for invoicing and communications This week Events Committee Meet to confirm role assignments (Chair, Treasurer, Secretary, Operations, Marketing) Before April 24 Events Committee Draft tiered sponsorship packages for Board review April 24 meeting Board Review CIP program recommendations from the consultant April 24 meeting Board Revisit Orono sign installation plan 2026 End of Minutes Prepared for review and approval at the next regular meeting on April 24, 2026. Page 42 Page 43 Page 44 Briefing Note.pdf You don't often get email from dan.cozzi@municipalengineers.on.ca. Learn why this is important EXTERNAL Dear Municipal Clerk: The Municipal Engineers Association (MEA) recently provided comments to the Province's plan to Harmonize Ontario Provincial Standards (OPS). The MEA's comments included: 1. Response dated March 29, 2026 to Ontario Regulatory Registry 26- MTO003 - Harmonization of Municipal Road Construction Standards. Attached. 2. Letter to the Ministry of Transportation dated March 29, 20926 re: Harmonization of Municipal Road Construction Standards and Associated Governance Model. Attached. 3. Delegation to MTO senior staff during the Good Roads Conference on March 31, 2026 (attached briefing note summarizes MEA's concerns). The MEA Board of Directors recently passed a motion that all Ontario Municipalities be made aware of the MEA's comments and significant concerns regarding Harmonization of Municipal Road Construction Standards. We respectfully request that you please provide this email and the three attachments to your Municipal Council. Sincerely, Page 45 ___________________ D.M. (Dan) Cozzi P.Eng, Executive Director www.municipalengineers.on.ca The content of this email is provided for general information purposes only and does not constitute legal or other professional advice or an opinion of any kind. Use of the Municipal Engineers Association’s (MEA) website and any communications between individuals requesting information and the MEA does not create or constitute, in any way, a professional or business relationship between the MEA, or any individual members, and the individual requesting information. Individuals requesting information from the MEA are advised to seek specific legal or other professional advice from their own legal counsel or other professionals, regarding any specific legal or other issues. While every effort is made to ensure the accuracy of information in this email, the MEA does not warrant or guarantee the quality, accuracy or completeness of any information provided in this email, and the information contained in this email should not be relied upon as accurate, timely or fit for any particular purpose. The MEA also does not guarantee the security or confidentiality of any communications made by e-mail or otherwise through its web site. The MEA does not assume any responsibility for any misinterpretation or misapplication of any information contained in this email or on its website. Page 46 Office of the President 1525 Cornwall Road Oakville ON L6J 0B2 president@municipalengineers.on.ca March 29, 2026 Municipal Standards Harmonization Office (MSHO) Subject: Harmonization of Municipal Road Construction Standards and Associated Governance Model On behalf of the Municipal Engineers Association (MEA) and our municipal members, we acknowledge the Ministry of Transportation of Ontario’s (MTO) ongoing efforts to maintain and modernize the Ontario Provincial Standard Specifications (OPSS). As partners and co-stewards of the OPSS, the MEA recognizes the importance of ensuring these standards remain current, effective, and responsive to the evolving needs of infrastructure delivery across Ontario. The Municipal Engineers Association (MEA) is a non-profit organization representing more than 1,300 professional engineers working across 110+ Ontario municipalities, along with engineers from provincial agencies, conservation authorities, and consulting firms serving smaller municipalities. With a history spanning over 60 years, MEA was formed through the amalgamation of the City Engineers Association and the County Engineers Association. The association supports excellence in municipal engineering, recognizing the critical role municipal engineers play in planning, delivering, maintaining, and renewing infrastructure. The MEA provides specialized expertise across all areas of municipal engineering and, in partnership with the Ontario Ministry of Transportation (MTO), co-manages the Ontario Provincial Standards & Specifications (Municipal) and delivers related training across the province. The long-standing success and credibility of the OPSS has been built on a collaborative partnership between the MTO and the MEA, grounded in co-stewardship, shared accountability, and balanced provincial and municipal technical expertise. The recent unilateral actions by the Ministry are inconsistent with the principles of partnership, and collaboration that have historically underpinned the success of the OPSS. Successful change and adoption cannot be achieved without first defining the problem, evaluating solutions and their consequences, and engaging partners through meaningful consultation. The MEA has significant concerns regarding both the process and substance of the proposed harmonization of standards, including the lack of meaningful engagement with MEA and other municipal stakeholders, and the absence of a clear, shared understanding of the issues driving these proposed changes. These concerns are material and must be addressed if the changes are to be successfully implemented, broadly adopted, and supported over the long term. Page 47 Office of the President 1525 Cornwall Road Oakville ON L6J 0B2 president@municipalengineers.on.ca Problem Definition, Need for Evidence and Supporting Data At present, it is unclear what problems or deficiencies the MTO perceives to exist within the current OPSS framework. The MEA and its members are not aware of systemic failures or performance issues that would warrant the breadth, scale, or urgency of the changes being proposed. It is also unclear how these changes are expected to lead to reduced costs, improved efficiency, or better outcomes. The MEA respectfully requests that the MTO clearly identify the concerns with the current framework, and share any analysis, metrics, benchmarking, or other evidence used to justify the anticipated benefits of the proposed modernization. Municipalities are concerned that the proposed changes will likely increase administrative burden, project complexity, and overall costs rather than achieve the intended efficiencies. There are legitimate questions being raised about how a one-size-fits-all approach can successfully address the diversity of municipal conditions and requirements across Ontario. There is also apprehension that additional approval steps, reporting requirements, and governance layers will likely introduce project delays, uncertainty, and higher delivery costs without demonstrated public or operational benefit. Clarification on the Modernized Governance Framework The MEA respectfully requests clarification on how the proposed governance framework differs in a meaningful way from the current model. Municipal and industry engagement, along with technical input into standards development and review, already occurs through established existing technical committees, working groups, and consultation processes. To build understanding and confidence, MTO must clearly articulate the added value of the proposed approach, including: • What new roles, authorities, or decision‑making structures would be introduced; • What changes are anticipated in how standards are prioritized, approved, or updated; and • How the proposed model will measurably improve efficiency, cost-efficiency, transparency, or consistency compared to the existing framework. Annual Reporting, Exemptions and Compliance The MEA understands the proposed framework would require mandatory annual reporting to the MTO including the introduction of a new approval process for exemptions. There are significant concerns related to the administrative burden these processes will put on municipalities, which will in turn affect their ability to deliver Page 48 Office of the President 1525 Cornwall Road Oakville ON L6J 0B2 president@municipalengineers.on.ca projects and programs successfully in any given budget cycle. The administrative effort this approval process creates, without understanding the process, review requirements or timelines, is not demonstrative of an overall benefit. Clarity on these matters is essential. An opaque or slow exemption process introduces material risk to project delivery, schedules, costs, and contractual certainty. Further clarification on annual reporting collection is essential to understanding the purpose and anticipated outcomes. Specifically, the MEA is requesting more information on the following: • The specific purpose of the reporting; • How the data will be used to inform decisions or policy; • How reporting will account for local context and project complexity; and • Will the reporting be the basis to track compliance. Further clarification on the exemption process is perhaps even more essential, as it presents an even greater risk to successful project delivery if the process is overly burdensome, lengthy and lacks defined service standards. Expectations and timelines will need to be factored when municipalities are building programs for infrastructure renewal and rehabilitation. Even at these early stages, municipalities are flagging risks with their ability to deliver Council approved commitments if the exemption proce ss is not clearly defined, and is not well supported. It is imperative that the MTO clarify the following: • How exemptions will be reviewed and approved; • Who will sit on the review panel and how municipal representation will be ensured; • What service standards or timelines will apply to exemption decisions; • Would an Ontario municipality continue to be recognized as a sponsor for new or revised standards when requests originate from a non-member; and • What penalties or consequences are contemplated for non-compliance. A one-size-fits-all approach does not reflect the realities of infrastructure delivery across Ontario. Municipalities operate under widely differing conditions, including climate, geography, asset profiles, operational constraints, material and labour market availability. Effective standards must allow flexibility to account for these differences if they are to be practical, efficient, and consistently applied province -wide. In this context, the MEA and several municipalities have raised the need for blanket or standing exemptions in certain circumstances where efficiency can be demonstrably improved without compromising safety or performance. Requiring repeated case‑by‑case exemption requests for well‑understood, low‑risk municipal practices is viewed as inefficient and counterproductive. A model that combines clear standards Page 49 Office of the President 1525 Cornwall Road Oakville ON L6J 0B2 president@municipalengineers.on.ca with appropriate flexibility and blanket approvals would better reflect local conditions and established municipal engineering practices while maintaining safety and performance. Broader Impacts Across the Infrastructure Delivery Sector While municipalities are directly affected, it is important to underscore that these proposed changes have far reaching implications beyond municipal owners alone. Designers, consulting engineers, contractors, suppliers, and other industry partners will also be impacted through changes to standards, approvals, contract administration, project schedules, and risk allocation. Successful modernization must therefore consider the full infrastructure delivery ecosystem, not solely municipal compliance obligations. Partnership, Co‑Stewardship, and Governance The absence of the MEA from MTO’s proposed development, roll-out and implementation of a standardized OPSS has raised concerns that the framework will shift toward a centralized, MTO-led model and will no longer function as a true partnership or co-stewardship. The MEA requires clarity on how our role as co-steward will be explicitly protected and embedded within the proposed governance structure. Without a clearly defined, formalized role in decision-making and oversight, municipal confidence in the governance framework will be significantly undermined. Further, the MEA seeks immediate clarification on the future role of the existing MTO/MEA specialty committees. These committees provide critical technical review, municipal insight, and issue resolution. It is uncertain whether they will be replaced, duplicated, or marginalized under the new framework, and how authority and accountability will be allocated going forward. Path Forward and MEA’s Ongoing Role In the spirit of collaboration, the MEA offers the following constructive proposal to support a more effective and broadly supported outcome: • Pause implementation to allow time for a shared understanding of the issues MTO is seeking to address and to explore whether alternative, more effective solutions exist; • Pursue targeted harmonization, recognizing that some alignment is beneficial while preserving local flexibility. This should include the use of standardized Page 50 Office of the President 1525 Cornwall Road Oakville ON L6J 0B2 president@municipalengineers.on.ca requirements where appropriate, complemented by blanket or standing approvals to reduce repetitive exemption requests; • Map proposed review, approval, and reporting processes in detail and work collaboratively to identify and address pressure points before implementation ; • Establish a provincial working group, with representation from MEA members, MTO staff, and subject matter experts across Ontario, to identify priorities, risks, and opportunities from multiple perspectives; • Engage consultants and contractors to understand how proposed changes will affect design, construction, procurement, and risk allocation and • Ensure the process is not rushed, recognizing that thoughtful, inclusive development is essential to achieving sustainable and credible outcomes. The MEA remains committed to the success of OPSS and to working collaboratively with MTO. However, meaningful partnership requires transparency and evidence‑based decision‑making, appropriate inclusion in governance, and genuine shared stewardship aligned with municipal realities. Should the MEA continue to be excluded from the governance model or from substantive decision‑making related to OPSS, the MEA will need to re‑evaluate its role, partnership, and level of support for the framework moving forward. Our strong preference is to address these issues proactively through dialogue, collaboration, and shared clarity around roles and objectives. Providing the requested data, clarifying governance roles, addressing exemption and compliance concerns, and slowing implementation to allow proper consultation are necessary first steps. The MEA welcomes the opportunity for prompt discussion and looks forward to working collaboratively to ensure any changes to OPSS strengthen —rather than undermine— the confidence, effectiveness, and partnership that have long defined its success. Sincerely, __________________________ Penelope Palmer, P. Eng., MEA President 2025 – 2026 (Manager, Strategic Initiatives Strategic Capital Coordination Office City of Toronto) Page 51 Office of the President 1525 Cornwall Road Oakville ON L6J 0B2 president@municipalengineers.on.ca March 29, 2026 Municipal Standards Harmonization Office (MSHO) Subject: MEA Comments to Ontario Regulatory Registry 26-MTO003 We are writing to respond to Ontario Regulatory Registry 26-MTO003 - Harmonization of Municipal Road Construction Standards. Municipal engineers play a vital role in planning, maintaining, renewing, and constructing municipal infrastructure. Their expertise spans all aspects of municipal infrastructure services - from design and construction to project management and leadership – ensuring the successful delivery of both small and large-scale capital infrastructure projects. Through its membership, MEA provides specialized knowledge in all areas of municipal engineering in Ontario. In partnership with the Ministry of Transportation Ontario (MTO), MEA co-manages the Ontario Provincial Standards & Specifications (Municipal) and delivers training on Ontario Provincial Standards. While we support the intent of the regulation to promote consistency, quality, and efficiency across municipal road construction projects, we recommend that additional consideration be given to the time and administrative burden associated with preparing, reviewing, and obtaining exemptions, as well as the cumulative impacts on project delivery arising from project‑by‑project assessments. Exemption requests that require detailed technical justification across multiple evaluation criteria can take a considerable amount of time to prepare, particularly for complex or large‑scale projects. This work frequently requires the involvement of senior engineering, technical, legal, and procurement resources, diverting limited capacity away from active project delivery. The time required to assemble a complete exemption request should therefore be recognized as a potential schedule, cost, and resourcing risk in its own right. Equally important is the duration and predictability of the Minister’s review and response timelines. When exemptions are assessed on a project‑by‑project basis without defined service standards or response timelines, projects may experience material delays while awaiting decisions. These delays can produce cascading impacts, including missed construction windows, contractor demobilization and remobilization costs, loss of price certainty, and increased exposure to supply‑chain volatility. For time‑sensitive or critical Page 52 Office of the President 1525 Cornwall Road Oakville ON L6J 0B2 president@municipalengineers.on.ca infrastructure projects, even relatively short delays in regulatory decision‑making can result in disproportionate impacts to project schedules and budgets. To better reflect these realities, we recommend that the exemption framework explicitly consider additional criteria, including: • Administrative and decision‑cycle timelines, including the anticipated time required for review and approval and the impact of uncertainty on project planning and procurement; • Cumulative impacts across multiple projects, particularly where similar exemption requests are repeatedly submitted for comparable project types or conditions; • Schedule dependency and critical path impacts, including whether delays in exemption approval would directly affect construction sequencing, seasonal work constraints, or contractual obligations; and • Consistency and precedent considerations, whereby prior approvals for similar circumstances could support streamlined or standardized decision‑making, rather than requiring repetitive project‑level analysis. Incorporating these considerations would help ensure that the exemption process supports timely and efficient project delivery while still meeting regulatory objectives. Clear expectations regarding submission requirements and response timelines, as well as opportunities for programmatic or category‑based exemptions where appropriate, would significantly reduce risk to project schedules and budgets without compromising safety, performance, or sustainability outcomes. Looking ahead, and assuming the Ministry is able to successfully deliver the current list of harmonized standards within the proposed timeframe, we agree that the remaining OPSS.MUNI standards should be prioritized for future harmonization based on where the greatest time, cost, and administrative efficiencies can be achieved. In our view, this would include: • Standards with the highest frequency of use across municipalities, where harmonization would reduce repetitive project‑specific reviews, municipal deviations, and contract amendments; • Standards that routinely generate exemptions, interpretations, or disputes, indicating inconsistency or misalignment that drives additional design effort, approval cycles, or delays; • Standards that significantly affect project schedules or cost certainty, including those related to materials, construction methods, or inspection requirements that influence procurement and delivery timelines; Page 53 Office of the President 1525 Cornwall Road Oakville ON L6J 0B2 president@municipalengineers.on.ca • Standards that overlap or interact closely with those already harmonized, where alignment would enhance system coherence and reduce unintended conflicts or inefficiencies; and • Standards that affect regional or multi‑jurisdictional projects, where inconsistent requirements currently increase coordination challenges and administrative complexity. A transparent, phased approach, supported by demonstrated progress on the initially harmonized standards, would help ensure that future harmonization efforts are achievable and deliver tangible benefits. Clearly articulating how the Ministry will complete the current scope, and how lessons learned will inform the prioritization of remaining standards, will be essential to achieving intended efficiency gains without overextending implementation capacity. Thank you for the opportunity to comment on this important initiative. We would welcome continued engagement as the regulation is refined and implemented. Sincerely, __________________________ Penelope Palmer, P. Eng., MEA President 2025 – 2026 (Manager, Strategic Initiatives Strategic Capital Coordination Office City of Toronto) Page 54 c IN' OPSS Modernization & Harmonization Concerns TO: Ministry of Transportation of Ontario (MTO) FROM: Municipal Engineers Association (MEA) DATE: Tuesday, March 31, 2026 PURPOSE I To convey the MEA's significant concerns regarding the process and substance of MTO's proposed harmonization of the Ontario Provincial Standard Specifications (OPSS), and to request meaningful engagement before implementation proceeds. BACKGROUND The OPSS has long been grounded in a collaborative co-stewardship model between MTO and the MEA. Recent unilateral actions by MTO, without prior consultation with municipal stakeholders, are inconsistent with that partnership and risk undermining confidence in the framework. Successful change cannot be achieved without first defining the problem, evaluating solutions, and engaging partners through meaningful consultation. KEY CONCER NS 1 LACK OF PROBLEM DEFINITION & EVIDENCE The MEA is unaware of systemic failures in the current OPSS framework justifying the scale or urgency of proposed changes. MTO has not shared analysis, metrics, or benchmarking to support anticipated benefits. Municipalities expect the changes will increase, not reduce, administrative burden and project costs. 3 EXEMPTIONS & ANNUAL REPORTING Mandatory reporting and a new exemption approval process introduce material risk to project delivery. Without defined timelines and service standards, municipalities cannot reliably plan Council-approved programs. Blanket exemptions should be available for well-understood, low-risk practices. REQUESTED ACTIONS 2 GOVERNANCE CLARITY & CO-STEWARDSHIP It is unclear how the proposed model meaningfully differs from the current one, or how the MEA's co-stewardship role will be formally protected. The future of existing MTO/MEA technical committees, which provide critical municipal insight and issue resolution, remains uncertain. 4 ONE-SIZE-FITS-ALL LIMITATIONS Ontario municipalities operate under widely varying conditions including climate, geography, asset profiles, and labour markets. Effective standards must allow appropriate local flexibility to be practical and consistently applied province-wide. A uniform approach risks being neither efficient nor effective. ►Pause implementation to allow shared problem definition and evaluation of alternatives before proceeding. ►Share supporting evidence including analysis, metrics, and benchmarking used to justify the proposed changes. ►Clarify the governance model and formally embed the MEA's co-stewardship role within the new structure. ►Define the exemption process including review timelines, panel composition, and measurable service standards. ►Establish a joint provincial working group with municipal, MTO, consultant, and contractor representation. CONCLUSION The MEA remains committed to the OPSS and to working collaboratively with MTO. Should the MEA continue to be excluded from substantive governance decisions, it will need to re-evaluate its role and level of support for the framework. Transparent, evidence-based, and inclusive engagement is essential to any modernization that strengthens, rather than undermines, the credibility and effectiveness of the OPSS. Mt.Picip; � 1gine, rs Assoc Jt or I Co-StEwarJ, Ort rio 1•nvimi; I St mddrd �Pt cf c tio1 s president@municipalengineers.on.ca Page 55 Page 56 605 Rossland Road East, Box 911, Whitby, ON L1N 0B8 Phone: 905-579-1520, Ext. 4307 * Fax: 905-721-4249 Email: alongo@drps.ca DDDUUURRRHHHAAAMMM RRREEEGGGIIIOOONNNAAALLL PPPOOOLLLIIICCCEEE SSSEEERRRVVVIIICCCEEE BBBOOOAAARRRDDD S. Collier, Chair * Karen Fisher, Vice-Chair D. Carter, Member * J. Ecker, Member J. Fahey, Member * W. Woo, Member April 21, 2026 Municipality of Clarington c/o Ms. June Gallagher Municipal Clerk By email: LHogle@clarington.net Dear Ms. Gallagher, The Board acknowledges receipt of your correspondence dated March 2 6, 2026, endorsing the letter from the Durham Region Anti-Racism Taskforce (DRART) regarding misconduct allegations against Deputy Chief Kirkpatrick. For your information, attached is the response sent to DRART by the Board. The Board also wishes to advise that the Law Enforcement Complaints Agency (LECA) has notified the Board that it will be conducting an investigation into this matter. Sincerely, Shaun Collier Chair c.c.: DRPS Chief Moreira Attachment: Letter to the Durham Region Anti-Racism Taskforce – March 11, 2026 Page 57 605 Rossland Road East, Box 911, Whitby, ON L1N 0B8 Phone: 905-579-1520, Ext. 4307 * Fax: 905-721-4249 Email: alongo@drps.ca DDDUUURRRHHHAAAMMM RRREEEGGGIIIOOONNNAAALLL PPPOOOLLLIIICCCEEE SSSEEERRRVVVIIICCCEEE BBBOOOAAARRRDDD S. Collier, Chair * Karen Fisher, Vice-Chair D. Carter, Member * J. Ecker, Member J. Fahey, Member * W. Woo, Member March 11, 2026 Dear Members of the Durham Region Anti-Racism Task Force, Thank you for your letter regarding your concerns about a Deputy Chief of the Durham Regional Police Service (DRPS). As you may know, on February 25, 2026, the Durham Regional Police Service Board became aware of alleged misconduct by a Deputy Chief. Recognizing the seriousness of the matter, a Special Meeting of the Board took place within twenty-four hours to enable the Board to exercise its authorities under the Community Safety and Policing Act. The Board suspended the Deputy Chief and requested that the Law Enforcement Complaints Director conduct an independent investigation. We will continue to address this matter in a way that ensures accountability and demonstrates our commitment to transparency and the highest standards of professionalism and conduct. With respect to your comments regarding suspension with pay, the Community Safety and Policing Act specifies the conditions when police officers can be suspended without pay. Officers can be suspended without pay if they are charged with a serious criminal offence committed while off duty, or if they are in custody or on bail with conditions that restrict their ability to perform their duties. The Board is determined to ensure that the DRPS continues to earn the trust and confidence of the community, and we recognize that embracing equity, diversity and inclusion in the delivery of policing services is essential to achieve this objective. We would welcome further discussions with DRART in that regard. I trust this information is of assistance to you. Sincerely, Shaun Collier Chair c.c.: Chief Moreira Page 58