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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 Fourth Quarter (Unaudited) Financial Report was presented to the Board and projects a year-end municipal surplus of $394,341. Ontario Works and Children’s Services are estimated to be on budget. Community Housing is estimated to be under budget by $180,049. Paramedic Services is estimated to be over budget by $242,567. Interest revenue on non-reserve accounts is estimated to be $456,859 more than budgeted.
The DSB quarterly financial reports are available on the DSB website by clicking the following link: Quarterly Financial Reports
The Manitoulin-Sudbury District Services Board (DSB) is pleased to present its new Five-Year Strategic Plan, which reinforces the organization’s commitment to meeting the evolving needs of residents across the Manitoulin and Sudbury Districts.
The plan was developed through extensive engagement with community members, local agencies and support services, municipalities, First Nations and associations, and DSB staff. This input reaffirmed the DSB’s vital role in delivering essential programs and services, and in coordinating and integrating services with our partners.
To support transparency and objectivity, the DSB retained an independent third-party consultant, Housing Services Corporation (HSC). Feedback from partners and staff underscored a shared commitment to high-quality, people-centred services that strengthen community resilience.
This Strategic Plan sets out the DSB’s goals and objectives for the next five years and will guide decision-making and the allocation of financial and human resources. It will also serve as a roadmap with benchmarks to help the Board, CAO, management, and staff monitor progress and measure results. While maintaining clear strategic direction, the plan is designed to remain adaptable as new challenges and opportunities emerge.
We thank all individuals and organizations who contributed to this work and look forward to continued collaboration as we implement the plan.
Paramedic Services Recruitment
Paramedic Services continues to work to recruit external Paramedic candidates and to collaborate with area colleges in an effort to provide students and schools with potential benefits for working with Manitoulin-Sudbury DSB. The efforts included attendance at a large-scale paramedic Job Fair in Toronto that Deputy Chief Tasse and Superintendent Seguin attended in November. The feedback from this event was thought to be extremely positive. Staff also attended a job fair with other DSB personnel at College Boreal in the 4th quarter. This one-day session permitted the team to look for paramedic candidates as well as Personal Support Workers and Patient Transfer Attendants interested in working with the Non-Urgent Patient Transportation Service program.
The ongoing strategies have yielded positive outcomes with recruitment of 8 new paramedics in the 4th quarter. An additional 2-3 staff will be onboarded in January 2026.
Cambrian College has presented 4 students to complete their final residency with Manitoulin-Sudbury DSB, starting in late January. Work with the other 3 provincial college programs and with CTS College continues.
Logistics Program
During the 4th quarter of 2025, an internal/external recruitment effort was made to hire a Logistics Coordinator. The position yielded significant interest from across the province and following an exhaustive process, Kaitlyn Dowdall, an internal candidate with more than 15 years of experience with the organization, was the successful applicant. This position will take on the expansion of work with respect to Paramedic Services fleet and equipment, while also assisting with fleet management for the entire DSB.
Paramedic Services Response Time Standards Planning Report
Paramedic Services staff presented the 2026 Response Time Standard (RTS) Plan to the Board in September 2025. This plan was accepted by the Board and subsequently submitted to the Ministry of Health. The planned change to how land ambulance dispatching will take place effective May 2026 has resulted in the decision to maintain the RTS Plan at the 2025 levels, with an option to amend the plan in-year, once the Medical Priority Dispatch System (MPDS) has been rolled out. The RTS Plan is felt to be achievable and sound.
Stryker Lucas 3 CPR Device
Over the last number of years, there have been some significant advancements in the provision of patient care, including in the prehospital environment. Recently, patient care changes have included more aggressive management of sudden cardiac arrest events, specifically least 20 minutes of CPR before initiating transport.
While effective CPR has demonstrated positive patient outcomes, the extremely taxing workload necessary to perform protracted efforts is not sustainable.
There have also been significant improvements equipment design that focuses on paramedic safety. Aggressive resuscitation in a moving vehicle requires that the paramedic be unsecured. This is extremely risky.
In the fourth quarter, Manitoulin-Sudbury DSB Paramedic Services procured and deployed the Stryker Lucas 3 CPR Assistive Device in each emergency vehicle. This device has shown itself to improve patient outcomes through the delivery of sustained effective chest compressions, while also improving paramedic safety. For more information on this issue, please see the Stryker Lucas 3 CPR Device - Issue Report on our website.
Community Paramedicine
The Community Paramedicine (CP) Program has continued to evolve with increased partner engagement and expansion of service provision. Temporary Ontario Health Team funding was received to develop a System Navigator who would help develop wraparound services with CP staff, Integrated Human Services (IHS) staff, and health care providers on Manitoulin Island. The funding, through the end of the 1st quarter 2026, will allow staff to measure potential benefits from such a position in coordinating improved client outcomes across the specific area. The CP Program also completed an analysis of “by day” workload and then developed a dynamic deployment model to meet specific client needs across the days of the week. This design has allowed for increased deployment of CP staff on the days where the historic need is the greatest.
Permanent Ministry of Long-Term Care funding for the Community Paramedic Program was announced in the 4th quarter of 2025, following temporary funding since early 2021. The funding model for CP Programs through Ontario Health and the Ministry of Long-Term Care has allowed this important model for patient care to be entrenched into health care in our area. Staff continue to work with the funding partners to promote program expansion and to address annually increasing operational costs.
Non-Urgent Patient Transportation Service (NUPTS)
Staff continue to advocate for the collaborative NUPTS program in order to receive appropriate provincial funding. Delegations were prepared for ROMA in the 4th quarter, and ongoing meetings have taken place with Ministry of Health officials to access funding that is intended to reduce dependence on Manitoulin-Sudbury DSB and community hospital partners. Additionally, staff have been working with the Ministry of Health and Ornge to implement changes intended to decrease dependance on Paramedic Services for the long distance transportation of patients across the northern areas of the district.
Espanola Equity Clinic
Manitoulin-Sudbury DSB staff continue to collaborate with external partners to address community needs. An example of this collaboration is the development of an OHT funded pilot project to assist with homelessness and access to primary health care. DSB staff and partner agencies developed recurring pop-up clinics at the Espanola Recreation Centre to coincide with the Ontario Northland Bus arrival.
The clinic design brings multiple agencies together in one accessible location to provide health care and wrap around resource support to those facing a variety of challenges. Community Paramedics are providing the health portion, while the DSB Service Navigator supports unattached individuals or need assistance navigating system resources. Integrated Human Resources team members are also assisting with specific supports, including but not limited to housing needs.
The Recreation Centre is an ideal locale as it is the Northland Bus stop, so where individuals in need find themselves. It is also a location familiar to clients and residents. The Recreation Centre is an environmentally and ergonomically appropriate space for the clinic.
The Clinics are supported by Community of Care Mental Health and Substance Use Committee. Manitoulin-Sudbury District Services Board and the Ontario Health Team who have committed to funding through the end of March 2026.
Clinics are scheduled twice weekly, aligning with Ontario Northland’s scheduled stop in Espanola. The pop-up clinics are open to all community members.
Espanola Equity Clinic - December 19, 2025
Future Development
1) Paramedic Services Station Build (Hagar)
The Board approved the current design for a new Paramedic Services Station in Hagar, with the building repositioned to preserve space for potential future development on the property. The Board also authorized the DSB to proceed to tender the construction work, and complete a new property survey to support required site re-zoning.
2) Future Development Planning (Adjacent Property in Hagar)
The Board authorized the CAO to begin feasibility work for potential future development on the property adjacent to the planned Paramedic Services Station. This includes initiating a traffic study to confirm driveway access feasibility and, if feasible, proceeding with a geotechnical assessment. The Board also authorized the completion of studies and assessments needed to inform future development planning.
The Manitoulin-Sudbury District continues to operate 21 licensed child care locations, including 14 school-based centres, 1 community-based site, and 6 licensed home child care providers. As of Q4 2025, 621 children were enrolled—523 paying full fees and 98 receiving subsidies, reflecting a 1.5% increase from Q3 and 12.5% increase compared to Q4 2024. Staffing shortages remain a limiting factor for expansion and full utilization at several sites.
The child care waitlist declined slightly from 616 in Q3 to 611 in Q4 (down 0.8%), with the highest demand in Sudbury East and on Manitoulin Island. These trends continue to inform space creation priorities and workforce planning decisions, as outlined in both the Early Years and Child Care Service System Plan and the DSB Strategic Plan.
Special Needs Resourcing supported an average of 59 children, from infants to school-age, reflecting a slight decrease of 3% from Q3 and 5.4% from the previous year.
EarlyON programs recorded 2946 visits from parents, caregivers, and children—a 17% quarterly decrease, reflecting the typical winter dip due to weather and holiday disruptions, and 3.9% decrease over Q4 2024. Programs remain accessible through mobile, virtual, indoor, and outdoor options tailored to rural communities.
During Q4, Children’s Services focused on system oversight, funding accountability, and strategic planning to support stability and continued implementation of the 2025–2030 Early Years and Child Care Service System Plan. Licensed child care operations were monitored closely, with attention to enrollment, utilization, and staffing pressures. The DSB continued to work with service providers to support full utilization where possible, recognizing that workforce availability remains a key constraint across parts of the district.
System Development, Reporting and Funding
In Q4, the DSB completed and submitted required Ministry of Education reports, including enrollment data reporting, the Early Learning and Child Care (ELCC) Infrastructure Fund report, and the Canada Wide Early Learning and Child Care Space Commitment submission. The Ministry of Education confirmed approval of the DSB’s Innovation Fund proposal, supporting continued system innovation and responsiveness to local needs.
An Issue Report related to the Child Care Infrastructure Fund, along with an updated Directed Growth Plan, was finalized and presented to the Board. The DSB also provided an Early Years and Child Care Service Plan update to the Board, outlining progress and next steps under the Service System Plan.
The Manitoulin Sudbury Network for Children and Families (MSNCF) submitted an advocacy letter to the Minister of Education requesting increased flexibility in the use of ELCC infrastructure funding, particularly to address rural challenges, workforce limitations, and the need to maximize existing community-based spaces. This letter was supported by a Board Resolution, demonstrating alignment with the Service System’s Plan on equity, accessibility, and system sustainability.
Financial Management and Accountability
Cost-Based Funding reviews continued throughout Q4 to support financial accountability and long-term sustainability across the child care system. In October, the DSB partnered with Freedland Caldwell Reilly (FCR) to deliver financial literacy training, strengthening provider understanding of funding requirements and enhancing financial management practices. Planning also advanced in preparation for 2026 funding allocations, alongside the review and implementation of new and updated Ministry guidelines impacting early years and child care programs.
Community Engagement, Safety, and Workforce Support
Workforce recognition remained a focus in Q4, with ECE Appreciation activities delivered to acknowledge the critical role of early childhood educators and support recruitment and retention efforts. System collaboration continued through meetings of the MSNCF and related subcommittees, supporting shared planning, information exchange, and sector engagement.
In the fourth quarter of 2025, the Ontario Works/Temporary Care Caseload average was 486. Compared to last year at this time, the caseload has increased by 5.2%.
Centralized Intake
The Manitoulin-Sudbury DSB received 157 applications in the fourth quarter of 2025. Of the 157 applications received, 112 were auto-granted by the Ontario Works Intake Unit (OWIU), formally Intake and Benefits Administration Unit (IBAU), 0 were referred by the OWIU to the Manitoulin-Sudbury DSB for processing, 13 were transfers from another Ontario Works office, 29 were for Emergency Assistance which is completed online and sent to the local office for processing, and 3 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 third quarter, the OWIU completed 71% of the applications.
Next Steps for Integrated Employment Services and Social Assistance (ODSP) Intake
On October 10th, staff received a memo providing an update regarding the next steps for Integrated Employment Services from the Ministry of Children, Community and Social Services.
On November 10th, the ministry began a new accelerated employment services pathway for certain Ontario Works applicants in collaboration with the Ministry of Labour, Immigration, Training and Skills Development (MLITSD).
An employment service readiness assessment has been integrated directly into the Social Assistance Digital application. This enables accelerated referrals to Employment Ontario for Ontario Works applicants assessed as employment ready based on application data.
Building on the centralized Ontario Works intake model and the single online application for Social Assistance, the Ministry will continue to centralize intake and eligibility determination for ODSP. This will create an easier, more consistent application process for individuals applying for ODSP.
2026 Ontario Works Performance Measures and Targets
On October 30th, staff received a memo providing notice of the 2026 Ontario Works performance measures and corresponding targets from the Ministry of Children, Community and Social Services. The targets are set by the ministry against the performance measures and can be found within the memo. The performance targets remain unchanged from 2025.
Employment Ontario
The fourth quarter of 2025 marks our third complete quarter under the new Integrated Employment Services Model. The Employment Services (ES) programs continue to be promoted and delivered by staff from the Chapleau office. In the fourth quarter of 2025, we had 15 Case Managed Clients.
We began delivering The Navigating to Employment project in the fourth quarter. This project is being delivered from the Chapleau office in partnership with Employment Ontario. It is a province-wide initiative funded by Employment and Social Development Canada (ESDC) under the Enabling Fund for Official Language Minority Communities and is administered by College Boreal as the Service System Manager.
This project is designed to address gaps in access to employment services for Francophones in Ontario and create a dedicated employment navigation service.
The Quality Assurance Coordinator supporting employment services in Chapleau has been focused on advancing overall service quality by strengthening service delivery practices, enhancing cross program coordination, and supporting ongoing transitions within the integrated employment model.
During the quarter, the Quality Assurance Coordinator supported the launch of the Naviguer vers l’emploi / Navigating to Employment program. This included close collaboration with the Francophone Employment Navigator to address emerging program needs and ensure a smooth implementation.
To support partnership development and strengthen service delivery, the Quality Assurance Coordinator participated in several sector relevant events, these engagements reinforced relationships with community partners, provided valuable labour market insights, and informed practical enhancements to local service delivery.
Client focused improvements were also advanced this quarter. A review of case conferencing practices between Ontario Works and Employment Ontario staff in Chapleau occurred. Updates are being implemented to strengthen a more client centred approach by improving communication pathways, clarifying follow up expectations, and supporting consistent collaborative decision making. A client engagement survey was developed and distributed to identify training interests, barriers, and readiness for employment preparation.
Work also began this quarter to update the Employment Services section of the Manitoulin Sudbury District Services Board website.
Outreach efforts were initiated in Gogama to increase awareness of Employment Ontario services and expand access to in person supports. As part of this work, a new collaboration with the Chapleau Food Bank was introduced and monthly outreach is now being coordinated through a rotational schedule involving Human Services staff from the Chapleau office, ensuring consistent and integrated support in Gogama.
Staff initiated the groundwork for a district-wide Early Years Quality Framework including a system overview that will anchor our design. A strong focus on leadership capacity through two “Creating our Capacity of Learners” sessions with Lorrie McGee—an in-person session in October and a virtual follow-up in November, each with 32 leaders from Child Care, EarlyON, and Home Child Care. The Quality Assurance Coordinator joined the inaugural provincial Community of Practice for Infant and Early Mental Health and began planning with our local facilitators and Child Care Supervisors to sustain post–Deep Dive Day learning with educators in the district. The Quality Assurance Coordinator continued centre visits to assess program needs and provide targeted coaching.
For all Integrated Human Services staff, fall offerings were delivered on communication styles, resiliency, team building, and case studies, applicable to both OW and Children’s Services. Finally, the Inclusivity, Diversity, Equity and Accessibility (IDEA) project with Gallagher progressed from current-state assessment to a co-developed training plan for staff and leaders. Aligning the Children’s Services Quality Framework with existing Integrated Human Services practices and the organizational IDEA training will support a coherent, shared quality culture.
During this reporting period, Housing and Homelessness quality assurance continued to prioritize collaboration with community organizations to strengthen supports for current and future tenants of Cornerstone Homes.
In October, Cornerstone Homes officially opened, filling all 10 units. Staff continue to work on expanding services available at the building to meet the evolving needs of the residents. The grand opening was held on Friday, October 17, and was attended by Parliamentary Assistant Saunderson, MPP Bill Rosenberg, Mayor Douglas Gervais, CAO Donna Stewart, Manitoulin-Sudbury DSB Board Chair Kevin Burke, and many community partners. Despite poor weather, the event was well attended and featured remarks from officials, a ribbon-cutting ceremony, and a tour of the building.
The Town of Espanola announced it will provide property tax relief of approx. $25,000 over the next 9 years. 100% relief for the first 3 years, 50% relief for next 3 years and 25% relief for the final 3 years.
As of December 31, 2025, a total of 63 households (81 individuals) were active on the By-Name List. Of these, 36 households identified as Indigenous. With 29 households in the Lacloche area, 22 households on Manitoulin Island, the remaining 12 households are in Sudbury East and Sudbury North. The reduction in actively homeless individuals suggests challenges in maintaining contact with our most vulnerable populations, particularly those experiencing unsheltered homelessness who lack access to communication tools and engage with service providers primarily during crisis situations.
This data collection, conducted during the fall/winter months, revealed that out of 54 households experiencing homelessness, 12 identified as unsheltered. This represents 22% of unhoused households, consistent with the previous quarter, despite a 29% overall reduction in actively homeless households.
Staff continue to collaborate with Building and Bylaw Services in Sudbury East. The Chief Building Official will be co-chairing the Housing Outcomes through Macro Engagement (HOME) working group alongside DSB staff. Together, they will coordinate external integration by bringing together leaders, decision-makers, and system-level partners capable of driving meaningful changes in our communities and housing systems.
Staff attended the Canadian Alliance to End Homelessness (CAEH) conference to engage with like-minded communities and gain insights from their experiences. This strategic participation is intended to identify opportunities that address the emerging needs of our community and to ensure the wise utilization of investments, maximizing our impact and efficiency in line with our strategic goals.
There were 878 active applications at the end of the 4th quarter. The applicant breakdown is as follows:
1 Bedroom 647 2 Bedroom 101
3 Bedroom 77 4 Bedroom 53
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 200 active DSS recipients, which is the same as Q3. At this time last year there were 212.
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 December 31, 2025, we have successfully housed 25 market rent tenants and 155 affordable rent tenants. This represents 8% and 50% of our portfolio respectively and shows an increase of 1 Market rent and an increase of 6 affordable rent from the last quarter. Comparably, at this time last year, we reported 28 market rent tenants (9%) and 137 affordable (46%)
As of the end of the 4th quarter of 2025, 234/305 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.
Homelessness Prevention Program Investment Plan Approval
In October, the DSB received confirmation from the Ministry of Municipal Affairs and Housing that our Homelessness Prevention Program (HPP) Investment Plan for the 2025-26 year has been approved as submitted and approved by this Board in Q3.
Canada-Ontario Housing Benefit (COHB)
On September 18, 2025, the Ministry of Municipal Affairs and Housing provided communication confirming our allocation for the COHB program for the 2025-26 year.
The Manitoulin-Sudbury DSB’s allocation for this year is $78,000 or approx. 15 new households. Currently, approximately 55 households in the DSB area are already receiving the COHB benefit.
Canada-Ontario Community Housing Initiative (COCHI)/Ontario Priorities Housing Initiative (OPHI)
The Ministry of Municipal Affairs and Housing approved the Manitoulin-Sudbury DSB 2025–26 COCHI/OPHI Investment Plan, with confirmed allocations of $474,000 for COCHI and $176,000 for OPHI. Planned upgrades for the year will focus on energy efficiency, including hot water tanks, baseboard heaters, electrical panels, and make-up air units.
Building Condition Assessment
The 2025 update to the DSB’s 10-year capital plan establishes a funding-aligned program for Community Housing, Paramedic Services, and administrative buildings, prioritizing life-safety, structural integrity, and legislative compliance. The portfolio is generally in good condition but aging, with many 1970s buildings and end-of-life mechanical and electrical systems. Staff will be providing an issue report to the board in Q1 2026 making recommendations on next steps.
Work Orders
During the fourth quarter of 2025, a total of 386 work orders were generated across departments: 315 for Community Housing; 14 for Administration Offices, and 57 for Paramedic Services. Of these, 269 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 16 work orders issued for unit turnovers.
2026 ROMA Delegations
The ROMA Conference will be held in Toronto from January 18-20, 2026 and the Manitoulin-Sudbury DSB has submitted delegation requests to multiple Ministries:
Donna Stewart
Chief Administrative Officer
Manitoulin-Sudbury District Services Board
Phone: 705-222-0499
E mail: donna.stewart@msdsb.net
website: www.msdsb.net
