Committee of the Whole Agenda Preview — May 14, 2026
Hook: Notice Was Provided By
Grey County · Committee of the Whole · May 14, 2026
Summary
One-sentence summary: On May 14, 2026 at 10:15 AM, Council examines the binding interest arbitration award for Paramedic Services, which mandates a 3.
Council will consider Councillor Barbara Dobreen's notice regarding her endorsement for the AMO Board of Directors County Caucus for the 2026-2028 term. The agenda includes reports on the Ontario Land Tribunal file list, noting a recent settlement for the Eden Oak subdivision and a new review request for the Thornbury Acres official plan. Staff also presented the finalized interest arbitration award regarding Paramedic Services, which mandates a 3.5% wage increase and establishes medical benefit costs exceeding original budget projections. This outcome requires financial adjustments for the County's 2024 and 2025 fiscal years. Additionally, Kellsie Bonnyman and John Anderson will present on the 30x30 Conservation Target.
Top Newsworthy Developments
Paramedic Services Arbitration Creates Budget Pressure Council reviewed the binding interest arbitration award for Paramedic Services. The ruling mandates a 3.5% wage increase for staff and establishes medical benefit costs that exceed the original budget projections. This outcome forces a financial adjustment across the County’s 2024 and 2025 fiscal years, directly impacting how funds are allocated to other emergency services and operational budgets.
30x30 Conservation Target Advances Local Protection Kellsie Bonnyman from Ontario Nature and John Anderson from the Grey Bruce Climate Action Network presented the 30x30 Target to Council. They outlined the strict criteria for protected areas, emphasizing defined boundaries and long-term protection mechanisms. The presentation highlighted how municipalities contributing to these efforts gain national recognition and foster community pride. The discussion emphasized Ontario Nature’s role in safeguarding wild species and spaces against pan-Canadian standards for classification.
Land Tribunal Updates: Eden Oak Settlement and Thornbury Review The active Ontario Land Tribunal file list was updated. A recent settlement was reached regarding the Eden Oak subdivision. Concurrently, a new review request for the Thornbury Acres official plan was noted as a priority item requiring Council attention.
Key Topics & Sections
Meeting Details
- Jurisdiction
- Grey County
- Body
- Committee of the Whole
- Date
- May 14, 2026
- Transcript Status
- Agenda package summary and extracted subreport text
- Transcript URL
- https://helpos.ca/transcripts/grey-county/committee-of-the-whole/2026-05-14
- Official Source
- View official meeting page
Related Discussion
Transcript Notice
This page is an accessibility-focused summary and extracted agenda text intended to promote civic accessibility.
It is an unofficial convenience copy and may contain extraction or summarization errors.
For the authoritative record, try to access the original source materials from Grey County using the original link below.
Full Transcript
3.a Notice was provided by Councillor Dobreen - Committee of the Whole April 23, 2026
Business Arising from Minutes 3.a Notice was provided by Councillor Dobreen - April 23, 2026 WHEREAS the Association of Municipalities of Ontario (AMO) brings a collective voice and advocates to the Province on behalf of all 444 municipalities on Provincial policy matters to achieve shared goals and address common challenges; and WHEREAS Grey County Councillor Barbara Dobreen has been a member of the AMO Board, County Caucus since March 2023; NOW THEREFORE BE IT RESOLVED that the Council for the County of Grey endorses the nomination of Grey County Councillor Barbara Dobreen for the position of Director on the County Caucus of the AMO Board of Directors for the 2026-2028 term.
Page 1 of 96 Committee of the Whole Agenda May 14, 2026 Following Council Council Chambers - Grey County Administration Building Pages 1. Call to Order 2. Declaration of Interest 3. Business Arising from Minutes 3.a Notice was provided by Councillor Dobreen - Committee of the Whole April 23, 2026 WHEREAS the Association of Municipalities of Ontario (AMO) brings a collective voice and advocates to the Province on behalf of all 444 municipalities on Provincial policy matters to achieve shared goals and address common challenges; and WHEREAS Grey County Councillor Barbara Dobreen has been a member of the AMO Board, County Caucus since March 2023; NOW THEREFORE BE IT RESOLVED that the Council for the County of Grey endorses the nomination of Grey County Councillor Barbara Dobreen for the position of Director on the County Caucus of the AMO Board of Directors for the 2026-2028 term. 4. Delegations 4.a 30x30 Target 5 Kellsie Bonnyman (Ontario Nature) and John Anderson (Grey Bruce Climate Action Network) 5. Determination of Items Requiring Separate Discussion 6. Consent Agenda That the following Consent Agenda items be received; and That staff be authorized to take the actions necessary to give effect to the recommendations in the staff reports; and That the correspondence be supported or received for information as recommended in the consent agenda. 6.a PDR-CW-19-26 - Active Ontario Land Tribunal File List 15 Page 2 of 96 That report PDR-CW-19-26 regarding the Ontario Lan Tribunal file list be received for information purposes. 6.b HRR-CW-04-26 Results of Interest Arbitration – OPSEU Local 250 Paramedic Services 18 That Staff Report HRR-CW-04-26 regarding the Interest Arbitrated Award between The Corporation of the County of Grey and OPSEU Local 250 representing Paramedic Services, be received for information. 6.c Correspondence from WOWC and Grey County - Comments on Provincial Governance Changes 31 That the correspondence addressed to the Province of Ontario regarding municipal governance changes from WOWC and Grey County be received for information. 6.d 37 SWIFT 2026 Strategic Plan That the correspondence received from SWIFT regarding the 2026 Strategic Plan be received for information. 6.e Board Trustees 58 potential removal of English Public School Board trustees be received for information. 6.f Order Made Under the Municipal Act, 2001 - Hanover - West Grey Restructuring Order 65 That the correspondence received from the Province of Ontario regarding an Order under the Municipal Act, 2001 for the Hanover - West Grey Restructuring, be received for information. 7. Items For Direction and Discussion 7.a PDR-CW-20-26 County Official Plan Amendment 29 Pulford Final Report 77 That report PDR-CW-20-26 be received; and That all written and oral submissions on official plan amendment number 29 were considered and helped to make an informed recommendation and decision; and That proposed County official plan amendment Number 29 to permit the redesignation of ‘Rural’ lands to the ‘Rural – with Exceptions’ designation to permit additional lot creation on land legally described as Plan 813, Block 68, geographic Township of Glenelg, now in the Municipality of West Grey be approved, and a by-law to adopt the County official plan amendment be prepared for consideration by County Council. 7.b Grey County Joint Accessibility Advisory Committee minutes dated April 17, 2026 Page 2 of 96 93 Page 3 of 96 That the Grey County Joint Accessibility Advisory Committee minutes dated April 17, 2026 be adopted as presented; and That the following resolutions contained therein be endorsed: i. That in consideration of staff report 2026 Municipal and School Board Election – Accessibility Plan, the Grey County Joint Accessibility Committee receives the report for review and comment. ii. That in consideration of Staff Report CR-26-018 respecting the Accessibility Plan for the 2026 Municipal Election, the Grey County Joint Accessibility Advisory Committee receives the report for information purposes. iii. That in consideration of Staff Report CS-26-024 respecting the Commemorative Forest Monument proposed design, the Grey County Joint Accessibility Advisory Committee receives the report for information purposes. iv. That in consideration of Staff Report CS-26-025 respecting the Bruce Grey Catholic District School Board (BGCDSB) Site Plan, the Grey County Joint Accessibility Advisory Committee receives the report for information purposes. v. That in consideration of Staff Report OP-26-012 respecting the preliminary design options for the 4th Avenue West reconstruction (15th St to 20th St), the Grey County Joint Accessibility Advisory Committee receives the report for information purposes. vi. That in consideration of Staff Report OP-26-013 respecting the 16th Street East pedestrian tunnel rehabilitation and sidewalk expansion, the Grey County Joint Accessibility Advisory Committee receives the report for information purpose. 7.c 8. Emergency Repair - Grey Road 40 (report to follow by Tuesday, May 12, 2026) Closed Meeting Matters That the Committee of the Whole does now go into closed session pursuant to Section 239 (2) of the Municipal Act, 2001, as amended, to discuss: 9. i. labour relations or employee negotiations (HRR-CW-02-26 Local 266 Social Services, HRR-CW-03-26 OPSEU Paramedic Services, HRRCW-05-26 ONA, HRR-CW-06-26 OPSEU Local 299) ii. advice subject to solicitor - client privilege (union negotiations) Other Business 9.a AMO Delegation Requests That the following be submitted as delegation requests for the 2026 AMO Conference: Page 3 of 96 Page 4 of 96 • Ministry of Health: Increased capital funding streams to allow and support growth of infrastructure for primary healthcare teams • Ministry of Transportation: OTIF Transit Project Update and Sustainable Funding • Ministry of Municipal Affairs and Housing: advocate for a pause on provincial legislation changes • Ministry of Colleges, Universities, Research Excellence and Security: sustainable funding for rural serving campus apprenticeships to support workforce development, including clean energy goals • Ministry of Education: additional CWELCC Child Care spaces in Grey County and recruitment and retention of ECEs/ECAs • Ministry of Long Term Care: renaming of Behavioural Support Units using Person Centred Language 10. Notice of Motion 11. Adjournment Page 4 of 96
6.a PDR-CW-19-26 - Active Ontario Land Tribunal File List
The agenda item updates Council on active Ontario Land Tribunal files, noting a recent settlement for the Eden Oak subdivision and a new review request for the Thornbury Acres official plan. A separate report details the binding interest arbitration award for Paramedic Services, which establishes a 3.5% wage increase and higher medical benefit costs than originally budgeted, requiring financial adjustments for the 2024 and 2025 fiscal years.
Page 15 of 96 Committee Report To: Warden Matrosovs and Members of Grey County Council Committee Date: May 14, 2026 Subject / Report No: PDR-CW-19-26 Title: Active Ontario Land Tribunal File List Update Prepared by: Becky Hillyer, Senior Planner Reviewed by: Scott Taylor, Director of Planning Lower Tier(s) Affected: All municipalities in Grey County with active County appeals Recommendation 1. That report PDR-CW-19-26 regarding the Ontario Lan Tribunal file list be received for information purposes. Executive Summary Development applications or policy updates in Grey County sometimes get appealed to the Ontario Land Tribunal (OLT), or occasionally the County appeals a decision to the OLT. When there are new appeals, updates on existing appeals, or decisions rendered by the OLT, County staff provide updates to Council. This report contains a status update on a recent settlement approved by the OLT for the Eden Oak subdivision in the Town of The Blue Mountains, as well as a further update on the Thornbury Acres decision. The report does not list municipal or Niagara Escarpment Commission appeals, where there is not a corresponding County application, and the County is not involved as a party or participant. Background and Discussion The County tries to avoid appeals to the OLT by working with the public, developers, municipalities, and other partners, to ensure that the County’s decisions are balanced and meet all applicable planning legislation and policy. There are however instances where development applications or policy initiatives get appealed. When there are new appeals, decisions, or updates on existing appeals, County staff provide updates to County Council. The purpose of this report is to update Council on the status of the County’s appeals. Appendix 1 contains a summary of the appeals in Grey before the OLT. A previous update report (PDR-CW-16-26) was provided to Committee of the Whole on April 9, 2026. Since that time, a decision has been made regarding the Eden Oak Camperdown 42T2018-06 draft plan extension, as noted in Appendix 1 below. The Town of The Blue Mountains PDR-CW-19-26 1 Page 15 of 96 May 14, 2026 Page 16 of 96 has also requested an OLT review of the previously issued OLT decision on the Thornbury Acres official plan and zoning by-law amendments. Note that Appendix 1 above does not include any municipal or Niagara Escarpment Commission (NEC) appeals which do not involve a County application, for which the County is neither a party or a participant. The status of any OLT file can be found at the below link: https://jus-olt-prod.powerappsportals.com/en/e-status/ County involvement and party status is in accordance with the guidelines established in Staff Report PDR-PCD-08-13 which can be found at this link: PDR-PCD-08-13 Ontario Municipal Board Attendance. The County’s party status listed in Appendix 1 is reflective of the guidelines in the above-noted staff report but does not necessarily reflect further direction given to staff on individual files based on in camera discussions with County Council. Legislated Requirements The above-noted appeals are processed and disposed of in accordance with the Planning Act and the Ontario Land Tribunal Act. Financial and Resource Implications Specific financial and resource implications are addressed as part of staff reports for each of the above-noted appeals, rather than in the appeals update report. Relevant Consultation ☒ Internal: CAO/Deputy CAO, Legal Services, and Planning ☒ External: Municipalities, and parties or participants to the appeals. Appendices and Attachments Appendix 1: Active Ontario Land Tribunal Appeals as of April 30, 2026 PDR-CW-19-26 2 Page 16 of 96 May 14, 2026 Page 17 of 96 Appendix 1: Active Ontario Land Tribunal Appeals as of April 30, 2026 Municipality File Name / Number County File Type Status / Links to Documents Consultants / Groups Involved Appellants / Parties County Involvement or Party Status County Staff Involved Town of The Blue Mountains Eden Oak Camperdown 42T-2018-06 Plan of Subdivision Darren Vella and Lauren Jeffrey, Innovative Planning Solutions Eden Oak (Camperdown) Inc. (appellant) County of Grey (party) Based on the County’s hearing attendance guidelines, the County is a Party to the appeal. Becky Town of The Blue Mountains Thornbury Acres / 42CDM-202211 and related Town official plan amendment and zoning bylaw amendment Plan of Condominium The proponent appealed the County’s decision on a draft plan extension with amended draft plan conditions. There were no municipal planning applications accompanying this appeal. A settlement hearing was held on March 9, 2026 and a formal decision from the Ontario Land Tribunal (OLT) was made on April 16, 2026. A link to the OLT decision is available here. As a summary, the appeal pertained to a single, revised draft plan condition (condition #19). That condition has been revised through the OLT decision, related to the required upgrading of Old Lakeshore Road. This file will now be removed from future OLT appeals update reports. The proponent appealed non-decisions by the Town and the County on the zoning by-law amendment, Town official plan amendment, and plan of condominium applications respectively. An OLT decision was received and that decision can be found here: OLT Decision. The Town has since filed a request for review of the OLT decision. The related plan of condominium application remains under appeal, and was not included in the OLT decision, which has been requested to be reviewed. David McKay, MHBC Planning Thornbury Acres Holdings Inc. (appellant) Town of The Blue Mountains (party) County of Grey (party) Based on the County’s hearing attendance guidelines, the County is a Party to the appeal. Scott PDR-CW-19-26 3 Page 17 of 96 May 14, 2026 Page 18 of 96 Committee Report To: Warden Matrosovs and Members of Grey County Council Committee Date: May 14, 2026 Subject / Report No: HRR-CW-04-26 Title: Results of Interest Arbitration – OPSEU Local 250 Paramedic Services Prepared by: Jennifer Moreau, Director Human Resources Reviewed by: Randy Scherzer, Chief Administrative Officer Lower Tier(s) Affected: Recommendation 1. That Staff Report HRR-CW-04-26 regarding the Interest Arbitrated Award between The Corporation of the County of Grey and OPSEU Local 250 representing Paramedic Services, be received for information. Executive Summary The purpose of this report is to provide Council with the results of the recent Interest Arbitration Award issued by Arbitrator Price. The collective agreement between Grey County and OPSEU Local 250 representing Paramedic Services was resolved through binding interest arbitration under the Ambulance Services Collective Bargaining Act, 2001. On April 20, 2026, the Sole Arbitrator issued an award establishing the terms of the agreement for the period January 1, 2024, to December 31, 2025, including wage increases, benefit adjustments, and other employment matters. As an arbitrated award, the decision is final and binding on both parties and is being implemented by the County in accordance with the Arbitrator’s direction. Background and Discussion OPSEU Local 250 represents Primary Care Paramedics employed by Grey County providing 24/7 emergency response, community paramedicine, and supportive outreach services across the County. Paramedic Services are legislated as an essential service. Notice to bargain was provided on October 6, 2023, and the parties met on multiple dates throughout 2024. Conciliation occurred in December 2024; however, a settlement was not achieved, and a No Board Report was subsequently issued. In accordance with the Essential Ambulance Service Agreement between the parties, outstanding matters were resolved through interest arbitration rather than strike or lockout. HRR-CW-04-26 1 Page 18 of 96 May 14, 2026 Page 19 of 96 In rendering the decision, the Arbitrator considered the statutory criteria under the Ambulance Services Collective Bargaining Act, 2001, including employer ability to pay, comparability, recruitment and retention, and the economic conditions facing the municipality and the Province of Ontario. Legislated Requirements Ambulance Services Collective Bargaining Act, 2001 Labour Relations Act, 1995 Financial and Resource Implications The Interest Arbitrated Award results in increased wage, premium, benefit, and retroactive compensation costs for the Paramedic Services division for the 2024 and 2025 fiscal years. Preliminary financial calculations associated with the Interest Arbitrated Award have been completed by the Finance and Human Resources department based on the information currently available. As the County proceeds with implementation of the full award, including the processing of retroactive wage and premium payments, these figures may be refined or adjusted to reflect final payroll calculations and benefit cost considerations over the coming weeks. Staff had estimated and accrued retroactive wages of 2.75% in both 2024 and 2025, however the actual award was 3.5% in both years. Year Accrued Retro Wages Awarded Retro Wages Budget Variance 2024 $392,201 $499,165 $106,964 2025 $829,704 $1,059,747 $230,043 With respect to extended medical benefits, the County had originally budgeted for an annual cost increase of $26,363 for the enhanced benefits provisions. Based on final costing associated with the Interest Arbitrated Award, the actual annual cost of the extended medical benefits is $81,672. As a result, a year-one variance of $36,873 is anticipated in the current fiscal year, reflecting the partial-year implementation of the benefit enhancements following the date of the Award. The total variance of this award is estimated at $373,880. An adjustment totaling $337,007 of retroactive wages has been made to the 2025 financials and will be funded by unused reserve funding from the 2025 budget. The $36,873 increased costs will be funded through the 2026year end surplus or deficit report. Relevant Consultation ☒ Internal Kevin McNab, Director of Paramedic Services Geraldine Cole, Manager Labour Relations HRR-CW-04-26 2 Page 19 of 96 May 14, 2026 Page 20 of 96 Peter Wraight, Payroll Manager Garrett Reed, Manager of Accounting Niall Lobley, Deputy Chief Administrative Officer Appendices and Attachments Interest Arbitrated Award between Grey County and OPSEU Local 250, dated April 20, 2026 HRR-CW-04-26 3 Page 20 of 96 May 14, 2026 Page 21 of 96 In the matter of an interest arbitration pursuant to Ambulance Services Collective Bargaining Act, 2001, S.O. 2001, c. 10; B E T W E E N: THE CORPORATION OF THE COUNTY OF GREY (“the Employer”) and ONTARIO PUBLIC SERVICE EMPLOYEES UNION ON BEHALF OF ITS LOCAL 250 AWARD Sole Arbitrator: Sheri Price On behalf of the Union: Rosa Zetler, Research Officer and Presenter Leah McGrath, Research Officer Bradi Watson, Staff Representative Andrew Rogers, Bargaining Committee Member Jeff Thomas, Bargaining Committee Member Kyle Fidler, Bargaining Committee Member Zolt Popic, Bargaining Committee Member Josh Ernst, Bargaining Committee Member On behalf of the Employer: Mark Mason, Counsel Kevin McNab, Director of Paramedic Services Geraldine Cole, Labour Relations Manager Jennifer Moreau, Director of Human Resources Annie Reed, HR Business Partner Shawn Klages, Deputy Chief of Quality Assurance and Community Programs Kyle Stewart, Deputy Chief of Wellness and Support Hearing held by videoconference on January 6, 2026 with additional written submissions thereafter Page 21 of 96 (the “Union”) Page 22 of 96 [1] I was appointed by the parties as sole arbitrator to resolve the outstanding issues between them with respect to the renewal of the collective agreement that expired on December 31, 2023. This interest arbitration is being conducted pursuant to an October 2023 Essential Ambulance Service Agreement, in which the parties agreed to have the terms of the collective agreement settled by interest arbitration rather than strike or lockout. There is no objection with respect to my jurisdiction in this matter. [2] Grey County is an upper tier municipality, which is comprised of the following municipalities: Owen Sound, Blue Mountain, Hanover, Meaford, Chatsworth, Georgina Bluffs, Grey Highlands, Southgate and West Grey. Spread out over an area of approximately 4,500 square kilometres, Grey County’s population of more than 100,000 residents is somewhat older, on average, than the population in Ontario, with more than a quarter of its residents over the age of 65. [3] In this bargaining unit, OPSEU represents approximately 99 full-time and 47 part-time primary care paramedics who work out of eight bases, twenty-four hours a day, seven days a week, to provide pre-hospital care to residents and visitors to the County. The bargaining unit also contains a small number of Community Paramedics and one paramedic working in supportive outreach (SOS). [4] Notice to bargain was given on October 6, 2023 and the parties met to bargain on May 28, May 29 and July 4, 2024. Conciliation took place on December 9, 2024 and a no board report was issued on December 17, 2024. [5] During bargaining, the parties were only able to agree on a single item. Consequently, numerous issues remain in dispute, which were submitted to me for determination. ISSUES IN DISPUTE AND PARTIES’ POSITIONS [6] One of the main issues in dispute between the parties is wages. The Union seeks general wage increases of 5% in each year of the two-year contract, whereas the Employer proposes a general wage increase of 2.5% in 2024 and 2.28% in 2025. 1 Page 22 of 96 Page 23 of 96 [7] There is no dispute that the relevant comparators are other paramedic services in those communities bordering on Grey County – Bruce County, Huron County, City of Guelph (includes both Guelph and Wellington units), Simcoe County and Dufferin County – as well as Perth County, which, though not sharing a border with Grey County, is geographically proximate to it. [8] It is also not in dispute that, historically, the parties have freely bargained wage rates for this group that are second highest amongst all of the comparators, although the parties differ with respect to which of the comparators is the highest paid. (The Employer submits that it is Dufferin County and the Union submits that it is only the City of Guelph’s IV rates that are higher.) [9] The Employer maintains that its proposal to have general wage increases of 2.5% in 2024 and 2.28% in 2025 is fair and reasonable insofar as it would keep the parties’ bargaining pattern mostly intact, except that Grey County would move from second to third place, behind Dufferin and Simcoe. This, the Employer says, is appropriate, given the significant market adjustment obtained by paramedics at the County of Simcoe during the last round of bargaining. By contrast, the Employer notes that the Union’s wage proposal would move the Union ahead of all of the other comparators, which is a position it has never held. The Employer submits that there is no reason to think that this is something that the parties themselves would agree to in free collective bargaining and is therefore not something that should be awarded by an interest arbitrator. [10] For its part, the Union says that it is vitally important to ensure that wages here keep pace with those in neighbouring counties, particularly Simcoe, which freely negotiated a 12% increase over the three-year period ending December 31, 2025. Both parties agree that Bruce County, whose paramedics are also represented by OPSEU Local 250, is another important comparator, although they come to different conclusions about its significance for this case. The Employer emphasizes that Bruce County paramedics were awarded a GWI of 2.65% in 2024, only slightly higher than the 2.5% increase proposed by the Employer here for that year. However, because of the higher wage rates at Grey, the lower GWI proposed by the Employer would still produce higher wage rates than those in effect in Bruce County. For its part, the Union points out that Bruce County paramedics were awarded GWIs of 2.9% 2 Page 23 of 96 Page 24 of 96 and 3.0% in 2022 and 2023, compared to the 2.0% increases awarded to this bargaining unit for those years. The Union also emphasizes that several other services – not traditional comparators, but geographically proximate – have negotiated wage adjustments to bring them up to Simcoe’s 2025 top rate, i.e. Kawartha Lakes and West Parry Sound. The Employer responds that the outcomes in Kawartha and West Parry Sound were driven by specific factors that are not present here, not an attempt to line up with Simcoe’s rates. [11] The Union submits that it is very important that compensation levels for this bargaining unit be maintained in order to avoid the loss of Grey County paramedics to neighbouring counties. In fact, the Union submits that this is already happening. Since 2022, the Union majority leaving for Simcoe and Bruce Counties (18 out of 30). While many of those who left have been replaced, the Union notes that the number of part-time paramedics in the bargaining unit has nonetheless decreased from 60 in December 2021 to 47 today. Given that the volume of calls in the County is increasing, and the population is expected to grow by approximately 27 percent over the next 20 years, the Union submits that there is an acute need to ensure that wages and other terms of employment in Grey County are sufficient not only to attract but also to retain paramedics who in many cases live and have opportunities to work in neighbouring jurisdictions. For its part, the Employer acknowledges that the number of part-time employees has dropped in recent years but says that this is because the Employer has significantly increased the number of full-time positions, which have been filled internally by part-time employees. The Employer disputes that it has had any difficulty recruiting linked to wage rates; the real problem, it says, is that there are not enough paramedics available for hiring, which is a widespread problem affecting paramedic services across Ontario. The Union disagrees with the Employer on this and maintains that a high number of shift overruns and open shifts at Grey County reveal a recruitment and retention problem that needs to be addressed during the current round. [12] According to the Union, inflation is another important factor to take into account. The Union explains that employee wages were significantly eroded by high rates of inflation during the term of the expired collective agreement. It says that there is a pressing need in the current round of bargaining to address the impact of inflation and the decrease in employees’ real wages by granting the Union’s proposal. The Employer responds that there is no pattern 3 Page 24 of 96 Page 25 of 96 of these parties negotiating wage increases that track inflation. Accordingly, the Employer maintains that it would not be appropriate to take inflation into account at this point. In the alternative, the Employer submits that inflation was adequately addressed in the award that settled the terms of the expired collective agreement. [13] In addition to its wage proposal, the Union seeks improvements with respect to compensation for Alternate Rate Duty Supervisors (i.e. increase from $2.00 per hour to 15% of wages); hours of work; vacation entitlement; overtime pay; shift and weekend premiums; health and welfare benefits; and safety boot allowance. The Union also proposes the introduction of a new provision regarding virtual training. [14] The Employer opposes most of the Union’s proposals, although it makes its own proposals to improve a couple of items, for example, compensation for Alternate Rate Duty Supervisors and certain health and welfare benefits. The Employer also brings forward a handful of proposals with respect to hours of work, part-time availability and the introduction of two new Letters of Understanding on Field Training Paramedics and Preceptor Pay. DECISION [15] The parties provided me with comprehensive written briefs and also made oral submissions at the hearing setting out their respective positions on the outstanding proposals, all of which has been carefully considered by me in reaching this decision. In determining the matters in dispute, I have considered the statutory criteria set out in s. 21(2) of the Ambulance Services Collective Bargaining Act, 2021, which provides: 21(2) In making a decision, the arbitrator shall consider the following factors and any other factors that he or she considers relevant: 1. The employer’s ability to pay, in light of its fiscal situation. 2. The extent to which services would have to be reduced in light of the decision, if current funding and taxation levels are not increased. 3. The economic situation in Ontario and in the municipality where employees in the bargaining unit provide services. 4 Page 25 of 96 Page 26 of 96 4. A comparison, as between the employees in the bargaining unit and other comparable employees in the public and private sectors, of the terms and conditions of employment and the nature of the work performed. 5. The employer’s ability to attract and retain qualified employees. 7. A comparison of the cost of providing ambulance services through members of the bargaining unit with the cost of providing those services through, i. in the case of a public sector employer, employees who work for private sector providers of ambulance services, or ii. in the case of a private sector employer, employees who work for other private sector providers of ambulance services. [16] I have also taken into account the established principles of interest arbitration, including comparability, demonstrated need, total compensation, incrementalism, and replication. Of these, replication is the most important, as the fundamental task of an interest arbitrator is to replicate the collective agreement that the parties themselves would have achieved, if they had been able to engage in free collective bargaining, including the ability to resort to economic sanctions to break an impasse. The principle of comparability is closely related to replication, the presumption being that, where industry norms can be identified, parties would be unlikely to have deviated too far from what their similarly situated peers have agreed to: Ontario Nurses' Association v. Strathroy Middlesex General Hospital, 2012 CanLII 14936 (Goodfellow), at p. 8. The parties’ own history can also provide guidance as to the bargain that the parties themselves would have struck if left to their own devices. [17] Having carefully considered all of the relevant factors, including, but not limited to, comparability, demonstrated need, recruitment and retention, and inflation, the latter being part of the “economic situation in Ontario and in the municipality where employees in the bargaining unit provide services” and therefore something I am statutorily mandated to consider, I hereby order that the collective agreement shall consist of the terms of the previous collective agreement, as amended by all item(s) agreed to by the parties, as well as the following items: 5 Page 26 of 96 Page 27 of 96 Term The term of the collective agreement will be from January 1, 2024 to December 31, 2025 Wages - Effective January 1, 2024 – 3.5% GWI Effective January 1, 2025 – 3.5% GWI Alternate Rate Duty Supervisors - Effective date of award, increase premium to $4.00 per hour Article 13.10 (Availability) - The Employer proposal to add the following language to art. 13.10 is granted: Shifts will be assigned by seniority – by the minimum required shifts worked per month (Article 13.10). Any remaining shifts will be allocated by seniority and availability up to the preferred maximum number of shifts, in any given month. Article 16.11 (Scheduling of Vacation) - Increase the number of paramedics allowed off at one time to 17 - Housekeeping item: delete the words “effective in 2019” - The Union’s proposal to add the following language to art. 16.11 is granted (with the specific location of the wording within the clause remitted to the parties, subject to my remaining seized to determine any dispute): The above does not preclude someone from getting vacation days if those vacation days are available. For example, being forced into requesting 3 days where only one is available. 6 Page 27 of 96 Page 28 of 96 Art. 18.07 (Health and Welfare Benefits) Effective the date of the award: - (a) (b) (c) Orthodontics: increase to $2500 Massage, Physiotherapy & Chiropractic: Increase from $600 to $900 for each discipline per calendar year for the insured paramedic and increase from $300 to $600 for each discipline per calendar year for dependants Vision: increase to $450 every twenty-four months (d) Miscellaneous: Employer proposal granted as follows: … - Private Duty Nursing and Psychologists, any regulated mental health care provider up to one thousand dollars ($1000) per calendar year, Speech Therapists as per plan - Psychologists, any regulated mental health care provider up to one thousand five thousand dollars ($1000$5000) per calendar year … Art. 22.01 (Shift and Weekend Shift Premiums) - Effective January 1, 2025, increase shift and weekend shift premiums to $1.10 per hour Article 22.02 (Safety Boot Allowance) - Effective the date of the award, increase to $350.00 for full-time employees and $175.00 for part-time employees Letters of Understanding (LOUs) - The Employer’s proposal for a new Letter of Understanding re Preceptor Pay is granted 7 Page 28 of 96 Page 29 of 96 - The Employer’s proposal for a new Letter of Understanding re Field Training Paramedics is remitted to the parties for further discussion in the upcoming round of collective bargaining. For clarity, I am not seized of this issue. - The following LOUs are renewed: - - Educational Opportunities for Co-op, College Students and Observers IV Training Program Flex Float Employees Peer Support Initial Training and Continuing Education Peer Support Return to Work Program (RTW) Calculation of Normal Weekly Hours for Part-Time Employees The following LOUs are renewed with administrative changes, as indicated below: - COVID- 19 Community Response Program (title change) COVID- 19 Vaccination Clinics, Mobile Support (title change) Voluntary Interest Arbitration: Change “Dec 31, 2017” to “Dec 31, 2025” Extra Hours of Work Agreement: Deletion as shown Term — The parties agree that this agreement may not be revoked prior to the expiry date of the Ministry of Labour Application, except wit the parties' mutual consent. This agreement will terminate on April 30, 2011, subject to renewal according to the provisions of the Employment Standards Act. Retroactivity - GWIs and shift/weekend premiums are effective the dates indicated above. Retroactivity is to be paid within 60 days of the date of the award to current employees and former employees who were employed during the term of the collective agreement. Any employee who has left the employ of the Employer is to be so notified in writing at their address on file within thirty days of this award. Payment is to be made within 30 days of acknowledgement of receipt of such notice by the former employee. - All other changes are effective the date of the award. 8 Page 29 of 96 Page 30 of 96 [18] Any proposal not specifically addressed by this award is deemed to be dismissed, without prejudice to the positions taken by the parties. [19] I remain seized in accordance with s. 21(4) of the Ambulance Services Collective Bargaining Act, 2001 until a collective agreement is in effect between the parties. Dated at Toronto this 20th day of April, 2026. ______________________________ Sheri Price, Sole arbitrator 9 Page 30 of 96 Page 31 of 96 Clerk’s Department April 24, 2025 595 9th Avenue East, Owen Sound Ontario N4K 3E3 519-372-0219 / 1-800-567-GREY / Fax: 519-376-8998 The Honourable Rob Flack Minister of Municipal Affairs and Housing College Park, 17th Floor 777 Bay Street Toronto, ON M7A 2J3 Please be advised that the Council for the Corporation of the County of Grey passed the CW57-26 Moved: Councillor Milne Seconded: Councillor Dobreen That Grey County Council supports the correspondence from WOWC to the Province regarding proposed legislative changes in Bill 100, the Better Regional Governance Act, 2026; Sound and Simcoe-Grey and the Association of Municipalities of Ontario (AMO), Minister Thompson and ROMA ahead of Council approval; and That the applicable notice provisions be waived. Grey County Council echoes the comments and perspectives shared by the Western Ontario Wardens Caucus with respect to Bill 100, the Better Regional Governance Act, 2026 and the importance of maintaining elected local leadership in municipal government, as well as working collaboratively to explore governance improvements while maintaining the democratic structures and principles that municipal government is founded on. The County of Grey respectfully requests any future changes involving upper-tier governments be advanced in partnership with municipalities along with meaningful consultation. Grey County: Colour It Your Way Page 31 of 96 Page 32 of 96 Page 2 April 24, 2026 Please don’t hesitate to reach out if you require any further information or would like to discuss. Yours truly, Tara Warder Clerk (226) 379-8720 tara.warder@grey.ca www.grey.ca Enclosures – Correspondence from Western Ontario Warden’s Caucus – Bill 100 cc. Randy Scherzer, Grey County CAO Hon. Lisa M. Thompson, Minister of Rural Affairs lisa.thompson@pc.ola.org Paul Vickers, MPP Bruce – Grey – Owen Sound paul.vickers@pc.ola.org Brian Saunderson, MPP Simcoe – Grey brian.saunderson@pc.ola.org Rural Ontario Municipal Association roma@roma.on.ca Karen Nesbitt, Director of Policy and Government Relations resolutions@amo.on.ca and knesbitt@amo.on.ca Kate Burns Gallagher, WOWC Executive Director kate@wowc.ca Grey County: Colour It Your Way Page 32 of 96 Page 33 of 96 April 20, 2026 The Honourable Rob Flack Minister of Municipal Affairs and Housing College Park, 17th Floor 777 Bay Street Toronto, ON M7A 2J3 Delivered via email: minister.mah@ontario.ca RE: Bill 100 – Better Regional Governance Act, 2026 Dear Minister Flack, We recognize the Province’s focus on municipal governance and the shared urgency to accelerate, infrastructure, and economic development across Ontario. Municipal governments are committed partners in achieving these priorities, and across Western Ontario, counties continue to deliver results through collaboration, fiscal responsibility, and strong local leadership. On behalf of the Western Ontario Wardens’ Caucus (WOWC), we are writing to provide a respectful and principled perspective on Bill 100, the Better Regional Governance Act, 2026. While the legislation only affects one of our WOWC member counties, it signals a clear provincial direction toward governance reform as a tool to advance policy outcomes, including housing and infrastructure delivery. As such, it raises important considerations for Counties and upper-tier municipalities across Western Ontario. WOWC members recognize the Province’s objectives to streamline decision-making and improve alignment between municipal and provincial priorities. However, the proposed introduction of a provincially appointed Warden and strong Warden powers, represent a significant shift away from locally determined governance models. These changes increase provincial influence in municipal leadership structures and risk undermining the democratic accountability that is foundational to municipal government. Municipal governments are, by design, local, democratic, and transparent. Elected officials are directly accessible and accountable to their communities, bringing local-based knowledge and relationships that are essential to effective decision-making. This is particularly important in rural and County contexts, where geography, service delivery responsibilities, and community diversity differ significantly from large urban centres. Page 33 of 96 Page 34 of 96 Page 2 of 4 We also wish to highlight the important distinction between governance models. Counties are not regions, and they are not cities. County governments in Western Ontario operate through collaborative, two-tier systems that rely on representation from locally elected lower-tier municipalities. This structure reflects rural realities, ensures balanced regional representation, and supports effective and coordinated service delivery across large geographic areas. Applying a onesize-fits-all governance approach risks overlooking these differences and may lead to unintended consequences. Feedback from our municipal partners, including those directly impacted by the legislation, reinforces these concerns. While there is support for measures such as council size adjustments in certain contexts, there is significant apprehension regarding provincially appointed Wardens and expanded executive authorities. Key issues raised include the potential lack of local knowledge in appointments, reduced accountability to elected councils, and challenges to maintaining cohesive and collaborative governance structures. Counties across Western Ontario are already delivering on the Province’s priorities. From enabling housing development through infrastructure investment to supporting economic growth and workforce development, municipal governments are essential partners in building strong, resilient communities. Between 2016 and 2021, Western Ontario experienced population growth of 7.8%—outpacing the provincial average—and welcomed over 121,000 new residents, nearly double the growth of the City of Toronto during the same period. This growth has been matched by strong housing development, with a 28.3% increase in new housing units, and significant investment, including $8.9 billion in building permits, of which $6.4 billion was for residential construction. WOWC supports a united, respectful, and principled approach to this discussion. We believe there is an opportunity to work collaboratively with the Province to explore governance improvements that maintain democratic integrity while supporting shared priorities. In particular, we would welcome engagement on how Counties can continue to play a leadership role in advancing housing and infrastructure outcomes without compromising local representation and accountability. As the Province continues to consider governance reforms, we respectfully request that any future changes involving upper-tier municipalities: • • • • Maintain locally elected leadership as a cornerstone of municipal governance Recognize the distinct roles and structures of counties, regions, and cities Reflect rural and regional realities, including geography and service delivery responsibilities; and Be developed in partnership with municipalities through meaningful consultation. WOWC will continue to monitor Bill 100 and any associated regulatory developments, including potential expansion of governance tools, and we remain committed to constructive engagement with your Ministry on this important file. www.wowc.ca Page 34 of 96 Page 35 of 96 Page 3 of 4 Thank you for your leadership and for the opportunity to provide input. We look forward to continuing to work together to support strong, accountable, and effective municipal governance and critical services across Ontario. Sincerely, The Western Ontario Wardens’ Caucus Mayor David Bailey Brant County Warden Luke Charbonneau Bruce County Mayor Darrin Canniff Chatham Kent Warden Lisa Post Dufferin County Warden Dominique Giguère Elgin County Warden Hilda MacDonald Essex County Warden Andrea Matrosovs Grey County Warden Jamie Heffer Huron County Warden Kevin Marriott Lambton County Warden Sue Clarke Middlesex County Deputy Mayor Adam Veri Norfolk County Warden Marcus Ryan Oxford County Warden Dean Trentowsky Perth County Warden Basil Clarke Simcoe County Warden Chris White Wellington County www.wowc.ca Page 35 of 96 Page 36 of 96 Page 4 of 4 cc. Hon. Doug Ford, Premier of Ontario Association of Municipalities of Ontario Eastern Ontario Wardens’ Caucus Western Ontario Municipalities www.wowc.ca Page 36 of 96 Page 37 of 96 April 15, 2026 RE: SWIFT 2026 Strategic Plan Dear SWIFT Members, On behalf of the Board of Directors of Southwestern Integrated Fibre Technology (SWIFT), I’m pleased to share the attached Board-approved 2026 Strategic Plan. Following the biennial strategic planning session held in January, the SWIFT Board formally approved the attached Strategic Plan on April 13, 2026. This plan outlines SWIFT’s key priorities as the organization continues its work to enhance connectivity across Southwestern Ontario. The Strategic Plan is anchored by four primary priorities: • • • • Completion of SWIFT 1.0, including closeout activities and organizational wind-down planning Support for the completion of federal and provincial broadband programs across the region Development of SWIFT’s strategy in the post–federal and provincial broadband program environment Advancement of the Cellular Coverage Improvement Program, with a focus on better understanding and addressing gaps in cellular service The Strategic Plan will be presented at SWIFT’s upcoming Annual General Meeting for information purposes. This letter is provided for your awareness, and I encourage you to review the attached plan. We value your continued partnership as we work together to strengthen connectivity and support communities throughout Southwestern Ontario. Sincerely, Gary McNamara Board Chair, SWIFT cc: SWIFT Member CAOs SWIFT Board Page 37 of 96 Page 38 of 96 STRATEGIC PLAN 2026-2031 FROM EXPANSION TO COMPLETION, ADVANCING REGIONAL CONNECTIVITY IN SOUTHWESTERN ONTARIO Page 38 of 96 Page 39 of 96 TABLE OF CONTENTS Executive Summary 3 Vision & Mission 4 Strategic Context 5 Strategic Priority 1: SWIFT 1.0 Close-Out & Organizational Wind-Down Planning Strategic Priority 2: Support Completion of Federal & Provincial Broadband Programs Strategic Priority 3: SWIFT’s Post Federal & Provincial Broadband Program Strategy Strategic Priority 4: Cellular Coverage Improvement Program 7 9 11 13 Governance, Risk & Accountability 15 Government Engagement Framework 16 Implementation & Review 17 Strategic Phases & Time Horizons 18 Conclusion Page 39 of 96 19 Page 40 of 96 EXECUTIVE SUMMARY Reliable broadband and cellular connectivity are essential to the economic competitiveness, public safety, and quality of life of communities across Southwestern Ontario. Significant federal and provincial investments have expanded access to high-speed internet across the region, with SWIFT playing a central role in advancing this progress. Despite these advances, connectivity gaps remain, particularly in rural and lowdensity areas. At the same time, challenges with cellular coverage are increasingly evident. Reported coverage does not consistently reflect real-world experience, with many communities facing unreliable or inconsistent service. This strategy outlines SWIFT’s role in supporting the completion of current broadband programs, identifying remaining connectivity gaps, advancing solutions to cellular coverage challenges, and managing the close-out of SWIFT 1.0 obligations. The strategy is organized around four priorities: Managing the close-out of SWIFT 1.0 and associated obligations. Supporting the completion of federal and provincial broadband programs. Identifying remaining fibre-based connectivity gaps and informing future investment. Improving understanding of cellular coverage gaps and advancing funding solutions. Together, these priorities position SWIFT to provide regional leadership, evidence-based analysis, and coordinated engagement to support connectivity across Southwestern Ontario. Page 40 of 96 3 Page 41 of 96 VISION & MISSION VISION A Southwestern Ontario where reliable telecommunitcations connectivity is available to everyone, everywhere, ensuring communities remain competitive, connected, and prepared for future technological needs at competitive rates. MISSION To accelerate and enhance telecommunications coverage through partnerships, closing connectivity gaps and preparing Southwestern Ontario for future technological needs. Page 41 of 96 4 Page 42 of 96 STRATEGIC CONTEXT The Canadian Radio-television and Telecommunications Commission’s (CRTC) Universal Service Objective sets a national target for broadband service of 50 Mbps download/10 Mbps upload (50/10). Significant public investments have advanced connectivity across Southwestern Ontario towards this benchmark. The Western Ontario Wardens Caucus (WOWC) has recently defined broadband as the availability of fibre-to-the-home (FTTH) or hybrid fibre-coaxial (HFC) infrastructure. This definition reflects the long-term connectivity needs of communities rather than minimum speed thresholds such as the CRTC’s 50/10 benchmark. SWIFT-led projects have delivered much of the progress achieved to date, while broader federal and provincial initiatives, including ICON, UBF and AHSIP programs continue to move forward in efforts to expand service. This approach recognizes that futureready-infrastructure is essential to supporting economic development, public services, and quality of life across Southwestern Ontario. As implementation progresses, a clearer picture of remaining needs has emerged, particularly in rural, low-density, and hardto-serve areas. Experience across the region indicates that achieving universal, reliable connectivity will require continued coordination, accurate data, and continued regional leadership. Page 42 of 96 5 Page 43 of 96 In parallel, communities across Southwestern Ontario are increasingly identifying gaps in cellular coverage. Reliable cellular service is essential for public safety, business operations, transportation, and day-to-day communications. Addressing these challenges requires a clearer understanding of actual coverage conditions across the region and highlights the importance of coordinated regional data and advocacy to support future investment. The following issues are shaping SWIFT’s strategic priorities: Need for clear program close-out and organizational transition. As SWIFT 1.0 concludes, final reporting and program obligations must be completed and the organization’s wind-down managed in an orderly and accountable manner. Completion of current broadband programs remains critical. As implementation progresses, additional unserved premises continue to be identified across the region, underscoring the need to complete existing programs and resolve remaining connectivity gaps. Cellular coverage challenges are increasingly evident. Reported coverage does not consistently reflect lived experience and many communities experience unreliable or nonexistent service, affecting public safety, economic activity, and quality of life. Need for credible regional data and coordination. Reported broadband and cellular coverage often overstates real-world service availability, highlighting persistent data gaps. A standing regional body is needed to provide evidencebased analysis, support to governments and partners, and to ensure regional realities are reflected in planning and implementation across Southwestern Ontario. These realities underscore the importance of SWIFT’s continued role in coordinating efforts, informing decision-making, and supporting the region through the next phase of connectivity, and provide the foundation for the strategic priorities outlined in the following sections. Page 43 of 96 6 Page 44 of 96 STRATEGIC PRIORITY 1: SWIFT 1.0 CLOSE-OUT AND ORGANIZATIONAL WIND-DOWN PLANNING (2027-2031) Objective: Ensure the orderly and accountable close-out of SWIFT 1.0 program obligations and transition of co-ownership arrangements. Strategic Positioning: SWIFT will act as a responsible program steward, ensuring all financial, contractual, and ownership obligations are fulfilled while maintaining transparency. Key Actions: Oversee completion of all financial, contractual, and reporting obligations. Manage transition and conclusion of co-ownership arrangements. Maintain clear communication with municipal members and partners. Ensure appropriate documentation and knowledge retention. Provide regular progress reporting to the Board. Page 44 of 96 13 Page 45 of 96 Outcomes: Completion of all SWIFT 1.0 obligations. Orderly transition of ownership arrangements. Transparent and well-documented program close-out. Success Indicators: Collection of $8.2 Million in Broadband Development Fund (BDF) payments from ISPs. Completion of all SWIFT 1.0 program obligations. Conclusion of co-ownership arrangements as ownership terms expire. Legal transfer of SWIFT 51% ownership to ISPs. Proper documentation and records retention for SWIFT 1.0 program delivery. Key Assumptions: ISPs will fulfill contractual obligations. Co-ownership agreements will conclude as scheduled. Required reporting and administrative activities can be completed within timelines. Page 45 of 96 14 Page 46 of 96 STRATEGIC PRIORITY 2: SUPPORT COMPLETION OF FEDERAL & PROVINCIAL BROADBAND PROGRAMS (2026-2028) Objective: Support, where appropriate, the completion of federal and provincial broadband programs across Southwestern Ontario by maintaining engagement with governments and partners, providing regional insight, supporting the advancement of projects requiring additional coordination or solutions at the request of federal and provincial partners, and serving as a resource for municipalities and residents. Strategic Positioning: SWIFT will serve as a regional partner, providing coordination, insight, and targeted support to help advance broadband program completion and address outstanding service areas across Southwestern Ontario. Key Actions: Maintain structured engagement with federal and provincial partners to support program delivery. Provide regional intelligence and coordination to address implementation challenges and remaining service gaps. Serve as a central point of contact for municipalities and partners. Advocate for regional delivery approaches for residual gap programs, including the Last Mile Challenge. Page 46 of 96 7 Page 47 of 96 Outcomes: Completion of federally and provincially funded broadband programs across Southwestern Ontario with coordinated regional support. Success Indicators: Completion of AHSIP, ICON, UBF, and SWIFT 2.X programs. Formal engagement with the province on delivery approaches for residual gap programs. Key Assumptions: Continued advancement of provincial and federal broadband programs. Ongoing recognition of SWIFT’s regional coordination role. Sustained collaboration among governments, municipalities, and partners. Page 47 of 96 8 Page 48 of 96 STRATEGIC PRIORITY 3: SWIFT’S POST FEDERAL & PROVINCIAL BROADBAND PROGRAM STRATEGY (2028-2031) Objective: Identify remaining FTTH and HFC gaps, develop cost and funding analysis, and support adoption of fibre-based infrastructure as the standard for future broadband investment. Strategic Positioning: SWIFT will provide regional evidence and strategic guidance to support universal access to future-ready broadband infrastructure. Key Actions: Conduct a regional broadband gap assessment following completion of current programs. Issue a comprehensive Request for Information to Internet Service Providers. Analyze connectivity based on infrastructure technology rather than advertised speeds. Develop cost estimates to achieve universal FTTH/HFC access. Prepare funding analysis to support future investment. Advance fibre-based standards through engagement with governments and partners. Page 48 of 96 9 Page 49 of 96 Outcomes: Evidence-based understanding of remaining connectivity gaps. Cost estimates and funding analysis to support future investment. Alignment of policy discussions with long-term infrastructure needs. Success Indicators: Completion of regional gap analysis. Development of cost and funding models. Integration of fibre-based standards into policy discussions. Key Assumptions: Broadband policy and funding frameworks will continue to evolve. ISPs will participate in data collection and planning. Evidence-based analysis will inform future investment decisions. Page 49 of 96 10 Page 50 of 96 STRATEGIC PRIORITY 4: CELLULAR COVERAGE IMPROVEMENT PROGRAM (2026-2031) Objective: Develop a comprehensive understanding of cellular service gaps and position Southwestern Ontario to secure funding and investment to address priority areas. Strategic Positioning: SWIFT will act as a regional evidence provider and coordinator, addressing gaps between reported and experienced cellular coverage and supporting data-driven investment decisions. Key Actions: Commission and oversee a region-wide cellular coverage assessment using credible methodologies. Validate findings through engagement with wireless carriers and partners. Develop a clear understanding of priority coverage gaps. Translate findings into evidence-based funding proposals. Coordinate regional advocacy in alignment with municipal and regional partners. Page 50 of 96 11 Page 51 of 96 Outcomes: Comprehensive understanding of cellular coverage gaps. Development of funding proposals to address identified needs. Improved positioning to secure investment in cellular infrastructure. Success Indicators: Completion of a region-wide cellular coverage assessment. Identification of priority coverage gaps supported by validated data. Submission and/or advancement of funding proposals to provincial and federal governments. Securing funding commitments or formal government engagement to address identified gaps. Key Assumptions: Governments will continue to prioritize cellular connectivity. Wireless carriers will engage in validation and planning. Funding mechanisms will be available to support future investment. Page 51 of 96 12 Page 52 of 96 GOVERNANCE, RISK & ACCOUNTABILITY Strong governance, risk management, and clear accountability will support the implementation of this strategy and ensure that SWIFT meets its commitments to municipal members, partners, and funding governments. As SWIFT advances program completion, policy engagement, and regional coordination activities, governance and reporting practices will ensure that decisions remain transparent and aligned with the organization’s mandate. SWIFT will maintain governance and accountability throughout the strategy period through the following measures: Annual Board oversight aligned with strategic priorities. Regular review of the enterprise risk register, including delivery, funding, reputational, and political risks. Transparent reporting to municipal members and government partners. Public release of major studies and findings, where appropriate. Page 52 of 96 15 Page 53 of 96 GOVERNMENT ENGAGEMENT FRAMEWORK Advancing connectivity across Southwestern Ontario requires coordinated engagement with several provincial and federal partners whose roles span policy, funding, and program delivery. The framework below outlines the primary points of engagement for key issue areas and clarifies how SWIFT will work with governments to support progress and accountability. ISSUE AREA PROVINCIAL ENGAGEMENT FEDERAL ENGAGEMENT SWIFT’s ROLE Broadband (FTTH/HFC) Ministry of Energy & Mines (MEM) Innovation, Science and Economic Development Canada (ISED) & Canadian Radiotelevision and Telecommunications Commission (CRTC) Evidence provider, standards advocate, regional coordinator Last Mile/ Residual Broadband Gaps Ministry of Energy & Mines (MEM) Innovation, Science and Economic Development Canada (ISED) & Canadian Radiotelevision and Telecommunications Commission (CRTC) Program design input, regional delivery agent Cellular Coverage Ministry of Energy & Mines (MEM), Ministry of Infrastructure (MOI) & Ministry of Rural Affairs (MRA) Innovation, Science and Economic Development Canada (ISED) & Infrastructure Canada (IC) Evidence provider, data analyzer, funding advocate Page 53 of 96 16 Page 54 of 96 IMPLEMENTATION & REVIEW Effective delivery of this strategy will require ongoing planning, regular performance review, and flexibility to respond to changing program conditions and policy environments. The following mechanisms will guide implementation and ensure the strategy remains responsive over time: Annual operational plans aligned to this strategy. Biennial Board review and adjustment based on program progress and policy changes. Page 54 of 96 17 Page 55 of 96 STRATEGIC PHASES & TIME HORIZONS Implementation of this strategy will occur across several overlapping phases aligned with SWIFT’s four strategic priorities. While each priority has a defined focus period, work across these areas will progress concurrently as programs conclude, new evidence is developed, and long-term connectivity solutions are advanced. Strategic Priority 1: Support Completion of Federal & Provincial Broadband Programs (2026–2028) Strategic Priority 3: Cellular Coverage Improvement Program (2026–2031) During this phase, SWIFT will focus on supporting, where appropriate, the completion of federally and provincially funded broadband programs across Southwestern Ontario. This includes maintaining engagement with provincial partners, supporting program delivery, and advocating for the LMC to address remaining service gaps. SWIFT will work to identify and validate cellular coverage gaps across Southwestern Ontario through a comprehensive regional study. The results will inform funding proposals and advocacy efforts aimed at securing provincial and federal investment to improve cellular connectivity. Strategic Priority 2: Post Federal & Provincial Broadband Program Strategy (2028–2031) Following the completion of current broadband programs, SWIFT will lead a regional analysis to identify remaining FTTH and HFC gaps. This phase will focus on developing cost estimates, funding analysis, and policy recommendations to advance universal fibre-based connectivity across Southwestern Ontario. Strategic Priority 4: SWIFT 1.0 Close-Out & Organizational Wind-Down Planning (2027–2031) As SWIFT 1.0 projects conclude, the organization will manage the orderly closeout of program obligations and oversee the conclusion of co-ownership arrangements as their respective terms expire. This work will ensure all reporting, financial reconciliation, and administrative requirements are completed in alignment with the timelines of the co-ownership agreements. Page 55 of 96 18 Page 56 of 96 CONCLUSION Southwestern Ontario has made significant progress in expanding broadband access through recent public investments and coordinated regional efforts. As current programs move toward completion, attention must turn to resolving remaining connectivity gaps, improving cellular coverage, and ensuring that the benefits of these investments are fully realized. This strategy outlines how SWIFT will support the completion of existing broadband programs, provide credible regional data to inform future investment decisions, advance solutions to cellular coverage challenges, and manage the orderly close-out of SWIFT 1.0 obligations. These efforts will require continued collaboration among municipalities, provincial and federal governments, ISPs, and other partners. By focusing on these priorities, SWIFT will continue to play an important regional role in supporting connectivity across Southwestern Ontario and helping ensure that communities remain competitive, connected, and prepared for future technological needs. Page 56 of 96 19 Page 57 of 96 SWIFTRURALBROADBAND.CA Page 57 of 96 Page 58 of 96 April 24, 2026 Barbara Finlay Ombudsman of Ontario by email: info@ombudsman.on.ca Dear Ombudsman Finlay, Supporting Bluewater District School Board At the meeting held on March 23, 2026, Council of the Municipality of Southgate regarding the removal of English public school board trustees and
4.a x30 Target Kellsie Bonnyman (Ontario Nature) and John Anderson (Grey Bruce Climate Action Network)
Council delegation Kellsie Bonnyman and John Anderson presented the 30x30 Target, outlining criteria for protected areas including defined boundaries and long-term protection. The presentation highlighted benefits such as national recognition and community pride for municipalities contributing to conservation. Ontario Nature's role in protecting wild species and spaces was emphasized alongside the pan-Canadian standards for classification.
Page 5 of 96 Grey County 30×30 Target Council Delegation Presented by: Kellsie Bonnyman, Ontario Nature Joined by: John Anderson, Grey Bruce Climate Action Network (GBCAN) Page 5 of 96 © Laila Goubran CC BY NC 2.0 Page 6 of 96 Ontario Nature: About Us Ontario Nature protects wild species and wild spaces through conservation, education and engagement. Established in 1931, Ontario Nature is a charity that represents 9,500 members, 130,000 supporters and 150 member groups from across Ontario. Page 6 of 96 Page 7 of 96 30×30 Target: Canada’s Commitment to Biodiversity Ontario’s Protected and Conserved Areas Canada’s Protected and Conserved Areas Page 7 of 96 Page 8 of 96 Page 8 of 96 Page 9 of 96 30×30 Target: Protected and Conserved Areas Criteria 4 main criteria: 1) Clearly defined boundaries; 2) Achieve in-situ conservation of biodiversity; 3) Prevent actions incompatible with conservation; 4) Long-term protection. For sites that meet these criteria of the pan-Canadian Standard, they receive classification as either a Protected Area or OECM. Page 9 of 96 © Arpad Benedek Page 10 of 96 Grey County: Protected and Conserved Areas Page 10 of 96 Page 11 of 96 Why Municipalities Contribute to the 30×30 Target? 1. Free, simple; 2. National recognition and community pride; 3. Validates conservation approaches; 4. Complements existing climate and environmental goals. © Phil Myers Page 11 of 96 Page 12 of 96 Page 12 of 96 Page 13 of 96 Positive Publicity Events Social Media Page 13 of 96 News + Media Page 14 of 96 Thank you! © Belinda Myers Contact Information kellsieb@ontarionature.org Page 14 of 96