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​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​Midland Bay Landing Development Corporation​

MBL Redevelopment -Concept-Designs.gif 

Promenade Demo.jpgRelated Documents​​

By-laws and Shareholder Direction & Operating Agreement

Progress Reports

Developer Procurement

Municipal Development/Services Corporation


Midland Council has approved the creation of a Municipal Services/Development Corporation for the Midland Bay Landing development.  Midland Bay Landing (formerly the Unimin Lands) is a 16.24 hectare waterfront redevelopment property - our most significant land holding within the Town.

Public Open House

The Town held a Public Open House on October 30th, 2017.  The Town's Consultant, Don May, provided a presentation (which was also provided to Council on October 10th, 2017), followed by a Q&A period. 

What is a Municipal Development/Services Corporation?

A Municipal Development Corporation (MDC) is an entity which the municipality can create under the provisions of the Municipal Act.  The Town would retain complete and full ownership of the corporation. Municipalities have authority under the Municipal Act to create MDCs for any of the following purposes: ​

  • Promotion of the municipality;
  • Acquisition, development and disposal of sites in the municipality for residential, commercial and industrial uses;
  • Public transportation systems;
  • Residential Housing;
  • General Parking Facilities;
  • Small Business Counselling;
  • Community Improvement Plan Administration;
  • Improvement, beautification and maintenance of municipally owned land, buildings and structures;
  • Convention and Visitor information bureaus; and
  • Provision of culture and heritage systems.

Why a MDC for Midland?

  • Creation of a MDC provides Midland with a corporate structure to maximize the Return on Investment (ROI) of strategic land assets such as Midland Bay Landing;
  • It allows the Town to pursue investors to stimulate economic development concerning Town-owned assets;
  • A MDC would separate the role of Policy “Development/Creation” and “Execution” by establishing a Board of Directors to make decisions based upon Council’s strategic guidance and input;
  • A MDC would provide the ability to continue business surrounding land development without interruption during municipal election periods (i.e. lame-duck council).

Have other municipalities created these MDCs?

Yes. For various reasons other municipalities have undertaken the option to create a MDC:​

  • City of Ottawa (Ottawa Community Lands Development Corporation); 
  • City of Guelph (Guelph Municipal Holdings Corporation – including a Community Energy Corporation, Guelph Hydro, and Community Development Corporation); 
  • City of Toronto (Build Toronto – Designed to enhance Toronto’s competitiveness);
  • City of North Bay (Invest North Bay – economic development);
  • Town of Innisfil (InnServices Utilities Inc. – delivery of water and wastewater services);
  • City of London (Housing Development Corporation).
  • Town of Welland (land development initiatives)​

MDC Documents

Business Case for a Municipal Development Corporation Draft (Almost There Inc.) - August 19, 2018

Shareholder Direction and Operating Agreement - May 7, 2018

Resolution 2018-226 - April 23, 2018

Transmittal Memo MBLDC - April 23, 2018

CAO-2018-07 MSDC Board of Directors - April 10, 2018

Waterfront Lands Master Plan

Municipal Comprehensive Review

Town of Midland Official Plan

 Certificate of Property Use - MECP

Certificate of Property Use - MECP (Registered)

How is the contamination of the site being dealt with as part of the development?

The site has had extensive environmental sampling and the Town is currently undertaking the regulatory process and risk assessment as prescribed by the Ministry of Environment, Conservation and Parks (MECP). The MECP has reviewed the environmental issues and has posted a draft Certificate of Property Use (CPU) on the Environmental Registry (see attached) which describes the mitigation measures that must be completed as part of the development of the site. Once the MECP has completed their public consultation process they will issue a final CPU that the Town and future developers must adhere to.​

July 2022 - The Certificate of Property Use is now registered on Title on the development land. In general, the environmental requirements as described in the CPU as approved by the MECP, requires that the contaminated soil be covered with either concrete, asphalt or other hard surfaces, or by adding one metre of clean soil on top of the site.  For more details please see the CPU above.

 Facts about the Future of Midland Bay Landing

Will the public always have access to the waterfront?

Yes. Public access to the entire waterfront along the water’s edge is a signature public feature of MBL. This will provide space for activities like walking, viewing, picnics, and fishing, together with a separate, parallel multi-use trail for cycling or running, like the Promenade Demonstration built by MBLDC. Buildings will be set back 100 feet from the water's edge to allow the public panoramic views of Georgian Bay.

Will I still be able to fish?

Yes. Even more public fishing than today will be available along the whole promenade and any parks along the water’s edge.

How much public space will there be?

Ten Acres of new publicly accessible space; 25% of the site area. The ten acres of new promenade, parks, and public plazas will be built by the Developer at no cost to the Town. All public areas will be on property owned by the Town.

What will happen to Midland Bay Landing Park?

​The park will stay in its current location after feedback from MBLDC and the Town on the Developer's initial concept drawings.​

Who is the Developer?

​Georgian Communities headquartered in Barrie, Ontario. Council accepted the recommendation by the Board and voted to engage this developer. A contract was signed which started a 120-day Exclusivity Period and when approved by Council, sale of the Phase 1 land to the Developer.​

Can residents provide input on the project?

Yes. Previous public consultations identified the importance of public access to the water, and this has been preserved. More public feedback on the proposed design elements will occur after the sale of the Phase 1 lands. MBLDC, the Town, and the Developer are committed to holding public open houses and meetings to listen to the public and obtain feedback as the MBL design evolves.

What is being built first?

​Phase 1 at the east side of the site; approximately 36% of the entire site. This includes expansion of the promenade, park space and low-rise townhomes. Phase 2 will have a new, large park space and a public plaza connecting to the waterfront promenade along with residential and commercial space.​

What about the Town’s initial cost to purchase the property?

The Town will get its initial investment back and more. The Town purchased the land in 2012 and will more than recover the investment on the sale of the Phase 1 land, plus additional revenue when the Phase 2 lands are sold. The total return on the Town’s investment will be multiple times greater than its initial cost. When Phase 1 is sold, the Town will be debt free on the original purchase which will eliminate future interest costs to the Town.

Will only luxury condos be built?

​The developer is proposing a mixture of residential types and sizes through the phases with the initial phase being townhomes. The market will determine the pricing of these units. Revenue received by the Town from the sale of MBL property and new tax revenue will be available to support more affordable housing in the Town. ​

Will my views be obstructed?

​There are Official Plan restrictions on building heights at MBL. The Developer and the Town will work together to preserve or enhance site lines. In Phase 1, the townhomes currently proposed are 3 stories in height with views between the buildings.​

How does this affect our property taxes in Midland?

New annual tax revenue will be created for the Town when new residents move into homes at MBL. When MBL redevelopment is co​mplete, the Town will receive millions more of new tax revenue annually to invest into new programs and services or pay for improvements throughout the Town.

How does Midland Bay Landing benefit the Town?

​MBL will transform an unused, contaminated site on the waterfront into a vibrant mixed-use community that will benefit the Town and the region with its publicly accessible waterfront, open spaces, new parks, and a public square for the enjoyment of residents and visitors alike. Not only will this benefit our current businesses and residents, but it is expected to attract new businesses and residents to Midland.​

Why don’t we make Midland Bay Landing into a large Park?

​The land was previously an industrial site with contaminated soil. If the 40-acre MBL property was to be completely converted to a park, the entire shoreline would need to be restored and the entire site would need 1.0m of clean soil to be placed on top of the existing land to act as a “fill cap” to make it environmentally safe. The cost to the Town to do this would be $20 to $30 million. In addition to this capital cost, there will be annual operating costs to maintain the park which would be additional pressure on the budget along with any debt costs resulting in increased taxes.​

​MBLDC Board of Directors​​

William (Bill) Kernohan, Chair

William (Bill) Kernohan

Bill Kernohan has managed projects for owners across Canada and internationally as an architect, developer, project manager and management consultant.  His extensive experience in both project and construction management for public and private sectors spans large commercial office and retail projects, data centres, financial services sector, and many hospital projects across Ontario delivered under a public-private partnership model.

Approaching projects from a business-technical perspective and the client's business strategy, Bill brings and independent, objective perspective to owners offering insight and solutions to obstacles for both senior management and the project team.  Using his facilitation skills and collaborative approach with the client and project team, Bill focuses on minimizing risks and successfully achieving the project outcome.

John Macintyre B.A., C. Dir., Vice Chair

John Macintyre

John Macintyre is a seasoned executive leader with extensive public and private sector experience in the government, real estate and development sectors.

John is Principal of Cresa Toronto, a Real Estate Advisory Firm in Toronto where he leads the Strategic Real Estate Practice.  Previously, John's outstanding career was highlighted by Executive Leadership roles as Senior Vice President, Corporate Development & Residential Projects, for Build Toronto, Vice President of the Toronto Economic Development Corporation, Acting CEO of Invest Toronto and Director of Parks, Forestry and Recreation for the City of Toronto.

John is very active in the community serving as a Director for the Toronto Blue Jays Charitable Foundation, Governor of the Royal Life Saving Society, Ontario Branch, National Government Relations Committee member for the Juvenile Diabetes Research Foundation and as a former Director for the Governor General's Canadian Leadership Conference. He is also former Chair of the Humber Arboretum Board of Management and former Chair of Parks and Recreation Ontario.

John is an alumnus of the 2004 Governor General's Canadian Leadership Conference, and served as the Toronto Chair for 2008 and the Ontario Chair for the 2012 Conference.

John is a graduate of York University with a Bachelor of Arts Degree and a graduate of the Directors College with a Chartered Director (C.DIR) Designation and the Human Resources Compensation Committee Certification (H.R.C.C.C.) from McMaster University.

John and his family enjoy their time in the Midland area with a seasonal residence in Georgian Bay Township on Gloucester Pool.

Robert Barber

Robert Barber
​Robert Barber is the Managing Partner of Den Bosch + Finchley, an award-winning design build development firm operating in the GTA. With over 35 years of experience, Robert has established a tradition of excellence as a leader in his industry. Prior to joining Den Bosch + Finchley, Robert worked with both PCL and Ellis Don; key projects including, The North York Performing Arts Centre, The Bank of Montreal, The Hockey Hall of Fame, Brookfield Place (formally BCE Place) and Dundurn Castle.

Robert is also an Acting Director of Urbanfund Corp., a publicly traded corporation which focuses on value engineering to maximize its portfolio, spanning from Ontario to the East Coast of Canada.

Robert studied at Seneca College in the Civil Engineering and Technology Program.

In his free time, Robert keeps active and enjoys the outdoors. He is both an avid Georgian Bay boater and devoted downhill skier. Robert is also an ardent cyclist who prominently participates in The Ride To Conquer Cancer, along with Cycle Camelot. Additionally, Robert supports several other other charitable foundations, including Sick Kids Hospital and Ronald McDonald House.​

Zach Douglas L.L.B.

​​Zach Douglas

Zach Douglas led the start-up and development of McMaster Innovation Park from 2006 to 2018. Prior to MIP, he served in a number of senior roles throughout his 35 year career in the Economic Development, Investment Management and Corporate Finance fields.

At Crown Investment Corporation of Saskatchewan, Zach Douglas was Senior Vice-President of Investments managing a portfolio of large industrial investments, smaller venture capital investments and several investments in funds having a value of more than $600.0 M. 

Previously, Zach was President & CEO, Saskatchewan Opportunities Corporation a provincial Crown Corporation providing strategic financing to small and medium size businesses, as well as operating research and development parks.

He has served on the Board of Directors of a number of major Saskatchewan and Canadian companies and non-profit organizations including the National Board of the Arthritis Society.

Zach Douglas holds a Bachelor of Law degree from the University of Saskatchewan.​

Teena Fazio P. Eng, MBA

Teena Fazio

Teena Fazio is a Fellow in Board Governance with experience serving on private company, crown corporation and not-for-profit boards, including as Corporate Director and Member of the HR Committee of the Board of Metal 7 Inc. and the Great Lakes Pilotage Authority. Prior to focusing on boards, Teena held a number of senior management positions in both the private and public sectors, working in large organizations in manufacturing, mining & metals, transportation,  and construction. ​

She honed strong corporate governance and business experience during a decade at Rio Tinto (formerly Alcan Inc.), leading global transformations in Strategic Planning and in Continuous Improvement as well as undertaking a CEO chief of staff role during times of complex change. Prior to Alcan, Teena worked for an international management consulting firm, where she assumed mandates in North America and Europe.

In the public sector, she oversaw the overall administration, including finance, human resources and operations, of the Faculty of Engineering at McGill University; and she began the first seven years of her career managing the planning, design and construction of highway engineering projects for the Ministry of Transportation of Ontario.

Teena graduated with distinction from Civil Engineering at McGill University and is a registered professional engineer (P.E.O.); she holds an MBA from INSEAD. In December 2017 she was named to the Diversity 50, recognizing Canada's most diverse and eligible board candidates.

Stewart Strathearn - Mayor, Town of Midland

Mayor Stewart Strathearn

Mike Ross - Deputy Mayor, Town of Midland

Deputy Mayor Mike Ross





705-526-4275 ext. 2201

Sarah Cathart 

MBLDC Recording Secretary

MBLDC Agendas & Meeting Minutes are available on CivicWeb. Click the buttons below to access them.​​​​​

MBLDC AgendasMBLDC Meeting Minutes