15 - December 11, 2025 Committee of the Whole Agenda Package
Elgin County Council
Committee of the Whole Meeting
Minutes
November 25, 2025, 9:30 a.m.
Council Chambers
450 Sunset Drive
St. Thomas ON
Members Present: Warden Grant Jones
Deputy Warden Ed Ketchabaw
Councillor Dominique Giguère
Councillor Mark Widner
Councillor Jack Couckuyt
Councillor Todd Noble
Councillor Mike Hentz
Councillor Richard Leatham
Members Absent: Councillor Andrew Sloan
Staff Present: Blaine Parkin, Chief Administrative Officer/Clerk
Nicholas Loeb, Director of Legal Services
Jennifer Ford, Director of Financial Services/Treasurer
Peter Dutchak, Director of Engineering Services
Mat Vaughan, Director of Planning and Development
Holly Hurley, Director of People & Culture
Katherine Thompson, Manager of Administrative
Services/Deputy Clerk
Mike Hoogstra, Manager of Purchasing and Risk
Jenna Fentie, Legislative Services Coordinator
Stefanie Heide, Legislative Services Coordinator
_____________________________________________________________________
1. Meeting Call to Order
The meeting was called to order at 1:20 p.m. with Warden Jones in the chair.
2. Approval of Agenda
Resolution Number: CW25-95
Moved by: Councillor Hentz
Seconded by: Councillor Leatham
RESOLVED THAT the agenda for the November 25, 2025 Committee of the
Whole Meeting be approved as presented.
Motion Carried.
3. Adoption of Minutes
Resolution Number: CW25-96
Moved by: Councillor Giguère
Seconded by: Councillor Noble
RESOLVED THAT the minutes of the meeting held on November 12, 2025 be
adopted.
1
Motion Carried.
4. Disclosure of Pecuniary Interest and the General Nature Thereof
None.
5. Members' Motions
None.
6. Reports of Council, Staff or Outside Boards
6.1 Manager of Procurement & Risk - General Insurance and Risk
Management Services Program for 2026
The Manager of Procurement & Risk presented the report that provides
details regarding General Insurance and Risk Management Services for
2026 and seeks Council's approval to renew the policy.
Resolution Number: CW25-97
Moved by: Councillor Leatham
Seconded by: Deputy Warden Ketchabaw
RESOLVED THAT the General Insurance and Risk Management Services
annual premium cost of $620,684 plus taxes (8% PST) commencing
December 15, 2025 and expiring on December 15, 2026; and
THAT the Manager of Procurement & Risk and Director of Financial
Services/Treasurer be authorized to renew the policy.
Motion Carried.
6.2 Director of Planning and Development - County Planning Update
The Director of Planning and Development presented the report that
provides an update on all planning activity provided by the department and
explores next steps with Local Municipal Partner activity and staffing
resources.
Resolution Number: CW25-98
Moved by: Councillor Hentz
Seconded by: Councillor Leatham
Director of Planning and Development dated November 25, 2025 be
received and filed; and
THAT County Council direct planning staff to proceed with hiring a new
provide planning services to West Elgin and Bayham.
Motion Carried.
6.3 Director of Financial Services/Treasurer - Elgin County Grant
Funding Requests
The Director of Financial Services/Treasurer presented the report seeking
Council's direction regarding three (3) requests for grant funding received
from the South Dorchester Home & School Association, the Port Burwell
Home & School Association, and Hospice of Elgin.
Resolution Number: CW25-99
Moved by: Councillor Noble
Seconded by: Councillor Giguère
2
RESOLVED THAT County Council provide funding in the amount of
$12,000 for the South Dorchester Home & School Association.
Motion Carried.
Resolution Number: CW25-100
Moved by: Councillor Hentz
Seconded by: Councillor Noble
RESOLVED THAT County Council provide funding in the amount of $2000
to the Port Burwell Home & School Association.
Motion Carried.
Resolution Number: CW25-101
Moved by: Councillor Noble
Seconded by: Councillor Giguère
RESOLVED THAT County Council provide funding in the amount of
$220,000 in 2025 to the Hospice of Elgin.
Defeated.
6.4 Director of Legal Services - LS 25-3B County Shared Services
The Director of Legal Services presented the report seeking endorsement
of a Contracted Services Policy for the delivery of services by County staff
to other public entities.
Resolution Number: CW25-102
Moved by: Deputy Warden Ketchabaw
Seconded by: Councillor Hentz
25-3B
from the Director of Legal Services dated November 25, 2025 be received
and filed; and
THAT Council for the County of Elgin endorse the County Contracted
THAT Council for the County of Elgin direct staff to create a standardized
set of terms and conditions for the delivery of contracted services by the
County that conforms to the County Contracted Services Policy.
Motion Carried.
6.5 Director of Engineering Services - Transportation Master Plan Final
Report Adoption
The Director of Engineering Services presented the report seeking
Council's approval for the final Transportation Master Plan report before it
is advertised to the public for a final 30-day review period.
Resolution Number: CW25-103
Moved by: Councillor Hentz
Seconded by: Councillor Leatham
Final
November 25, 2025 be received and filed; and
3
-day Public
Review Period to conclude the project.
Motion Carried.
7. Adjournment
Resolution Number: CW25-104
Moved by: Councillor Widner
Seconded by: Councillor Leatham
RESOLVED THAT we do now adjourn at 2:10 p.m. to meet again on December
11, 2025 at 9:30 a.m.
Motion Carried.
Blaine Parkin,
Chief Administrative Officer/Clerk. Warden.
4
Report to Committee of the Whole
From: Natalie Marlowe, Manager of Library Services
Date: December 11, 2025
Subject: Elgin County Library Internet Use Policy Approval
Recommendation(s):
December 11, 2025 report titled Elgin County Library Internet Use Policy Approval be
hereby approved.
Introduction:
Elgin County Library provides space within its branches for public access computers,
wireless connectivity and use of personal devices to access online resources according
to the terms of a policy titled On-line Services Policy & Procedure first adopted by
County Council in 2019. This report recommends revisions to this policy as attached as
-going commitment to review core operational
policies on a 5-year review schedule.
Background and Discussion:
Staff are recommending revisions to Elgin County -line Services Policy &
Procedure first adopted in 2019 (attached as Appendix B) to a policy that will now be
known as the Internet Use Policy. Major revisions include the following:
A Definitions section has been added to establish clarity around the important
technology language used throughout the Policy.
Policy guidelines have been organized into sub-sections based on key
parameters of Internet use and for easier navigation by Library users and staff.
A References and Related Documents section has been added to link to relevant
information in policies, legislation, and statements.
The addition of an Acceptable Use Agreement to the Policy reframes the user
and Library responsibilities into an agreement format, confirming understanding,
commitment and compliance with the Internet Use Policy on behalf of the Library
user. This agreement will be posted as an updated landing page for reviewing by
Financial Implications:
None
Advancement of the Strategic Plan:
Strategy #3 Service Excellence and Efficiency
Goal 1: Leverage Technology to Enhance Service Delivery. This policy facilitates public
Local Municipal Partner Impact:
Not applicable.
Communication Requirements:
Conclusion:
technology language used and the guidelines for acceptable and responsible use,
including a commitment from Library users, while continuing to offer equitable access to
Internet services and technology resources and to support digital literacy, lifelong
learning, and intellectual freedom.
All of which is Respectfully Submitted Approved for Submission
Natalie Marlowe Blaine Parkin
Manager of Library Services Chief Administrative Officer/Clerk
Brian Masschaele
Director of Community & Cultural Services
Appendix A (Policy for County CouncilApproval December 11, 2025)
Internet Use Policy
Purpose
Elgin County Library offers access to the Internet as part of our key pillars of library
service to support digital literacy, lifelong learning, and intellectual freedom. The Library
offers equitable access to Internet services and technology resources for Library users
while maintaining a welcoming and supportive environment.
Scope
This policy outlines the principles and guidelines to facilitate free and equitable access
Code
of Conduct for Elgin County Library Patrons and serves to provide parameters for the
rights and responsibilities of the Library and the Library user, including acceptable
Internet access and use, filtering, intellectual freedom, liability, and privacy. This policy
public network,
-library/personal devices; and,
anyone that uses an External public network while in a Library.
Definitions
For the purpose of this policy:
for use by the public, including public access computers, tablets, laptops, and other
technologies.
connected to with a personal or Library device, controlled or managed by the County or
the Library, in a wireless or wired way.
connected to with a personal or Library device while in or near the Library, but is not
controlled or managed by the County or the Library.
to specific content on the Internet, such as harmful or age-inappropriate material.
GUIDELINES
1. Access to the Internet and Technology
a.
network. This access is available through Library computers, technology, and
b. For Internet access, users must accept the Acceptable Use Agreement (see
Appendix A below) prior to use. Library members must provide their library card
Visitors are encouraged to get a
Library card but may be provided with a guest pass to access
networked devices and/or public network.
c. Library branches may have computers, devices, or technology with additional
accessibility features and/or hardware.
d. To ensure equitable access to the Internet and efficient use of resources, the
Library reserves the right to set time limits or ask users to limit their time on
Library computers, devices or technology.
2. Acceptable Use of the Internet and Technology
a. Library networked devices are located in public areas shared by all users. Some
content may be offensive, objectionable, or inappropriate for other Library users
and/or staff. The Library reserves the right to redirect users whose activities on
he library space.
b. All users of the Library, including users of the Library's public network, are
expected to follow the Library's Code of Conduct for Elgin County Library Patrons
which is designed to ensure a welcoming and supportive environment that is free
from discrimination and harassment.
c. Users must not use any Library networked devices
illegal, actionable, or criminal purpose, and must not harass other users locally or
remotely in accordance with the Criminal Code of Canada.
d.
other intellectual property rights, and liability for infringement rests with the user.
e. networked devices,
software, or public network. Parents and/or guardians are responsible for any
public network, accounts, and other devices or technology.
f. Code of Conduct for Elgin County Library
Patrons, violations of this policy may result in the suspension of Library
privileges, permanent or temporary exclusion from the Library, and/or cost
recovery for losses and damages.
3. Internet Filtering
a. The
software to any Library public network. Material or information that is deemed
inappropriate may or may not be blocked and Internet filtering does not
guarantee that all inappropriate material will be blocked.
b. The Library assumes no responsibility for the content that is accessible on the
Library public network. Data networks offer material that is inappropriate for
viewing by the general public, particularly children. Filtering software does not
replace the guidance of a parent or guardian and parents or guardians are
c. The Library cannot guarantee the effectiveness of the filtering software.
Regardless of the effectiveness of the filtering software, the terms of this policy
network.
d. Internet filtering software applied by the County cannot encompass personal
devices connected to a network that is not controlled by the Library. Users accept
responsibility for the content they access on an external network while using their
own devices or Library devices. Nevertheless, the terms of this policy shall apply
to all devices.
4. Intellectual Freedom
a. Elgin County Library
information representing all points of view. We have adopted the Canadian
Statement on Intellectual Freedom and the Ontario Library
Association's Statement on the Intellectual Rights of the Individual. These
statements are also linked below in the References and Related Documents
section.
5. Use by Children
a. Children are entitled to equal access to all information resources and facilities
.
b.
the Library or accessed through personal devices, is the responsibility of parents
and guardians. The Library is not responsible for enforcing parental restrictions
on internet use. Responsibility for enforcing parental restrictions on Internet use
is the responsibility of parents/guardians.
c. While the Library makes effort to provide a safe and welcoming environment, it
cannot guarantee that children will not encounter information or images that
parents or guardians may consider inappropriate.
6. Liability
a. Users should be aware that the Internet is not always a secure medium and that
third parties may be able to obtain information about users' activities. The Library
assumes no responsibility for the security and privacy of online transactions, nor
is the Library liable for any loss or theft of personal information or fees incurred
by use of the Internet.
b. Elgin County Library is not responsible for the content or quality and accuracy of
information retrieved on library Internet computers or through the use of the
It contains information and opinions that range in scope from reliable and
authoritative to controversial or extremely offensive. Some information found on
the Internet may not be accurate, complete, or current. Users must assess the
validity of the information found.
c. The Library does not assume any responsibility for the configuration, security or
files on personal devices resulting from connectivity to the Library
network.
d. The Library is not responsible for any damage to any removable media or
external devices that may be connected to or inserted into a library computer,
device or technology, or connected to library electricity.
e. Users must agree to indemnify Elgin County and the Elgin County Library when
acknowledging the Acceptable Use Agreement for any user activity that results in
any loss, damage, cost, claim or any other action to be taken against Elgin
County and/or the Elgin County Library.
7. Privacy
a. The Library may use booking software to track the amount of time used at each
Internet session and throughout the day. No information is kept on the content of
the session.
b. networked devices are configured to erase files and login
to ensure that they save all files to external storage or cloud storage solutions
and properly log out of any sites while using a library computer or device.
c. Users should respect the privacy of library patrons. Privacy at library computers
or on personal devices is not guaranteed, as Library networked devices are
located in public areas and are shared by users of all ages and backgrounds.
Staff will take reasonable measures to ensure the privacy and confidentiality of
Internet use in the library.
d. User information may be subject to the Municipal Freedom of Information and
Protection of Privacy Act and will be managed according to the terms of the
Access to Information and Privacy Policy.
8. Acceptable Use Agreement
a.
Use
temporary exclusion from the Library, and/or cost recovery for losses and
damages.
REFERENCES AND RELATED DOCUMENTS
(Accessible formats available upon request.)
Statement on Intellectual Freedom, 2015
Code of Conduct for Elgin County Library Patrons, 2021
Criminal Code, R.S.C. 1985, c. C-46.
County of Elgin, Access to Information and Privacy Policy, 2023
Municipal Freedom of Information and Protection of Privacy Act, R.S.O. 1990, c. M.56
Ontario Library Association Statement of the Intellectual Rights of the Individual, 2020
Approval: Elgin County Council
\[date\]
Acceptable Use Agreement
Elgin County Library offers access to the Internet as part of our key pillars of library
service to support digital literacy, lifelong learning, and intellectual freedom. The Library
offers equitable access to Internet services and technology resources for Library users
while maintaining a welcoming and supportive environment.
public network on a personal device or on those provided by Elgin
County Library, you agree to the Internet Use Policy and the following Acceptable Use
Agreement:
What you need to know (User Responsibilities):
Respect the privacy of other users in the Library
Respect the laws of Canada while using Library technology and Internet
services
Be cautious when sharing or accessing information over the Internet
Save any files or work to external storage or cloud storage solutions, as any
user-created files will be removed from Library devices at the end of each
Internet use session
Read, understand, and agree to the Internet Use Policy in its entirety
Code of Conduct for Elgin County Library Patrons and
the Criminal Code of Canada while accessing Library technology and Internet
services
How we can help (Library Responsibilities):
Library staff are available to assist users with their questions
Staff at all library service points can provide informal or formal guidance on
learning how to use the Internet, email, and how to access digital resources and
services
Staff strive to provide equitable service to all users
Staff will offer assistance to the best of their ability, while balancing the demands
of Library branch operations
I accept and agree to follow the rules and regulations of Elgin County
principles and guidelines for access and use of Library Internet services and
technology resources; understand and assume the rights and responsibilities of a
Library user; and indemnify the Corporation of the County of Elgin / the Elgin
County Library for any costs, losses, claims or demands arising out of my activity
including cost recovery for lost or damaged computers, devices or technologies.
Use Agreement may result in suspension of library privileges, permanent or
temporary exclusion from the Library, and/or cost recovery for losses and
damages.
This information is collected under the authority of the Public Libraries Act (R.S.0.
1990, c. P.44) and for library-related purposes only. The information on this form
is subject to the Municipal Freedom of Information and Protection of Privacy Act
(R.S.0. 1990, c. M.56).
Appendix B (Previous Policy Approved by County Council - June 11, 2019)
On-Line Services Policy & Procedure
The Elgin County Library (ECL) provides space within its branches for public access
computers, wireless connectivity and use of personal devices to access on-line
ng, inclusive and supportive
environment that fosters lifelong learning, creative expression, community engagement
information or service that is provided through a data network. The library makes
available these on-line services within its branches to allow users to connect to
resources for educational, informational and recreational purposes. Nevertheless, there
are risks associated with such usage that do require the establishment of appropriate
safeguards. This policy establishes these safeguards and makes user responsibilities
and obligations clear.
Scope
This policy applies to members of the public accessing on-line services using all types
of devices in library spaces. This includes:
ECL will generally be guided by its Collection Development Policy when providing
access to on-
access ideas and information representing all points of view with reasonable
expectations of privacy and confidentiality while doing so. Staff do not monitor or censor
content.
Internet Filtering
Data networks offer material that is inappropriate for viewing by the general public,
filtering service in order to block access to inappropriate sites. Such filtering
encompasses on-line access provided by the library through public computer stations
and wireless networks. Such filtering cannot encompass personal devices connected to
a network that is not controlled by the library. Nevertheless, the terms of this policy shall
apply to all devices. Access to inappropriate resources, including those that contain
profanity, pornography, sedition, the incitement of hate or the promotion of illegal activity
shall not be tolerated, regardless of the device being used and regardless of the
network to which it is connected.
On-line filtering does not guarantee that all inappropriate material will be blocked.
Parents or guardians are expected to monitor and supervi-
line resources. Patrons may request that library staff unblock a site if it is deemed
appropriate by staff. Patron confidentiality will be respected when such requests are
made.
User Responsibilities
To maximize availability of on-line resources and to ensure fair accessibility for all,
patrons must follow these rules and procedures:
1. -
public computer stations or wireless network requires a valid library card. In-
branch public computer stations can be booked for a one hour session utilizing
-person at the library,
extendable to two hours if others are not waiting. Reservations will be held for 10
minutes after the scheduled start time, either in-
booking software.
2. Visitors may register for a temporary guest user card upon presentation of
suitable identification. This visitor card can be used for accessing public
computer stations and the wireless network and must be returned at the end of
the session.
3. Maximum usage of public computer stations shall be two hours per day per
patron.
4. There are no restrictions on the length of sessions for usage of the wireless
5. Upon arrival, a user with a booking must sign in at the circulation desk or through
6. Users are responsible for respecting the privacy of other library patrons.
7. Due to space limitations, no more than two people are permitted at a station.
8. Personal software programs cannot be installed on any device owned by the
Elgin County Library.
9. Users who wish to save files may use a personal storage device. When using
public access computers, files must be saved during the scheduled session.
10. Printing and scanning services are available. Staff can inform patrons of the
appropriate fees. It is up to the patron to be informed of relevant fees prior to
printing or scanning.
11. Users should generally be aware of how to utilize the equipment and software
provided. Staff may assist users should time and knowledge permit.
12. Misuse of on-line services and equipment supplied by the Elgin County Library,
including any violation of the code of conduct for library patrons, will result in
temporary or permanent suspension of library privileges.
Procedure and Code of Conduct for Use of On-line Resources at Elgin County
Library Branches
All users of on-line services provided at library branches, whether these services are
accessed through public computer stations, wireless connections or use of personal
devices and networks, are expected to use these resources in a responsible and ethical
manner. Such uses include educational, informational and recreational purposes.
Unacceptable and inappropriate use of on-line resources includes, but is not limited to:
Accessing sites or transmitting materials which violate any Canadian federal or
provincial law or County by-law, such as defamatory, discriminatory or obscene
material.
Accessing sites that contain profanity, pornography, sedition, the incitement of
hate or the promotion of illegal activity.
Attempting to modify, hack or gain access to files, passwords, networks or data
belonging to others.
Sending, receiving, or displaying text/graphics which are illegal or may
reasonably be construed as obscene or offensive.
Making unauthorized copies of copyrighted material.
Deliberately damaging or sabotaging equipment provided by the library.
Unacceptable or inappropriate use of on-line resources at Elgin County Library
branches will result in the temporary or permanent suspension of library privileges.
Approval: Elgin County Council
June 11, 2019
Report to Committee of the Whole
From: Carolyn Krahn, Manager of Economic Development, Tourism & Strategic
Initiatives
Date: December 11, 2025
Subject: Economic Development and Tourism Strategy 2025
Recommendation(s):
THAT the Elgin County Economic Development and Tourism Strategy 2025-2030 be
approved and adopted.
Introduction:
Elgin County has experienced significant economic change in recent years, including
new manufacturing investment and the potential redevelopment of the former
Psychiatric Hospital lands into a mixed-use community. Building on the success of the
20222025 Economic Development and Tourism Strategy, the County now requires a
clear plan to guide growth and investment through to 2030.
This five-year strategy provides direction for strengthening and diversifying the local
economy, supporting businesses, attracting investment, and expanding tourism.
opportunities. The goal is to ensure sustainable economic success and position Elgin
County as a vibrant place to live, work, and play.
Background and Discussion:
With the previous strategy ending in 2025, Elgin County engaged McSweeney &
Associates in May 2025 to lead the development of a new plan. The process included:
Community and Situational Analysis A data-
population, labour force, business activity, and community assets, supported by a
document review of the County and municipal plans.
You can review the complete Situational Analysis at this link:
https://engageelgin.ca/48947/widgets/214509/documents/162088.
The Demographic Snapshot uses data from Manifold SuperDemographics, which
is based on Census Division-level data from Statistics Canada. Thisdata
includes the City of St. Thomas.
For data that excludes the City of St. Thomas, refer to Section 6 (p. 64) of the
Situational Analysis. This section combines Census Subdivision data from Elgin
C
Stakeholder Engagement Consultations in July 2025 with 167 participants
from local businesses, municipalities, tourism, agriculture, and service
organizations through interviews, surveys, and focus groups.
SCOAR® Analysis Findings from research and consultations were
summarized to identify key opportunities and priorities.
Working Session In September 2025, 31 stakeholders helped shape draft
actions focused on collaboration, tourism development, vibrant urban centres,
and investment readiness.
Action Planning Draft actions were reviewed by all seven municipalities and
The final strategy focuses on strengthening the entire Elgin County economy
supporting agriculture, tourism, manufacturing, healthcare, clean energy, and creative
industriesthrough actions organized under five strategic goals.
Financial Implications:
Adopting this strategy does not create an immediate cost. However, it will guide
departmental priorities and business planning through 2030. Future budget requests will
be based on the resources needed to implement the actions in the plan.
Advancement of the Strategic Plan:
2026 Strategic Plan,
ensuring consistency across priorities. Counc
sustainability, and a strong local economy through investment attraction, business
retention, and support for key sectors like agriculture.
This strategy builds on those priorities with practical steps to strengthen local
businesses, protect agricultural lands, and attract sustainable investment. It also reflects
commitments to agriculture and pride of place by promoting arts, culture, and quality of
life.
Local Municipal Partner Impact:
This strategy was developed with input from our Local Municipal Partners through a
dedicated workshop, participation in the working session, and review of the draft plan. It
what we will focus
on and how we will supporteconomic development and tourism across the County.
Implementation will be collaborative, with actions carried out in partnership where
appropriate.
Communication Requirements:
The final strategy will be shared with all stakeholders who participated in the
consultations. It will also be posted on the Engage Elgin platform and the Economic
Development website. In addition, we will also share it with our Local Municipal
Partners.
Conclusion:
The next step is implementation. We are developing a detailed implementation plan that
includes timelines, responsibilities, and performance measures to ensure progress is
tracked and reported. This strategy provides a clear roadmap for economic
development and tourism in Elgin County through 2030, and we are excited to begin
putting it into action.
All of which is Respectfully Submitted Approved for Submission
Carolyn Krahn Blaine Parkin
Manager of Economic Development, Chief Administrative Officer/Clerk
Tourism & Strategic Initiatives
Economic Development and
Tourism Strategy
December 2025
Prepared by:
McSweeney & Associates Consulting Inc.
P: 855.300.8548
E: consult@mcsweeney.ca
mcsweeney.ca
Acknowledgment
The creation of the Economic Development
and Tourism Strategy relied on input received
from a dedicated group of community
stakeholders. Thank you to all residents,
business owners, organizational leaders, and
other community members who participated
in the engagement process. Your input,
vision, knowledge, and experience helped
shape the CountyÓs path forward.
A heartfelt thanks to the Elgin County team
and local municipal partners for the time,
input, and direction you dedicated to
developing this plan and its actions.
Together, Elgin County will move forward in a
meaningful and impactful way.
Economic Development and Tourism Strategy
Table of Contents
Executive Summary 1
Process 2
Discover: Current Status Review 3
Document Review 3
Community and Situational Analysis 3
Define: Stakeholder Engagement 6
Develop: Strategic Development & Implementation Plan 6
§
SCOAR Analysis 6
Working Session 7
Strategic Action Planning Session 7
Deliver: Final Economic Development and Tourism Strategy 8
Economic Development and Tourism Priority Actions 8
Alignment with Elgin County CouncilÓs Strategic Plan (2024-2026) 9
Economic Development Goals and Actions 10
Tourism Goals and Actions14
§
Appendix A Î SCOAR Analysis 17
§
Economic Development SCOAR17
§
Tourism SCOAR 19
Appendix B Î Documents Reviewed 20
Economic Development and Tourism Strategy
Executive Summary
Elgin County, located in Southwestern Ontario, is next to the urban
centres of London and St. Thomas. With a population of about 52,000,
the County is comprised of seven local municipal partners (LMPs):
Aylmer, Bayham, Central Elgin, Dutton Dunwhich, Malahide,
Southwold, and West Elgin.
The CountyÓs economy is largely driven by agriculture and
manufacturing, with a growing tourism sector. Elgin County is home to
large agricultural operations, smaller family-owned farms, and key
industrial facilities, including food processing plants, manufacturing
sites, and warehousing and logistics operations. The CountyÓs natural
beauty and historical towns, including Port Stanley, Sparta, and Port
Burwell, attract visitors from across southwest Ontario.
The regional economy has seen significant change since 2022 with
increased manufacturing attraction, and the redevelopment of the
Former Psychiatric Hospital Lands in Central Elgin providing a mixed-
use community with a range of housing options.
With the completion of the 2022-2025 Elgin County Economic
Development and Tourism Strategy, Elgin County required a five-year
economic development and tourism strategy to take them through
2026-2030.
This Strategy is aboutÈ
Building on the CountyÓs previous economic
development strategy and all of the other good work that
has been done in the past.
Further strengthening and diversifying the local
economy.
Providing direction and guidance to Elgin CountyÓs
economic development and tourism activities for both the
short and long term.
The Economic Development and Tourism Strategy has been
developed by Elgin County, with input from the seven LMPs along with
representation from local businesses, community members, and local
and regional organizations, with the intention to help drive economic
success, growth, and investment. This Strategy is unique to Elgin
County and is designed to strengthen the CountyÓs economy, attract
investment, support local businesses, and grow tourism.
1 | elgincounty.ca
Economic Development and Tourism Strategy
Process
This Economic Development and Tourism Strategy was built through a four-step process. Each
of the steps built upon the previous work, with initial work focused on high-level ÐdiscoveryÑ: an
understanding of previous guiding documents and strategies as well as data on the local labour
force, business, and industry strengths. Consultative work began in Step 2 where a better
understanding of on-the-ground realities was established. Next, the project moved from
understanding to action, with the development of a Strengths, Challenges, Opportunities,
Aspirations and Results (SCOAR§) Analysis and a working session designed to identify
tangible, realistic actions. Step 3 continued with a further narrowing of objectives during a
Strategic Action Planning Session and a draft Strategy. The project concluded with the Final
Strategy being presented to Council.
Step 1: Discover
Current Status Review.
Document Review.
Situational Economic Analysis.
Informal Investment Readiness Assessment.
Step 2: Define
Stakeholder Engagement.
One-on-one interviews.
Online survey.
Focus groups.
Staff priority setting session.
Step 3: Develop
Strategic Development & Implementation Plan.
SCOAR§.
Working Session.
Strategic Action Planning Session.
Draft Strategy.
Implementation Plan.
Step 4: Deliver
Present the results.
Final Strategy completed.
Presentation to Council.
2 | elgincounty.ca
Economic Development and Tourism Strategy
Step 1: Discover: Current Status Review
To begin the process, an in-depth review of the current situation in Elgin County was
undertaken. This included the completion of a Community and Situational Analysis that shows
the picture of Elgin County through a quantitative lens, alongside a document review that
provides a snapshot of the key initiatives undertaken by the County and LMPs.
Document Review
A literature review was conducted to understand the local climate and economic realities
impacting Elgin County, and across Ontario. This review included local documents, County
documents, and development strategies. It allowed for a better understanding of the findings
from the projectÓs quantitative data analysis and qualitative conversations with local
stakeholders. Documents reviewed include County wide and LMP economic development
documents. This list can be found in Appendix B.
Community and Situational Analysis
The Community and Situational Analysis is an informational piece crafted in the summer of
2025 and does not prescribe a certain solution; instead, it presents a statistical perspective
within the local context.
It began with an assessment of the people (socio-demographics) that make up the County to
provide a snapshot of the local population and highlight potential future opportunities.
The local labour force and economic picture were further profiled, presenting data on business
counts, labour engagement rates, overall jobs and sales figures by industry, and export/supply
chain data per sector.
Finally, community assets were also highlighted, showcasing the CountyÓs wealth of schools,
strong quality of life, and social service assets.
The following two pages present the demographic
snapshot as profiled in the Community and Situational
Analysis.
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Economic Development and Tourism Strategy
The provided two-page infographic displays a high-level overview of the demographics
in Elgin County. All data has been sourced from Manifold SuperDemographics 2025,
unless otherwise specified.
On page one, the first section details the population profile. The population of the
Countyis shown in a bar graph from years 2006 to 2024:
In 2006 the population was 83,381.
In 2011 the population was 87,461.
In 2016 the population was 88,978.
In 2021 the population was 94,752.
In 2024 the population was 104,290.
The median age of residents is 42 compared to OntarioÓs median age of 40. The
average age of residents is 42, compared to OntarioÓs average age of 42.
The second section details the highest education attained by the population ages 25 to
64 in a bar graph:
7% of the population has attained an apprenticeship, trades certificate or diploma.
13% have no certificate, diploma or degree.
17% have a university diploma or degree at the bachelor level, or above.
30% have a high school certificate, or equivalent.
33% have a college diploma or other non-university certificate.
30% of the population have achieved a secondary school education, while 56% have a
post-secondary education.
The final section details households and earnings.
16% of the CountyÌ ~z^s~| k|i å ~ {~k ~p ~^z r~kr~zi s|g~{k ~|
shelter costs, compared to Ontario (24%).
The average dwelling value is $692,274. The median dwelling value is $659,543.
The total number of households is 40,335. It is broken down as such;
i. 73% single detached homes
ii. 16% apartments/detached duplexes
iii. 4% semi-detached homes
iv. 4% movable dwellings
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Economic Development and Tourism Strategy
v. 3% rowhouses.
On page two, the first section details the labour force and local economy:
The median employment income in the County is $45,623, versus Ontario ($45,590).
The average employment income is $53,607, versus Ontario ($63,116).
The participation rate is 64.4% (Ontario 65.0%).
The employment rate is 61.0% (Ontario 60.6%).
The unemployment rate is 5.3% (Ontario 6.8%).
The second section details the top five sectors by industry, by labour force employment
for people living in Elgin County:
Manufacturing
Health Care and Social Assistance
Retail Trade
Construction
Educational Services.
The final section details the top five sectors by occupation, by labour force employment
for people living in Elgin County:
Trades, Transport and Equipment Operators
Sales and Service
Business, Finance and Administration
Education, Law and Social, Community and Government Services
Manufacturing and Utilities.
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Economic Development and Tourism Strategy
Step 2: Define: Stakeholder Engagement
To better understand the community and to gather
qualitative insights into Elgin County, consultations
took place over the month of July 2025. The
consultations included representation from service
organizations, manufacturing and trades, LMPs,
business organizations, tourism and agriculture
providing input from 167 participants. The
information was gleaned from:
167 people participated in the
One-on-one phone interviews
consultation process.
Online survey
Focus groups
Step 3: Develop: Strategic Development & Implementation Plan
§
SCOAR Analysis
Once the background research and initial consultations were completed, the ÒdevelopingÓ
process began with a summation of the findings of the initial consultations and data analysis,
§§
presented through a SCOAR Analysis. The SCOAR was used as the fundamental basis to
determine the four themes, as directed by consultation.
§
The results of the Elgin County SCOARanalysis can be found in Appendix A.
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Economic Development and Tourism Strategy
Working Session
A half-day working session in September2025 consisted of 31 participants to review
consultation findings. Participants included a good cross section of key stakeholders
representing tourism partners, businesses, business organizations, LMPs and County staff.
The Strategic Working Session provided an opportunity for participants to begin to develop a set
of draft strategic actions that would form the base of Elgin CountyÓs Economic Development and
Tourism Strategy, inclusive of a 5-year action plan.
The Working Session was based around four themes:
Theme 1 Theme 2Theme 3 Theme 4
Continuing to build
collaboration and
connectivity
Improving the Building vibrant Supporting
between the
tourism product urban centres business and
County and the
and visitor to support being
seven LMPs to
experience across residents and investment
support and
the County. visitors. ready.
promote economic
development and
tourism.
Strategic Action Planning Session
To ensure that the actions aligned with the aspirations and vision of Elgin County and supported
the needs of the LMPs, the draft actions were distributed to representatives inclusive of all
seven LMPs for their review and feedback.
Based on the results of both the quantitative and qualitative research, a draft set of strategic
actions were prepared for review. During the strategic action planning session, there was a
candid discussion with staff where the actions were vetted and approved.
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Economic Development and Tourism Strategy
Step 4: Deliver: Final Economic Development and Tourism
Strategy
The strategy does not speak specifically to individual core and emerging sectors. Instead, the
focus of the Strategy is on building and supporting the entire Elgin County economy. Agriculture,
Tourism, Manufacturing, Healthcare, Clean Energy and Creative Industries should all see
themselves and be supported and advanced by drawing on various actions across the five
goals.
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Economic Development and Tourism Strategy
Economic Development and
Tourism Actions
Alignment with Elgin County CouncilÓs
Strategic Plan (2024-2026)
The Elgin CountyEconomic Development and Tourism Strategy
actions presented here are grounded in the vision and priorities
outlined in the Elgin County Council Strategic Plan (2024Î2026),
ensuring consistency and accountability across the organization.
CouncilÓs plan emphasizes collaboration and sustainability as guiding
principles, and those themes helped shape the actions below,
ensuring that economic development and tourism decision-making
reflect a clear connection with Council initiatives.
Specifically, with respect to economic development and tourism,
CouncilÓs Strategic Plan highlights the importance of fostering a
resilient and competitive local economy, with a focus on investment
attraction, business retention, and the promotion/support of key
sectors such as agriculture. This documentÓs actions build on these
priorities by building out concrete steps the department can take to
enhance the CountyÓs ability to create employment opportunities,
protect and drive agricultural growth, strengthen local business
ecosystems, and enhance the Elgin County brand.
Equally important are the commitments to agriculture and pride of
place, both of which are deeply interwoven within Elgin CountyÓs
identity. This was reiterated throughout the consultative period and
addressed in both the Council Strategic Plan and this current
Strategy. CouncilÓs plan underscores the protection of prime
agricultural lands and the promotion of value-added agri-business
opportunities, and the below actions seek to similarly promote the
communityÓs agricultural roots. At the same time, pride of place is
reflected through initiatives strengthening arts and culture, quality of
life, and County assets. Together, the actions below, across both
economic development and tourism, have sought to capture and
reflect the values and ideals set forth by County Council, aligning the
departmentÓs objectives with the rest of the organization and Council.
The following actions were developed through extensive consultation
with key economic development partners, LMPs, and County staff.
The plan addresses the available resources, priority needs and what
actions will bring the most value to the County, the LMPs and its
partners.
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Economic Development and Tourism Strategy
Economic Development Goals and Actions
Goal 1: Investing in Elgin County
Elgin Countyhas significant opportunities over the coming decade to
grow local business sectors. Supporting potential investors along the
manufacturing supply chain and in more niche, small business
environments is important, but to do so the County should have the
Action 1: Support and implement the Employment Lands and Investment
Attraction Strategy now being developed.
Action 2: Advance an Elgin County Infrastructure Strategy to understand
infrastructure requirements to have shovel ready urban and rural land
available to support investment.
Action 3: Develop an Elgin County Community Profile that provides a
comprehensive overview of the County specifically geared to investors and
site selectors and encourage each LMP to build a similar Profile. Update
annually.
Action 4: Work with local realtors, private land developers and property
owners to create an up-to-date inventory of commercial and industrial land
and buildings which are currently for sale or lease.
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Economic Development and Tourism Strategy
Goal 2: Supporting and Growing Local Business
Growing local business is paramount to success in Elgin County.
Ensuring local businesses are supported, feel heard by the County,
and operate in an environment that continues to encourage their
success will help ensure the County remains a business-first
community.
Action 1: Work with the County planning department to review bylaws and
policies within the County to encourage the establishment and expansion of
home-based businesses.
Action 2: Encourage and support the expansion or development of local
business groups (i.e., Chambers of Commerce, BIAs, local business
groups) to strengthen the business community. For example, work with the
Elgin/St. Thomas Small Business Enterprise Centre to ensure there is a
comprehensive list of available resources to support businesses in the
County. Work with similar local business groups to help provide
opportunities for businesses to better incorporate e-commerce within their
businesses.
Action 3: Support local businesses in promoting their products and
expanding their markets while strengthening Elgin CountyÓs regional profile.
Goal 3: Diversifying Local Agriculture
With over 130,000 hectares of farmland, agriculture plays a vital role
in Elgin CountyÓs economy. By adopting new technologies in
agribusiness, from food processing and alternative fuel generation to
organic farming and aquaculture Elgin CountyÓs businesses are
meeting the growing demand for innovative, high-quality products.
Action 1: In alignment with County CouncilÓs Strategic Plan, support agri-
business diversification and continue working to protect prime agricultural
land.
Action 2: Promote the Agricultural Hall of Fame to highlight the importance
of agriculture in Elgin County. Launch an ongoing event that celebrates
agriculture and includes the induction of new members into the Hall of
Fame.
Action 3: Work with the LMPs to define clear bylaws around on-farm
business diversification.
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Economic Development and Tourism Strategy
Goal 4: Continue Improving the CountyÓs
Collaborative Relationship with Local Municipal
Partners
CountyCouncil continues to take a regional approach while
respecting the unique identities of the LMPs. The Countyand the
LMPs should continue to work together through their team approach
to building identity and promote each other'sstrengths and identities
knowing that the whole of the County is only as strong as the
individual parts.
Action 1: Establish clear protocols relating to investment inquiries and
economic development related information, to determine when and how
communications are established between the County and LMPs.
Action 2: Encourage each LMP to designate a representative to be the
main point of contact for the County, to share information and meet on
economic development initiatives.
Action 3: Continue to provide (and receive) regular economic development
updates to and from LMPs and the City of St. Thomas that may be of
interest to their businesses.
Action 4: Establish a formalized protocol between the LMPs and the
County to coordinate efforts to reduce duplication and increase awareness
when new development or business permits are taken out at the LMP level.
Action 5: Work with the LMPs to align development processes and
procedures to effectively reduce duplication and provide a timely and
effective process focused on growing investment. This could include:
Standardized permitting and processes across the County.
Coordination between the partner municipalities and the County to
improve zoning and infrastructure to have what is needed to attract
investment.
County-developed templates for potential use by partner
municipalities.
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Economic Development and Tourism Strategy
Goal 5: Strengthening Community Development
Across Elgin County
Community development and economic development go hand in
hand. With a strong quality of place, an attractive, safe environment
with job opportunities, people will be actively interested in living in
and investing in Elgin County.
Elgincentives, Elgin CountyÓs countywide Community Improvement
Plan (CIP) Program, provides financial assistance for private property
improvements that specifically contribute to economic development.
This program contributes to the community development and
economic well-being of the County.
Action 1: Continue to provide funding for Elgincentives, with a
consideration to extending the program to include in its spring 2026 update:
Downtown beautification projects.
Accessibility infrastructure.
Public art/placemaking initiatives.
Affordable housing supports.
Action 2: Collaborate with regional partners, and/or support funding
applications, if opportunities arise, to provide public transportation within
the County.
Action 3: Determine the viability of partnering with community
organizations (e.g., BIA, Small Business Enterprise Centre) on a business
support program (e.g., Win This Space).
Action 4: Engage with businesses operating directly in rural downtown and
village cores to offer marketing support, resources, and to be a collective
voice, when needed.
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Economic Development and Tourism Strategy
Tourism Goals and Actions
Goal 1: Focus on Product Development
Tourism product development is the process of creating and refining
experiences, services, and attractions to meet the needs and
demands of tourists, which ultimately strengthens a destination's
tourism offerings. This can include identifying gaps in the market,
developing concepts based on a destination's resources and visitor
needs, and planning the creation and marketing of these new or
enhanced products, such as unique tours, accommodations, and
cultural experiences.
Action 1: Expand the opportunities around the existing trail system (i.e.,
Great Lakes Waterfront Trail) and provide experiences to discover Elgin
CountyÓs history, natural environment and cultural heritage.
Build partnerships that will help to expand the trail-based
experience in Elgin County (i.e., businesses, local organizations,
government).
Research funding opportunities (i.e., Rural Ontario Development
Program) that support product development for multi-modal
transportation tourism.
Expand self-guided trail-based itineraries (e.g., day trips, weekend,
or whole week itineraries) and ride guides.
Action 2: Develop visitor itineraries that package destinations to maximize
day trips, and bus tours highlighting history, arts and culture, natural
attractions, food, etc.
Action 3: Ensure policies are in place that support local businesses
interested in alternative accommodations.
Action 4: Partner with government tourism organizations to support local
businesses in developing market-ready tourism experiences.
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Economic Development and Tourism Strategy
Goal 2: Build on Existing Tourism Strengths of the
County
Limited infrastructure in the LMPs can make it a challenge to attract
new tourism assets to Elgin County. Because of this, Elgin County
has been proactive in promoting existing tourism assets through the
development of a variety of guides (Visitor Guide, Taste Guide for
Savour Elgin and Fall for Elgin).
Work with the existing tourism-based businesses to provide them
with the support that they need to be successful.
Action 1: Build on the success of the Savour Elgin program and enhance
the culinary trail experience, promoting local businesses through new
products.
Action 2: Support and promote tourism-based businesses that are for sale
to encourage likeminded businesses to continue in these locations.
Action 3: Work with the County planning department and LMPs to ensure
that information is available for existing agriculture businesses interested in
expanding into agritourism.
Action 4: Engage stakeholders through methods including site visits,
seasonal e-newsletters, annual familiarization tours, and project specific
working groups (i.e., Ride the Bine) to better promote the County.
Action 5: Continue to promote local festivals and events, and connect
them to local businesses, events and experiences in the area.
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Economic Development and Tourism Strategy
Goal 3: Build the Elgin County Brand
Elgin County has worked considerably to build operational
capabilities and its tourism brand, but continued efforts can seek to
unify messaging and amplify awareness of what the Countyhas to
offer to residents of municipalities outside Elgin County.
Action 1: Explore new approaches to marketing and promotion by
partnering with tourism operators to promote tourism and strengthen the
Elgin County tourism brand.
Action 2: Use the Òpeople focusedÓ rebranding of the economic
development website as an identifier/brand for both economic development
and tourism.
Action 3: Review and strengthen Elgin CountyÓs tourism marketing plan.
Action 4: Continue to build a positive relationship with OntarioÓs Southwest
Regional Tourism Organization to better take advantage of their programs
and funding streams.
Out of the Box Idea
Elgin County struggles to market a unified, branded
experience due to its vast geography. Many businesses are
spread out considerably from one another,and this can make
it challenging for visitors to engage across the County.
To combat this, determine interest from local businesses in
undertaking a Ðtourism passportÑ style activity, with visitors
being able to collect stamps (or something similar) from
participating businesses across the County. Those who
successfully complete their passport can redeem their
passport for promotional Elgin County materials (e.g., t-shirts,
etc.).
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Economic Development and Tourism Strategy
§
Appendix A ÎSCOARAnalysis
§
Economic Development SCOAR
Strengths
Located in southwestern Ontario along Highway 401, halfway between the Greater Toronto Area and the Detroit-
Windsor border.
A large urban centre, St. Thomas, located in the centre of the County provides services to the LMPs. The County is a
half hour drive to London (population of approximately 527,000) to draw from.
Strong sense of community, with a unique rural/small-town culture and pride in the slower pace to life and connection
to nature.
A diverse population.
Workforce is hard-working and industrious with a tradesman, craftsman heritage.
Good transportation connections including 400 series highways and freight rail access, with a new intermodal access
point.
Many business support organizations and services available, including one of the largest Chambers of Commerce in
Ontario (600-plus members).
County Economic Development staff with a business-friendly attitude.
Collaborative environment between LMPs, and business-to-business networks.
Agricultural roots, with stable farm businesses, supports the community and the economy.
More affordable housing compared to other areas in Ontario.
Solid financial incentives in place (i.e., Community Improvement Plan Program - Elgincentives) to stimulate
economic development.
Challenges
Geographically large and long County covering 1881 square kilometres with a distance of approximately 100 km
from east to west.
Two tier system of government with seven LMPs that each have different goals, visions for growth, and infrastructure
capacities.
LMPs and the County have limited resources dedicated to economic development and tourism (i.e., financial and
human).
Infrastructure limitations affecting capacity to grow commercial and industrial investment (i.e., water, wastewater,
internet, cell coverage, hydro).
There can be competing interests between the rural, farmland and business sectors.
Businesses can have difficulty navigating the municipal processes, especially where the processes vary between
different LMPs.
Roles and responsibilities are sometimes blurred between the County versus LMPs.
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Economic Development and Tourism Strategy
Opportunities
Supporting small urban centres to become vibrant commercial hubs.
Creating a physical location for business development that houses all the start-up supports provided by LMPs, the
County, Community Futures Development Corporation, Province of Ontario, Chamber of Commerce.
Helping agricultural businesses consider value-added activities outside of traditional farming, as newer generations
take over family farms.
Investment-ready industrial sites to encourage economic growth.
Growing local employment opportunities so that young adults can return from school and have an opportunity to
work and live in the County.
Embracing the growing population and finding ways to blend newcomers into the traditional lifestyle of the rural
communities.
Better public transportation to move people around (so there is less reliance on private vehicles).
Greater support for small-scale manufacturers that would like to grow and stay in the County.
Sell the CountyÓs uniqueness, Ðno one else can be usÑ.
Aspirations
To have vibrant urban centres that support the local community.
To continue to develop strong networks with the business community.
To continue to connect with the new generation of farmers to ensure that they are aware of possible diversification
opportunities.
To have investment-ready lands available for new businesses.
To have a plan in place to increase infrastructure capacity across the County, where feasible.
Results
Elgin CountyÓs vibrant urban centres, its strong economy and its unique quality of life will make it an excellent
community to live and invest in.
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Economic Development and Tourism Strategy
§
Tourism SCOAR
Strengths
Located on the shores of Lake Erie offering excellent access to public beaches and four port towns.
Niche artisans, artists, theatre and live music can be found across the County.
Destination agritourism attractions and agricultural fairs bring people to the County.
Natural areas with trails that include conservation areas, provincial parks, wildlife areas and nature reserves.
Museums and cultural attractions celebrating agricultural heritage, the railway boom and indigenous history.
Challenges
Seasonality of the tourism experiences outside of the summer and fall provide limited activities to draw visitors to the
County.
Agritourism and historical sites are underrepresented in terms of tourism related products, relative to their potential
as tourism attractions.
Navigating Elgin County can be challenging due to its geography, which can make it difficult for visitors to easily
explore different areas across the County.
Limited new tourism experiences due to fewer tourism operators starting businesses.
Limited number of accommodations.
Attractions are limited and the experiences are not concentrated enough, to be considered a tourism destination.
The CountyÓs identity is somewhat unclear because of the diverse offerings and geographic size.
Opportunities
Could use a four-season anchor to draw people into the County all year.
Growth in accommodations and restaurants for tourists.
Support and grow tourism assets and products that are already in the County.
Build off the momentum of Norfolk CountyÓs success with wineries and craft breweries.
Support local agricultural businesses that want to produce wines (i.e., blueberry farm that wants to sell blueberry
wine) or sell alcohol on their farms.
Market specific areas within the County, instead of the whole County, emphasizing packages with multiple
destinations that are located closer together.
Build awareness of County as a whole, or the above Ðspecific areas within the CountyÑ to grow visitor numbers.
Aspirations
To be a well-known tourism destination within Ontario.
To have tourism activities and attractions that bring visitors into Elgin County over the entire year.
To have attracted more accommodations to support longer stays.
Results
Elgin County, a well-known destination, provides day-trippers and overnight tourists with a wide range of year-round
experiences unique to the County.
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Economic Development and Tourism Strategy
Appendix BÎDocuments
Reviewed
The following economic development and tourism documents were
reviewed to provide background information on Elgin County.
Aylmer-Elgin-St. Thomas Community Safety and Well-Being Plan
(2020)
Business Retention and Expansion Program Report (2024)
Come and Explore Elgin County VisitorÓs Guide (2025)
Connectivity Advocacy Plan (2022)
Elgincentives Î County-Wide Vision and Implementation
Document
Elgin County Economic Development and Tourism Strategy (2022-
2024)
Elgin County Economic Development Update (2025)
Elgin County Official Plan (2015 & 2024)
Elgin County Tourism Update (2025)
Employer One Survey Results (2025)
Elgin Wayfinding Strategy Policy
Hemson Updated Growth Forecasts and Land Needs Assessment
for the County of Elgin (2025)
Internet Connectivity and Broadband Analysis, Assessment and
Proposed Solutions (2022)
Local Labour Market Plan (2026)
Population, Housing and employment Forecasts and Associated
Land Needs Analysis (2022)
Port Stanley Visitor Summary (2025)
Savour Elgin Culinary Guide (2024)
Southwestern Ontario Business Intelligence Report (2025)
St. Thomas Î Elgin Local Immigration Partnership Moving Forward
Report (2025)
Tourism Oriented Directions Signage (TODS) Agreement (2025)
Township of Southwold and Elgin County Investment Guide
Transportation Master Plan Phases II and III: Multimodal Network
Development (2025)
Vacant Employment Land Inventory
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Report to Committee of the Whole
From: Peter Dutchak, Director of Engineering Services
Date: December 11, 2025
Subject: 2025 Asset Management Plan
Recommendation(s):
2025
Services dated December 11, 2025 be received and filed; and,
THAT the 2025 Asset Management Plan accompanying this report be adopted.
Introduction:
A comprehensive County asset management plan (AMP) has been developed to fulfill
the requirements of Ontario Regulation 588/17 and establishes a strategic approach to
asset lifecycle management through 2035. This report introduces the AMP, provides
key highlights and seek of the plan.
Background and Discussion:
Aspire Consulting was retained in March 2025 to combine and update previous asset
management plans (AMPs) completed in-house between 2022-2024. At their
rd
September 23 meeting, Aspire Consulting presented an Asset Management Overview
th
Reg 588/17. At the October 14 meeting of County Council, Council adopted Levels of
Service to be i
decisions.
The 2025 AMP has incorporated previous work and provides framework for managing
This plan fulfills the requirements of Ontario Regulation 588/17 and establishes a
strategic approach to asset lifecycle management through 2035.
that 89% of the total inventory is within fair or better condition. Some asset classes,
most notably stormwater infrastructure, has only 51% of its total inventory in fair or
better condition. Increased investments in stormwater assets, predominantly located
within urban areas, will be completed through the implementation of the 10-year capital
plan and will increase performance in this asset category with a goal to achieve the
Proposed Level of Service target of 70% of stormwater infrastructure to be in fair or
better condition.
The AMP has developed an asset lifecycle management strategy incorporating best
practices and that formalizes many of the asset investment strategies currently used by
the County. The goal of the lifecycle management strategy is to ensure assets continue
to provide current levels of service while managing risk at the lowest lifecycle cost.
Going forward the County will be committed to continuously improving its asset
management practices. A key improvement initiative will be to implement a
comprehensive condition assessment program for stormwater assets where significant
regarding its Consolidated Linear Infrastructure Environmental Compliance Approval
(CLI-ECA) obligations and work towards these initiatives are proposed as part of the
2026 capital budget.
Financial Implications:
million is required to maintain the current condition of assets and work towards
proposed level of service targets. The financial strategy also considers growth needs
and reflects current funding through taxation, grants and revenue sources.
An infrastructure funding gap of $7.9M annually will require targeted funding strategies
such as a phased tax rate increase, and consideration of alternate funding mechanisms
such as development charges to address additional funding needs due to growth.
Advancement of the Strategic Plan:
Service Excellence and Efficiency and Sustainable Community Growth.
Local Municipal Partner Impact:
Proposed capital works that impact local infrastructure and services are shared annually
with local staff to collaborate and coordinate efforts where possible.
Communication Requirements:
Conclusion:
The 2025 Asset Management Plan has been developed to fulfill the requirements of
Ontario Regulation 588/17 and establishes a strategic approach to asset lifecycle
an average annual investment of $35 million is required to maintain current conditions
which represents an infrastructure funding gap of nearly $8 million annually.
The AMP should be viewed as a living document that will be regularly updated as new
information becomes available, as growth patterns emerge and as the County continues
to refine its asset management practices. A comprehensive update is proposed in 2029
to incorporate new data, revise growth projections, update budget information and
ensure
All of which is Respectfully Submitted Approved for Submission
Peter Dutchak Blaine Parkin
Director of Engineering Services Chief Administrative Officer/Clerk
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Facilities,
Information
Fleet and
$214,273,627.14 ,
Technology,
Equipment,
Sanitary,
15%
$3,204,217.32 ,
$3,725,943.00 ,
$1,901,448.01 ,
0.23%
0.27%
0.14%
Library,
$3,472,258.98 , 0%
Stormwater,
$60,930,384.19 , 5%
Transportation,
$1,110,301,008.29 ,
80%
FacilitiesFleet and EquipmentInformation TechnologyLibrary
StormwaterTransportationSanitary
Very Poor,
Poor,
$19,278,518.86 , 1%
$85,096,853.27 , 6%
Unknown,
$27,895,150.53 , 2%
Fair,
Very Good,
$133,173,754.36 ,
$581,344,289.40 ,
10%
42%
Good,
$551,020,320.52 ,
39%
Very GoodGoodFairPoorVery PoorUnknown
Reserve Funds
(Growth),
$3,984,780 ,
11%
Federal/Provinci
al Grants,
$4,406,278 ,
13%
Base Tax
Funding (Asset
Capital),
$26,241,809 ,
76%
Base Tax Funding (Asset Capital)Federal/Provincial Grants
Reserve Funds (Growth)
The current funding level was calculated using the approved 2025 budget. Funding was categorized
based on the asset class and category it supported and further divided between program funding
(investments that do not impact the condition or performance of the asset itself) and asset funding
(funding allocated to projects that directly drive condition changes, enhancements, or other asset
intervention activities). The asset funding levels were further subdivided into:
2049
10 Year
Summary
$100,700,821$96,294,543$148,069,423
$338,262,918$28,398,701$51,774,879$366,661,618$418,436,498 $217,977,106$0$47,983,691$0$265,960,797- $0$296,608,884$392,903,427--
2048
2047
2035
$4,442,059$96,294,543$148,069,423
$32,269,248$2,839,870$5,177,488$35,109,118$40,286,606 $25,993,604$0$4,673,455$0$30,667,059- $296,608,884$392,903,427$444,678,307--
2046
2045
2034
$21,096,145$91,852,484$138,449,875
$34,002,196$2,839,870$5,177,488$36,842,066$42,019,554 $10,933,449$0$4,812,472$0$15,745,921- $265,941,825$357,794,309$404,391,700--
2044
2043
2033
$15,301,298$70,756,339$112,176,242
$34,094,301$2,839,870$5,177,488$36,934,171$42,111,659 $16,820,401$0$4,812,472$0$21,632,873- $250,195,904$320,952,243$362,372,146--
2042
2041
2032
$8,415,902$55,455,041$91,697,456
$34,811,807$2,839,870$5,177,488$37,651,677$42,829,165 $24,423,378$0$4,812,397$0$29,235,775- $228,563,031$284,018,072$320,260,487--
2040
2031
2039
$11,554,886$47,039,139$78,104,067
$33,093,129$2,839,870$5,177,488$35,932,999$41,110,487 $19,565,790$0$4,812,324$0$24,378,114- $199,327,256$246,366,395$277,431,322--
Very Good
2038
2030
Good
2037
Years
$6,278,816$35,484,253$61,371,693
$33,999,312$2,839,870$5,177,488$36,839,182$42,016,670 $25,748,114$0$4,812,252$0$30,560,366- $174,949,142$210,433,396$236,320,835--
Fair
2036
2029
2035
Poor
$11,514,130$29,205,437$49,915,389
$33,993,231$2,839,870$5,177,488$36,833,101$42,010,589 $20,506,789$0$4,812,182$0$25,318,971- $144,388,776$173,594,214$194,304,165--
2034
2028
Very Poor
$9,785,498$17,691,307$33,223,771
$34,004,317$2,839,870$5,177,488$36,844,187$42,021,675 $22,246,577$0$4,812,113$0$27,058,690- $119,069,805$136,761,112$152,293,576--
2033
2032
2027
$10,090,770$7,905,810$18,260,786
$33,995,462$2,839,870$5,177,488$36,835,332$42,012,820 $21,932,518$0$4,812,045$0$26,744,563- $92,011,115$99,916,925$110,271,901--
2031
2030
2026
$2,221,318$2,992,528
$33,999,914$2,839,870$5,177,488$36,839,784$42,017,272 $29,806,486$0$4,811,979$0$34,618,465- $65,266,552$63,081,593$68,259,081$2,184,960-
2029
2028
2027
2026
2025
FundingNeeds (Lifecycle + PLOS)Needs (Lifecycle + PLOS + Growth)
$-
---
$800.00 $600.00 $400.00 $200.00
$1,400.00 $1,200.00 $1,000.00 Asset Capital Investment Needs (SOGR, based on Target Funding Level)
PLOS IncreaseAsset Capital Investment Needs (Growth)Base Tax Funding (Capital Assets)Base Tax Funding Increase (Capital Assets)Federal/Provincial GrantsDebt Financing
Replacement Value (Millions)
EXPENDITURESNet Capital Needs (Lifecycle funding target + PLOS)Net Capital Needs (Lifecycle funding target + PLOS + Growth)REVENUETotal Capital Funding for AssetsAnnual Funding Gap (Lifecycle
+ PLOS)Cumulative Analysis Cumulative Cumulative Cumulative Cumulative Gap (Lifecycle + PLOS)Cumulative Gap (Lifecycle + PLOS + Growth)
2049
10 Year
Summary
$50,556,918
$338,262,918$28,398,701$51,774,879$366,661,618$418,436,498 $311,543,109$8,352,780$47,983,691$0$367,879,580$1,217,961 $0$398,527,667$397,309,705$1,217,961-
2048
2047
2035
$50,556,918
$32,269,248$2,839,870$5,177,488$35,109,118$40,286,606 $34,000,000$594,588$4,673,455$0$39,268,043$4,158,925 $398,527,667$397,309,705$449,084,585$1,217,961-
2046
2045
2034
$2,940,964$49,538,355
$34,002,196$2,839,870$5,177,488$36,842,066$42,019,554 $33,411,403$588,597$4,812,472$0$38,812,472$1,970,406 $359,259,623$362,200,587$408,797,978--
2044
2033
2043
$4,911,369$46,331,273
$34,094,301$2,839,870$5,177,488$36,934,171$42,111,659 $32,828,738$582,665$4,812,472$0$38,223,875$1,289,705 $320,447,151$325,358,521$366,778,424--
2042
2032
2041
$10,542$6,201,074$42,443,489
$34,811,807$2,839,870$5,177,488$37,651,677$42,829,165 $32,251,944$576,794$4,812,397$0$37,641,135- $282,223,276$288,424,350$324,666,765--
2040
2031
$6,190,532$37,255,460
2039
$33,093,129$2,839,870$5,177,488$35,932,999$41,110,487 $31,680,963$570,981$4,812,324$0$37,064,268$1,131,269 $244,582,141$250,772,673$281,837,600--
2038
Very Good
2030
$345,967$7,321,801$33,209,241
$33,999,312$2,839,870$5,177,488$36,839,182$42,016,670 $31,115,736$565,227$4,812,252$0$36,493,215- $207,517,873$214,839,674$240,727,113--
Good
2037
Year
Fair
2036
2029
$905,184$6,975,834$27,685,786
Poor
$33,993,231$2,839,870$5,177,488$36,833,101$42,010,589 $30,556,204$559,531$4,812,182$0$35,927,918- $171,024,657$178,000,492$198,710,443--
2035
2034
2028
Very Poor
$1,475,870$6,070,651$21,603,114
$34,004,317$2,839,870$5,177,488$36,844,187$42,021,675 $30,002,311$553,893$4,812,113$0$35,368,317- $135,096,740$141,167,390$156,699,854--
2033
2027
2032
$2,020,976$4,594,781$14,949,756
$33,995,462$2,839,870$5,177,488$36,835,332$42,012,820 $29,454,000$548,311$4,812,045$0$34,814,356- $99,728,422$104,323,203$114,678,179--
2031
2026
$2,573,805$2,573,805$7,751,293
2030
$33,999,914$2,839,870$5,177,488$36,839,784$42,017,272 $26,241,809$3,212,191$4,811,979$0$34,265,979- $64,914,066$67,487,871$72,665,359--
2029
2028
2027
2026
2025
FundingNeeds (Lifecycle + PLOS)Needs (Lifecycle + PLOS + Growth)
---
$-
$800.00 $600.00 $400.00 $200.00
$1,400.00 $1,200.00 $1,000.00
Asset Capital Investment Needs (SOGR)PLOS IncreaseAsset Capital Investment Needs (Growth)Base Tax Funding (Capital Assets)Base Tax Funding Increase (Capital Assets)Federal/Provincial
GrantsDebt Financing
Replacement Value
EXPENDITURESNet Capital Needs (Lifecycle funding target + PLOS)Net Capital Needs (Lifecycle funding target + PLOS + Growth)REVENUETotal Capital Funding for AssetsAnnual Funding Gap (Lifecycle
+ PLOS)Cumulative Analysis Cumulative Cumulative Cumulative Cumulative Gap (Lifecycle + PLOS)Cumulative Gap (Lifecycle + PLOS + Growth)
Prioritize projects, seek additional funding,
implement and / or increase reserves to provide
contingency funding as appropriate.
Adjust investment timing, review capital
priorities, assess opportunities for alternative
funding strategies, such as development
charges, to support sustainable growth.
Maintain reserve capacity, develop alternative
funding strategies, such as opportunities to
generate rental revenue, or partnerships with
local organizations.
Annual condition assessments on critical
infrastructure, implementation of broader
condition assessment programs based on
industry best practices, implementation of
emergency reserves to fund contingency needs
and emergency projects.
Enhanced design standards where
appropriate, integration of climate change
considerations into asset-specific risk
management strategies and climate
vulnerability assessments; continued use of
preventative maintenance programs across all
asset categories.
Proactive asset lifecycle management planning;
monitoring of regulatory and legislative updates
to facilitate project planning, or policy and bylaw
updates.
Phase in growth-related projects based on
organizational priorities; adopt an integrated
approach to project planning; consider
alternative funding mechanisms to support
sustainable growth
Image
Illustrative
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Poor
Poor
Very
Condition
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Good
Fair
Good
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Fair
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None
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Poor
Very
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Good
Fair
Good
Very
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Poor
Poor
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Good
Fair
Good
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Poor
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Fair
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Very
Condition
2049
2048
2047
2046
2045
2044
2043
2042
2041
2040
2039
Very Good
2038
Good
2037
Years
Fair
2036
Poor
2035
2034
Very Poor
2033
2032
2031
2030
2029
2028
2027
2026
2025
$-
$800.00 $600.00 $400.00 $200.00
$1,400.00 $1,200.00 $1,000.00
Replacement Value (Millions)
Total
2049
2048
2047
2046
2045
2044
2043
2042
2041
2040
2039
2038
2037
2036
2035
2034
2033
2032
2031
2030
2029
2028
2027
2026
FundingNeeds Needs
---
Asset Capital Investment Needs (SOGR)PLOS IncreaseAsset Capital Investment Needs (Growth)
Base Tax Funding (Capital Base Tax Funding Increase Federal/Provincial GrantsDebt Financing
Assets)(Capital Assets)Cumulative Cumulative (Lifecycle + PLOS)Cumulative (Lifecycle + PLOS + Growth)
EXPENDITURESNet Capital Needs (Lifecycle funding target + PLOS)Net Capital Needs (Lifecycle funding target + PLOS + Growth)REVENUETotal Capital Funding for AssetsAnnual Funding Gap (Lifecycle
+ PLOS)Cumulative AnalysisCumulative Gap (Lifecycle + PLOS)Cumulative Gap (Lifecycle + PLOS + Growth)
2049
2048
2047
2046
2045
2044
2043
2042
2041
2040
2039
Very Good
2038
Good
2037
Year
Fair
2036
Poor
2035
Very Poor
2034
2033
2032
2031
2030
2029
2028
2027
2026
2025
0
800600400200
140012001000
Replacement Value
Total
$55,118 $55,118
$842,241 M$68,157 M$124,260 M$910,398 M$1,034,658 M$733,149 M$4,312 M$117,818 M$0 M$855,280 M-M$855,280 M$910,398 M$1,034,658 M-M-$234,497 M
2049
$1,732 $55,118
$34,120 M$2,840 M$5,177 M$36,960 M$42,137 M$30,554 M$0 M$4,673 M$0 M$35,227 M-M$855,280 M$910,398 M$1,034,658 M-M-$179,378 M
2048
$1,977
$34,364 M$2,840 M$5,177 M$37,204 M$42,381 M$30,554 M$0 M$4,673 M$0 M$35,227 M-M$820,052 M$873,439 M$992,521 M-$53,386 M-$172,468 M
2047
$1,141
$33,529 M$2,840 M$5,177 M$36,368 M$41,546 M$30,554 M$0 M$4,673 M$0 M$35,227 M-M$784,825 M$836,235 M$950,140 M-$51,410 M-$165,314 M
2046
$1,659
$34,046 M$2,840 M$5,177 M$36,886 M$42,064 M$30,554 M$0 M$4,673 M$0 M$35,227 M-M$749,598 M$799,866 M$908,594 M-$50,269 M-$158,996 M
2045
$1,584
$33,972 M$2,840 M$5,177 M$36,811 M$41,989 M$30,554 M$0 M$4,673 M$0 M$35,227 M-M$714,371 M$762,980 M$866,530 M-$48,610 M-$152,160 M
2044
$1,680
$34,068 M$2,840 M$5,177 M$36,908 M$42,085 M$30,554 M$0 M$4,673 M$0 M$35,227 M-M$679,143 M$726,169 M$824,541 M-$47,026 M-$145,398 M
2043
$1,515
$33,903 M$2,840 M$5,177 M$36,743 M$41,920 M$30,554 M$0 M$4,673 M$0 M$35,227 M-M$643,916 M$689,261 M$782,456 M-$45,345 M-$138,540 M
2042
$1,681
$34,068 M$2,840 M$5,177 M$36,908 M$42,086 M$30,554 M$0 M$4,673 M$0 M$35,227 M-M$608,689 M$652,519 M$740,536 M-$43,830 M-$131,847 M
2041
$1,574
$33,961 M$2,840 M$5,177 M$36,801 M$41,978 M$30,554 M$0 M$4,673 M$0 M$35,227 M-M$573,461 M$615,610 M$698,450 M-$42,149 M-$124,989 M
2040
$2,772
$35,159 M$2,840 M$5,177 M$37,999 M$43,177 M$30,554 M$0 M$4,673 M$0 M$35,227 M-M$538,234 M$578,809 M$656,472 M-$40,576 M-$118,238 M
2039
$546
$32,933 M$2,840 M$5,177 M$35,773 M$40,951 M$30,554 M$0 M$4,673 M$0 M$35,227 M-M$503,007 M$540,810 M$613,295 M-$37,804 M-$110,289 M
2038
$1,539
$33,927 M$2,840 M$5,177 M$36,766 M$41,944 M$30,554 M$0 M$4,673 M$0 M$35,227 M-M$467,779 M$505,037 M$572,345 M-$37,258 M-$104,565 M
2037
$1,563
$33,951 M$2,840 M$5,177 M$36,790 M$41,968 M$30,554 M$0 M$4,673 M$0 M$35,227 M-M$432,552 M$468,271 M$530,401 M-$35,719 M-$97,849 M
2036
$3,350
$35,737 M$2,840 M$5,177 M$38,577 M$43,754 M$30,554 M$0 M$4,673 M$0 M$35,227 M-M$397,325 M$431,480 M$488,433 M-$34,156 M-$91,108 M
2035
$32,269 M$2,840 M$5,177 M$35,109 M$40,287 M$30,000 M$554 M$4,673 M$0 M$35,227 M$118 M$362,097 M$392,903 M$444,678 M-$30,806 M-$82,581 M
2034
$2,030
$34,002 M$2,840 M$5,177 M$36,842 M$42,020 M$29,515 M$485 M$4,812 M$0 M$34,812 M-M$326,870 M$357,794 M$404,392 M-$30,924 M-$77,522 M
2033
$2,606
$34,094 M$2,840 M$5,177 M$36,934 M$42,112 M$29,035 M$480 M$4,812 M$0 M$34,328 M-M$292,057 M$320,952 M$362,372 M-$28,895 M-$70,315 M
2032
$3,804
$34,812 M$2,840 M$5,177 M$37,652 M$42,829 M$28,559 M$476 M$4,812 M$0 M$33,847 M-M$257,730 M$284,018 M$320,260 M-$26,288 M-$62,531 M
2031
$2,562
$33,093 M$2,840 M$5,177 M$35,933 M$41,110 M$28,087 M$472 M$4,812 M$0 M$33,371 M-M$223,882 M$246,366 M$277,431 M-$22,484 M-$53,549 M
2030
$3,940
$33,999 M$2,840 M$5,177 M$36,839 M$42,017 M$27,620 M$468 M$4,812 M$0 M$32,900 M-M$190,511 M$210,433 M$236,321 M-$19,923 M-$45,810 M
2029
$4,401
$33,993 M$2,840 M$5,177 M$36,833 M$42,011 M$27,156 M$463 M$4,812 M$0 M$32,432 M-M$157,611 M$173,594 M$194,304 M-$15,983 M-$36,693 M
2028
$4,876
$34,004 M$2,840 M$5,177 M$36,844 M$42,022 M$26,697 M$459 M$4,812 M$0 M$31,968 M-M$125,179 M$136,761 M$152,294 M-$11,582 M-$27,114 M
2027
$5,326 $6,706
$33,995 M$2,840 M$5,177 M$36,835 M$42,013 M$26,242 M$455 M$4,812 M$0 M$31,509 M-M$93,211 M$99,917 M$110,272 M-M-$17,061 M
2026
$34,000 M$2,840 M$5,177 M$36,840 M$42,017 M$26,242 M$0 M$4,812 M$0 M$31,054 M-$5,786 M$61,702 M$63,082 M$68,259 M-$1,380 M-$6,557 M
2025
$26,242 M$0 M $26,242 M$26,242 M$26,242 M$0 M$4,406 M$0 M$30,648 M$4,406 M$30,648 M$26,242 M$26,242 M$4,406 M$4,406 M
---
Base Tax Base Tax Federal/ProviDebt
Asset Capital Investment Needs (SOGR)PLOS IncreaseAsset Capital Investment Needs (Growth)Funding (Capital Assets)Funding Increase (Capital Assets)ncial GrantsFinancingCumulative FundingCumulative
Needs (Lifecycle + PLOS)Cumulative Needs (Lifecycle + PLOS + Growth)
EXPENDITURESNet Capital Needs (Lifecycle funding target + PLOS)Net Capital Needs (Lifecycle funding target + PLOS + Growth)REVENUETotal Capital Funding for AssetsAnnual Funding Gap (Lifecycle
+ PLOS)Cumulative AnalysisCumulative Gap (Lifecycle + PLOS)Cumulative Gap (Lifecycle + PLOS + Growth)
2049
2048
2047
2046
2045
2044
2043
2042
2041
2040
2039
Very Good
2038
Good
2037
Year
Fair
2036
Poor
2035
Very Poor
2034
2033
2032
2031
2030
2029
2028
2027
2026
2025
$-
$800 $600 $400 $200
$1,400 $1,200 $1,000
Replacement Value
Total
$57,308
$846,648 M$68,157 M$124,260 M$914,805 M$1,039,064 M$822,109 M$8,353 M$117,818 M$0 M$948,280 M$123,928 M$948,280 M$914,805 M$1,039,064 M$33,476 M-M
2049
$90,784
$34,120 M$2,840 M$5,177 M$36,960 M$42,137 M$34,595 M $4,673 M$0 M$39,268 M$2,309 M$948,280 M$914,805 M$1,039,064 M$33,476 M-M
2048
$34,364 M$2,840 M$5,177 M$37,204 M$42,381 M$34,595 M $4,673 M$0 M$39,268 M$2,064 M$909,012 M$877,845 M$996,927 M$31,167 M-$87,915 M
2047
$33,529 M$2,840 M$5,177 M$36,368 M$41,546 M$34,595 M $4,673 M$0 M$39,268 M$2,900 M$869,744 M$840,641 M$954,546 M$29,103 M-$84,802 M
2046
$34,046 M$2,840 M$5,177 M$36,886 M$42,064 M$34,595 M $4,673 M$0 M$39,268 M$2,382 M$830,476 M$804,273 M$913,000 M$26,204 M-$82,524 M
2045
$33,972 M$2,840 M$5,177 M$36,811 M$41,989 M$34,595 M $4,673 M$0 M$39,268 M$2,457 M$791,208 M$767,387 M$870,936 M$23,821 M-$79,728 M
2044
$34,068 M$2,840 M$5,177 M$36,908 M$42,085 M$34,595 M $4,673 M$0 M$39,268 M$2,360 M$751,940 M$730,575 M$828,947 M$21,365 M-$77,007 M
2043
$33,903 M$2,840 M$5,177 M$36,743 M$41,920 M$34,595 M $4,673 M$0 M$39,268 M$2,525 M$712,672 M$693,668 M$786,862 M$19,004 M-$74,190 M
2042
$34,068 M$2,840 M$5,177 M$36,908 M$42,086 M$34,595 M $4,673 M$0 M$39,268 M$2,360 M$673,404 M$656,925 M$744,942 M$16,479 M-$71,538 M
2041
$33,961 M$2,840 M$5,177 M$36,801 M$41,978 M$34,595 M $4,673 M$0 M$39,268 M$2,467 M$634,136 M$620,017 M$702,856 M$14,119 M-$68,720 M
2040
$35,159 M$2,840 M$5,177 M$37,999 M$43,177 M$34,595 M $4,673 M$0 M$39,268 M$1,269 M$594,868 M$583,216 M$660,878 M$11,652 M-$66,010 M
2039
$32,933 M$2,840 M$5,177 M$35,773 M$40,951 M$34,595 M $4,673 M$0 M$39,268 M$3,495 M$555,600 M$545,217 M$617,702 M$10,383 M-$62,102 M
2038
$33,927 M$2,840 M$5,177 M$36,766 M$41,944 M$34,595 M $4,673 M$0 M$39,268 M$2,502 M$516,332 M$509,444 M$576,751 M$6,888 M-$60,419 M
2037
$33,951 M$2,840 M$5,177 M$36,790 M$41,968 M$34,595 M $4,673 M$0 M$39,268 M$2,478 M$477,064 M$472,677 M$534,807 M$4,387 M-$57,743 M
2036
$35,737 M$2,840 M$5,177 M$38,577 M$43,754 M$34,595 M $4,673 M$0 M$39,268 M$691 M$437,796 M$435,887 M$492,839 M$1,909 M-$55,043 M
2035
$32,269 M$2,840 M$5,177 M$35,109 M$40,287 M$34,000 M$595 M$4,673 M$0 M$39,268 M$4,159 M$398,528 M$397,310 M$449,085 M$1,218 M-$50,557 M
2034
$2,941
$34,002 M$2,840 M$5,177 M$36,842 M$42,020 M$33,411 M$589 M$4,812 M$0 M$38,812 M$1,970 M$359,260 M$362,201 M$408,798 M-M-$49,538 M
2033
$4,911
$34,094 M$2,840 M$5,177 M$36,934 M$42,112 M$32,829 M$583 M$4,812 M$0 M$38,224 M$1,290 M$320,447 M$325,359 M$366,778 M-M-$46,331 M
2032
$11 M$6,201
$34,812 M$2,840 M$5,177 M$37,652 M$42,829 M$32,252 M$577 M$4,812 M$0 M$37,641 M-$282,223 M$288,424 M$324,667 M-M-$42,443 M
2031
$6,191
$33,093 M$2,840 M$5,177 M$35,933 M$41,110 M$31,681 M$571 M$4,812 M$0 M$37,064 M$1,131 M$244,582 M$250,773 M$281,838 M-M-$37,255 M
2030
$346 $7,322
$33,999 M$2,840 M$5,177 M$36,839 M$42,017 M$31,116 M$565 M$4,812 M$0 M$36,493 M-M$207,518 M$214,840 M$240,727 M-M-$33,209 M
2029
$905 $6,976
$33,993 M$2,840 M$5,177 M$36,833 M$42,011 M$30,556 M$560 M$4,812 M$0 M$35,928 M-M$171,025 M$178,000 M$198,710 M-M-$27,686 M
2028
$1,476 $6,071
$34,004 M$2,840 M$5,177 M$36,844 M$42,022 M$30,002 M$554 M$4,812 M$0 M$35,368 M-M$135,097 M$141,167 M$156,700 M-M-$21,603 M
2027
$2,021 $4,595
$33,995 M$2,840 M$5,177 M$36,835 M$42,013 M$29,454 M$548 M$4,812 M$0 M$34,814 M-M$99,728 M$104,323 M$114,678 M-M-$14,950 M
2026
$34,000 M$2,840 M$5,177 M$36,840 M$42,017 M$26,242 M$3,212 M$4,812 M$0 M$34,266 M-$2,574 M$64,914 M$67,488 M$72,665 M-$2,574 M-$7,751 M
---
Asset Capital PLOS IncreaseAsset Capital Base Tax Base Tax Federal/ProvinDebt Financing
Investment Needs (SOGR)Investment Needs (Growth)Funding (Capital Assets)Funding Increase (Capital Assets)cial GrantsCumulative FundingCumulative Needs (Lifecycle + PLOS)Cumulative Needs
(Lifecycle + PLOS + Growth)
EXPENDITURESNet Capital Needs (Lifecycle funding target + PLOS)Net Capital Needs (Lifecycle funding target + PLOS + Growth)REVENUETotal Capital Funding for AssetsAnnual Funding Gap (Lifecycle
+ PLOS)Cumulative AnalysisCumulative Gap (Lifecycle + PLOS)Cumulative Gap (Lifecycle + PLOS + Growth)
2049
2048
2047
2046
2045
2044
2043
2042
2041
2040
2039
Very Good
2038
Good
2037
Year
Fair
2036
Poor
2035
Very Poor
2034
2033
2032
2031
2030
2029
2028
2027
2026
2025
0
800600400200
140012001000
Millions
Replacement Value
Total
$986,222 M$68,157 M$124,260 M$1,054,379 M$1,178,639 M$929,490 M$14,165 M$117,818 M$0 M$1,061,474 M$7,095 M$1,061,474 M$1,054,379 M$1,178,639 M$7,095 M-$110,069 M
2049
$40,056 M$2,840 M$5,177 M$42,896 M$48,073 M$40,407 M $4,673 M$0 M$45,081 M$2,185 M$1,061,474 M$1,054,379 M$1,178,639 M$7,095 M-$117,164 M
2048
$39,940 M$2,840 M$5,177 M$42,780 M$47,957 M$40,407 M $4,673 M$0 M$45,081 M$2,301 M$1,016,394 M$1,011,483 M$1,130,565 M$4,911 M-$114,172 M
2047
$40,033 M$2,840 M$5,177 M$42,873 M$48,050 M$40,407 M $4,673 M$0 M$45,081 M$2,208 M$971,313 M$968,703 M$1,082,608 M$2,610 M-$111,295 M
2046
$39,999 M$2,840 M$5,177 M$42,839 M$48,017 M$40,407 M $4,673 M$0 M$45,081 M$2,241 M$926,232 M$925,830 M$1,034,558 M$402 M-$108,325 M
2045
$1,840
$39,971 M$2,840 M$5,177 M$42,811 M$47,989 M$40,407 M $4,673 M$0 M$45,081 M$2,269 M$881,152 M$882,991 M$986,541 M-M-$105,389 M
2044
$4,109
$40,360 M$2,840 M$5,177 M$43,200 M$48,377 M$40,407 M $4,673 M$0 M$45,081 M$1,881 M$836,071 M$840,180 M$938,552 M-M-$102,481 M
2043
$5,990
$39,633 M$2,840 M$5,177 M$42,472 M$47,650 M$40,407 M $4,673 M$0 M$45,081 M$2,608 M$790,990 M$796,980 M$890,175 M-M-$99,185 M
2042
$8,598
$39,996 M$2,840 M$5,177 M$42,835 M$48,013 M$40,407 M $4,673 M$0 M$45,081 M$2,245 M$745,910 M$754,508 M$842,525 M-M-$96,615 M
2041
$40,043 M$2,840 M$5,177 M$42,883 M$48,060 M$40,407 M $4,673 M$0 M$45,081 M$2,198 M$700,829 M$711,672 M$794,512 M-$10,843 M-$93,683 M
2040
$39,971 M$2,840 M$5,177 M$42,811 M$47,988 M$40,407 M $4,673 M$0 M$45,081 M$2,270 M$655,748 M$668,790 M$746,452 M-$13,042 M-$90,704 M
2039
$40,066 M$2,840 M$5,177 M$42,906 M$48,084 M$40,407 M $4,673 M$0 M$45,081 M$2,174 M$610,668 M$625,979 M$698,464 M-$15,311 M-$87,796 M
2038
$39,939 M$2,840 M$5,177 M$42,778 M$47,956 M$40,407 M $4,673 M$0 M$45,081 M$2,302 M$565,587 M$583,073 M$650,380 M-$17,486 M-$84,793 M
2037
$40,067 M$2,840 M$5,177 M$42,906 M$48,084 M$40,407 M $4,673 M$0 M$45,081 M$2,174 M$520,506 M$540,295 M$602,424 M-$19,788 M-$81,918 M
2036
$40,023 M$2,840 M$5,177 M$42,863 M$48,040 M$40,407 M $4,673 M$0 M$45,081 M$2,218 M$475,426 M$497,388 M$554,340 M-$21,962 M-$78,915 M
2035
$39,902 M$2,840 M$5,177 M$42,742 M$47,919 M$40,000 M$407 M$4,673 M$0 M$45,081 M$2,339 M$430,345 M$454,525 M$506,300 M-$24,180 M-$75,955 M
2034
$39,983 M$2,840 M$5,177 M$42,823 M$48,001 M$38,576 M$1,424 M$4,812 M$0 M$44,812 M$1,989 M$385,264 M$411,784 M$458,381 M-$26,519 M-$73,116 M
2033
$40,000 M$2,840 M$5,177 M$42,840 M$48,018 M$37,184 M$1,392 M$4,812 M$0 M$43,389 M$549 M$340,452 M$368,960 M$410,380 M-$28,508 M-$69,928 M
2032
$925
$40,082 M$2,840 M$5,177 M$42,922 M$48,099 M$35,823 M$1,361 M$4,812 M$0 M$41,997 M-M$297,063 M$326,120 M$362,362 M-$29,057 M-$65,299 M
2031
$2,174
$39,969 M$2,840 M$5,177 M$42,809 M$47,986 M$34,491 M$1,331 M$4,812 M$0 M$40,635 M-M$255,067 M$283,198 M$314,263 M-$28,132 M-$59,197 M
2030
$3,579
$40,043 M$2,840 M$5,177 M$42,882 M$48,060 M$33,190 M$1,302 M$4,812 M$0 M$39,304 M-M$214,432 M$240,390 M$266,277 M-$25,958 M-$51,846 M
2029
$4,807
$39,969 M$2,840 M$5,177 M$42,809 M$47,986 M$31,916 M$1,273 M$4,812 M$0 M$38,002 M-M$175,128 M$197,507 M$218,217 M-$22,379 M-$43,089 M
2028
$6,143
$40,032 M$2,840 M$5,177 M$42,872 M$48,049 M$30,671 M$1,245 M$4,812 M$0 M$36,729 M-M$137,126 M$154,699 M$170,231 M-$17,573 M-$33,105 M
2027
$7,262
$39,906 M$2,840 M$5,177 M$42,746 M$47,923 M$29,454 M$1,217 M$4,812 M$0 M$35,484 M-M$100,398 M$111,827 M$122,182 M-$11,429 M-$21,784 M
2026
$40,000 M$2,840 M$5,177 M$42,839 M$48,017 M$26,242 M$3,212 M$4,812 M$0 M$34,266 M-$8,573 M$64,914 M$69,081 M$74,259 M-$4,167 M-$9,345 M
---
Investment Needs (SOGR)Investment Needs (Growth)Base Tax Funding (Capital Assets)Base Tax Funding Increase (Capital Assets)Federal/Provincial GrantsDebt FinancingCumulative FundingCumulative
Needs (Lifecycle + PLOS)Cumulative Needs (Lifecycle + PLOS + Growth)
Asset Capital PLOS IncreaseAsset Capital
EXPENDITURESNet Capital Needs (Lifecycle funding target + PLOS)Net Capital Needs (Lifecycle funding target + PLOS + Growth)REVENUETotal Capital Funding for AssetsAnnual Funding Gap (Lifecycle
+ PLOS)Cumulative AnalysisCumulative Gap (Lifecycle + PLOS)Cumulative Gap (Lifecycle + PLOS + Growth)
2049
2048
2047
2046
2045
2044
2043
2042
2041
2040
2039
Very Good
2038
Good
Year
2037
Fair
2036
Poor
2035
Very Poor
2034
2033
2032
2031
2030
2029
2028
2027
2026
2025
0
800600400200
140012001000
Replacement Value
Total
2049
2048
2047
2046
2045
2044
2043
2042
2041
2040
2039
2038
2037
2036
2035
2034
2033
2032
2031
2030
2029
2028
2027
2026
Needs Needs
Funding
---
Asset Capital Investment PLOS IncreaseAsset Capital Investment Base Tax Funding (Capital Base Tax Funding Increase Federal/Provincial GrantsDebt Financing
Needs (SOGR)Needs (Growth)Assets)(Capital Assets)Cumulative Cumulative (Lifecycle + PLOS)Cumulative (Lifecycle + PLOS + Growth)
EXPENDITURESNet Capital Needs (Lifecycle funding target + PLOS)Net Capital Needs (Lifecycle funding target + PLOS + Growth)REVENUETotal Capital Funding for AssetsAnnual Funding Gap (Lifecycle
+ PLOS)Cumulative AnalysisCumulative Gap (Lifecycle + PLOS)Cumulative Gap (Lifecycle + PLOS + Growth)