The following is the most recent consolidated Quarterly Report that the DSB will be sending to member municipalities and posting on the public website. Expect Quarterly Reports in February, May, September, and November of each year.
The program statistics are provided separately and updated monthly. They are available on the website by clicking the following link: Monthly Program Statistics
The DSB 2025 First Quarter (Unaudited) Financial Report was presented to the Board and projects a year-end municipal surplus of $211,856. Ontario Works, Children’s Services, are forecasted to be on budget. Community Housing is forecasted to be under budget by $160,743. Paramedic Services is forecasted to be over budget by $169,728. Interest revenue on non-reserve accounts is forecasted to be $220,841 more than budgeted.
The DSB quarterly financial reports are available on the DSB website by clicking the following link: Quarterly Financial Reports
The posting for external recruitment of Regular Part-time Primary Care Paramedics has remained in place through the first quarter of 2025. A Part Time paramedic has been hired to work in the Northern Service Area. Six students from local colleges began their final residencies in January and were issued conditional employment offers upon successful graduation and suitability assessment. These recruits are expected to be onboarded in early May. Staff continue to work with partners at Cambrian College, College Boreal and CTS-Sudbury to collaborate on recruitment strategies. A further set of students will begin their residency in the second quarter of 2025.
Paramedic Services migrated to the patient records system to ESO I Medic on March 1, 2025, following a decision to engage with this vendor. The inventory of I-Pads in use for the previous vendor were repurposed to allow the rollout of the Ministry of Health Mobile Computer Assisted Dispatch (MCAD) system. This solution allowed data transfer to responding paramedics as well as mapping/routing.
The Advanced Care Paramedic (ACP) design for Manitoulin Island was completed in the first quarter of 2025. The first ACPs are expected to be employed in early summer.
Resiliency Training for paramedics was developed by the Paramedic services Psychologist and deployed online in March 2025. This model was followed up during face-to-face education during the in-person sessions set for the second quarter.
The Community Paramedicine (CP) Program successfully recruited a Commander in the first quarter of 2025. Commander Oke came to the organization with a wealth of experience in Muskoka District and was able to integrate into the system with exceptional knowledge and the ability to engage with partner agencies to evolve the program.
The CP Program Navigator position extended to a second year to help clients access wrap around services, and to build relationships with Primary health providers in the LaCloche area. Sarah has developed a strong relationship with Community Paramedics and the program is realizing the benefits as the system grows.
The first group of 3 Community Paramedics were enrolled into formalized education CP Certification through Saskatchewan Polytech Institute, with an estimated graduation in spring of 2026. The remaining staff will be enrolled in 2026 and 2027. Additionally, all staff will have their advanced wound care designation in place in 2025.
The PTS system continues to operate on a 7 day per week basis with two units operating Monday to Friday on ten-hour shifts and a single crew operating on a twelve hour shift over the weekend.
Staffing was a significant challenge through 2024, but recruitment of PSWs and PTAs in the first quarter of 2025 has helped to reduce these challenges. The PTS program has also recruited some paramedic graduates who await their provincial certification.
The deployment model of PSWs and Transfer Attendants is proving successful, and the service has been able to fully staff the program. The collaborative funding model continues in 2025 and will permit continued service into the future. Staff have put forward a business case to move the funding for PTS to a provincial source, reducing dependance on hospital and municipal funding.
The Manitoulin-Sudbury District has 20 licensed child care locations, including 14 centre-based sites, one community-based centre, and five licensed home child care sites. In the first quarter, 578 children were enrolled, with 465 paying full fees and 113 receiving subsidies. This is a 5% increase from the previous quarter and a 5% decrease compared to last year, the result of ongoing staffing challenges in the child care sector. Special Needs Resourcing supported an average of 56 children, showing a 1.75% decrease compared to last year.
In the same period, EarlyON programs welcomed 3,308 visits from parents/caregivers and children, offered through a variety of platforms including mobile, virtual, and outdoor programs. This marks a 3% increase from last year’s first quarter.
The Early Years and Child Care Service System Plan for 2025-2030 outlines the strategic direction for early years and child care services in the Manitoulin-Sudbury District. The plan includes five key priorities: expanding access to affordable and inclusive programs, building and retaining a strong workforce, enhancing program quality and delivery, improving communication and partnerships, and strengthening service system administration. This plan is designed to promote sustainability and equity, and it will guide our actions over the next five years to improve child care in the district.
An issue report was presented to the board in February providing an update on the 2024 Annual Report and Licensed Child Care Data Profiles. The Annual Report and Data Profiles provide insight into child care availability, enrollment trends, and workforce retention. Staff closely monitor this data to ensure we meet the evolving needs of families and support our child care providers.
Several new child care policy updates have been made in response to the updated child care funding formula. These updates will help to ensure that the services provided are equitable and meet the highest standards of care. We are in the process of reviewing and adapting local programs to align with these changes.
On March 31, 2025, the Ministry of Education sent a memo regarding the updated the 2025 Funding Guidelines to support sustainable growth in child care services across Ontario. Staff will review the local impacts with the board in May.
In response to the growing workforce crisis in licensed child care, particularly in Northern Ontario, the Manitoulin-Sudbury Network for Children and Families (MSNCF) has continued advocacy efforts to expand the Ontario Learn and Stay Grant to include Early Childhood Education (ECE) programs.
The grant, which currently supports students in fields like nursing and paramedicine in exchange for post-graduation service in underserved regions, has proven effective in addressing workforce shortages. The MSNCF has highlighted the urgent need for similar supports in the ECE sector to meet increasing demands under the Canada-Wide Early Learning and Child Care (CWELCC) system.
Advocacy began with a letter to the Ministry of Education in January 2023 and continued with a follow-up letter to both the Minister of Education and the Minister of Families, Children, and Social Development in November 2024 which was shared with the board in January 2025. Expanding the grant to ECE programs would directly support recruitment and retention efforts, helping to stabilize and grow child care capacity in our region.
In the first quarter of 2025, the Ontario Works/Temporary Care Caseload average was 474. Compared to last year at this time, the caseload has decreased by 1.04%.
134 applications were received by the Manitoulin-Sudbury DSB in the first quarter of 2025. Of the 134 applications received, 71 were auto-granted by the Ontario Works Intake Unit (OWIU), formally Intake and Benefits Administration Unit (IBAU), 22 were referred by the OWIU to the Manitoulin-Sudbury DSB for processing, 13 were transfers from another Ontario Works office, 24 were for Emergency Assistance which is completed online and sent to the local office for processing, and 4 applications were processed at the local office rather than being referred to the OWIU as certain applications are not being processed through the Intake Unit.
The initial goal of Centralized Intake was to have 70% of applications completed by the OWIU. During the first quarter, 53% of applications were completed by the OWIU.
On December 23rd, the Ministry of Children, Community and Social Services (MCCSS) released an updated Question and Answer document on the Centralized Intake Expansion. This document clarifies the Centralized Intake process, explains the application types and process as well as provides clarity surrounding funding arrangements.
On January 20th, staff received a memo from MCCSS regarding an expansion of its overpayment collection efforts. Effective January 27, 2025, the Manitoulin- Sudbury DSB and nine other areas will refer new inactive Ontario Works overpayments to the Financial Services Unit within MCCSS’ Social Assistance Services Branch.
New inactive overpayments include any debts owed by an Ontario Works recipient who terminates from the program on or after January 27, 2025. Overpayments that are owed by a former Ontario Works recipient who terminated from the program prior to January 27, 2025, are historical debts and continue to be owed to, and remain collectible by, the municipality.
In February the Travel and Transportation for Medical Purposes policy was updated to align with the updates to the Northern Health Travel Grant as the DSB provides clients with the travel grant upfront and is reimbursed as a third party organization.
In February the board approved the 2025 Ontario Works Service Plan, the plan highlights our integrated approach to service delivery and identifies gaps including the lack of public transportation, emergency housing and long waitlists for child care and mental health services.
The first quarter of 2025 marks the end of our transition to Integrated Employment Services. Effective March 1, 2025, we are fully integrated into the new system for Employment Ontario. At the January board meeting, staff shared with the board the funding confirmation letter received from College Boreal, our Service System Manager and provided an overview of the updated targets.
The Employment Services (ES) programs for all ages continue to be advertised and delivered from the Chapleau office. The Youth Job Connect (YJC) and Youth Job Connect Summer (YJCS) programs ended February 28, 2025. From January to March 2025 there were 12 new intakes for Employment Services.
During the first quarter of 2025, the Quality Assurance (QA) Coordinator for the Child Care and Ontario Works programs helped advance key initiatives, contributing to improved service delivery, staff development, and a culture of inclusion and equity.
The QA Coordinator represented the Manitoulin-Sudbury DSB on the Operational Readiness Group for the Centralized Intake (CI) expansion, which was successfully implemented on January 27th, 2025. The group’s primary focus was to ensure that both municipalities and the province were fully prepared for the CI expansion ensuring operational readiness for the smooth rollout of the new system.
The QA Coordinator participated in Train-the-Trainer sessions on Employment Services Transformation (EST) topics, including Employment Services, Common Assessment, and Action Plan. Following these sessions, the coordinator delivered training to internal team members, ensuring they were equipped with the necessary knowledge to apply these new frameworks within their roles. This training initiative was crucial for strengthening service delivery and supporting a seamless transition to the EST model.
The QA Coordinator continued to support and engage with several important networks, including the Child Care Supervisors Network, Manitoulin-Sudbury Network for Children and Families, Indigenous Service Provider Network, and Pedagogical Leads Network. These networks provide a valuable opportunity to share best practices, discuss emerging issues, and strengthen relationships with community partners.
In collaboration with Kenjgenwin Teg and Zaagidwin Counselling & Consulting, an in-person Medicine Wheel workshop was hosted for Integrated Human Services team members. This workshop provided valuable cultural teachings and reinforced the integration of Indigenous knowledge into service delivery.
The QA Coordinator represented the Manitoulin-Sudbury DSB on the Stability Supports Sub-Committee (SSSC), a committee focused on providing support to service managers with stability supports and preparing Ontario Works clients for employment. The committee worked on identifying training needs, sharing best practices, and advancing issues related to the ongoing Social Assistance Review.
Internal collaboration resulted in the development of a Customer Service Charter that aligns with the service standards adopted by the Service System Manager. Additionally, the Coordinator worked with Cambrian College - Employment Options Espanola to plan and host a joint Ontario Works and Employment Ontario meeting. The meeting, attended by partners from College Boreal, Cambrian College, and Manitoulin-Sudbury DSB, focused on aligning roles, clarifying referral processes, and ensuring a smooth transition into EST.
The Inclusion, Diversity, Equity, and Accessibility (IDEA) project, which began in fall 2024 continued into the new year with the development of an agency-wide survey. The survey aims to gather insights from all team members to inform the creation of an IDEA strategy that will promote a more inclusive and diverse workplace culture.
The Quality Assurance (QA) Coordinator for Housing and Homelessness remained focused on streamlining internal processes to enhance service delivery. Collaborating closely with the Integrated Human Services Manager for Housing and Infrastructure, efforts were directed toward improving the work order process to ensure more efficient and consistent outcomes.
The QA Coordinator also conducted staff consultations and data analysis to review internal policies. The insights gathered have informed proposed policy updates aimed at better supporting our service users.
Significant attention was given this quarter to Cornerstone Homes. Staff worked in partnership with community organizations to begin planning supports for future tenants, ensuring a strong foundation for housing stability.
Community participation continues to be a priority, including meaningful engagement with Indigenous communities within our catchment area as we further develop our By-Name List. As of March 31, 2025, a total of 51 individuals were listed on the By-Name List, marking a significant increase from 32 individuals in December 2024.
The increase in identified individuals reflects greater participation from community partners in using the By-Name List to identify, refer, and monitor individuals experiencing homelessness within their communities.
It is important to highlight that this data was collected during the winter season. Of the 51 individuals experiencing homelessness, 4 were identified as unsheltered, with no emergency shelter services available in our district at that time.
Additionally, the QA Coordinator prepared a presentation that was presented to the board in March, illustrating the current state of homelessness across the district. The presentation included examples of successful strategies from comparable communities, offering valuable insights for local implementation.
In January, staff provided an overview of the Ending Chronic Homelessness Research Report. On January 9, press releases were sent out from NOSDA, AMO and the Manitoulin-Sudbury DSB regarding the report created in collaboration by NOSDA, AMO, OMSSA and HelpSeeker. The results of the research show a staggering growth in homelessness across Northern Ontario, with an increase of 204% since 2016, with homelessness outside of Northern Ontario increasing by 46% for the same period.
There were 736 applications at the end of the 1st quarter. The applicant breakdown is as follows:
1 Bedroom 547 2 Bedroom 89
3 Bedroom 56 4 bedroom 44
Staff continue to identify and complete the application process with eligible applicants for the Direct Shelter Subsidy (DSS) program. All applicants receiving the benefit are deemed housed. As of the end of this quarter there were 211 active DSS recipients. At the end of Q4 last year there were 212 recipients and at this time last year there were 236.
Per DSB Policy, every effort is being made where the waitlist allows us to mix the Community Housing Buildings with RGI, Affordable and Market Rent Tenants. As of March 31, 2025, we have successfully housed 27 market rent tenants and 138 affordable rent tenants. This represents 9% and 46% of our portfolio respectively and shows a decrease of 1 Market rent and an increase of 1 affordable rent from the last quarter. Comparably, at this time last year, we reported 23 market rent tenants (7%) and 134 affordable (45%).
As of the end of the 1st quarter of 2025, 226/295 of the portfolio’s units are designated as Smoke-free. This represents 76% of the full portfolio currently. Units are designated as turnover occurs or should the current resident choose.
Staff presented an issue report to the board in March regarding non-profit housing. In March of 2022 the Ministry of Municipal Affairs and Housing released a new regulatory framework under the Housing Services Act (HAS).
This framework requires Service Managers and Non-Profit Housing providers covered under Part VII of the HSA to enter into either a service agreement or exit Agreement. Service and exit agreements must be mutually agreed upon and signed by both the service manager and the housing provider and provided to the minister of housing.
The Non-Profit Housing Providers in our district who are covered under Part VII of the HSA include: Espanola Non-Profit Housing Corporation, Gore Bay Non-Profit Housing and Little Current Non-Profit Housing.
Staff will be working with the Non-Profit Housing Providers to negotiate their agreements.
An engineering firm has been selected and is currently developing the project scope for the roof replacements in Webbwood and Massey. At 60 Barber in Espanola, the originally planned ramp and brickwork projects were redirected due to more urgent concerns, which have since been addressed and completed. In addition, the Make-Up Air Unit replacement at 70 Barber has been successfully completed.
During the first quarter of 2025, a total of 340 work orders were generated across departments: 243 for Community Housing; 25 for Administration Offices, and 72 for Paramedic Services. Of these, 196 Work Orders were closed or resolved. (A work order is considered closed once the work is completed in-house or upon payment of the invoice if completed by an external contractor). There were also 3 work orders issued for unit turnovers, all related to apartment units.
Of the three planned projects for 2024/25, the sewer line repair in St. Charles has been completed, and the window replacement project in Mindemoya is progressing well. As noted above, the original ramp and brickwork project at 60 Barber has been redirected to a window replacement initiative in Little Current due to significant changes in the scope of work. Both remaining projects are expected to be completed by early fall.
Donna Stewart
Chief Administrative Officer
Manitoulin-Sudbury District Services Board
Phone: 705-222-0499
E mail: donna.stewart@msdsb.net
website: www.msdsb.net
