2025-2028 CFWD Strategic Plan

The 2026 Local Labour Market Plan (LLMP), produced by the Centre for Workforce Development (CFWD) – a non-profit regional Workforce Planning Board funded in part by the Government of Canada and the Government of Ontario – provides an analysis of the economic landscape for Hastings, Prince Edward, and Lennox & Addington (HPE-L&A) Counties.

Findings were based on discussions and surveys with local businesses:

• 2nd annual Regional Roundtable on Workforce Development at the Trent Port Marina in Trenton included 70 employers representing a diverse mix of sectors and stakeholders including construction, policing, healthcare and not-for-profits.
• Employer Action Survey collected quantitative and qualitative data from more than 80 employers representing a broad cross-section of the regional economy. Developed in close collaboration with the Belleville Chamber of Commerce who shaped the survey design.
• Framing the Future Survey with the support of the Quinte Home Builders’ Association

It did not include a direct survey of employees.

Summary

• Infrastructure as a hiring barrier: Employers cite limited affordable housing, high regional waitlists for childcare, and gaps in rural public transit as the primary obstacles to recruiting and retaining staff.
• AI Transformation: Only 12.5% of Canadian businesses have adopted AI, trailing the G-20 curve, but 45% of nationwide employers are now investing in AI training. In the HPE-L&A region, digital fluency is shifting from a specialized skill to a foundational requirement.
• Steady SME growth: The regional economy is anchored by small and medium-sized enterprises (SMEs), with nearly 40% of firms employing five or fewer people. Hiring outlooks are described as “steady rather than expansive” for 2027.
• Income and participation gaps: While the median income in the Belleville-Quinte West CMA rose 19.2% between 2018 and 2023, the local participation rate remains notably lower than provincial averages due to an older demographic.
• Youth out-migration: Both Prince Edward and Lennox & Addington Counties recorded declines in the 18–24 age group, suggesting youth are leaving for education or opportunities elsewhere, necessitating targeted attraction strategies.

Economic adjustment

The 2026 Local Labour Market Plan reflects a year of “economic adjustment” after the disruptions affecting workers:

• Closure of Peavey Mart in Belleville — part of a national shutdown of more than 90 locations — reflected broader economic pressures including historically low consumer confidence, persistent inflation, rising operating costs, and supply chain instability.
• Loyalist College announced significant restructuring measures, including the layoff of approximately 20% of faculty and additional staff, along with the suspension of roughly 30% of its programs. These difficult decisions were driven by predictions of severe revenue shortfalls, compounded by federal international student visa caps, a provincial tuition freeze, and longstanding funding pressures.
• In Wellington, the closure of the Highline Mushroom plant resulted in 279 job losses — including 29 salaried employees and 252 contract workers, many of whom were temporary foreign workers — marking another significant shift within our local agri-food sector.

Our rural tourism economy also experienced a noticeable slowdown this past year. Contributing factors included reduced discretionary consumer spending due to inflation and higher interest rates, shifting travel patterns, labour shortages, and broader economic uncertainty. As a result,
some restaurants, wineries, breweries, distilleries and tour operators have faced difficult decisions – with some closing their doors or listing their businesses for sale. This cooling in tourism activity has had ripple effects across hospitality, accommodation, and seasonal employment in our region.

Adding to this uncertainty were global catalysts such as tariff threats from the United States, which slowed production and export activity in parts of our manufacturing sector and further disrupted supply chains already under strain.

In-demand positions

An aging population and new hospital development are intensifying demand across nearly all healthcare roles.

• Healthcare
  • Nurses (RNs/NPs)
  • PSWs
  • Physicians, and administrative staff
  • Patient transfer services
  • Medical Radiation Technologists; Physiotherapists; Massage
  • Long-Term Care and Home Care workers
  • Healthcare administrative staff
• Skilled Trades
  • Electricians
  • Plumbers
  • Carpenters
  • Red Seal Welders
• Advanced Manufacturing
  • CNC machinists
  • Automation technicians
  • Engineering technologists
• Military & Defence
  • Civilian roles and contractors related to the $850+ million investment in CFB Trenton.

Regional Roundtable on Workforce Development

Employers described mounting pressure from demographic shifts, retirements, and changing workforce expectations:

• Housing Constraints – Limited affordable and attainable housing was repeatedly identified as a direct constraint on labour supply. High real estate prices, insufficient rental stock, and limited affordable options restrict the region’s ability to attract skilled tradespeople, healthcare professionals, seasonal workers, and young families. Employers noted that recruitment efforts often fail when prospective hires cannot secure housing locally.
• Childcare Access – Childcare availability emerged as one of the most significant structural barriers to labour force participation. Regional waitlists in the hundreds — particularly for infant care — are preventing parents, especially women and single parents, from entering training programs, apprenticeships, or full-time employment. While affordability has improved through national programs, accessibility remains a critical concern.
• Transportation Gaps – In rural areas, limited public transit directly affects employment access. Transportation challenges were cited as a major reason for lost placements, missed co-op opportunities, and difficulty recruiting Personal Support Workers (PSWs) and other essential staff. For many residents, the ability to work is directly tied to reliable mobility.
• The “Trailing Spouse” Effect – Recruiting highly skilled professionals — particularly in military and healthcare fields — often reveals a second challenge: the employment and integration for spouses. Without coordinated community support and employment pathways for partners, families frequently relocate to larger urban centres where job opportunities are viewed as being more plentiful.
• Wage pressures – Skilled trades workers are being actively recruited by other regions across Canada and U.S. employers. In hospitality, retail and other service sectors, wages often do not align with the regional cost of living, contributing to turnover and difficulty attracting long-term employees.
• Burnout and working conditions – Healthcare workers, first responders, home care workers, employment service providers, and hospitality workers report high levels of burnout. Casual or part-time status, lack of benefits and/or employer supported retirement plans, physical demands, and mental health pressures are contributing to retention challenges.
• Generational shift – Employers observed a growing cultural divide around expectations of work, loyalty, and career progression. Younger workers are often prioritizing work-life balance, purpose, and flexibility over traditional 35-40 hour work weeks and long-term employer loyalty. While this shift presents challenges, it also signals an opportunity to modernize workplace practices and leadership approaches.

Many employers are increasingly unwilling or unprepared to host co-op and placement students/interns due to capacity, liability, and operational pressures. Staffing shortages, burnout, and limited supervisory time make it difficult to provide the structured onboarding and mentorship required for meaningful placements. In higher-risk sectors such as construction, manufacturing, and healthcare, safety and insurance concerns add further hesitation.

Employer Action Survey

As part of the 2026 Local Labour Market Plan, the Centre for Workforce Development (CFWD) surveyed more than 80 employers across Hastings, Prince Edward, and Lennox & Addington counties.

Together, we recognized the importance of uncovering the truth about the nature of employment opportunities available locally — particularly in challenging the outdated perception that our region is primarily a minimum-wage, rural market with limited career pathways.

Employers are growing, but cautiously. They are offering competitive wages and benefits, but
expecting versatility in return. They are open to co-ops and diverse educational backgrounds, but it is crystalline that soft skills and digital fluency are non-negotiable.

For job seekers and incumbent workers, the pathway is clear: master the fundamentals, strengthen digital literacy, pursue micro-credentials where possible, and leverage experiential learning opportunities.

For employers, structured onboarding, mentorship, and upskilling investments will be key to sustaining growth. For educators and workforce partners, embedding essential skills and expanding digital and AI-related training will align talent pipelines with employer demand.

Compensation

Most employers offer wages in the $40,000–$60,000 (55%) and $60,000–$80,000 (45%) salary bands, with over one-third reporting roles between $80,000–$100,000. Beyond wages, employers are investing in retention through workplace culture and benefits:

• Work/life balance (72%)
• Paid holidays (73%)
• Medical benefits (62%) and dental (60%)
• Paid sick days (54%)
• Retirement or matched RRSP programs (45%)
• Flexible or hybrid options (41%)

While flexibility cannot be offered in all sectors, the data indicate that employers understand its importance in attracting and retaining talent.

Recruitment and retention pressures

Reliable attendance and engagement remain fundamental retention concerns. The strong emphasis
on employee work ethic and accountability signals ongoing challenges in these areas.

Framing the Future Survey

A coordinated, region-wide approach—connecting schools and training providers, pre-apprenticeship and apprenticeship pathways, employer-led supports, and stronger career awareness—is critical to reducing skilled-labour gaps and improving access into construction careers across Hastings, Prince Edward, and Lennox & Addington Counties.

Training needs and promising approaches

• Increase early exposure to construction careers in schools (shop classes, career exploration, financial literacy) to broaden awareness and interest.
• Financial incentives (wage subsidies, hiring incentives) and targeted training supports can help
  attract and retain workers.
• Partnerships with education providers and industry groups to create clear career pathways, internships, and apprenticeship pipelines.