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Ontario and Canada Partnership to Build Homes, Transit and Communities includes $8.8 billion over 10 years to support housing and major transit projects. The majority of funding will be used to support the reduction by up to 50 per cent of municipal DCs. Municipalities will be expected to support DC reductions (30% to 50%). Funding will also be made available for non-DC levying municipalities as well as for infrastructure projects prioritized by Ontario, and across a broader range of asset classes and recipients eligible under the BCSF PT stream.
Municipalities would work with Ontario to put forward a list of projects that this funding could be used against, which must be ready-to-build and meet any other requirements agreed to between Ontario and Canada. See Details of the Canada-Ontario Partnership to Build for more background information. |
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Minister Flack introduced Bill 98, Building Homes and Improving Transportation Infrastructure Act, 2026 on Monday. The bill would look to standardize municipalities’ official plans, repeal several environmental protections (green development standards and green roofs), lower the minimum lot size for urban residential land to 175 square metres (1,884 square feet), and exempt non-profit retirement homes from development charges. The bill also proposes to:
- Remove municipal authority to require enhanced development standards via site plan review.
- Expand housing opportunities in hard-to-service remote and/or rural areas by creating a framework to support the adoption of communal water and wastewater systems.
- Allow single-occupant vehicles to use high-occupancy vehicle (HOV) lanes during off-peak hours.
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the 2026 Ontario Budget: A Plan to Protect Ontario furthers "the government’s plan to attract jobs and investment, lower costs for workers and businesses, keep life affordable for families and individuals and make targeted investments in key public services that support the province’s long-term prosperity. The government’s approach maintains a path to balance and a financially responsible approach through sustained investments in key public services, while maintaining the fiscal flexibility needed to respond to changing conditions and support for the people of Ontario."
Highlights: - Projected deficit of $12.3 billion; 13.8 billion in 2026–27, and $6.1 billion in 2027–28.
- $37 billion for infrastructure projects including building highways, hospitals, transit and community infrastructure.
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$300 million over six years through the Community Sport and Recreation Infrastructure Fund,
- $44.1 million to ensure every LTC resident continues to receive an average of four hours of direct care each day from nurses and personal support workers, and 36 minutes of care from allied health professionals
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Establishing the Protect Ontario Account Investment Fund ($4 billion) to attract investment from pension funds and other private capital to advance Ontario’s long-term economic and strategic priorities.
Removing the full 13 per cent of the Harmonized Sales Tax (HST) for all eligible buyers of new homes valued up to $1 million
30% cut to the small business corporate income tax (CIT) rate (from 3.2% to 2.2%)
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Ontario’s 2025–26 net debt-to-GDP ratio is now forecast to be 36.8 per cent.
The net debt-to-GDP ratio is forecast to increase over the medium term. Ontario is more exposed to downside risk because prudence is lower than last year’s plan. |
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Like all other provincial budgets this year, Ontario is projecting a considerable deficit. Ontario’s real GDP growth is bottom of the provincial table this year given its acute exposure to both the trade and population growth shocks.
The path back to budget balance has been delayed and borrowing needs remain high. TD, RBC, Scotiabank, and Desjardins all flagged rising debt pressure or limited fiscal room, even while acknowledging targeted tax relief and housing support.
In Does the 2026 budget really 'protect' Ontario? Finance Minister Peter Bethlenfalvy joins #onpoli to discuss the Ford government's spending choices, why it has not produced a balanced budget, and when it would ever raise taxes. Steve Paikin and John Michael McGrath also zoom out and take a broader look at the government's plans: the HST exemption for home purchases, the province’s overall fiscal health, electricity subsidies, and how transportation changes might make it harder for northern Ontarians to access Toronto.
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| A bold new identity is on the horizon.
For some time, OMAA has been considering how to better reflect the role our members play across Ontario today—and where we are headed next. This spring, we’ll be introducing a new brand. As part of that, we’re creating a short video for the Spring Workshop—and we’d like it to reflect the real places and communities our members serve.
If you’re able, please share a few short clips (10–20 seconds) from your municipality—streetscapes, civic buildings, public spaces, or moments that capture the work in action. Guidelines: Preferred: 4K (3840 × 2160); minimum: 1080p (1920 × 1080) Horizontal (landscape) Steady shots, a few seconds in length No audio required Upload here:
https://drive.google.com/drive/folders/1bEfgpf5zv5GuCApXwpS9iaB5jFdpiv-a?usp=sharing |
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| We proudly honour members who’ve dedicated years of leadership as CAOs through our Long Service Recognition Awards handed out at each Spring Workshop.
Milestones are celebrated at 5, 10, 15, 20, 25, and 30 years of service — and every year counts, no matter where your journey has taken you.
Recognized recipients are celebrated at one of our annual banquets during their anniversary year. Click to submit your short nomination form and join us in celebrating your impact and commitment to municipal excellence!
Deadline for submissions is 17 April 2026.
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Last Call to join us in Kitchener on Friday, April 17 for Building Your Brand — a dynamic, hands‑on day designed to help emerging municipal leaders stand out and move forward. Learn directly from experienced CAOs, recruiters, and mentors as you explore: -- Proven pathways to becoming a CAO
-- What Councils and recruiters look for in top candidates -- Strategies for personal branding, contracts, and career mentorship -- Refine and deliver your elevator pitch Registration is just $25 for members and $99 for non‑members — only a few spots remain! Reserve your seat today. |
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Upper-Tier Leadership Dynamics: Navigating the CAO–Warden Relationship 5 May 2026 – 1:00 to 2:00 pm (EDT)
AMO and OMAA are teaming up again for a dynamic conversation exploring how County and Regional CAOs work with their Wardens and Regional Chairs to guide complex two-tier systems. This session dives into the unique governance dynamics of upper-tier municipalities—where political insight and administrative expertise intersect.
Through a moderated discussion, two CAO–Warden pairs will share firsthand perspectives on building effective relationships, aligning regional priorities, and strengthening collaboration across tiers. The discussion will also consider how these relationships evolve in the context of potential legislative changes and the approach to an election year, including maintaining strong governance practices, supporting council through transition periods, and ensuring continuity of leadership. Panelists: Warden Marcus Ryan and CAO Ben Addley of Oxford County plus Warden Bonnie Clark and CAO Sheridan Graham of Peterborough County |
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Election years bring a unique set of pressures for municipal leaders. Priorities must continue moving forward while future direction may be uncertain. Teams look for signals about what comes next, and leaders often feel the added responsibility of closing out the year strong while preparing their organizations for potential change.
For municipal leaders, managing stress, both their own and their team’s, while keeping people focused, engaged, and performing is a critical leadership skill.
OMAA and Career Joy are offering a free candid panel conversation during which experienced municipal leaders will share how they maintain resilience, support their teams, and sustain performance both personally and across their organizations through an election year.
Join Jacqueline Long, Head of Operational Effectiveness at the Town of Whitby, and Shellee Fournier, CAO of the Township of Rideau Lakes as they discuss how to Build the Resilience Needed for Today’s Leadership Demands from 1-2 pm on Tuesday 12 May 2026. |
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Strategic Plan Objective #3 |
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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 in advance of the Spring Workshop roundtable session. |
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| Objective #3: Develop World-Class Leadership Development Programs Through intentional program design, curated experiences, and spaces for courageous dialogue, OMAA will offer leaders not just skills, but transformation. These programs will reflect the realities of executive life, honour the weight of public service, and prepare leaders to meet complexity with confidence, clarity, and heart.
Design flagship retreats and masterclasses rooted in global best practices
Develop immersive, research-informed programs that integrate leadership science, psychology, strategic thinking, and the lived experience of executive leadership. These offerings will not replicate what exists elsewhere; they will set a new benchmark for depth, relevance, and impact.
Design flagship retreats and masterclasses rooted in global best practices Recognizing that executives need spaces for exploration as much as instruction, OMAA will establish facilitated coaching interactions and private leadership forums. These settings will allow members to examine their challenges with honesty, gain perspective from professionals and peers, and build the strength required for sustained excellence. Forge partnerships that elevate program credibility and reach Collaborate with trusted educational institutions, leadership experts, and sector partners to enhance curriculum design, broaden access to high-calibre content, and ensure its programs carry both intellectual and industry weight. |
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Between AI slop, misinformation campaigns, and attempts to rewrite transparency laws, there's a lot of subterfuge going on these days. It reminds me of George Orwell's warning, “In a time of deceit, telling the truth is a revolutionary act.” Maybe its time for radical transparency.
Radical transparency in local government is not just about publishing budget numbers or livestreaming council meetings; it’s about cultivating trust by making the machinery of democracy visible and understandable. it means a kind of civic openness where leaders explain their rationale, publish the data behind decisions, and engage with citizens before choices are made. Woodrow Wilson captured this aspiration over a century ago when he argued, “The ear of the leader must ring with the voices of the people.” Radical transparency transforms that ringing into a two-way conversation. It argues that the cure for our democratic failings is not less democracy, but more democracy.
To commit publicly to transparency is to submit one’s leadership to that same discipline. It demands clarity, honesty, and an acceptance that being understood is more important than being protected.
When governments open themselves to the light, even imperfectly, they remind people that truth belongs to everyone. |
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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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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.
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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When You Believe is AMO's new website chock full of resources, tips, and Q&As for potential candidates for fall's municipal election. Check it out and add it to your own local resource page. |
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From insight to impact: Building a leadership factory How does a beloved consumer food and beverage company—with a 150-year-plus history and the subject of one of Andy Warhol’s most iconic works—innovate and grow for the future? And what would it take to get there? For Campbell’s, the answer turned out to be as enduring as the organization itself: leadership. CAOs and their teams should be laser focused on developing next-generation leaders with the unique skills and capabilities to perform and thrive in challenging times.. |
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We all know that change is hard. Stop trying to ‘educate’ people into changing. Science proves it doesn’t work
argues that when confronted with evidence that contradicts our beliefs, we’re more likely to question the evidence than to update our views. Further, real change doesn’t come from persuading the unconvinced with more information. It is small groups, loosely connected but united by a shared purpose, that drive truly transformational change. |
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