Association of Municipalities of Ontario

Annual conference

The Association of Ontario Municipalities and Ontario's municipalities engage in joint advocacy throughout the year to ensure the perspective of local governments is considered on matters that are of federal-provincial nature, but could affect municipal services.

Every August, the Association of Ontario Municipalities hosts an annual conference for Ontarian municipalities. The conference provides members of Regional Council and senior staff the opportunity to meet in person with members of the provincial government to advocate for Niagara's priorities.

2023 Conference: Aug. 20-23 in London

The following topics were discussed with members of the Provincial Government.

• Child care space expansion

  Our ask

  That the Province invest in the compensation and wages of registered early childhood educators and commit to continuously reviewing and updating Niagara Region's child care expansion targets to respond to community need.

  Why this is important

  Niagara Region has one of the highest enrolment rates for Canada Wide Early Learning Child Care. As Canada Wide Early Learning Child Care improves affordability for families and Niagara's population continues to grow, the demand for licensed child care will increase requiring a larger child care workforce and greater child care space allocation.

  Aligning with Provincial priorities

  The Province has committed to creating 86,000 new licensed child care spaces by 2026, including targeted Canada Wide Early Learning Child Care expansion to diverse and underserved populations. Without further attraction and retention of registered early childhood educators, there will be an estimated workforce shortage of 8,500 by 2026.

  Ensuring municipalities have access to a qualified registered early childhood educator workforce and allocating child care spaces reflective of community need will support the Province in successfully implementing the national child care program across Ontario.

  Our opportunity

  • As the Ministry of Education develops a province-wide strategy to address sector workforce challenges, there is an opportunity to introduce a recruitment and retention strategy that would support the expansion of the licensed child care systems
  • Providing registered early childhood educators with a livable wage, which child care experts and advocates argue should be $30 per hour, will support the successful implementation of the national child care plan
  • Niagara Region has identified 12 priority communities for targeted child care expansion to support low-income families, vulnerable and diverse communities, children with special needs, Francophone families, Indigenous families and families that need flexible care

  Our challenges

  • In Ontario, only 55 per cent of registered early childhood educators registered with the College of Early Childhood Educators work in child care, with many finding opportunities in other professions
  • As of March 31, 2023, the centre-based child care system in Niagara is operating at approximately 64 per cent of its licensed capacity
  • To achieve 90 per cent capacity, it is estimated that an additional 236 registered early childhood educators are needed, not including any additional staff needed to cover breaks and supply staff that are typically required to offset sick days and vacation
  • While this is a welcomed investment, approximately 1,200 more child care spaces are needed by 2026 to adequately service Niagara's priority communities
  • Further, to meet this expansion target, additional registered early childhood educators will be needed

  Impact

  • Accessible, affordable, quality licensed child care supports the economy, advances early learning in children and can even reduce poverty in lower income families
  • There is also clear evidence of a connection between access to affordable, high-quality child care and labour force participation by women
  • By working with municipal partners to ensure licensed child care centres have the resources needed to operate at a higher capacity, the Province will be supporting workforce participation and early childhood learning

  Quick stats

  • Approximately 236 more registered early childhood educators are needed in Niagara to ensure current centre-based care can operate at 90 per cent
  • It is estimated that there will be a workforce shortage of 8,500 registered early childhood educators across Ontario by 2026
  • Average wage at a licensed child care centre in Niagara is $23.46 / hour
  • Average wage for registered early childhood educators employed with a local school board is $27.75 / hour
    

  Download the briefing note for child care expansion.

• South Niagara Wastewater Treatment Plant

  Our ask

  That the Ministry of Infrastructure advocate, in partnership with Niagara Region, that the Federal Government reintroduce the Building Canada Fund - Major Infrastructure Component program.

  Why this is important

  Once completed, the South Niagara Wastewater Solutions Project will support significant economic growth, specifically larger employment sites along the QEW.

  It will also provide greater flexibility in development servicing in St. Catharines, Niagara Falls, Thorold, Niagara-on-the-Lake and potentially Fort Erie. However, without confirmation of external funding, the project cannot move forward.

  Aligning with Provincial priorities

  Collaborating on this project will support the Province's Growth Plan for the Greater Golden Horseshoe, help protect our Great Lakes, and is in alignment with the $184 billion 2023 provincial budget commitment for infrastructure projects.

  Our opportunity

  • The Federal Building Canada Fund - Major Infrastructure Component program ran from 2007 to 2014 and allocated $8.8 billion to large-scale infrastructure projects that created a stronger economy, cleaner environment and prosperous communities
  • Joint advocacy efforts have been endorsed by a number of Provincial Cabinet Ministers, including Premier Ford who also committed, in principle, to providing a third of the funding for the project
  • Niagara's Federation of Canadian Municipalities representative in partnership with the Regional Chair have since sent the letter to the Federal Minister of Housing, Infrastructure and Communities requesting the reintroducing of the program, or a similar program, to support this critical project
  • The Region is also exploring opportunities to meet with Federal ministers in the winter of 2023 to further discuss the request

  Our challenges

  • This project represents one the of the most significant Regional capital investments over the next 10 years. However, it cannot move forward without confirmation of external funding
  • It is expected that development charges will cover approximately 50 per cent of total project costs. However, the introduction of Bill 23 has significantly increased the anticipated amount of time the Region will need to build the respective development charges reserve.
  • This project does not qualify for any Federal infrastructure programs currently operating

  Impact

  Establishing a new wastewater treatment plant will support the Region's efforts to build sustainable healthy communities through:

  • Planning for future growth
  • Protecting the Great Lakes by reducing combined sewer overflows by approximately 60 to 70 per cent with new technology and system improvements
  • Strengthening our local economy by creating new jobs and providing the infrastructure needed to support new businesses and future investment in Niagara

  Quick stats

  • The treatment plant will protect the Great Lakes by reducing combined sewer overflows by approximately 60-70 per cent
  • Estimated total cost of project is $400 million
  • Investments from Regional, Provincial and Federal partners are needed

  Download the briefing note for the South Niagara Wastewater Treatment Plant.

• Large-lot signature employment sites

  Our ask

  That the Province partner with the Region to service large-lot employment sites within Niagara to support Provincial Foreign Direct Investment and attract new jobs to Ontario.

  Why this is important

  Niagara region is the only area in the Greater Golden Horseshoe that has the combination of land and an array of 400 series highways complemented by five border crossings to the United States. However, there is a lack of large-scale lands ready to accommodate manufacturers looking for serviced employment sites.

  Identifying and servicing strategically located, large-lot employment sites for industrial users would strengthen Ontario's competitive advantage in securing new Foreign Direct Investment opportunities in key sectors across the province.

  Aligning with Provincial priorities

  Introducing new large-lot employment sites would allow Niagara to be a catalyst in the Province's commitment to electrification as outlined in the Driving Prosperity document, and would further support a future Ontario Marine Strategy, as committed to in the transportation plan for the Greater Golden Horseshoe.

  Niagara can also be a complement to the Province's plan to maintain Ontario as an Automotive HUB given our proximity to market and tier two supplier base.

  Our opportunity

  • As some of the last remaining greenfield lands with direct 400-series highway access in the Greater Golden Horseshoe, lands along Niagara's transportation corridors are ideally located to support investment
  • Regional and local economic development offices have collaborated in identifying over 50 acre sites and have developed a mapping tool to showcase those sites
  • Additionally, large-lot signature employment sites could also be identified on existing airport lands that have excess acreage, as well as along the Welland Canal where 12,000 acres of land are under the purview and management of the St. Lawrence Seaway
  • Servicing large-lot employment sites would allow the Region to leverage Niagara's exclusive assets and accommodate for long-term employment growth

  Our challenges

  • In spite of the unique transport offerings Niagara brings to the area, there is a lack of turnkey signature employment lands to accommodate industrial manufacturers looking for serviced employment site
  • Local, regional and provincial economic development staff have been receiving an influx of requests for manufacturing investment opportunities. However, employment areas are often occupied or are not large enough for industry needs.
  • Utility capacity at those sites generally need infrastructure improvements and or new infrastructure to be implemented on sites

  Impact

  • Introducing additional large-lot employment sites would provide the Region with capacity to support the infrastructure needs of today's employer
  • It would also ensure Niagara is well positioned to accommodate future population and employment growth, which is estimated to reach 694,000 people and 272,000 jobs by 2051

  Quick stats

  • Niagara's manufacturers exported $7.3 billion in goods (2022) and generated $2.5 billion in gross domestic product (2022)
  • Niagara region is the only area in the Greater Golden Horseshoe that has four 400-series highways, five international border crossings into the U.S., six international airports within 100 kilometres, two Class 1 railways and a Welland Canal that connects the Great Lakes to the world
  • Niagara's manufacturing sector directly employs more than 20,000 people

  Download the briefing note for large-lot signature employment sites.

• Niagara's Affordable Housing Strategy

  Our ask

  That the Ministry of Municipal Affairs and Housing partner and co-invest in Niagara Region's Affordable Housing Strategy, which will support the success of the Region's new Strategic Transformation Office and Consolidated Housing Master Plan.

  Why this is important

  Niagara's population is estimated to reach 694,000 by 2051. To accommodate this growth, approximately 102,700 new housing units and a total of 20,700 community housing units must be made available.

  Aligning with Provincial priorities

  Co-investing in Niagara's Affordable Housing Plan supports the provincial priority of increasing the supply of housing by 1.5 million units over the next ten years.

  Our opportunity

  Niagara's New Strategic Transformation Office will:

  • Complement numerous initiatives and activities by Niagara Regional Housing and the Region's Community Services department to increase attainable housing
  • Undertake a student housing strategy, an employment-focused housing strategy, and provide a housing-as-priority lens for the corporation

  Niagara Region's Affordable Housing Strategy will:

  • Engage private, non-profit and local municipal partners to support a range of housing options for non-senior singles, families and seniors, with a total development potential of nearly 11,000 units
  • Include innovative initiatives to help address the housing crisis, including supporting the intensification of existing community housing sites and incorporating modular construction and micro‑condominiums housing
  • Support a portfolio approach, which allows for project bundles suitable for co-investment

  Our challenges

  • In comparison to other municipalities, Niagara housing is significantly challenged for affordability with some of the fastest increasing rental market prices, lowest income employment sectors and above average social assistance cases
  • Bill 23 has resulted in a $60 million funding shortfall for affordable housing projects
  • Consequently, property taxes will have to be increased, or planned projects will have to be cancelled, reducing the number of new housing units

  Impact

  • Provincial co-investment in the project bundle will provide Niagara with the resources needed to begin the work and help the Region make a stronger case for Federal co-investment
  • These projects will accelerate the broader Affordable Housing Strategy by having a cascading effect on Niagara Region's ability to redevelop other existing and underutilized sites by providing options to temporarily accommodate tenants that will be displaced through future development

  Quick stats

  • 26,000 households are in need of affordable housing
  • The median asking rent for a 1 bedroom unit is $1,550 - 19.2 per cent increase from 2021
  • The median asking rent for a 2 bedroom unit is $1,800 - 12.5 per cent increase from 2021

  Download the briefing note for Niagara's Affordable Housing Strategy.

• Modernizing two-tier municipal services

  Our ask

  That Niagara meet with the Ministry of Red Tape Reduction to share an update on Niagara's shared service efforts and detail how the Province and Niagara Region can work together to modernize and streamline services with the reintroduction of the Municipal Modernization Program.

  Why this is important

  Together, Niagara Region and its 12 local area municipalities are continually exploring ways to modernize service delivery, reduce redundancies and innovate customer focused services for our residents. For example, in spring 2023 a Strategic Transformation Office was established at Niagara Region to provide dedicated resources for large-scale strategic transformational priorities, including shared services.

  Aligning with Provincial priorities

  As the Province continues to plan for future growth, all levels of government must use resources more efficiently to meet increasing service demands. This supports the Province's ongoing efforts to reduce red tape, streamline customer service and deliver efficient and effective government.

  Our opportunity

  • From internal administrative functions to public facing services, Niagara Region and its local area municipalities have an excellent track record of implementing shared service initiatives that create a seamless, cost-effective and efficient experience for residents and businesses
  • Recent examples implemented at the local level include shared fire service pilots, library mergers and the coordination of animal control services
  • To capitalize on the efficiencies gained through these initiatives, Niagara Region's Strategic Transformation Office will work in partnership with the local area municipalities to:
  • Determine which shared services can be extended or expanded
  • Align to provincial priorities to build more homes faster
  • Collectively advance additional internal / administrative opportunities available with minimal delay

  Our challenges

  • Niagara has proven that we can tackle large, complex uploads like Niagara Regional Transit
  • Other opportunities to explore and implement additional larger-scale shared services across Niagara exist. However, additional one-time resources are needed to move forward.
  • The reintroduction of the Municipal Modernization Program with a targeted focus on two-tier municipalities would ensure local governments can close the gap on one-time transition costs and allow Niagara to move forward with multiple new shared‑service opportunities

  Impact

  • Introducing more shared services across Niagara will ensure our Regional and local governments are best positioned to deliver world class services to our growing population
  • Reintroducing the Municipal Modernization Program with a targeted focus on shared service delivery between two-tier municipal governments would help local governments achieve economies of scale, reduce duplication of roles and support the exchange of best practice to allow for innovation
  • It would enable us to succeed in advancing provincial objectives to grow Ontarian communities and make them more prosperous

  Some potential opportunities for shared service include:

  • Public-facing: Single water / wastewater delivery, shared emergency dispatch service and fire services
  • Internal and administrative: Financial management, IT services, including cyber security, printing services, joint procurement

  Quick stats

  • 272,000 jobs are projected by 2051 which is a 23 per cent increase
  • The population is expected to increase to 694,000 by 2051, a 43 per cent increase
  • We need to use resources more efficiently to meet increasing service demands as we grow

  Download the briefing note for modernizing two-tier municipal services.

• Emergency Medical Services (EMS) offloading

  Our ask

  That the Ministry of Health:

  • Provide reimbursement for the $1,755,466 permanent allocation for additional EMS crews in response to unplanned offload delay hours
  • Work with Niagara Region to address underlying factors of offload delays, including:
  • Establishing a task force to identify root causes
  • Supporting the expansion of primary care capacity by introducing an additional Family Health Team within the region

  Why this is important

  Three of Niagara's hospitals consistently rank in the bottom quartile for offloading time. Between 2021-2022, Niagara experienced a nearly 55 per cent increase in offload delays, representing almost 34,000 hours in lost time.

  With Niagara estimated to grow to 694,000 residents by 2051 (43 per cent increase), creating a sustainable emergency care system is critical.

  Aligning with Provincial priorities

  Increasing access to patient-centred care supports the Province's Plan for Connected and Convenient Care. Specifically, it meets the goals of the plan's second pillar to provide faster emergency care and increased paramedic and ambulance availability by reducing offload delays.

  Our opportunity

  We appreciate the work the Province is doing to better emergency care in Niagara, including providing the Region with:

  • Funding for three additional ambulance communication officers
  • Greater flexibility in how Niagara hospitals can use Dedicated Offload Nurse Program funding
  • $587,500 one-time funding for the Emergency Communication Nurse program

  Niagara continues to implement innovative programs that seek to reduce the impact of EMS call volumes, for example our:

  • Mobile Integrated Health Model of Care, which includes our Mental Health and Addictions Team that provides support without transporting patients to the Emergency Department 85 per cent of the time
  • Emergency Communications Nurse Program
  • Fit to Sit initiative, which originated in Niagara and is now used across the province

  These contributions provide critically needed support to improve current service. However, more help is needed to create a sustainable emergency care system as Niagara's population continues to grow.

  Our challenges

  • Between 2021 and 2022, there was a 54.76 per cent increase in offload delays. This equates to a loss of 24 paramedics for 365 days
  • As of June 30, 2023, the Region has incurred a total of 12,163 offload delay hours
  • $1.7 million of Regional Levy has been permanently allocated to add more EMS crews to mitigate the unexpected loss of ambulance hours resulting from these offload delays
  • There are many factors contributing to the poor performance, such as Niagara's:
  • Higher-than-average opioid-related death rate
  • Aging population
  • Rural communities
  • Increased residents suffering from poor mental health

  Impact

  • Building on the investments the Ministry of Health and Niagara are making in emergency care will improve service delivery for years to come
  • Reducing offload delays will build a sustainable EMS service and increase access to care
  • Finding long-term solutions will save local and provincial tax dollars in the long run as emergency funding will no longer be needed

  Quick stats

  • EMS incurred 33,908 offload delay hours in 2022
  • Time lost due to offload delays equals 24 paramedics for 365 days
  • $1.7 million allocated from 2023 Regional property taxes to address EMS needs

  Download the briefing note for the Emergency Medical Services offloading.

Government Relations

• Priorities
• Niagara Week
• Association of Municipalities of Ontario