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| The first session of Ontario's 44th Parliament restarts on
23 March 2026 after an extended winter break. The provincial budget is expected to be introduced on Thursday, 26 March. Based on the province's third-quarter finances update, Ontario's deficit for the current year is projected to be $13.4 billion.
Other key legislation on the docket includes Third Reading of Bill 9, An Act to amend the City of Toronto Act, 2006 and the Municipal Act, 2001 in relation to codes of conduct. |
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Bank of Canada Rate Announcement |
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Yesterday, the Bank of Canada held its target for the overnight rate at 2.25%, with the Bank Rate at 2.5% and the deposit rate at 2.20%. The war in the Middle East has increased volatility in global energy prices and financial markets, and heightened the risks to the global economy. The breadth and duration of the conflict, and hence its economic impacts, are highly uncertain.
Prior to the war, the global economy was on pace to grow at around 3%, as expected in the January Monetary Policy Report (MPR). Economic growth in the United States has moderated but remains solid, driven by consumption and strong AI-related investment. US inflation remains above target and has evolved largely as expected. In the euro area, domestic demand is supporting growth while exports have contracted. China’s economy continues to be boosted by strength in exports, but domestic demand remains weak.
Since the outbreak of the conflict in the Middle East, global oil and natural gas prices have risen sharply, and this will boost global inflation in the near-term. In addition to energy supply disruptions, transportation bottlenecks stemming from the effective closure of the Strait of Hormuz could impact the supply of other commodities, such as fertilizer. Financial conditions have tightened from accommodative levels. Global bond yields have risen, equity market prices have declined, and credit spreads have widened. The Canada-US dollar exchange rate has remained relatively stable.
After expanding by 2.4% in the third quarter of last year, GDP in Canada contracted 0.6% in the fourth quarter. This was weaker than expected at the time of the January MPR, but mainly because of a larger-than-expected drawdown in inventories. Domestic demand grew by more than 2% due to strength in consumer and government spending, even as housing markets remained weak. |
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Board Applications Closing Soon! | |
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Our Board of Directors plays a pivotal role in advancing OMAA’s mission to empower Ontario’s municipal leaders through connection, professional growth, and advocacy. Directors help shape programs that strengthen leadership capacity, build skills, and create meaningful impact across the municipal community.
We are currently accepting nominations for 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.
Email media@omaa.on.ca if you have any difficulties with the application form. |
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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 sessions, cyber and AI readiness, municipal law and policy updates, strong mayor powers, 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: - 1 Exhibit Booth
- 4 Golf Slots
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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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Strategic Plan Objective #1 | |
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The 2026-30 Strategic Plan Rising Together, Leading Forward has six major objectives with several actions related to each. This section will introduce one objective each week for the next six weeks in advance of the Spring Workshop roundtable session |
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Objective #1: Set Standards for Leadership in Ontario’s Broader Public Sector. Position OMAA as the recognized authority on what excellence in executive leadership looks like, providing frameworks, benchmarks, and thought leadership that elevate the profession and strengthen community outcomes. This is not about prescribing behaviour; it is about illuminating what exemplary leadership looks like when service, character, and capability converge. Rebrand OMAA to reflect its leadership authority
OMAA will engage in a full rebrand - including updated naming structures, visual identity, and marketplace positioning - to reflect the Association’s evolution into the premier institution for executive leadership. This rebrand will signal clarity, confidence, and a bold new presence within the public-sector ecosystem.
Publish an OMAA Leadership Standard Framework
Working closely with members and informed by best practices, OMAA will develop and publish a comprehensive leadership standard that defines the attributes, competencies, and values essential to exemplary executive leadership. This framework will serve as a reference point for leaders, boards, recruiters, and partner organizations. Establish Annual Benchmarks and Recognition Awards
OMAA will create a benchmarking process and awards program to recognize organizations that exemplify excellence in leadership culture, executive practice, and community impact. These recognitions will set a visible, aspirational standard across the sector.
Convene Roundtables with Provincial and Sector Leaders
To ensure alignment and influence, OMAA will convene high-level roundtables that bring together senior public-sector executives, thought leaders, and provincial partners. These gatherings will foster shared understanding of leadership expectations and strengthen OMAA’s role as a definitive voice in shaping the sector’s future. |
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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
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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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There sure is a lot of noise out there about being a strong leader these days. Bold declarations, pounding fists, vetoes, expropriations, ramming through votes, and other such nonsense. But wise and strong leaders are the ones who pause, seek counsel, and ask questions that run deeper than their own certainty.
Marcus Aurelius, captured this paradox of power in his Meditations: “If anyone can refute me—show me I’m making a mistake or looking at things from the wrong perspective—I’ll gladly change. It’s the truth I’m after.” It’s remarkable that an emperor who governed one of the largest empires was defined by consultation.
Consulting others is not a bureaucratic delay; it’s a moral discipline. John Steinbeck understood this quiet form of courage when he wrote, “It takes courage to make a decision, but it takes even more to listen.” There’s something profoundly human in that notion. Listening exposes a leader to change, to criticism, to uncertainty. But it’s in that uncertainty that wisdom germinates.
The myth of the lone wolf who acts on pure instinct is just that: a myth. The best decisions are communal ones, forged through conversation, disagreement, and reflection. |
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Township of South Glengarry |
This recruitment follows the announcement that our current CAO will be moving on to a new role as the CAO with the United Counties of Stormont, Dundas and Glengarry.
Reporting to the Mayor and Council, the Chief Administrative Officer will be a proven leader with a demonstrated ability to embrace change and guide the municipality, as directed by Council. The CAO’s primary responsibility is to oversee and coordinate the day-to-day administration of the Township of South Glengarry, through its senior management team. The CAO supports the Mayor and Council, in directing and developing public policy, ensuring that Council has timely, comprehensive, and relevant information to make well-informed decisions. The Township of South Glengarry is a vibrant and growing community that is seeking a CAO who can work with Council to further position the municipality for a successful future.
Key responsibilities include: • Providing leadership and direction to the Township’s administration and senior management team
• Supporting Council in the development and implementation of policies, priorities, and strategic initiatives
• Ensuring Council decisions, programs, and services are implemented efficiently and effectively
• Coordinating the preparation of the annual operating and capital budgets and monitoring financial performance
• Overseeing organizational structure, staffing, and performance management of senior staff
• Ensuring compliance with municipal legislation, policies, and regulatory requirements
• Acting as the liaison between Council and Administration to ensure clear communication and accountability
• Working with government partners, community organizations, and the public on municipal initiatives and services T The salary range for the position is $139,544 - $169,834.
Closes: 6 April 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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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.
Salary Range: $241,316 to $263,779 Closes: 30 March 2026
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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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