HomeMy WebLinkAbout2026-06-26ClafiflgtOll
Electronic Council Communications Information
Package
Date: June 26, 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.
June 26, 2026
Electronic Council Communications Information Package (ECCIP)
Pages
1. Region of Durham Correspondence
1.1 Durham Region's Strategic Plan - 2025 Update - June 25, 2026 3
2. Durham Municipalities Correspondence
2.1 City of Oshawa - Review of Peterborough Airports Capital Assistance 36
Letter (Ward 2) - June 22, 2026
3. Other Municipalities Correspondence
3.1 Town of Penetanguishene - Heads and Beds In -Lieu of Taxes Program 38
Municipal Collaboration Opportunity - June 24, 2026
4. Provincial / Federal Government and their Agency Correspondence
4.1 Minister of Municipal Affairs and Housing - Strong Mayor Powers Bill 119 42
- June 23, 2026
5. Miscellaneous Correspondence
Page 2
THIS LETTER HAS BEEN FORWARDED
TO THE EIGHT AREA CLERKS
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
Sent Via Email
June 25, 2026
June Gallagher
Clerk
Municipality of Clarington
40 Temperance Street
Bowmanville, ON, L1 C 3A6
Dear J. Gallagher:
RE: Durham Region's Strategic Plan - 2025 Update, Our File:
C13
Council of the Region of Durham, at its meeting held on June 24,
2026, adopted the following recommendations of the Committee of
the Whole:
A) That the report be received for information; and
B) That a copy of this report be forwarded to the local area
municipalities within the Region of Durham.
Please find enclosed a copy of Report #2026 -COW -32 for your
information.
Alexander Harras, M.P.A.
Director of Legislative Services & Regional Clerk
AH/sd
c: S. Austin, Commissioner of Community Growth & Economic
Development
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
If this information is required in an accessible format, please contact 1-800-372-1102 ext. 2564
The Regional Municipality of Durham
Report
DURHAM
REGION
To:
Committee of the Whole
From:
Commissioner of Community Growth and Economic Development
Report:
#2026 -COW -32
Date:
June 10. 2026
Subject:
Durham Region's Strategic Plan - 2025 Update
Recommendation:
That the Committee of the Whole recommends to Regional Council:
A) That the report be received for information; and
B) That a copy of this report be forwarded to the local area municipalities within the
Reaion of Durham.
Report:
1. Purpose
1.1 To provide an update on the Region of Durham's 2025-2028 Action Plan, with a
focus on the 2025 year-end results and their contribution to advancing Durham
Rea ion's 2025-2035 Strateaic Plan.
1.2 To provide an update on the Strategic Plan community indicators presented in the
Community Dashboard, highlighting progress toward the Vision and Strategic
Directions within Durham Region's 2025-2035 Strategic Plan.
2. Background
2.1 In January 2025, Council endorsed Durham Region's 2025-2035 Strategic Plan and
directed staff to:
a. Develop the community indicators to demonstrate progress;
Page 4
Report #2026 -COW -32 Page 2 of 5
b. Develop the first supporting Action Plan to outline the key initiatives and
related corporate performance measures to advance the Strategic Directions
and Pathways; and
c. Align with the annual business planning and budget process.
2.2 The first shorter -term, supporting Action Plan was shared with Council in June
2025.
2.3 The 2025-2028 Action Plan outlines the key actions and desired results committed
by the Region of Durham to advance Durham Region's 2025-2035 Strategic Plan.
2.4 The 2025-2028 Action Plan offers an accompanying strategic narrative to the
annual Business Planning and Budget documents by providing a coherent set of
actions in relation to the 2025-2035 Strategic Plan.
2.5 The community indicators presented in the Strategic Plan Community Dashboard
were shared with Regional Council in June 2025.
2.6 Community indicators are broad measures that show how well Durham Region is
progressing toward the Vision and Strategic Directions identified in the 2025-2035
Strategic Plan.
2.7 Community indicators represent trends and/or issues present in the wider
population of Durham Region. The Region of Durham will contribute to the wider
community effort in moving the indicator trends in the desired direction.
2.8 A total of 20 community indicators are included in the Strategic Plan Community
Dashboard.
3. Previous Reports and Decisions
3.1 On January 29, 2025, Regional Council endorsed Durham Region's 2025-2035
Strategic Plan (#2025 -COW -2).
3.2. On June 13, 2025, the shorter -term, supporting 2025-2028 Action Plan was shared
with Regional Council (#2025 -INFO -50).
3.3 On June 18, 2025, the Strategic Plan community indicators and the 2025-2028
Action Plan were presented to Committee of the Whole, alongside the Region's
2026 Business Plan and Budget Guideline (Item #3.1).
4. 2025-2028 Action Plan: 2025 Update
4.1 The 2025-2028 Action Plan outlines the key actions and desired results committed
by the Region of Durham to advance Durham Region's 2025-2035 Strategic Plan.
Page 5
Report #2026 -COW -32
Page 3 of 5
4.2 In 2025, the Region of Durham advanced a significant number of initiatives under
the 2025-2028 Action Plan, contributing to the Community Vision of "Connected
Communities. Connected to you."
4.3 In 2025, the Region of Durham advanced 99 per cent of the planned initiatives for
2025:
a. Completed 69 per cent of key action milestones as planned;
b. Progressed 30 per cent of key action milestones planned for 2025
completion; and
c. Deferred one per cent of key action milestones planned for 2025 completion.
4.4 Deferrals for the one per cent of the 2025 milestones are associated with changes in
provincial and federal funding commitments, or changes to work planning.
4.5 Key action highlights can be found in the 2025-2028 Action Plan: 2025 Update
(Attachment #1).
5. Strategic Plan Community Dashboard Update
5.1 The Strategic Plan Community Dashboard provides an update on Durham Region's
progress towards achieving the Community Vision and Strategic Directions.
5.2 The Community Dashboard has been updated to reflect the most recent data where
available, highlighting progress toward the Vision and Strategic Directions within the
2025-2035 Strategic Plan.
5.3 Community indicator trends are as follows:
a. 10 of the 20 community indicators are improving and moving in the desired
direction;
b. 5 of the 20 community indicators are stable;
c. 4 of the 20 community indicators are not improving and moving away from the
desired direction; and
d. 1 of the 20 community indicators does not have a trend available.
5.4 A summary of the Community Dashboard 2025 update is presented in Attachment
#2. Full details are available on the Community Dashboard
(www.durham.ca/StratPlanDashboard).
Page 6
Report #2026 -COW -32
6. Annual Reporting
4 of 5
6.1 Staff will continue to update Regional Council annually on the status of the 2025-
2028 Action Plan to advance the Strategic Directions and Pathways within the 2025-
2035 Strategic Plan.
6.2 Staff will continue to update Regional Council on Durham Region's overall progress
via the Strategic Plan Community Dashboard.
7. Relationship to Strategic Plan
7.1 This report provides an update on the Strategic Plan community indicators as well
as the 2025-2028 Action Plan to advance Durham Region's 2025-2035 Strategic
Plan.
8. Conclusion
8.1 In 2025, the Region of Durham advanced a significant number of initiatives under
the 2025-2028 Action Plan, contributing to the Community Vision of "Connected
Communities. Connected to you."
8.2 In 2025, the Region of Durham advanced 99 per cent of the planned initiatives for
2025:
a. Completed 69 per cent of key action milestones as planned;
b. Progressed 30 per cent of key action milestones planned for 2025
completion; and
c. Deferred one per cent of key action milestones planned for 2025 completion.
8.3 The Strategic Plan Community Dashboard has been updated to reflect the most
recent available data where available, highlighting progress toward the Vision and
Strategic Directions within the 2025-2035 Strategic Plan.
8.4 For additional information, contact: Lesley -Ann Foulds, Director, Strategic Initiatives.
9. Attachments
Attachment #1: 2025-2028 Action Plan: 2025 Update
Attachment #2: Strategic Plan Community Dashboard: 2025 Update
Prepared by: Andrea Smith, Manager Corporate Initiatives and Lesley -Ann
Foulds, Director Strategic Initiatives.
Page 7
Report #2026 -COW -32
Respectfully submitted,
Original signed by
Sandra Austin
Commissioner of Community Growth and
Economic Development
Recommended for Presentation to Committee
Original signed by
Elaine C. Baxter-Trahair
Chief Administrative Officer
5 of 5
Page 8
I YSWA I YA:
DURHAM
REGION
:1 O WEA *I• rI K=
Durham Region's 2025-2035
Strategic Plan, June 2026
Durham Region's 2025 to 2035 Strategic Plan was approved by Durham Regional Council in
January 2025. It reflects what we heard from community members and is supported by staff
expertise.
To achieve the vision of "Connected communities. Connected to you" in Durham Region's
Strategic Plan, there are five Strategic Directions that will guide our work and act as a lens for
decision -making over the next 10 years:
• Connected and Vibrant Communities
• Environmental Sustainability and Climate Action
• Healthy People, Caring Communities
• Resilient Local Economies
• Strong Relationships.
Turning the plan into action
To move from vision to action, the 2025-2028 Action Plan outlines the key actions and
desired results the Region of Durham is completing to advance the longer -term Strategic
Plan.
Each year, we will report on our progress so residents and Council can see how this work is
advancing, and where it's making a difference.
2025 update
The Region of Durham made strong progress on the first year of the 2025-2028 Action Plan.
In 2025, we advanced 99 per cent of the initiatives planned for the year, with 69 per cent
completed by year end.
The Strategic Plan Community Dashboard has been updated with the latest data,
highlighting progress toward the 2025-2035 Vision and Strategic Directions.
We are proud to share key 2025 highlights that are helping advance each of the Plan's five
Strategic Directions.
Regional Broadband Network
expansion
Durham Region is more connected than
ever. We expanded high-speed internet
to more than 2,100 households, installed
260 kilometres of fibre, and provided
reliable access, for the first time, to
14 rural communities. The project was
completed on time and more than 10
per cent under budget.
Asset Management Plan and
Policy
Regional Council approved the
in
compliance with provincial requirements.
The Plan includes a comprehensive
financing strategy for the lifecycle costs
associated with all Regional assets over
a 10 -year forecast.
Putting this plan into action means
keeping traffic moving and water flowing
in our communities. In 2025, we oversaw
the paving of over 65 lane kilometres
of Regional roads, 16 kilometres of
paved shoulder on rural roads and
the installation of over 25 kilometres
of sewers and over 25 kilometres of
watermains. The Region also continues
to invest in the maintenance and renewal
of its facilities and fleet including buses,
ambulances and works vehicles.
p.
Rent Supplements and Housing
Benefits Program
Everyone deserves a place to call home.
In 2025, the Region launched a new
Affordable Housing Rent Supplement
Program and expanded partnerships
with major rental developers.
This work is contributing to our goal
of creating approximately 880 new
rent supplement and portable housing
benefits over the next 10 years.
Public Art and Creative
Placemaking Program
We advanced community -focused
placemaking through the Public Art
and Creative Placemaking Program.
In 2025, an additional 34 temporary
public art works were added to the
Region's collection, which supported
vibrant, inclusive, and people -centred
public spaces across the region. We also
launched a centralized
to improve access, transparency and
engagement, while actively seeking
artists with a connection to Durham.
Durham Region Transit service
enhancements
Durham Region Transit delivered
significant service enhancements,
adding 60,213 hours of buses in service
in 2025. This strengthened transit service
across Durham Region by increasing
capacity, and providing more frequent
and efficient connections between
communities.
Customer feedback guided
improvements, including expanded
express service, new and enhanced
routes, and more service during key
times, making travel safer, more reliable
and more efficient across the region.
By the numbers
th906ao
d90 do
• Durham Region Transit delivered 766,538 hours
of service and almost 12.5 million rides to paying
customers.
• Nearly 15 kilometres of Durham -Scarborough Bus
Rapid Transit lanes, through Pickering, Ajax and Whitby,
at various phases of design and construction.
• Added 15 kilometres to the Primary Cycling Network,
bringing the total to 146.8 kilometres.
• Installed 34 new public art installations.
Access to
Broadband
Connected and Vibrant
Communities
Community Indicators (durham.ca/StratPlanDashboard)
Access to Public
Transit
Housing
Affordability
.ransportation Vision Zero
Mo'
111L����VI firer
rriprevi availar
2025-2028 Action Plan - 7
Green Bin Program
We are contributing to cleaner, more
sustainable communities by diverting
items from our landfills through the
In 2025, the program expanded to
residents in more than 100 apartment and
condominium buildings.
Corporate Decarbonization
Strategy
In 2025, Durham Region took an
important step toward reducing
greenhouse gas emissions from corporate
operations by beginning work on the
Region's first deep energy retrofit at
a social housing property located at
655 Harwood Avenue, in Ajax. We are
committed to finding energy efficiencies
in Regionally owned facilities, supporting
long-term emissions reductions and
progress toward corporate climate goals.
•1"
1
Durham Greener Homes
The Region enhanced the Durham
Greener Homes program to help
residents reduce emissions, lower
energy costs and build more climat4
resilient homes. In 2025, Council
adopted a bylaw to support a
municipal direct -lending financing
model. With Federation of Canadia
Municipalities funding confirmed, the
enhanced financing offer launched in
April 2026.
• 10.5 per cent of the Region's light duty fleet are zero
emission vehicles.
• 88,000 trees planted through various programs in the
region.
• Corporate Greenhouse Gas emissions, measured in
tonnes of carbon equivalents (CO2e) increased from
185,501 CO2e in 2023 to 192,287 CO2e in 2024.
° Several major retrofit and electrification projects are
underway and are expected to reduce corporate
emissions over time.
Carbon Footprint
Environmental Sustainability
and Climate Action
Community Indicators (durham.ca/StratPlanDash board)
/T\
Waste Generation
Improving Stable Not Trend not
Improving available
2025-2028 Action Plan - 10
Community Safety and Well -
Being Partner Education and
Training Series
Training was provided to 350 staff across
F
45 organizations through the Community
Safety and Well -Being Community Partner
iL..
Capacity Strengthening Education and
Training Series. Topics included Applied
Suicide Intervention Skills Training; Youth
Mental Health First Aid; Harm Reduction;
Human Trafficking; Diversity, Equity and
Inclusion; Trauma Informed Practices;
Board Governance; Project Management;
Indigenous Cultural Safety and Grant
Writing.
rn
Strategies to promote mental
f_ Y
health literacy
We collaborated with school boards
and 11 community partners through
II
' +�?p° �►
two school board summits focused on
,- —
mental health education and wellness
to strengthen mental health supports
-�_ _ 4
for children and youth. As a result, 141
a_ -
schools in the region are developing
action plans to support student mental
health and wellbeing.
Mobile dental clinics at Regional
Child Care Centres
From 2024 to 2025, dental screening
services were provided in Regional Child
Care Centres and expanded to other
licensed child care centres in Durham,
particularly in high priority areas with
the aim to improve access to care and
proactively address oral health concerns.
Ontario Senior Dental Care
Program
Dental care services were provided to
1,349 seniors in the Oral Health Clinic.
Over 430 denture services were provided
by denturists. The Health Department's
Oral Health Division continues to develop
strategies to promote the provincial
programs for seniors in Durham Region.
Emotional Model of Care Pilot
An Emotional Model of Care Pilot
was completed at Lakeview Manor,
designed to transform the way care
is provided to residents in long-term
care homes in the region. The pilot
supported staff in understanding and
responding to residents' emotional
needs as part of daily care, reinforcing
our commitment to compassionate and
person -centered care. Building on the
successful pilot, we are positioned to
expand this approach across additional
Regionally operated homes.
n
By the numbers • The Region of Durham Paramedic Services improved
response times for the most critical emergencies,
with 71 per cent meeting target in 2025 —up four
percentage points from 2024 and nearing the provincial
target of 75 per cent.
'4. Created approximately 900 new licensed child care
spaces, bringing the total up to 31,410.
• Allocated $750,000 to 17 non-profit agencies through
the Community Social Investment Program to support
community programming.
• Served 809 clients through the housing stability
program.
• Achieved over 84 per cent resident satisfaction in the
Region's Long -Term Care Homes.
Healthy People, Caring
Communities
Community Indicators (durham.ca/StratPlanDash board)
i
Childhood
Vaccination
I
jr
Children's Early
Development
Household Food
Insecurity
People Experiencing Self -Rated General Self -Rated Mental
Chronic Homelessness Health Health
@EL
Improving Stable Not Trend not
Improving available
2025-2028 Action Plan - 14
Resilient Local
Economies
Durham Local Immigration
Partnership Employer
Engagement Strategy for
Immigrants and Newcomers
The Durham Local Immigration
Partnership (DLIP) successfully secured
a three-year grant agreement with
Immigration, Refugees and Citizenship
Canada to continue the operations and
activities of the DLIP Secretariat, including
the creation of an employer engagement
strategy.
Durham Region Discovery
Guide
We advanced the
with
the Durham Region Discovery Guide.
Inspiring travel and showcasing the
Region's diverse attractions, experiences
and communities. Over 100,000 printed
guides were delivered.
North Durham Agriculture -
Related and On -Farm Diversified
Uses Study Application Toolkit 4
A new
accelerated
innovation and entrepreneurship in
the sector. The resource provides
practical guidance to support emerging
agrifood businesses in Durham Region,
strengthening the local agrifood
ecosystem and supporting sustainable
economic growth. A
2025-2028 Action Plan
Resilient Local
Economies
Investment Attraction Plan
We strengthened our approach to
economic growth through Invest
Durham's Investment Attraction Plan.
The plan engaged investors and
strategic partners to promote the
region's clean energy leadership,
innovation capacity, and access to
major markets. In collaboration with
area municipalities and the Durham
Economic Development Partnership,
we supported 139 investor leads, five
missions, 31 events, 10 international
delegations visiting Durham, and two
successful new investments.
By the numbers
• Supported 139 new, prospective investment leads.
• Supported 7,167 businesses and entrepreneurs
through the Business Advisory Centre of Durham.
r r�
2025-2028 Action Plan - 16
Resilient Local
Economies
Community Indicators
I
N
tarts
2025-2028 Action Plan - 17
Annual Government Relations
Priorities and Action Plan
Our Government Relations team worked V
to advance the Region's key advocacy
priorities. Through 30 meetings with
provincial and federal Ministers and
22 delegations at four major advocacy
events, we showcased Durham's priorities ,, 0
to upper levels of government. /I
Queen's Park Advocacy Day
Durham Advocacy Day featured the
theme "Investing in Durham is investing in
Ontario's future." A lunch time reception
showcased Durham Region's strengths
and opportunities to all MPPs, with the #
goal of positioning the Region as a top
consideration for future provincial funding
and investment opportunities. Meetings
were held with the Premier and Ministers
providing timely opportunities to advance
Durham's priorities for provincial staff.
v
Durham Region's 311
In 2025, achieved one of
Ontario's best call wait times, answering
calls in 60 seconds or less on average,
making access to Regional services simple
and fast.
Mississaugas of Scugog
Island First Nations Bilateral
Agreement
Durham Region signed a
with the
Mississaugas of Scugog Island First
Nation, strengthening the Region's
commitment to reconciliation through
formalized government -to -government
collaboration. The agreement establishes
a shared framework for respectful
engagement and partnership, supporting
trust, transparency, and long-term
relationship -building as a practical step
toward reconciliation.
+ i`-�� wk
� 1 I L
s
77-�
4
Building capacity for
Indigenous consultation
In response to the Truth and
Reconciliation Commission of
Canada's Calls to Action, the Region
took an active role through the Legal
Services Department in furthering
commitments to legal education
under Calls to Action 27, 28, and 57.
The Legal Services Department has
provided professional development
programs for law students, lawyers,
Regional staff, and the broader public
sector, and will continue to integrate
these Calls to Action into future
programming. This work focuses on
treaty and constitutional rights and
obligations, including the Crown's duty
to consult and accommodate and the
municipal role in reconciliation.
By the numbers
P.
• Interacted with 69,000 people on the Region's digital
engagement platform.
• $98 million received through advocacy efforts.
• Durham Region's 311 customer experience score:
81 percent.
Strong Relationships
Community Indicators (durham.ca/StratPlanDash board)
Sense of Belonging
to the Local
Community
Strategic Plan
Performance
Improving Stable Not Trend not
Improving available
2025-2028 Action Plan - 21
Foundation: People, Processes, Technology
Launch of the DEI 2025-2029 Strategy
The Region launched the 2025-2029 Diversity, Equity and Inclusion (DEI) Strategy to improve
equity in service provision and foster inclusion within local communities. The strategy was
developed through extensive engagement and will focus the Region's equity -advancement
initiatives, clarify responsibilities and meaningfully track progress.
Sunflower Program
Durham Region Transit, alongside the Service Durham team launched the Hidden Disabilities
Sunflower program. The program is a global movement that helps people with nonvisible
disabilities get a little extra time, assistance or patience when they need it. From public front
counter staff to transit operators, a discrete Sunflower pin helps create a more understanding and
Grant Strategy
In 2025, a staff Grant Resource Team was established to implement an integrated grant
strategy framework designed to empower departments and encourage collaboration across the
organization to help staff identify grant opportunities, prepare high -quality grant applications,
and ensure effective management of grant reporting and metrics.
Budget engagement
Each year Durham residents are invited to provide input and share feedback on key priorities for
the Budaet. More than 9.800 residents oarticioated online and over the ohone in the Reaion's
44
Data and Analytics Strategy
Durham Region progressed its Data and Analytics Strategy in 2025, establishing a roadmap to
improve data sharing, quality, and accessibility across the organization. This work supports better
decision making, more efficient reporting, and improved services for the community by ensuring
staff can rely on consistent, trustworthy data.
Strengthening technology and information security
In 2025, the Region implemented an Information Technology Risk Management framework
aligned with the internationally recognized ISO 27001:2022 standard that strengthens how
technology and information risks are identified, assessed and managed across the organiza
protecting critical systems that residents rely on every day.
DURHAM
REGION
Contact Us
The Regional Municipality of Durham
605 Rossland Road East Whitby, Ontario L1 N 6A3
Telephone 311 (within Regional limits)
Toll -Free 1-800-372-1102
Accessible version available at durham.ca/StratPlan
Attachment #2 to Report #2026 -COW -32
Strategic Plan Community Dashboard: 2025 Update
Strategic Direction
Community Indicator
Status
Access to Broadband
Improving
Access to Public Transit
Stable
Housing Affordability
Improving
*Last updated 2021. Data will be
collected through the 2026
Connected and
Census and will be available in
Vibrant Communities
2027.
.. •
Transportation Mode
Share
IIP
„ , , ,
1
Vision Zero
Improving
Environmental
Carbon Footprint
• •
Sustainability and
Climate Action
Waste Generation
Improving
Childhood Vaccinations
. • . •
Improving
Children's Early
*Last updated in 2023. Data is
Healthy People,
Development
collected every 3 years. Data will
Caring Communities
be available in 2027.
Household Food
Insecurity
Stable
People Experiencing
Chronic Homelessness
Page 34
Self -Rated General
Stable
Health
Self -Rated Mental Health
Stable
Employment Growth
Improving
Improving
*Last updated in 2021. Data will
Gross Farm Receipts
be collected through the 2026
Resilient Local
Census and will be available in
Economies
2027.
Import -Export Businesses
Improving
New Business Starts
Improving
Real Median Household
Improving
Income
Sense of Belonging to the
Stable
Strong Relationships
Local Community
Strategic Plan
Trend not available
Performance
*2025 is the first reporting year.
Page 35
shawa®
File: 03-05
June 22, 2026
DELIVERED BY E-MAIL
The Honourable Doug Ford
Doug.fordco(a�pc.ola.org
The Honourable Prabmeet Singh Sarkaria
Minister.mto(c-ontario.ca
Office of the Chief Administrative Officer
Legislative Services
Re: SF -26-28 — Review of Peterborough Airports Capital Assistance Letter (Ward 2)
Oshawa City Council considered the above matter at its meeting of June 22, 2026, and adopted
the following resolution:
Whereas at its May 25, 2026 meeting Council directed staff to report on the impact of
Oshawa endorsing Item CNCL-26-31, the resolution from the City of Peterborough urging
the Government of Ontario to implement the Ontario Capital Assistance Program as well
as the other sections of the full resolution; and,
Whereas the Oshawa Executive Airport is a municipally owned and operated
transportation asset that supports economic development, business investment,
emergency response operations, flight training, tourism, and regional connectivity within
the Greater Toronto Area consistent with critical transportation infrastructure; and,
Whereas many municipal airports, including those without scheduled commercial
passenger service, remain ineligible for Federal airport capital funding programs despite
ongoing requirements to maintain safe and reliable infrastructure; and,
Whereas the City of Peterborough has adopted a resolution requesting that the Province
of Ontario establish the Ontario Airport Capital Assistance Program and expand funding
opportunities for community airports;
Therefore, be it resolved that based on Item SF -26-28 dated June 8, 2026:
The Corporation of the City of Oshawa, 50 Centre Street South, Oshawa, Ontario L1 H 3Z7
Phone 905.436.3311 1.800.667.4292 Fax 905.436.5697
www.oshawa.ca
Page 36
2
That the City of Peterborough's resolution dated February 2, 2026 respecting the
establishment of a Provincial Airport Capital Assistance program for community and
regional airports in Ontario be endorsed; and,
2. That Council supports advocacy efforts requesting that the Province of Ontario
recognize community and regional airports as critical transportation infrastructure and
establish a sustainable funding framework to assist municipalities with airport capital
infrastructure investments; and,
3. That a copy of this resolution be forwarded to the Premier of Ontario, the Minister of
Transportation, the Association of Municipalities of Ontario (A.M.O.), the Airport
Management Council of Ontario (A.M.C.O.), Durham Region municipalities, local
Members of Provincial Parliament, and the City of Peterborough.
Council respectfully requests your consideration with respect to the matter above.
If you need further assistance concerning the above matter, please contact me at the address
listed below or by telephone at 905-436-3311.
Regards,
Laura Davis
Manager, Legislative Services/Deputy City Clerk
/j k
Cc: The Association of Municipalities of Ontario
The Airport Management Council of Ontario
Regional Municipality of Durham
City of Pickering
Town of Ajax
Town of Whitby
Municipality of Clarington
Township of Brock
Township of Scugog
Township of Uxbridge
City of Peterborough
MPP Jennifer French
MPP Rob Cerjanec
MPP Lorne Coe
MPP Laurie Scott
MPP Peter Bethlenfalvy
MPP Todd McCarthy
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Town of /ViCCe de Penetanguisliene
June 24, 2026
To: Ontario municipalities affected by the Heads and Beds Payment -in -Lieu of Taxes
Program
RE: Heads and Beds Payment -in -Lieu of Taxes Program - Municipal Collaboration
Opportunity
On behalf of the Town of Penetanguishene, I am writing to share the enclosed Council
resolution regarding the Heads and Beds Payment -in -Lieu of Taxes (PILT) program and to
invite your municipality to participate in a collective discussion on this matter.
The Heads and Beds PILT program, originally established in 1970 and last updated in 1987,
to $75 per head/bed for provincially owned institutional facilities. As you may be aware,
this rate has remained unchanged for nearly four decades and has not kept pace with
inflation, municipal service responsibilities, or other Provincial PILT programs.
As a result, municipalities hosting these facilities continue to experience growing financial
pressures, as the funding received does not reflect the true cost of providing essential
municipal services.
The Town of Penetanguishene has made continuous efforts over several years to seek a fair
and reasonable resolution to this matter, including multiple delegations with the Ministry of
Finance. Despite these efforts, the current system remains, in our view, both outdated and
inequitable.
We recognize that Penetanguishene is not alone in facing these challenges. Other
municipalities across Ontario may be experiencing similar financial impacts as a result of
this outdated program. As part of our ongoing advocacy efforts, we are reaching out to
municipalities that receive Heads and Beds PILT funding to gauge interest in participating
in a collective discussion. The intent is to determine whether there is a shared municipal
interest in pursuing a collaborative advocacy approach with the Provincial Government to
seek a complete review of the program and a fair and equitable solution.
If your municipality is interested in taking part in a joint discussion, or if you wish to share your
experience on this issue, we welcome the opportunity to connect. Please confirm your
municipalities interest by emailing our Executive Assistant, Emily Dermott-Simpson at
edermott-simpson@penetanquishene.ca.
Thank you for your time and consideration. We appreciate your leadership and look
forward to hearing from you.
10 rue Robert St. West/ouest, P.O./C.P. Box 5009
Penetanguishene, ON L9M 2G2
Tel: 705.549.7453 Fax: 705.549.3743
www.penetanguishene. ca
Sincerely,
THE CORPORATION OF THE TOWN OF PENETANGUISHENE
Doug Rawson, Mayor
Town of Penetanguishene
10 rue Robert St. West/ouest, P.O./C.P. Box 5009
Penetanguishene, ON L9M 2G2
Tel: 705.549.7453 Fax: 705.549.3743
www.penetanguishene. ca
COUNCIL RESOLUTION FORM
Date: May 5, 2026
Disposition: CARRIED
Moved by: Deputy Mayor D. La Rose Item No.: 10 vi.
Seconded by: Councillor G. Vadeboncoeur
Description: Resolution - Heads and Beds In -Lieu of Taxes
RESOLUTION:
WHEREAS the Heads and Beds Payment -in -Lieu of Taxes program was established in
1970 at a fixed rate of $25 per full-time university student, increased to $50 in 1973 when
hospitals and provincial correctional facilities were included, and last increased in 1987
to $75 per head/bed; and
WHEREAS the fixed rate has remained unchanged for nearly four decades and has not
kept pace with inflation, which would place the rate at approximately $180 today; and
WHEREAS the Heads and Beds Payment -in -Lieu of Taxes has also not kept pace with
provincially mandated municipal service responsibilities or other Provincial
payment -in -lieu programs that are based on property assessment and municipal tax
rates; and
WHEREAS the Town of Penetanguishene has formally requested regulatory amendments
through multiple delegations with the Ministry of Finance, seeking a fair and reasonable
resolution to the current situation, which the Town considers to be unfair and
unreasonable; and
WHEREAS the Town is of the opinion that a complete and thorough review of the Heads
and Beds Payment -in -Lieu of Taxes program is necessary to ensure municipalities and
Recorded Vote Requested by:
.......................................................
Yea
Nay
S. Marchand
B. Waters
G. Vadeboncoeur
D. La Rose
B. Desroches
D. Leroux
D. Rawson
MAYOR
Declaration of Pecuniary Interest:
...........................................................
Disclosed his/her/their interest(s), vacated
he/her/their seat(s) abstained from
discussion and did not vote.
Page 1
Page 40
local taxpayers are treated fairly and equitably in relation to the costs associated with
provincially owned facilities;
NOW THEREFORE BE IT RESOLVED that the Council of the Town of Penetanguishene
direct staff to circulate this resolution to affected municipalities across the Province of
Ontario to gauge interest in participating in a collective lobbying initiative regarding
the Heads and Beds Payment -in -Lieu of Taxes;
AND BE IT FURTHER RESOLVED that the purpose of this outreach is to determine whether
there is shared municipal interest in pursuing collaborative advocacy with the Provincial
Government to seek a fair and equitable approach to the Heads and Beds
Payment -in -Lieu of Taxes program.
Recorded Vote Requested by:
.......................................................
Yea
Nay
S. Marchand
B. Waters
G. Vadeboncoeur
D. La Rose
B. Desroches
D. Leroux
D. Rawson
MAYOR
Declaration of Pecuniary Interest:
...........................................................
Disclosed his/her/their interest(s), vacated
he/her/their seat(s) abstained from
discussion and did not vote.
Page 2
Page 41
Ministry of Ministere des
Municipal Affairs Affaires municipales
and Housing et du Logement
Office of the Minister Bureau du ministre Ontario
777 Bay Street, 17th Floor 777, rue Bay, 17e etage
Toronto ON M7A 2J3 Toronto ON M7A 2J3
Tel. 416 585-7000 Tel. 416 585-7000
234-2025-1873
June 23, 2026
Dear Head of Council:
I am writing to inform you of recent changes to the strong mayor framework, which apply to
your municipality.
These changes were made through regulatory amendments to O. Reg. 530/22, under the
Municipal Act, 2001, and are intended to strengthen accountability for decision -making
during a municipal election year by ensuring that certain rules which currently apply in non -
strong mayor municipalities similarly apply to strong mayor municipalities.
Specifically, heads of council in strong mayor municipalities are subject to the following
rules which came into force on June 22, 2026:
• Election year budget rules: Outgoing heads of council are limited from proposing the
municipal budget for the year immediately following a regular municipal election,
aligning strong mayor municipalities with existing municipal budget rules.
Restricted acts rules: Heads of council are restricted from appointing or removing the
chief administrative officer and other municipal division heads, changing the
organizational structure of the municipality, or, if not already authorized in the
municipality's budget, exercising their by-law power to dispose of property valued over
$50,000 or authorize expenditures or liabilities over $50,000. These restrictions would
apply if it can be determined that either three-quarters of the outgoing members of
council will not be members of the new council, or the outgoing head of council will not
be the new head of council.
As head of council, you may wish to ensure that any relevant delegations you wish to
establish are in place in advance of nomination day on August 21, 2026. The regulation
provides that delegable strong mayor powers that may later become restricted can continue
to be exercised where they were delegated to the CAO and or council prior to nomination
day.
For more information on strong mayor powers and duties please see:
• Regulations made under the Municipal Act, 2001 that relate to strong mayor powers
and duties: O. Reg. 530/22; O. Reg 580/22
• Part VI.1 of the Municipal Act, 2001 - Special Powers and Duties of the Head of
Council
• The Strong Mayor chapter of the Ontario Municipal Councillor's Guide
/2
Page 42
-2 -
If you have any questions about the strong mayor framework, your staff may wish to
contact your local Municipal Services Office within the Ministry of Municipal Affairs and
Housing.
Please accept my best wishes.
Sincerely,
Hon. Robert J. Flack
Minister of Municipal Affairs and Housing
c. Robert Dodd, Chief of Staff
Martha Greenberg, Deputy Minister
Laurie Miller, Assistant Deputy Minister, Local Government Division
Sean Fraser, Assistant Deputy Minister, Municipal and Housing Operations Division
Municipal Clerk and Chief Administrative Officer
Page 43
Ministry of
Municipal Affairs
and Housing
Office of the Minister
777 Bay Street, 17th Floor
Toronto ON M7A 2J3
Tel. 416 585-7000
Le 23 juin 2026
A la presidence du conseil,
Ministere des
Affaires municipales
et du Logement
Bureau du ministre
777, rue Bay, 17e etage
Toronto ON M7A 2J3
Tel. 416 585-7000
ai=
Ontario
234-2025-1873
Je vous ecris pour vous informer de changements recents touchant le cadre de ('initiative
des maires forts qui s'appliquent a votre municipalite.
Les changements, apportes au moyen de modifications du Regl. de I'Ont. 530/22 pris en
application de la Loi de 2001 sur les municipalites, visent a renforcer la responsabilisation a
I'egard des decisions prises au cours d'une annee d'election municipale en faisant en sorte
que certaines regles qui s'appliquent presentement dans les municipalites non visees par
('initiative des maires forts s'appliquent egalement a celles a maire fort.
Notamment, la presidence du conseil municipal d'une municipalite a maire fort est
assujettie aux regles suivantes, qui sont entrees en vigueur le 22 juin 2026 :
Regles budgetaires en annee electorale : La capacite de la presidente ou du
president sortant du conseil de proposer le budget municipal est limitee en ce qui
concerne ('annee suivant immediatement une election municipale ordinaire, ce qui rend
les municipalites a maire fort conformes aux regles budgetaires existantes.
Regles relatives aux mesures interdites : II est interdit au president ou a la
presidente du conseil de nommer ou de destituer le directeur general ou la directrice
generale et les chefs des sections de la municipalite, de modifier la structure
organisationnelle de la municipalite et, si le budget de la municipalite ne I'autorise pas
d�j�, d'exercer son pouvoir reglementaire de disposer de biens valant plus de 50 000 $
ou d'autoriser des depenses ou des obligations de plus de 50 000 $. Ces restrictions
s'appliquent si I'on peut determiner que soit les trois quarts des membres sortants du
conseil ne seront pas membres du nouveau conseil, soit que la presidence sortante ne
sera pas la presidence du nouveau conseil.
Nous vous suggerons de veiller, a titre de president ou de presidente du conseil, a ce que
toute delegation concernee que vous souhaitez etablir soit realisee avant le jour de la
declaration de candidature, le 21 aout 2026. Le reglement prevoit qu'on pourra continuer a
exercer tout pouvoir des maires forts pouvant titre delegue qui pourrait subsequemment
titre vise par ('interdiction s'il a ete delegue au directeur general ou a la directrice generale
ou au conseil avant le jour de la declaration de candidature.
.../2
Page 44
-2 -
Pour en savoir plus sur les pouvoirs et les fonctions des maires forts, veuillez consulter:
• Les reglements pris en application de la Loi de 2001 sur les municipalites qui
concernent ces pouvoirs et fonctions : Rbgl. de I'Ont. 530/22; Rbgl. de I'Ont. 580/22.
• La partie VI.1 de Ia Loi de 2001 sur les municipalites — Pouvoirs et fonctions
speciaux du president du conseil.
• Le chapitre du Guide de la conseillere ou du conseiller municipal de ('Ontario qui
porte sur les maires forts.
Si vous avez des questions sur le cadre de ('initiative des maires forts, nous suggerons que
votre personnel communique avec votre bureau des services aux municipalites local du
ministere des Affaires municipales et du Logement.
Veuillez agreer ('expression de mes meilleurs sentiments.
Le ministre des Affaires municipales et du Logement,
Robert J. Flack
c.: Robert Dodd, chef de cabinet
Martha Greenberg, sous-ministre
Laurie Miller, sous-ministre adjointe, Division des administrations locales
Sean Fraser, sous-ministre adjoint, Division des activites relatives aux municipalites
et au logement
Bureaux de la secretaire municipale ou du secretaire municipal et de la directrice
generale ou du directeur general
Page 45