Chief Executive Officer - Eastern Ontario Regional Network

Eastern Ontario Regional Network, Ontario  

EORN is a non-profit organization, created by the Eastern Ontario Wardens’ Caucus (EOWC), which is comprised of the 13 upper and single tier municipalities in eastern Ontario with a key focus to enhance connectivity in eastern Ontario. EORN also works in partnership with the Eastern Ontario Mayors’ Caucus, who represent the separated municipalities in the region.  EORN also has worked effectively with the Indigenous communities within the region.  In addition to our capital projects, EORN has created a 10-year Digital Strategy to build on its success, and to ensure that the broadband and cellular networks fulfil their potential to deliver economic growth and improved quality of life to eastern Ontario communities. Part of EORN’s success can be attributed to partnerships with the EOWC members, who provide a range of contracted staff services to EORN such as finance, GIS and procurement.
From 2010 to 2014, EORN helped to improve broadband access to nearly 90 percent of eastern Ontario through a $175 million public-private partnership. The network was funded by federal, provincial, and municipal governments and private sector service providers. As a result, it has also spurred more than $100 million in additional private sector investment in the region, created fibre backbone infrastructure in the region  and far exceeded initial commitments.
EORN is currently working on the EORN Cell Gap Project, funded by public and private sector partners, to improve and expand cellular services across the region. This involved a successful Request for Proposal process that resulted in EORN partnering with Rogers Communications Inc. to bring improved cell coverage and capacity to the region. What was originally intended to be a $213 million dollar project is now valued at more than $300 million. The project began in the spring of 2021.
EORN Consulting Services (ECS)
EORN has developed unique expertise and experience in developing and building rural broadband projects that bring together all three orders of government and the private sector.
It created EORN Consulting Service (ECS) to provide fee-based consulting services for other jurisdictions to help them improve rural broadband access. Services will range from strategic planning to project management and technical services. Revenues would be directed to supporting EORN's digital strategy.
ECS is a for-profit, wholly-owned subsidiary of EORN. Through EORN's board, it maintains accountability to the EOWC.
EORN members include:  

  • Hastings County
  • Peterborough County
  • Renfrew County
  • Northumberland County
  • Haliburton County
  • Frontenac County
  • Lanark County
  • Prince Edward County
  • Lennox and Addington County
  • The United Counties of Stormont, Dundas, and Glengarry
  • The United Counties of Prescott and Russell
  • The United Counties of Leeds and Grenville
  • The City of Kawartha Lakes

EOMC members include:

  • Belleville
  • Brockville
  • Cornwall
  • Gananoque
  • Kingston
  • Pembroke
  • Peterborough
  • Prescott
  • Prince Edward County
  • Quinte West
  • Smiths Falls

Achieved Better Broadband
From 2010-2015, EORN oversaw a $175 million investment in new broadband infrastructure funded by all three orders of government and the private sector that:

  • Connected a 5,500-km fibre optic backbone across the region.
  • Improved connectivity for about 90% of homes and businesses, adding more than 140,000 new broadband subscribers so far.
  • Connected more than 60 business parks with fibre broadband.
  • Created a 10-year Digital Strategy focused on economic growth.
  • Generated additional telecom investments bringing total project value to $260 million.
  • Spurred new private sector investments since 2015, including $100 million in new broadband infrastructure, with more fibre and wireless equipment in the pipeline.

Now: Focus on Cell Service
EORN has created a $300+ million public-private partnership to improve cell service by building on the new broadband infrastructure. The project has the potential to:

  • Address gaps across the region in cellular services where people live, work or travel.
  • Create more than 3,000 fulltime equivalent jobs and spur $420 million in new business revenue over 10 years.
  • Improve safety so people aren’t left stranded with “no signal.”

Continued Advocacy and Expansion
The Canadian Radio-Television and Telecommunications Commission (CRTC) has designated both mobile and fixed broadband access as a basic service for all Canadians. It also set a goal of 50Mbps download/10 Mbps upload speeds. EORN was an advocate for this policy change, and it continues to:

  • Review and evaluate the impact of federal and provincial programs in investments;
  • Advocate for improved internet speeds that will meet the needs of citizens and businesses today, and in the future

The CEO has over-all responsibility for managing the strategic direction and operational deliverables of the not-for-profit Eastern Ontario Regional Network (EORN) as well as the for-profit EORN Consulting Services (ECS). The CEO reports directly to the EORN/ECS board of directors, and together with the board chair and the co-leads, has shared responsibility for reporting to the Eastern Ontario Wardens Caucus (EOWC) and the Eastern Ontario Mayors Caucus (EOMC) on a regular basis.
The CEO will generally be responsible for:

  • Working with the board to develop and update a strategic plan for both EORN and ECS, that includes among other things:
    • Over-all objectives and timelines
    • Risk management approaches
    • Performance measurement metrics
    • Provisions for timely and useful reporting to the board and external parties, including meeting reporting requirements set by all stakeholders
  • Working with the board, EORN staff, project co-leads, the EOWC/EOMC and other stakeholders to develop and execute a long-range operational plan, with modifications and updates as circumstances change.
  • Reporting to the board on a regular basis on EORN/ECS matters including progress, finances, and risk management.
  • Overseeing the preparation of goals, work plans and budgets that align with the strategic and operational plans.
  • Management oversight and administration of the annual budget and financial reporting requirements in conjunction with finance staff.
  • Ensuring that operating processes and policies support the EORN mission and the strategic and operational plans, including the risk management elements.
  • Working to ensure that EORN’s private sector partners meet their contractual obligations.
  • Ensuring EORN communicates effectively and regularly with stakeholders.
  • Overseeing management’s roles of working with the external auditors as they prepare the annual financial statements and drafting the annual report for board approval.
  • Directing and providing advice and feedback to senior staff and outside experts in line with the mission of EORN.
  • Overseeing the development of policies and procedures in line with the mission, vision, and values of both organizations.
  • Hiring staff and contracting with outside resources as needed to help discharge these responsibilities and assessing their performance.
  • Measuring and reporting on corporate performance, including risk management.


  • Strategic Orientation: The new CEO will be responsible for planning and implementation of the Boards Strategic Plan. The CEO links long range vision and concepts to daily work. Strategic orientation moves from understanding business fundamentals and strategies to a sophisticated awareness of the impact of the external environment on strategies and how external factors affect choices. Identifies long term goals and champions the implementation of different or alternative ideas. Generates creative and strategic solutions that can be successfully implemented. Thinks in innovative ways and supports similar thinking in others. Challenges and pushes the organization to constantly improve and grow.
  • Shaping the Organization: Works effectively with structures, stakeholders, and relationships within the region. Identifies the decision makers and the individuals who can influence them and work with them to achieve objectives. Predicts how new events or situations will affect individuals and groups both within and external to the region and utilizes that knowledge to achieve the organization’s objectives.
  • Leadership: Creates and communicates a vision and engages others in its achievement. Demonstrates behaviours that model and support the organization’s aspirations and values and ensure its success. Directs and leads others to accomplish organizational goals and objectives. Effectively manages and directs the activities of others. Works well with others to accomplish objectives and encourages performance for motivation and feedback. Holds people accountable to the organization’s goals, objectives, and values.
  • Leading Change: Initiates, facilitates, and implements change. Helps staff and stakeholders understand what the change means to them, builds a shared vision, and provides ongoing guidance and support, which will generate and maintain enthusiasm and commitment to the change process. Actively leads change efforts through words as well as actions. Builds the support of those affected by the change initiative and takes personal responsibility to ensure that the changes are implemented successfully.
  • Political Acuity: Deals with the culture of the key municipal stakeholders (EOWC/EOMC). Navigates formal and informal channels and networks with Board, the senior management team, management groups, the media, other levels of government (Federal and Provincial) and the private sector. Fosters strong and collaborative relationships with other partners including First Nations Communities.
  • Innovation: Enhances performance by being creative, promoting new ideas, and introducing fresh solutions or processes.
  • Communication: Exercises a high degree of interpersonal skill, tact, and diplomacy. Has ongoing contact and dialogue with members of Board and various stakeholders at all levels. Engages in external contact with community stakeholders and partners, the provincial and federal governments, the media, and related organizations to provide and exchange information and solve problems. Adapts and tailors the conversation/presentation to a variety of audiences and contexts.
  • Relationship-Building: Establishes, builds, and maintains strong and reciprocal relationships and a network of contacts to keep a pulse on the political and internal issues and to make informed decisions. Identifies who to involve and when, and how to involve them, in order to accomplish objectives and minimize obstacles.
  • Partnering: Creates an organizational environment that is open to alliances and attracting partnerships. Able to strategically identify and then approach potential partners, based on an understanding of “what’s in it” for the other partner. Negotiates and manages the strategic nature of alliances and determines when adjustments, fine tuning or termination of partnerships is required.
  • Results Orientation: Shows a desire or drive to achieve or surpass identified goals. Establishes performance objectives and measures to continuously improve performance and the standard of excellence across the organization. Challenges, pushes the organization and themselves to excel and achieve. Establishes or helps to establish objectives and contribute to accomplishments. Assumes personal responsibility for the success of the organization and persists, even when faced with obstacles, to achieve results.
  • Leading for Success: Provides clear direction, appropriate tools, resources, and authority to support success and ensures that all members of the organization (staff and contractors) understand their objectives and expectations and that high levels of performance are maintained, supported by a performance management process conducted throughout the year.
  • Fiscal Accountability: Effectively use and optimizes human, financial and physical resources. Undertakes qualitative and quantitative measurement assessments. Plans and controls resources to maximize results.
  • Teamwork: Is part of a team and works cooperatively and collaboratively with others. “Team” is broadly defined as any task or process-oriented group or individuals working toward a common goal within the organization.
  • Courage of Convictions: Has the personal courage to address difficult issues in the face of potential opposition. Places high importance on addressing difficult issues.
  • Integrity: Upholds a high standard of fairness and ethics in everyday words and actions. Conscientiously and reliably behaves in an ethical and honest manner in dealings with management, peers, direct reports, and customers. Fair in expectations of others and behaves toward others with equal fairness.
  • Coaching and Developing Others: Advises, assists, mentors, and provides feedback to others to encourage and inspire the development of work-related competencies and long-term career growth. Sincerely interested in the development and success of others. Provides honest feedback and guidance in a supportive manner and assist others in meeting individual goals and challenges. Positive, objective, and fair.
  • Innovative and Entrepreneurial Behaviour: Demonstrates an entrepreneurial mindset and approach to solving problems and identifying new opportunities to grow or expand the business within a balanced risk management framework.

The successful candidate will bring a blend of professional experience and personal qualities to the role.

  • Bachelor’s degree in business, finance, or public policy. An MBA/MPA is considered an asset.
  • A unique blend of private and public sector experience as well as some entrepreneurial or start up experience.
  • Experience in an executive leadership role; ideally within the broadband sector, although not required.
  • Experience working with and reporting directly to a Board of Directors (which operates as a policy board).
  • Strong business and financial acumen. Ability to develop and present a comprehensive strategic business plan.
  • Ability to switch seamlessly between strategy and execution.
  • Significant experience in stakeholder engagement and government relations.
  • Strong interpersonal and relationship skills; relates effectively across all levels.

To express interest in this exciting opportunity, email your cover letter and resume to:
Patrick Rowan, Partner
Feldman Daxon Partners              
45 St. Clair Avenue West, Suite 700
Toronto, Ontario M4V 1K9
Tel.: 416-515-7600 x254
About Feldman Daxon Partners
Feldman Daxon Partners is Canada’s longest-standing national provider of executive search, career transition, and coaching/leadership development services. For 30 years, we have been at the forefront of innovation in human resources consulting by integrating these three services. Our Executive Search practice has been locating top talent for senior executive and managerial positions on a retainer-fee basis since our firm was founded in 1991. Our unwavering set of core values and dedication to client service has allowed us to build and maintain relationships with hundreds of clients in virtually every market sector, and across Canada. Regular communication, high quality candidate shortlists, industry knowledge, judgment, and expediency in our retainer search services are all reasons Canada’s leading companies choose to partner with the professionals at Feldman Daxon.

Organization: Eastern Ontario Regional Network
Location: Belleville, ON
Region: Zone 5
Professional Category(s): Chief Administration
Posted: February 9, 2022, 9:25 am
Expires: December 31, 2022, 4:30 pm

Employment Type: Full Time
Employment Length: Permanent
Education Requirement: Bachelor’s degree
Job Experience: Experience an asset

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