Consultants, the Eastern Ontario Regional Network (EORN), have presented four governance models for Haliburton County – with the 2026-30 councils tasked with choosing one of them.
However, in its affordability and governance structure study, EORN supplied financials indicating taxpayers can no longer afford the current two-tier governance structure of the County and local townships (model one) – leaving three viable options.
They are model two: a singletier governance model. Essentially amalgamation, it would consolidate responsibility for all municipal services, decision-making, taxation, planning and administration into one municipal government.
An example is Prince Edward County; created in 1998 through the amalgamation of the Town of Picton, villages of Bloomfield and Wellington, and 10 surrounding townships. Another is Quinte West, bringing the former City of Trenton, village of Frankford, and townships of Murray and Sidney together.
Model three is an ‘enhanced County – four local municipalities.’ Under it, the County would assume responsibility for a majority of services that benefit from scale, specialized expertise, consistent standards, and regional planning.
Concerns about affordability
That could potentially mean: planning and development, building and permitting administration, public works and infrastructure, waste and environmental services, IT and digital services, procurement, HR, communications, finance, asset management, economic development and tourism, libraries, and facilities all County responsibilities.
The four local councils would focus on community-based services, local representation, customer service, recreation programming, community events, local heritage, local bylaw matters, and neighbourhood-level priorities.
Model four is referred to as ‘enhanced County – two local municipalities.’ It would see the County take on similar responsibilities as model three, but also, potentially, fire administration and emergency management, policing oversight, airport management and health centre services.
The four existing local municipalities would be consolidated into two larger local municipalities, each with its own council and streamlined staffing structure. For example, Minden Hills and Algonquin Highlands could align, with Dysart et al joining forces with Highlands East. They would have similar roles to model three. Some examples of these models are Oxford County, and Wellington County in Ontario.
Consultant Jim Pine told The Highlander, “the models are pretty significant in terms of potential change, other than staying the same. There’s a lot for everybody to consider. The good news is there’s time to do that in a very reasoned, and rational way. It will require more work but nonetheless, the way it’s been structured in terms of the study process is going to give future council an opportunity to decide what change, if any, that they prefer.”
Affordability
EORN said it did in-depth community engagement in June and July; including a survey and open houses, as well as consulting all councils, staff and stakeholders.
Affordability was the number one theme. Eighty-two per cent of respondents expressed concern about affordability, and 80 per cent about rising taxes and costs. More than three-quarters said governments could work more collaboratively and efficiently. More than half thought significant changes may be needed to improve overall governance.
EORN found that property taxes are supporting $70.6 million of $102.4 million in expenditures in all five municipalities in 2026.
In addition, all five are relying on reserves to support dayto-day operations. From 2023-26, the governments only contributed $19.7 million to reserves, while withdrawing $47.1 million.
This is not considered good business and should only be done when the offsetting expenditure has a defined end, or there is an approved financial plan to eliminate the need for reserve funding over time.
EORN also found that cumulatively, $29 million in additional debt was taken on over the past four years to support capital expenditures.
EORN stressed in its 178-page report that, “experience from comparable municipalities demonstrates that governance restructuring does not, on its own, guarantee lower taxes or immediate financial savings.
“Long-term benefits are more likely to result from improved organizational capacity, coordinated planning, reduced administrative duplication, strategic investment, and continuous improvement in service delivery.”
Work not done
The study is not complete. Pine said, “there’s a lot more that needs to be done in order to give people all of the information they might need.
“The details take time because you’ve got to figure out how you want to deliver the service, how much staff do you need, who do you need, where do you want to put them … those things take time and careful analysis.”
To see the full report, go to wadein.haliburton.ca
