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Ontario Taking Next Steps to Improve Conservation Authorities
Province consolidating 36 CAs into nine to deliver more consistent services, strengthen watershed management and better protect communities
The consolidated regional conservation authorities would reduce administrative duplication, redirect resources to front-line conservation and modernize permitting to help the province deliver on its plan to protect Ontario by cutting red tape and building an economy that is more competitive, resilient and self-reliant, to help keep workers on the job in the face of tariffs and economic uncertainty.
With centralized leadership and independent oversight of conservation authorities by the OPCA, Ontario’s plan for a regional conservation authority system will reduce administrative duplication across the system and allow conservation authorities to redirect resources to front-line services, operate with greater consistency and transparency and deliver strengthened services to municipalities and permit applicants. This would better position conservation authorities to support the building of new homes and infrastructure while continuing to protect communities from flooding and other natural hazards. Programs and services delivered by conservation authorities would remain the same, including watershed management, natural hazard management and source water protection.
To ensure local knowledge and input continue to guide watershed management, the province would require regional conservation authorities to create one or more local watershed councils that help identify local priorities for watershed-based conservation programs and services. Regional conservation authorities would remain municipally governed, with regional municipalities, counties and cities appointing members to conservation authorities. Lower-tier municipalities in counties, such as towns and townships, will no longer be participating municipalities of a conservation authority under this approach.
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In its 17 December 2025 submission, Conservation Ontario stated: To maintain the confidence of municipal decision makers, funders, and the taxpayers they serve, CAs must be appropriately accountable. • The principle of “pay for say” should be reflected in the design of new CAs, as it is today. • The proposed catchment area of the proposed consolidated CAs would, in many cases, combine almost 100 municipalities, stretching oversight and “pay for say” beyond what is workable and undermining confidence in the governance of CAs. • Additionally, the proposed Huron-Superior consolidated CA includes a northern CA with southern CAs; the north should stay with the north for shared policy, cultural and geographic reasons.
The Narwhal article Ontario’s $20-million plan to merge 36 conservation authorities into nine provides some additional context on the government’s proposal. |
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| Step up to help shape OMAA's future.
Nominations are now open for our Board of Directors! The Board plays a pivotal role in advancing OMAA’s mission to empower Ontario’s municipal leaders through connection, professional growth, and advocacy. Working alongside staff, Directors help deliver programs that strengthen leadership capacity, build skills, and create meaningful impact across the municipal community.
We are currently accepting nominations for the following positions on our Board of Directors: - Two (2) Directors for a two-year term commencing May 2026
You must be a CAO and a member to be eligible. The deadline for applications is 27 March 2026.
Job descriptions are available here.
OMAA is committed to equity, diversity, and inclusion. The Association must reflect the diverse communities we serve and include the perspectives of individuals of all backgrounds. We strongly encourage applicants from diverse backgrounds to seek nomination. Email media@omaa.on.ca if you have any difficulties with the application form. |
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Municipal Integrity Commissioners Primer | |
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Many municipal staff are fortunate enough to go years without administering a Code of Conduct complaint. However, complaints are on the rise and once one complaint is made, others often follow.
Complaints can be stressful to manage. Members of the public may be demanding and unfamiliar with the process, its limits, or potential outcomes. Political dynamics between members of Council can also lead to complaints and heightened tension. This article provides a brief overview to help municipal staff navigate the process with confidence and clarity. The Integrity Commissioner’s authority The Integrity Commissioner’s authority is grounded in Part V.1 of the Municipal Act whereby municipalities must establish: - A Code of Conduct for members of Council, and
- A complaints protocol approved by by-law
Municipalities may have a standing Integrity Commissioner or otherwise must assign the statutory duties of an Integrity Commissioner to one from another municipality. Where a complaint is received from a councillor or a member of the public alleging a breach of the Code of Conduct, the Integrity Commissioner may conduct an inquiry. The Commissioner may also inquire into alleged contraventions of the Municipal Conflict of Interest Act.
Complaints protocols often allow for: - Informal resolution where appropriate
- Summary dismissal of complaints that are frivolous, vexatious, an abuse of process, or that do not disclose a potential breach
Timelines are set by statute and municipal by-law and are generally short. If the municipality does not already have an Integrity Commissioner, one should be appointed promptly so the process can proceed. An inquiry must generally be completed within 180 days and will terminate on nomination day in a regular election year. Outcomes If the Commissioner concludes that the Code of Conduct has been contravened, Council may impose: - A reprimand, or
- A suspension of the member’s remuneration for up to 90 days
- Some municipalities also provide for additional remedial outcomes in their complaints protocol.
The role of municipal staff The Integrity Commissioner is a key public accountability mechanism. Complaints are strictly confidential. Even if staff are named in the complaint, they play a limited role. Your role is to: - Remain neutral
- Do not discuss the complaint
- Follow the approved process
Allow the Integrity Commissioner to conduct the inquiry independently Assist the Integrity Commissioner to connect with involved individuals and obtain necessary information at his or her request.
While councillors are held to high ethical standards, disagreement or political conflict does not mean the Code of Conduct has been breached. Trust the process, respond promptly and honestly to procedural requests, and direct questions about the inquiry to the Integrity Commissioner.
Contact ADR Investigations Canada for more details. |
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The Town of Tecumseh is launching a Service Delivery Review of its Public Works & Engineering Services Department and are looking for recent RFPs (or RFQs) for similar reviews that members would be willing to share. If your municipality has undertaken a comparable project in the past few years, please email Tecumseh CAO Marg with a copy, link, or supporting notes. |
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Momentum: Leading Change With Confidence — that’s the theme at this year’s Spring Workshop, and it’s exactly what CAOs and senior municipal leaders need right now.
Join friends and colleagues for rapid‑fire innovation sessions, cyber and AI readiness, municipal law and policy updates, plus candid conversations on influence and succession planning. Round out your experience with the Awards Dinner with Steve Patterson, exhibit hall clue ballot, and a sunset Muskoka Steamship cruise.
Check out the complete program. Don't miss out. Here's all that remains: - 2 Exhibit Booths
- 25 Registrations
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5 Golf Slots
- 8 Bog to Bottle Discovery Tour Slots
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What if public service professionals were recognized, supported, and rewarded, all in one place?
Applaud is a free membership association dedicated to celebrate the impact of public service workers across Ontario. Join us for a special introductory webinar at noon on April 2 to discover how Applaud brings together: - Resources for every stage of your journey, from early career growth to financial planning and personal wellbeing
- Access to a wide range of premium rewards and discounts designed to make your life easier and more enjoyable
- Meaningful recognition programs that shine a spotlight on your contributions
You’ll also experience Applaud firsthand through a guided Sound Bath, a restorative wellness session designed to help you pause, reset, and recharge during your workday. Explore a membership designed to support your whole self, at work and beyond. |
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Are you aiming for the apex as a CAO?
Join us in Kitchener on Friday April 17 for a day filled with great advice, networking, and hands-on workshop segments including: -- pathways to becoming a CAO
-- things Councils look for in a new CAO and recruiter Q&A
-- contracts, mentoring, and building your brand
-- refine your LinkedIn Profile
-- develop and deliver your elevator pitch (recorded) Registration is only $25 for members or $99 for non-member. Only 3 spots remain so register today. |
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Don't let our mentors turn into Maytag Repair Men |
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| | Our Mentorship Match Up mentors are in danger of becoming the Maytag repair man – all that experience and dependability but nobody’s booking them. If you’re a CAO or aspiring CAO, this is your sign.
If you're too young to get the Maytag reference, even better. Grab a one-hour virtual chat with someone who can help you with that tricky issue, provide advice on advancing up the career ladder, or listen to your specific challenge.
Hit the Mentorship Match Up link, pick a mentor, and rescue a lonely leader today. Reality is these folks are incredibly busy but have carved out some time to give back. And when this program closes at the end of the summer that will be it. So don't miss out on this great time-limited opportunity. |
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There’s a peculiar phenomenon in public life. It’s the crafting of solutions for problems that may not exist. It’s what happens when political machinery keeps spinning simply because it’s built to spin, searching for purpose in the silence between crises.
Sometimes it begins with good intentions. A new department wants to prove its worth or a minister hopes to leave a mark by "leaving a legacy". Before long, a policy is born to fix something not broken, or at best, something misunderstood. But there’s a thin line between foresight and invention. When leaders begin to need new issues to justify their relevance, governance becomes performance. As Peter Drucker cautioned, “There is nothing so useless as doing efficiently that which should not be done at all.”
Real leadership is not in motion for motion’s sake. It’s in the courage to pause to let quiet spaces exist in policy. It’s in recognizing that sometimes, the hardest and most honest act of governance is restraint. Because when governments search too hard for problems to solve, they often find them — and in the process, create a few that weren’t there before. |
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North American growth outlook stable as Middle East tensions boost inflation |
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RBC's Monthly Forecast predicts on balance a neutral impact from higher oil prices on the Canadian and U.S. economic growth in 2026 (both net energy exporters) as conflict in the middle east pushes oil prices higher, but with significant regional variations. Trade backdrop stabilizing: Amid a Supreme Court ruling on IEEPA measures and new U.S. Section 122 tariffs, CUSMA exemptions continue to keep Canada’s average tariff rate among the lowest of major U.S. trade partners. U.S. tariffs remain elevated but are gradually declining.
The oil shock situation remains fluid: Headline inflation forecasts were upgraded, but the outlook remains stable. We have left our projections of other key economic indicators—including GDP growth, unemployment rates, and central bank calls—unchanged from February. |
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Dufferin County is a growing community just 45 minutes north-west of Toronto. It is home to about 71,000 people and is expected to reach 95,000 by 2051. Covering 1,487 square kilometres Dufferin County combines picturesque landscapes and charming small towns, blending modern farm operations and food processing facilities with emerging sectors in manufacturing, construction and tourism.
Dufferin County encompasses the local municipalities of Orangeville, Shelburne, Mono, Melancthon, Mulmur, Amaranth, East Garafraxa, and Grand Valley, and offers both opportunities and challenges as it navigates growth, urbanization and economic diversification.
It is an upper tier municipality that provides a range of services to residents including social services, social housing, childcare programs, long term care, paramedic services, economic development, planning, tourism, museum services, public works, forestry management and waste management services. With a combined 2026 operating and capital budget of $171 million, and 450 permanent, part-time and seasonal employees, the County is committed to meeting the needs of eight partner municipalities, its residents and the business community by delivering efficient and effective services.
Inspire our Future as our Chief Administrative Officer
The ideal candidate will be an inspiring, principled, and collaborative leader with a proven track record of results and accomplishments in municipal government or related business environment. You have exceptional communication skills, political acumen, and the ability to foster partnerships with diverse interest-holders while engaging and motivating our employees and ensuring customer service excellence.
Reporting to the Warden and Council, the Chief Administrative Officer is responsible for the strategic leadership and efficient delivery of all the County’s administrative and operational services. As the key advisor to Council, you have the vision to develop and implement operational plans and ensure the coordination of services which align with and support our strategic priorities. You will recommend innovative and fiscally sound policies, plans, and programs that benefit county residents. You will work to manager growth and development in the county and ensure the effective utilization of resources while focusing on priorities established by Council.
Leading a talented team of employees, and working in a complex unionized environment, the ideal candidate will inspire a dedicated workforce, fostering a workplace culture focused on service excellence, innovative thinking, teamwork, inclusion and diversity while positioning Dufferin County as an employer of choice.
At Dufferin County, you will have a chance to make an impact in your everyday work and build lasting relationships in the communities in which we live and serve. The County offers a competitive base salary ($254,600 - $297,843) plus benefits and a pension plan through OMERS.
Closes: 6 April 2026 or sooner |
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Commissioner, Community Services |
Located just 90 minutes northeast of Toronto, the City of Peterborough is a dynamic, growing community that offers an exceptional quality of life, a strong sense of connection, and access to both urban amenities and natural beauty. Situated along the Otonabee River and the Trent–Severn Waterway and surrounded by the lakes and trails of the Kawarthas, Peterborough provides an outstanding environment for work-life balance. The city is home to Trent University and Fleming College, supporting a skilled, innovative workforce, and boasts a diverse economy with strengths in advanced manufacturing, cleantech, education, healthcare, and public service. With a vibrant downtown, rich arts and culture scene, and a commitment to sustainability and inclusive growth, Peterborough is an attractive place to live, work, and lead.
The City of Peterborough’s Community Services Department plays a central role in enhancing quality of life and community well-being through a wide range of resident-focused programs and services. The department is made up of Social Services, Peterborough Public Library, Fire Services, and Recreation, Parks & Cultural Services, and Community Development, supporting residents across all stages of life. Together, these services strengthen community safety, inclusion, cultural vitality, and access to essential supports that help Peterborough remain a welcoming and connected city
About the Role
Reporting to the Chief Administrative Officer, the Commissioner of Community Services is a key member of the Corporate Senior Leadership Team and plays a critical role in advancing Council’s strategic priorities. This role requires an innovative, collaborative leader committed to strengthening community well-being and delivering high-quality, resident-focused services.
Key Responsibilities
Strategic & Operational Leadership Provide visionary leadership and strategic direction to a complex, multi-divisional department. Drive innovation, service excellence, process improvement, change management, and effective use of technology. Ensure legislative compliance and fulfill statutory responsibilities while maximizing value for taxpayers. People & Culture Leadership Lead, mentor, and empower a diverse, multi-faceted workforce through collaboration and accountability. Foster a culture of teamwork, performance management, customer service excellence, and continuous improvement. Model values-based leadership grounded in integrity, trust, and ethical conduct. Governance, Council & Political Acumen Serve as a trusted advisor to Council and Standing Committees, providing clear, strategic, and forward-looking recommendations. Anticipate and manage political sensitivities while standing behind professional advice in a complex governance environment. Act as a key liaison between the department, Council, and the broader Corporation. Stakeholder Engagement & Communication Engage effectively with diverse community and stakeholder groups as a visible and credible municipal leader. Communicate with clarity and confidence through professional verbal and written presentations. Build strong internal and external relationships to address community needs and advance municipal priorities. Qualifications University degree in a related field, ideally supplemented by a postgraduate or Master’s degree, with 10+ years of senior leadership experience in a complex organization and a strong record of customer service excellence, innovation, collaboration, and fiscal accountability. Demonstrated ability to build trusted, collaborative relationships, with strong expertise in strategic and corporate planning, analytics, and problem-solving, and proven experience working effectively with elected officials and senior executives. Creative, innovative leader with a proven track record of leading change, setting strategic direction, and delivering impactful solutions in complex, evolving environments. Values-based, results-driven public service leader with strong financial management expertise, high ethical standards, and a continuous improvement mindset; Lean Methodology experience is an asset.
Salary Range: $241,316 to $263,779 Closes: 30 March 2026
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Located 15 kilometers south of North Bay, Callander’s lush trails and parks, sandy beaches and breathtaking sunsets provide a perfect backdrop for the downtown core. Callander offers the attractive qualities of small-town and country living along with the benefits of having a larger city close by. The combination of “best of both worlds” is why many of Callander’s 3,900 residents have chosen to call the community “home”. Residents and visitors alike also appreciate Callander’s friendly atmosphere, its rich cultural offering, its affordability and the many recreational opportunities available. Surrounded by water, farmland and trails, and next to major highways, Callander has become a four-season destination that appeals to our local and new resident’s, retirees and tourists from near and far. We invite you to explore our beautiful community.
With a combined operating and capital budget of approximately $11.3M and close to 30 permanent, part-time and seasonal staff, the Municipality of Callander is committed to meeting the needs of residents and the business community by delivering efficient and effective services. Callander is entering its next chapter. With steady growth it is a community that values both rural character and forward-thinking leadership, we are seeking a Chief Municipal Manager to help shape what comes next.
Inspire the Future as our Chief Municipal Manager
As the ideal candidate, you are an inspiring, principled, and collaborative senior leader with a proven track record of accomplishments that includes navigating growth in an efficient and fiscally accountable fashion, with related experience from either a public sector or private sector organization. You have exceptional communication skills and the political acumen to interact with an engaged council and diverse stakeholders; you foster the development of partnerships, develop our workforce and inspire our employees, while ensuring customer service excellence. Lastly, you have an exceptional understanding of forward-thinking strategies as it relates to managing responsible growth aligned with our community values, ensuring effective municipal operations in a fiscally accountable fashion and guiding our organization into the future, while retaining our lakeside rural community charm.
Compensation of $139,186 to $166,167 plus pension, benefits, vacation, training and development.
Closes: 25 March or sooner |
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Reporting to the Director of Capital Projects, the Project Manager is responsible for the project management and administration of capital infrastructure projects which include roads, sewers, watermains, parks, and collection and distribution facilities, assist with infrastructure programs and manage Project Officials. Qualifications
Three-year post secondary education in related field with an OACETT, Professional Engineer or C.E.T. designation. PMP designation would be an asset. AutoCAD skills would be an asset. Valid Class ‘G’ Ontario Driver’s License and access to a reliable vehicle.
A current and acceptable Criminal Record Check is required prior to the commencement date. Attendance at meetings, seminars and conferences as required. . Must have a high-speed internet connection and a proper workstation at a home location to enable remote work. Please refer to the Working From Home procedure.
Work from home is not permitted during active construction projects from 1 April to October 1. |
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Local Governments Can Make Data Center Development Better Data center builds are on the rise across the country to power cloud computing and AI. community benefit agreements in cities like Cedar Rapids, Iowa, help ensure a mutually beneficial partnership between government, the private sector and members of the public. Here’s how some local governments are taking action to ensure projects benefit the communities in which they are built. |
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Proactive investments to adapt Canada's roads, bridges, storm sewers, and water treatment systems for rising heat and heavy rain could save governments up to $10 billion in infrastructure costs each year.
That's one key finding from the Canadian Climate Institute's report, Prepare or Repair: How climate-proofing public infrastructure pays off.
The new research finds that if governments invest in adapting public infrastructure to climate risk, they will avoid billions of dollars a year in infrastructure damage while also protecting the broader economy from cascading impacts. |
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OMAA: Connecting CAOs, Strengthening Municipalities You’re receiving this e-mail because you signed up for the OMAA newsletter.
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