New Employment Standards Act (ESA) rules under the Working for Workers Four Act related to job postings requires certain employers to include expected compensation and disclose the use of artificial intelligence in the hiring process. The new rules will also address barriers for immigrants seeking jobs that correspond to their skills, education and experience.
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Under the Protect Ontario by Cutting Red Tape Act, Ontario is modernizing and streamlining the posting requirements for municipal financial statements by requiring them to be posted on the municipality’s website rather than in print media. These changes and requirements are also being made to the City of Toronto Act. |
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Even more Ontarians were homeless in 2025 than 2024. Nearly 85,000 Ontarians were known to be homeless in 2025, an increase of almost 8% in just one year and nearly 50% since 2021. People are staying homeless for longer periods of time. More than half of homeless Ontarians are chronically homeless, meaning they have been without a home for at least six months or have cycled in and out of homelessness repeatedly. See full details in AMO's report Municipalities Under Pressure One Year Later: |
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Following the completion of the 2026-30 strategic planning process, OMAA has initiated a brand and positioning project to align the Association’s public identity with the leadership role it plays today and its forward-looking strategic direction. The work is being overseen by a six-member Working Group drawn from the Board and members with recent rebranding experience. The focus is on clarifying how OMAA presents itself to members, partners, and the broader municipal and public-sector community—while preserving the trust, professionalism, and peer culture that define the Association.
The project is being led by Pilot PMR, a Canadian brand strategy and design firm with experience working with member-based and public-interest organizations. Updates will be shared as the project progresses. |
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Join us May 20–22, 2026, at the spectacular JW Marriott The Rosseau Muskoka Resort & Spa for the Spring Workshop. This signature event blends inspiring keynote speakers, practical educational sessions, quick hits, and engaging sponsored discussions with valuable networking and social opportunities—all designed to equip CAOs, Deputy CAOs, and aspiring municipal leaders with the insights and tools to lead more effectively. On Thursday evening we’ll set sail on an elegant Muskoka Steamship for a dinner cruise across the scenic lakes. Enjoy fine dining, panoramic views, and relaxed conversation in a setting that fosters connection and inspiration.
Click here to reserve your room. |
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Building your Bench: Succession Planning for Municipal Leaders Keeping municipal services running requires more than good intentions, it requires planning before it’s needed. As retirements increase and critical knowledge sits with fewer people, succession planning becomes essential to protecting continuity and reducing operational risk.
CareerJoy, in partnership with OMAA is proud to offer this practical session designed specifically for municipal administrative leaders. Beyond naming successors or creating binders that sit on a shelf, this session will focus on identifying critical roles, assessing organizational risk, preserving institutional knowledge, and building internal readiness in a realistic, resource-conscious manner.
Whether you are already thinking about succession planning or haven’t yet had the time to focus on it, this webinar will help you assess risk, clarify priorities, and take meaningful steps toward continuity and readiness, before gaps appear. Thursday, February 26 from 1:00–2:00 p.m. |
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Five Minute Survey on Proposed New Energy Service | |
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LAS is exploring a pilot project for an Energy Planning Concierge Service starting in 2026. The goals of the pilot are: -
To support municipalities who are considering energy projects by coordinating early engagement with developers, establishing standard engagement protocols, interpreting the IESO requirements and timelines, and ensuring that councils have the information needed to make sound decisions for their communities.
- Where projects have advanced, to provide guidance through local approvals and help the municipality prepare consistent documentation for the IESO.
The aim of the Service would be to help build municipal capacity to better consider and prepare for future energy development opportunities.
Please take five minutes before 30 January 2026 to respond to the survey questions. Your input is important as we evaluate the feasibility of this service. |
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Leadership Skill of Anticipating Resistance |
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Team member resistance makes everything harder. It consumes energy, focus, and trust. The friction resistance creates redirects effort away from results and goals and shifts the focus from productivity to managing emotions and reactions. It stalls progress, destroys momentum, disrupts alignment and coordination, feeds uncertainty, and makes execution more complex and less effective. That’s why good leaders are always “reading the room,” looking for wherever resistance may be hiding and waiting to slow things down. The less resistance a leader creates or must deal with, the better. Most resistance or controversy can be predicted and offset before it appears. This makes the ability to recognize where resistance, misunderstanding, or pushback is likely to arise an essential and powerful leadership skill.
The skill of anticipating resistance is largely one of audience interpretation. Understanding how different audiences and groups will interpret a decision, action, or message is at the core of developing this skill. Skillful leaders make the presumption that people have the potential to view any decision, action, or message very differently from how it is intended. Understanding the reasons for different interpretations is how leaders anticipate resistance. Asking “What is the worst or most negative interpretation the primary audience could make of this decision, action, or message?” narrows the list of reasons and gives leaders insight into where resistance is likely to show itself.
Every decision, action, or message has its own worst-case interpretations, and different audiences often produce very different points of resistance. Thinking through the possible worst-case interpretations of any upcoming decision, action, or message before it is enacted allows leaders to strategize about how to overcome or reduce the resistance. Using the worst-case interpretation approach will quickly highlight the objections that might arise and anticipate the discomfort and resistance before they materialize. Not only does this give leaders an opportunity to temper resistance, but it also makes them less likely to become defensive, take criticism personally, and shut down dissent.
The strongest leaders aren’t surprised by resistance or controversy. They’re prepared for it. They practice “reading” audiences by predicting their reactions and resistance to the ongoing flow of decisions, actions, and messages. Once they conclude the worst-case interpretations, leaders have a foundation from which they can address any pushback.
Smart leaders know resistance is always the biggest obstacle they face. This is an excerpt from Admired Leadership's daily email titled Field Notes. Visit their website to subscribe or learn more:
Admired Leadership – Better Leaders Make People Better |
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United Counties of Stormont, Dundas and Glengarry |
Stretching from the banks of the St. Lawrence River to the heart of Eastern Ontario’s agricultural landscape, the United Counties of Stormont, Dundas and Glengarry is a region shaped by resilience, collaboration, and a deep sense of community. SDG is home to vibrant villages, progressive rural industries, and a growing network of regional partnerships that are redefining what rural prosperity can look like. As the Counties continue to modernize services, strengthen economic development, and support thriving communities, SDG is seeking a Chief Administrative Officer who can bring strategic clarity, steady leadership, and a genuine commitment to public service. This is not a role for someone who simply manages operations, it is an opportunity for a leader who sees the potential in people, places, and partnerships, and who is ready to guide a region with both heritage and ambition.If you are energized by meaningful work, inspired by the impact of strong local government, and motivated by the chance to shape a region’s future, SDG offers a rare and rewarding leadership opportunity.
Position Profile
Reporting directly to County Council, the CAO serves as the Counties’ most senior administrative leader and primary policy advisor. The CAO provides strategic guidance, ensures the efficient administration of all municipal operations, and leads the Management Team in implementing Council’s policies, strategies, and objectives. This role is responsible for organizational leadership, departmental oversight, and the development of Directors across all County departments.
Key Responsibilities
Leadership & Governance Advise and support Council in developing and implementing policies, strategies, and objectives. Attend Council and Committee meetings to ensure alignment with corporate policies and strategic direction. Lead the Management Team and coordinate departmental activities to support Council priorities. Organizational & Human Resource Management Oversee all municipal operations and ensure effective implementation of Council directives. Provide guidance to Directors and support their professional development. Lead human resources functions, including labour relations, recruitment, performance management, and compliance with employment legislation. Policy, Legislative & Strategic Oversight Monitor and interpret legislation, policy trends, and economic factors affecting the County. Recommend updates to corporate policies and management practices. Perform Deputy Clerk duties when required. Communications & External Relations Lead or support communications to ensure understanding of County initiatives among Council, staff, local municipalities, and the public. Serve as a spokesperson with the Warden or designated Council members. Maintain strong relationships with local municipalities, boards, agencies, provincial ministries, elected officials, and community groups. Financial Leadership Identify and pursue grants, partnerships, and alternative revenue opportunities. Provide leadership in budget development and ensure effective financial oversight across departments. Health & Safety Ensure compliance with health and safety legislation and corporate policies.
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Municipality of Kincardine |
Whether you are drawn by stunning Lake Huron sunsets, vibrant festivals, or a lively lakeside downtown, the Municipality of Kincardine offers a lifestyle that is hard to resist. Home to more than 11,000 residents, Kincardine is an active, welcoming, and growing community that offers a compelling balance of professional opportunities and relaxed small-town charm. Located along the shores of Lake Huron at the base of the Bruce Peninsula, Kincardine is internationally recognized as the home of Bruce Power, the largest nuclear generating station in the world and a cornerstone of Ontario’s clean-energy system. As a host municipality to this globally significant facility, Kincardine plays a critical role in provincial and national energy security and benefits from a strong, resilient economy anchored by the energy sector, including nuclear generation, energy services, skilled trades, and major infrastructure investment.
Beyond energy, Kincardine is known for its beautiful beaches, scenic trails, rich agricultural roots, and some of the best views and sunsets in Ontario. Residents often speak of the exceptional sense of community, the strength of volunteerism, and the deep pride that defines the area. From the beloved summer pipe band that fills downtown with music to the annual Scottish Festival, Kincardine is a place where heritage, community spirit, and economic vitality come together.
Conveniently situated within two hours of major urban centres and the United States border, Kincardine blends connection with calm—offering professional opportunity, quality of life, and something to enjoy in every season. As an employer, the Municipality of Kincardine is committed to attracting and supporting people who bring energy, respect, and passion to their work. Employees enjoy competitive compensation, comprehensive benefits and pension options, professional development support, a supportive and healthy work environment, access to an Employee Assistance Program, and a strong focus on work-life balance. Above all, you will join a team of dedicated and collaborative professionals who are proud to serve this remarkable and strategically important community.
The Chief Administrative Officer (CAO) will provide strategic, operational, and administrative leadership for the Municipality of Kincardine. The CAO will oversee all municipal departments (96 full-time and 91 part-time staff, 54 volunteer fire personnel), implement Council’s directions (as delegated), and ensure efficient, accountable, and transparent municipal operations. The CAO will serve as a key advisor to Council and the Mayor, support strategic initiatives, and lead continuous improvement, risk management, and organizational development. Reporting To: Mayor and Council of the Municipality of Kincardine in accordance with the Municipality of Kincardine’s Strong Mayor Powers Framework. Supervises: Director of Corporate Services, Director of Community Services, Director of Infrastructure and Development, Manager of Strategic Initiatives, Fire Chief, Nuclear Project Coordinator, Executive Assistant – CAO.
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