2012 December « Burlington Gazette - Local News, Politics, Community

Three more hurdles and more money in fees than the developer wants to admit before there is a shovel in the ground.

By Pepper Parr

BURLINGTON, ON December 3, 2012 Late Thursday afternoon is becoming Thursday evening as Ken Dakin sat with Matt Jaecklein, Principal, Mayrose Tycon Group waiting for their item to come up on the Conservation Halton agenda. They waited more than an hour and a half – then theirs came up: Item 7.5

It started with the demolition of the Riviera Motel – the Bridgewater project that will see a 22 storey building soar into the Burlington skyline. Five years from now you can celebrate the New Year in the four star hotel that will be on the site.

Burlington’s Councillor John Taylor spoke to the matter said about 65 words and that was it: Approved, the Bridgewater project had cleared another hurdle and the project that will get built on the shores of Lake Ontario was closer to reality.

The Approval given at the Conservation meeting wasn’t as crystal clear as engineers like things to be but as long as they construction proceeds the meeting was told, there shouldn’t be any difficulties. Continuous progress is something however that has be-deviled this project.

The view from Lakeshore Road – looking out over the lake. A Delta four star hotel is on the right. A seven storey condo will be to the south of the hotel. The city will never be the same.

However, the hurdle was cleared – what’s next. Project plan Ken Dakin set it out for us. The site, which lies between Lakeshore Road and the edge of Lake Ontario, is a collection of lots that have been assembled. Part of the land used to be home of the Riviera Motel that is today just an old illuminated sign that no longer lights up. The motel was demolished. In the weeks ahead the site will be “remediated” which in the language of the lands use planners means removing pollutants and contaminants from a plot of land.

First step is to get the current H zoning designation lifted. H stands for holding which is just a place marker the planning department uses while a property is readied for new development.

The H designation stays in place until the site remediation is done. The Planning department knows that has been done when the Ministry of the Environment make an entry in its Site Condition records. The developers will have tested the soil and determined what has to be done.

Next is another go at the “site plan”. That site plan required some variances to meet the zoning by-law the property would fall within. The developers were asking for 15 variances – all were granted.

Mayrose Tycon is now moving on two fronts: getting the draft site plan approved which means having the file move from department to department at city hall getting approvals. Roads gets a whack at the file, hydro will get its turn to go through the document in detail: literally every department takes a detailed look and signs off on the draft site plan.

All this is working towards final site plan approval, issuance of a Zoning Certificate and approved site plan drawings. With all that in hand the developer can march over to the Building department and ask for a building permit –for which they will pay a handsome sum of money.

THEN, they can put a shovel into the ground. And about four years from now we will see whoever is Mayor, cutting a ribbon to open the project.

That is a lot of paper work. The fees the developer will pay to the various government departments and agencies during the process will be staggering.

A conclave for the Friends of Freeman Station? A press gang out on the streets? Or just a run of the mill AGM – with benefits?

By Pepper Parr

BURLINGTON, ON December 5, 2012 The Friends of Freeman Station will be meeting Thursday evening in Annual General Meeting (AGM) mode.

This not for profit organization has taken on a project that now involves finding the money to move a 1906 era train station onto a site where they can re-build and refurbish the structure and then, at some later date, move it to where it should have been ten years ago.

She’s not looking her best right now. But once she’s moved – the work on cleaning her up begins. You can be part of that process.

In the past three years all Burlington city council has been able to do is embarrass itself time and again until a citizen’s committee was formed to do what had to be done.

While all this was going on another part of the city was “engaged” in creating an engagement charter for the city. If what FOFS is doing isn’t engagement – then the word needs to be re-defined.

It will eventually look this good – but time, hard work and money are going to be needed to make it happen. Get involved.

This week the FOFS will go into what Catholics call a “conclave”; that assembly of cardinals for the election of a pope. Out of this we may see a Pope Irwin – perhaps? FOFS is about to become a serious organization with a major construction project on their hands and they need to firm up the board; thus the AGM and the need to select leaders.

While there is a full Board in place now, there are some that will leave and others who may want to extend their stay. About half the board has to be “refurbished” and elected to a two year term this time so that going forward the Board will have people leaving the Board each year with new people coming in.

Having people come forward for election is not as organized as it is in “conclaves” but the FOFS have a back-up plan. While they don’t use the language I have chosen, what they do have amounts to a Press Gang – and no that isn’t a collection of journalists having a wet one while they figure out how they want to slant the news they write.

You can buy a T shirt and show your support.

The Friends of Freeman Station will convene for their Annual General meeting on Thursday, Dec. 6th, 2012, at 6:30 pm at Burlington City Hall. Five positions on the board will be elected.

The new board will be responsible for the move of the Freeman Station structure to its new home on the Ashland Corporation site on Fairview St.; urgent conservation and preservation work to preserve this exemplary 1906 heritage building; and fund-raising, interpretation, and community programming initiatives.

The Freeman Station, also known as the Burlington Junction or Burlington West passenger station, is an important example of Grand Trunk Railway architecture of the early 20th century, and as such an important part of Burlington’s history – and Canada’s.

Alton school holds a fund raiser before the doors open. Looking for some help from the community.

By Staff

BURLINGTON, ON December 5, 2012 Alton Village School Council is holding our first major fundraiser on Saturday, December 15th from 1-3pm, and they need your help.

A community, still in its formative stage, holds a fund raising drive for a school that has yet to open. Construction is on going and so are the muddy roads.

“An event like this needs a lot of volunteers to help make it a big success”, said Jeff Peeters, an Alton Village parent. That’s why School Council is looking for parent volunteers for the event to fill a number of roles including directing traffic, selling raffle tickets, and monitoring tables.

If you’re able to help out any time between 1-4pm, please contact Council’s Volunteer Coordinator Jeff Peeters at jeff.w.peeters@gmail.com.

Report provides Committee with the status of the Reserve for contingencies; that is money to fight the legal battle over the pier.

By Staff

BURLINGTON, ON December 5,2012 It was a very short report; just a single page from the Finance department to the Budget and Corporate Services Committee. It was a For Information only report with no specific purpose other than to let out some numbers to the Committee while they were in a closed session.

It had no relevance to the Strategic Plan; it was a report to tell what the city was probably going to have to come up with to pay for Human Resource related matters, basically handling the cost of letting people go and any of those messy sexual harassment cases that crop up from time to time. The public has no idea how many of these there might be – that’s not public information but it should be. We may not have any such cases.

Here is what appears in the public documents.

“The report provides Committee with the status of the Reserve for contingencies as at September 30, 2012. The commitments disclosed in this report for legal matters are legal staff’s best estimates based on litigation matters outstanding at this time. Human Resource department staff provide estimates for HR related matters and Corporate matter estimates are provided by other City staff as required. The report provides a comparison of commitments to the prior quarter.”

As you walk out onto the pier and pause to look back you get a sense of the relationship the pier is going to have to the city. At this point I was less than half way out.

Looking west from less than half way out the pier.

: Looking east you can barely see where the Riviera Motel used to be. Five years from now there will be a 22 storey high rise; a four star hotel and a smaller seven storey condominium. The waterfront is never going to be the same.

The Human Resources matters are a part of running a large corporation; people get hired and some get fired and settling with an employee being let go costs.

The legal stuff is something different. The city’s corporate counsel takes the position that it is unwise to let the “other side” know how much is being spent on legal fees, which is why the public has no idea how much has been spent or is likely to be spent on the several legal fights the city is handling related to the construction of the pier.

There are two cases; one against the construction company, Henry Schilthuis and Sons Ltd. and the other against the company responsible for the design of the pier; Aecom.

In each case the city has made a claim and now has to defend the claim they made in a court room. Both cases are in what is known as the Discovery process, during which each side gets to ask the other all kinds of questions based for the most part on documents they have obtained from each other.

Burlington’s key witness is expected to be Tom Eichenbaum, the current Director of Engineering, who is the only senior member of the original pier development team left on staff.

The city has had its problems in the past with Eichenbaum’s performance on the wind turbine part of the pier, when council decided not to have a wind turbine produce the power that would light up the pier at night.

Because the city always hires outside counsel to fight their legal battles, lawyers are hired. Everyone complains about how much the lawyers cost but we pay them nevertheless. Those lawyers are now getting a closer look at each other’s case and sometime in the spring they should be ready to take this case to trial – unless of course someone decides to offer to settle a claim.

Council members will have asked Nancy Shea-Nicol, the city’s in-house lawyer, for what the lawyers she hired have to say about what the city’s case look like.

Now you know why this was a closed door meeting.

The construction, or perhaps we should say, re-construction of the pier, is coming along fine. The Mayor was taken out for a look-see on Monday and the contractors report that a spring opening is still very possible but everything depends on the kind of weather we have.

The wind on the pier last Friday was brutal – everyone was sent home. But the mild weather is allowing for the pouring of concrete. All the decks are complete except for the area that will have the “node” which is the part that reaches up into the air two levels. (This was the part that was to have the wind turbine at the top.)

The node drawings have been approved and the fabrication work is being done; instillation and the pouring of the last of the concrete is scheduled for January.

The drawings for the rails have been approved and fabrication of those will will begin before the end of the year. The rail design is very sleek and will give the pier a very modern look.

As one stands out on the pier and looks back into the city you get a sense of what it is going to be like to walk out to the end when the project is open to the public.

While it has cost a fortune – three times the original planned cost – it will change the way people see their city and the way the rest of the world sees Burlington.

Full text of Burlington’s Citizen engagament Charter

This document has been revised.

The revision is HERE.

The following is the Burlington Community Engagement Charter that was presented to the Budget and Corporate Services Committee of Council on Tuesday, December 4^th, 2012.

We make no editorial comment on the document in this space but rather present you with the document as it was submitted by a committee of citizens under the direction of Christine Iamonaco, Burlington’s Public Involvement Coordinator.

1. Introduction

The Burlington Community Engagement Charter is an agreement between and among the City of Burlington Council (City Council) and the citizens of Burlington concerning citizen engagement with city government. It establishes the commitments, responsibilities, and fundamental concepts of this relationship, based upon the City Council commitments set forth throughout this Charter.

At the core of democratic government are two pillars:

• That government belongs to the citizens within its political boundaries, and

• That the inhabitants of a city are “citizens” with the rights and responsibilities of citizenship based on justice, human rights, fundamental freedoms, and rule of law.

Effective citizen engagement should be based on these two pillars of democracy.

Engaging people on issues that affect their lives and their city is a key component of a strong democratic society. Public involvement encourages actions and personal responsibility and results in better decision-making.

This Charter’s overarching objective is to bring meaningful citizen contribution and insight to city decision-making by enhancing communications and access to information for citizens, and to facilitate and enable meaningful citizen engagement.

Details of the charter actions are presented in the Burlington Community Engagement Charter’s Action Plan and Staff Guide.

The Burlington Community Engagement Charter does not supersede existing laws, by-laws, statutes or acts.

This Charter is composed of seven sections:

1. Introduction

2. Common Terms and Definitions

3. Vision and Mission Statements

4. City Council Commitments

5. Citizen Rights and Responsibilities; Mutual Respect

6. Spectrum of Participation

7. Bringing Charter Commitments to Life

Appendix A Conflict Resolution

Appendix B Spectrum of Participation

Appendix C Citizen Advisory Committees

2. Common Terms

As used in this document the following terms are defined to mean:

Citizen: For the purposes of this Charter, the word citizen refers to a resident of the City, entitled to its rights and services and with a responsibility to take an active part in community decision-making.

Citizen engagement: The right and responsibility of citizens to have an informed say in the decisions that affect their lives though a dialogue of mutual respect between government and citizen.

Community engagement: The process by which citizens, organizations, and government work collaboratively for the purpose of a collective vision for the benefit of the community. It includes information sharing, consultation, and active involvement in decision-making.

Decision-making: The process followed by the City of Burlington’s City Council to reach decisions on those items that are presented in staff reports.

Meaningful Engagement: Engagement will be considered meaningful when it meets the following criteria: a well timed process that includes citizen input on proposed changes upon which city council will make a decision; when the results of engagement helped to better inform decision-making; and, where citizens were provided with feedback on how their input was considered in light of the decision being made.

Stakeholder: An individual, organization or group who will be affected, may be affected, or has an interest in an issue, or may have the ability to affect a decision or outcome. Organizations include non-governmental-organizations, government, institutions, and businesses.

Standing Committees: Standing Committees are Committees comprised of members of the City Council, established through the Procedural By-Law, and have an ongoing mandate or purpose.

3. Charter Vision and Mission Statement

Vision:

Burlington aspires to become increasingly more engaged and connected with its community.

Mission:

To provide Burlington citizens, members of City Council and City staff a plain language, living, policy and procedural document that guides and promotes active and meaningful citizen engagement in the City of Burlington’s planning, policy-setting and decision-making processes.

4. Burlington City Council Commitments:

To fulfill the vision and mission of the Burlington Community Engagement Charter, City Council makes the following commitments:

Accountability

The City of Burlington will be responsible to its stakeholders for decisions made and policies implemented, as well as its actions or inactions.

Transparency

The City of Burlington will actively encourage and facilitate stakeholder participation and openness in its decision-making processes. Additionally, transparency means that the City of Burlington’s decision-making process is open and clear to the public.

Early and Widespread Notification

The City of Burlington will provide early and widespread notification to citizens about proposed developments, policies, initiatives, and municipal projects.

Delegation Process

The City of Burlington Council’s delegation process, which allows citizens to address Council and Standing Committees on issues, will be respectful and welcoming.

Clear Language

The City of Burlington will use plain and clear language in documents and public communications that is more engaging and understandable for citizens than technical language and jargon.

Openness and Access to Information

The City of Burlington will provide open data and information to the public in recognized and useable formats to facilitate healthy discussion of city issues. The City of Burlington will provide a variety of ways, including routinely available information in on-line formats, print material, and face-to-face opportunities for citizens, city staff and Members of Council to share information and, discuss ideas and options.

Community Feedback

The City of Burlington will inform citizens how their input was considered and used or why it was not used in City projects, initiatives and policy development.

Capacity Building

The City of Burlington will support citizens and community groups to develop their skills, ability, and confidence to participate effectively with respect to decisions that affect their community and lives. This support will involve education and information about City processes, initiatives, and policies, as well as supporting citizens’ ability to connect with other citizens on city issues.

Inclusivity and Accessibility

The City of Burlington’s public engagement processes will involve and enable the participation of the full range of its diverse population.

Adequate Resourcing

The City of Burlington will provide adequate resources including staffing and budget to achieve the goals of the Burlington Community Engagement Charter and to implement and realize its recommendations.

Measurement, Evaluation and Review

A public process will be established in which The City of Burlington will measure and periodically review the effectiveness of the Burlington Community Engagement Charter. Improvement based on the evaluation of the success of public involvement processes will ensure that the Charter is a “living document”.

Conflict Resolution

Regardless of the best intentions of all involved, conflict can arise in the course of an engagement process. Depending on the type of conflict and the issues involved, different resolution mechanisms will be appropriate. Conflict resolution is described in appendix “A”.

5. Citizen Rights and Responsibilities; Mutual Respect

Engaged citizens are a necessary part of building a strong and inclusive community.

Rights: Citizen engagement is grounded on the premises that citizens have the right to have an informed say in decisions that affect their lives, the right to access information from their local government, and the right to transparent and open government that provides them opportunities for engagement.

Responsibilities: Along with rights come equal and corresponding responsibilities. Citizens have responsibilities to be aware of and understand community issues; to explore options with respect to issues; to meet with City staff and Members of Council if necessary; and, to facilitate meetings and connections with fellow citizens.

Respect: Successful community engagement requires mutual respect of all participants including citizens, staff, and members of council. Respect is exemplified by:

• Listening with an open mind

• Showing

• Listening with an open mind

• Showing consideration and value for another person’s point of view

• Valuing the role each person plays in engagement processes

• Following meeting “guidelines for engagement”

Successful citizen engagement requires meaningful interaction and dialogue between citizens and their local government. This will result in a constructive relationship with mutual respect between local government and its citizens.

6. Public Participation Spectrum:

The International Association for Public Participation’s (IAP2) spectrum of participation is a recognized global standard for identifying the different levels of participation.

Five levels of engagement, referenced from the IAP2’s Public8 Participation Spectrum will be used in City of Burlington community engagement activities. IAP2’s spectrum of participation is widely recognized in the practice of engagement, professionally recommended, and described as follows:

IAP2’s Public Participation Spectrum shows the possible types of engagement with stakeholders and communities. The spectrum also shows the increasing level of public impact as you progress through the spectrum beginning with ‘inform” through to ‘empower’. A more complete description of the IAP2 Spectrum of Participation appears in appendix “B”.

The little circles is “you”; the big circles is them. when fully empowered the circles will be crawling all over each other.

7. Bringing Charter Commitments to Life

The Charter establishes important citizen engagement commitments by the Burlington City Council. This section summarizes City of Burlington practices and procedures to both define and implement those commitments and to bring to life citizen engagement.

Early and Widespread Notification:

Citizens and community groups require accurate and relevant information as well as adequate notification time to effectively participate in any planned public involvement activity.

The City of Burlington will have an early notification system that provides early information about planned policy development, projects, issues, meetings, and events. This system will include notice posted on the City website about topics to be considered by Standing Committees and City Council at least two months prior to the relevant meetings. The notice will include staff contact information for citizens who may have questions or wish to provide early input.

To ensure that notification is as widespread as possible, the City will use a multi-media approach including local print media, the City of Burlington website, other relevant websites, on-line digital communication, social media, as well as reaching out to groups that might have an interest or would be affected by decisions. The City of Burlington will establish a direct notification system to which citizens and groups can sign up for early notification through email, social media, or other means.

Staff Reports:

Staff reports collect the background, research, information, facts, opinions and options surrounding an issue. The information and recommendations in staff reports are used by Standing Committees, City Council, and the public to support good decision-making.

Topics to be considered at Standing Committee and City Council meetings are posted on the City of Burlington website approximately two months in advance. Staff reports are made available on the web-site at least two weeks before the meeting in which they will be considered.

When citizens have been engaged on a city initiative; prior to submitting the staff report to committee or council for decision, staff will check with citizen participants to ensure the report accurately reflects citizen input. This is especially important for major issues and long term planning, with the noted exception of the city’s development section of the Planning and Building department. Usually this will be done through a response summary document or report section.

Staff reports will use plain and clear language rather than technical terms and jargon. Where special terms must be used, clear explanation of their meaning and relevance will be included. Staff reports must show that all reasonable alternatives to address the topic under consideration have been explored, including a brief description of the benefits and shortcomings of the options. Staff reports will also describe how the public were engaged to assist in reaching the recommendations of the report.

Talking with Council – The Delegation Process:

A delegation is an individual, group of individuals, or an organization who exercise their right to speak directly to City Council or to a Standing Committee on issues or matters of concern to them. The delegation process is guided by rules set out by City Council Procedural By-laws.

It is suggested that citizens firstly explore alternatives such as approaching City staff or their or ward Councillor to see if an issue can be resolved without having to appear as a delegation.

The delegation process can be intimidating for many citizens given their potential lack of familiarity with City Council policies and procedures. It is vital that citizens wishing to appear as a delegation are openly welcomed by members of Standing Committees and staff or City Council and assisted with the technical and procedural aspects of making a delegation.

It is also important that citizens know they have the right to appear as a delegation before standing committees and city council if they have an issue with a Council decision. Members of standing committees and city council commit to keeping an open mind when listening to delegations. Delegations, standing committees, Burlington City Council, and city staff must acknowledge that it is often challenging to balance the opinions of individuals and groups with the needs of the Burlington community as a whole.

Delegations are promptly informed of committee and council decisions, through a letter issued by the Clerks department. Delegates can learn how their input affected decision-making by viewing

webcasts of committee and council discussion on the topic of their delegation. Webcasts are posted to the City of Burlington website, https://cms.burlington.ca/Page170.aspx. 9The City will publish a document outlining the delegation process as a guide for citizens.

Staff Training and Performance:

Continuous improvement and excellence in engagement will depend in large part on staff’s knowledge and abilities in engagement practices. Public engagement training will be provided to all staff who will be engaging citizens to ensure consistency in the engagement process.

Community engagement practice will be reflected in staff performance expectations, and measured in the same way as performance of any staff core competency.

Communication and Outreach:

Meaningful communication between the City of Burlington and its citizens is an essential element to having a connected and engaged community in our information-based society.

The City of Burlington will use many forms of communication, traditional and digital, to provide citizens with to access information in their preferred form. Communications will be citizen friendly and appealing. The City of Burlington will use plain-language and effective visual aids to reach all demographic groups. Information will be easily understood and relevant. Meeting dates and essential deadlines will be clearly communicated.

Access to information through a user-friendly website will allow citizens to search and access information, 24/7. Citizens will be able to provide feedback, share opinions, and make inquiries. The City of Burlington will use social media for digital interaction between trained employees and citizens. Each department will have adequately trained staff to be able to deliver on citizens’ expectations for interactivity. A tracking system will be established to allow citizens, Members of City Council and city staff to follow up on inquiries and comments.

Relevant and important information will be available through the website and social media, making information accessible to citizens when they require it.

Making relevant information available in print form, including newspapers, the City Talk publication, and special mailings, remains of great importance for many citizens and stakeholders Full use should be made of all available sources and reference copies should be available at city libraries and community centers.

Inclusivity and Accessibility:

Every citizen has the right to participate in community engagement regarding issues of concern to them. Engaging and enabling the participation of all Burlington citizens is a goal of this Charter.

The City of Burlington’s Inclusivity Advisory Committee’s vision and mission statement is “To embrace diversity by providing opportunities for all members of the community that reflect the ideals of acceptance, accommodation and respect.” The charter upholds community engagement as an important aspect of the opportunities for inclusion. For more information about inclusivity link to: https://cms.burlington.ca/Page3328.aspx.

Enabling participation requires removing barriers to enable citizen participation. Examples of enabling actions may include, but are not limited to, the following:

• Meeting the needs of persons with disabilities; the city relies on the City of Burlington Accessibility Advisory Committee; the Burlington Accessible Customer Service Guide: and the expert advice of City of Burlington Accessibility Coordinator. For more information on accessibility link to: https://cms.burlington.ca/Page30.aspx.

• Using language that has been verified as being clear/plain;

• prearranged, language translation; transportation; child care

• options for participating online/digitally

• Public involvement processes will consider ways to enable participation.

Citizen Advisory Committees:

These Committees are appointed through City Council approved processes and governed by City Council approved “Terms of Reference” related to specific issues or topics. Usually these committees have a defined staff support and a budget. Properly focused, the Citizen Advisory Committees are an important resource for City Council and provide opportunities for citizens to contribute to their community and for the city to benefit from their advice.

Citizen Advisory Committees should provide both City Council and staff with a valuable array of experience, knowledge, skills, and community contacts, as well as being a source of informed advice on issues related to their Terms of Reference. For more information about Citizen Advisory Committees and enhancing their role and effectiveness, see appendix “C”.

Capacity Building:

Capacity building refers to increasing the ability of the Burlington community as a whole to meaningfully engage in city decision-making. This requires detailed strategies to get more citizens interested in this role and to facilitate their involvement so as make them more likely to be engaged. The overall goal is to have citizens take an active interest in City decision-making well beyond those decisions which have a direct and immediate impact on them individually.

Capacity building will focus on increasing the number of participants, the frequency of participation, and knowledge, ability and skills of those involved to meaningfully participate in engagement processes.

Budgeting / Resourcing:

The City of Burlington will support implementation of the Burlington Community Engagement Charter by providing sufficient resources to ensure its success. These resources include:

• Hiring of a full-time engagement coordinator at a senior level to manage the implementation and ongoing performance of the charter and related costs to support this function, and

• Providing resources to implement the actions in the charter’s section – Bringing the Commitments to Life, the charter’s outreach processes and the strategic actions described in the Burlington Community Engagement Charter’s Action Plan

Charter requirements will be met by city staff in their engagement work, and also by outside consultants or contractors hired by the city. Staff managing consultant-supported work will ensure that all external consultants are informed of Burlington’s engagement requirements and then advised on how to meet them. Advice will be provided by the city’s public involvement co-ordinator.

Measurement, Evaluation and Review:

The City of Burlington is increasingly engaging its citizens in decisions affecting how the City is developed and managed and adoption of this Charter will ensure that citizens are meaningfully engaged, in the right way, at the right time, resulting in increased effectiveness and possibly greater rates of participation. Ongoing evaluation of the effectiveness of engagement activities will be an essential process to ensure that resources are invested where they will produce the maximum benefit.

Measurement and evaluation will comprise a two-step process. Each community engagement plan will set out: its objectives; the steps to reach those objectives; and, specific and objective measures to determine success. At the conclusion of each project, staff will prepare a brief evaluation report assessing to what degree the success measures were met. The public who have participated will be asked to provide their assessment of the engagement activities as they are delivered, and these views will also form part of each evaluation report.

Each City department and the Engagement Coordinator will share responsibility for reviewing these evaluation reports as part of the continuous improvement process and create best practices to be shared and shortcomings to be addressed on an on-going basis.

Evolution: The Charter and its implementation will be reviewed every year in the first two years, then every two years thereafter. This second level review will assess overall compliance and results, how to better the practice of engagement management, and the relevance of new factors, such as changes in technology and demographics that may influence the practice of citizen engagement.

These reviews will seek input from citizens, staff and members of city council and may include peer review. A key action in delivering continuous improvement will flow from the feedback provided to the community. Anticipated improvements will include using new technologies, engagement methods, the growth of staff competency, and the increasing capacity and participation of Burlington’s citizens.

The City will use a web based reporting mechanism, similar to a report card, to inform the public of the City’s engagement performance in relation to the measures established by the Charter. Reporting will occur annually and the results will be posted to the City website.

APPENDIX ‘A’

Conflict Resolution

Conflict resolution is a neutral path forward. It is to be used when intractable issues are stalling projects; council decisions; seasonal issues; etc. A neutrally facilitated conversation is a standard approach to conflict resolution.

• In order for a conflict resolution conversation to be productive, all parties need to agree: that they are willing to enter into a mediated discussion or process;

• on the facilitator or mediator, and

• on the disputed issues, which are the scope of the discussion.

The outcome of a resolved conflict is usually a planned path forward that all parties to the conflict agree to follow.

If the three criteria cannot be met and a decision is required to move forward, the facilitators or mediators report will go to a vote of Burlington City Council for decision.

Provincial Acts and Statute Exemptions

There are situations where the issues are not within the power o f the municipal or regional government to resolve. Certain decisions must meet the requirements of provincial acts and statutes. The Ontario Planning Act and its requirements for development meetings with the community is the prime example.

Benefits of Conflict Resolution

Conflict resolution discussion is a good opportunity for the parties to gain understanding of the other party’s concerns. Unresolved citizens’ concerns may result in:

• decreased trust in the city;

• NIMBYism; (not in my backyard)

• organized opposition;

• growth of the community’s reliance on chatter and rumors;

• individual or group actions;

• media attention; etc…

The reason for resolving, or creating an agreed-upon path forward, is mitigating the negative community impacts; building stronger relationships between the city and community; and, meeting citizens’ expectations that their municipal government shows leadership in those situation where the city is seen as playing a significant role in issues resolution.

Appendix ‘B’

The International Association for Public Participation’s spectrum of participation is a recognized global standard for naming the different levels of participation. The spectrum diagram below describes public participations goals from informing the public to empowering the public; promise to the public which is the expected effect public participation will play in decision-making; and example tools of engagement methods.

The graphic above sets out what happens and should be expected at the various levels of community engagement. It is a journey, a level that can be attained and not a point at which you start.

Use of this spectrum is covered in the charter’s staff guide. The spectrum of participation is to be presented at public meetings, prior to the start of meeting.

Appendix ‘C’

Citizen Advisory Committees

The charter’s recommendations are intended to broaden and increase opportunities for involvement. Citizen’s Advisory Committees (CAC) should be reflective of the city’s population by striving for citizen representation from each city ward, plus those with the expert knowledge or experience, ‘citizen subject matter experts’. And, that the composition of each CAC is to be optimized to derive maximum benefit for the City of Burlington and its citizens.

The City of Burlington Council and City Staff will continue to consider the following to ensure that Citizen Advisory Committees (CAC) are effective:

• Ensure that each committee includes a membership opportunity from each municipal ward of the city.

• Give training for committee members regarding their committee work.

• Establish Terms of Reference, which clearly set out the expectations of City Council for each committee.

• Include in the Terms of Reference the requirement for a public communication and outreach plan for each citizen advisory committee to provide meaningful connections to the community.

• Review the Terms of Reference periodically.

• Maintain an early scheduling, notification, and information system so that Advisory Committees are able to provide timely and effective input on issues and reports going to Standing Committees and City Council relative to the Terms of Reference of the Committees.

• Involve the committees with respect to vision building and long term planning.

• Appoint a member of council as a liaison member of each committee.

• Provide adequate staff support and budget relative to each citizen advisory committee.

• Provide a consistent city staff contact from the appropriate city department related to Terms of Reference of each citizen advisory committees.

• Establish a continuous communication and feedback system from City Council and City Staff so that the Committee members know if and how their input is used.

• Review annual reports to city council from each citizen advisory committee.

Add alternate members to each citizen advisory committee. This provides more opportunities for citizen’s to participate and it provides ‘back-up’ for members who may not be able to attend all meetings.

Self-realization and the meditative state – all you ever wanted to know at a free class at Burlington Hills this Saturday.

By Staff

BURLINGTON, ON December 4, 2012 If you’ve ever wondered what meditation is; what a Yoga class is really like but you don’t want to join anything – you just want to sit in and see if there is something there for you – then an event this Saturday, December 8 from 3-5 pm at the Brant Hills Community Centre may be of interest.

If you do go – what are you in for?

Here is what is on the agenda:

There will be a talk by two academics on the Restorative Effects of Sahaja Meditation techniques. There will be testimonials, some guided mediation, live music and Indian Kuchipudi dance

The group putting on the event has been doing this for more than seven years in Burlington.

Their Sahaja meditation classes take place Wednesday evenings at Brant Hills.

The event this Saturday will be tied into an event taking place in Paris, France.

Mediation and Yoga are different, millions swear by it, but it isn’t for everybody – it’s a matter of personal taste and the way you feel life should be lived. If you’re curious – give it a try.

Santa parade crowds were smaller. BTTB was out in force and the Ho ho man was smiling away.

By Staff

BURLINGTON, ON December 3, 2012 The weather certainly wasn’t promising. It has rained much of the morning but the people that make parades happen were determined and they apparently knew something most weren’t certain about – and that was that there wasn’t going to be any rain on the 2012 Santa Claus parade. And except for a drop or two – there was no rain.

The trick was to find a place where all the chairs could be set up and have a clear line of sight. This family was working it out.

Burlington is just at the half way point with the United Way donations – short close to $1 million. Need to up our game.

The crowds were much smaller and except for a couple of snow men in the parade and a fat little snow man on the Sound of Music float blow bits of snow into the air, there were no signs of winter either.

Burlington Transit put their most festive bus into the parade. The language doesn’t matter – the message is still the same.

While the weather wasn’t great most people put up with it – these guys weren’t happy though – they were wet and they wanted to go home.

Burlingtonians are a hardy lot and they were out on the street, wrapped in blankets with plastic rain slickers at the ready and an umbrella just in case there was a down pour.

The parade started at the Burlington Mall, worked its way down Guelph Line to New Street then west along to Brant and north to Caroline. Then home for hot chocolate.

They fill the street and they are Magnificent to look at – Burlington’s Teen Tour Band

The Toronto Maple Leafs put their traveling dressing room into the parade. For those who were around in 1967 – the float had some meaning.

The Salvation Army is there for the good times and during the hard times. The parade was one of the Good Times.

The M M Robinson high school band, good form, great discipline and a habit of rushing a crowd.

Miss Magnolia danced up a storm every step of the way.

The wind was getting the best of this Christmas clown but he held on.

: Not a snow flake in the air to keep Mr. Snowman company.

They were young, they were energetic and they were all over the street – having a great time.

Saxophones added to the sound – it was jingle bells all the way!

You would want a glove on that right hand – the metal would be cold but the music was just fine.

McMaster University’s band wasn’t taking any chances – they all were plastic slickers. They’ve been through this kind of thing before.

We sometimes lose sight of what the Season is about. Did parents watching the floats pass by use the opportunity to spread the message?

Notre Dame Secondary Catholic school’s Fighting Irish were out in force with a festive look.

: The Ho Ho Ho man himself. The commercial reason for the season.

Three hopeful federal Liberal leadership candidates gather in Burlington to sip coffee and listen to political pitches.

By Pepper Parr

BURLINGTON, ON December 1, 2012 While Burlington chuckles over the problems Toronto has with its Mayor and raises an eyebrow over the number of Mayors in Quebec that have taken “retirement”, the political types gather to look at the offerings at the federal Liberal level.

Few care that the federal Liberals are looking for a new leader but they did register a tinge of excitement when Justin Trudeau breezed through town a while back.

That party wants to at least attempt to make their selection of a new leader have a measure of respectability and not just pass the crown along to Justin, son of Pierre Elliott Trudeau. Liberals have learned, the hard way, what happens when the leadership decision amount to a coronation – John Turner, the politician who waited so long for the job, then blew it when he got it.

The federal Liberals, who were all but destroyed in the last federal election, are now in a re-build mode and are trotting out those who want to lead the party to what they believe is their rightful place in the House of Commons – leading the country.

While many love the idea of another Trudeau leading the country there are many who aren’t sure Justin Trudeau is ready for the job and they want to ensure there is a more than credible alternative to Trudeau when the leadership.

Trudeau the younger has made a few missteps – he managed to insult much of western Canada with recent comments about Calgary really running the country. An apology didn’t help all that much. His thoughts on the long gun registry won’t keep Quebecer’s very happy either – so just maybe there is an opportunity for another candidate?

David Merner listens carefully to Ray Rivers, a potential supporter. No one was trying to nail down support – everyone was just getting to know everyone; all very friendly.

Thus, on the first winter Saturday of December close to 50 Liberals met to meet David Merner, Jonathan Mousley and Marc Garneau, who was the only member of the House of Commons in the group.

Canada’s astronaut was late getting to the meeting but when he walked into the room it was as if he owned the place. He certainly has some of that “royal jelly” – enough the beat the son of the “great one”? Only time will tell.

Marc Garneau, the first Canadian to go into space, needed an extra half hour to arrive, which let Merner and Mousley button hole the “delegates” that were gathered at a coffee shop to do the meet and greet stuff that is the essence of politics.

Marc Garneau arrives fresh from this week’s campaign launch. Marc is the MP for Westmount—

Ville-Marie. He is a former naval captain, Canada’s first astronaut, and now the Liberal House Leader and critic for science, industry, and technology.

David Merner is a past president of the Liberal party in B.C. and has worked in almost every volunteer role imaginable, from canvasser and sign installer to policy chair and riding president. He lives in Victoria and now works leading transformational change in British Columbia’s justice system.

Jonathan Mousley didn’t bring any actual political experience to the room – he is apparently a part of the old Chretien regime.

Jonathan Mousley works as a senior economist in the Ontario government. He’s previously worked in Ontario’s Cabinet Office and as a senior policy advisor under the Chrétien government. He’s also an active community leader, chairing two non-profit organizations.

Merner and Mousley struggled a bit but Garneau walked into the room and behaved as if he owned it. There is some of the “royal jelly” in the man. Does he have enough of what it takes to win? He can only win if Trudeau falls down and in politics falling down does happen; ask Stephane Dionne or Michael Ignatieff .

Trudeau has already been to Burlington. He did pull in a bigger audience than the three that were in the city today – and had the space all too himself. There were the ‘oohs’ and the ‘awhs’ and people lined up to get their picture taken. None of that with just Garneau, Merner or Mousley; although Garneau is every bit the celebrity as Trudeau – he just doesn`t milk it. And Garneau`s celebrity is personally earned and bore a price of which few Canadians are aware. So the local Liberals were looking the offerings over. A few words were said and the candidates were off to perhaps another event.

Does Mike Wallace have anything to worry about? Not today. Mike is as safe as a Canada Savings Bond – at least until there is someone who will really excite Canadians and actually give Prime Minister Harper a run for his money.

Alyssa Brierley was a trooper as a candidate and if she worked the riding she would have a better than even chance. Bu t her heart and mind are elsewhere.

The Liberal that ran against Wallace in the last federal election, Alyssa Brierley, didn’t attend. While she has a residence in Burlington her focus right now is completing the two degree program she is doing at York University, teaching a law course and holding down a job with a law firm in Toronto.

For Brierley to have any chance of winning the Burlington seat during the next federal she is going to have to create much more of a profile in the city and be seen much more. She is exceptionally good at the door step and engages very well with people. She is also a lot smarter than Wallace and would be seen as Cabinet material very early in her career if she had a seat in the House of Commons. The best Mike Wallace is ever going to achieve is perhaps a Parliamentary Secretary.

But, Wallace is a first class constituency politician. If he likes you and cares about what you`re doing he will bend over backwards for you.

Those who drove to the meeting, which was everyone – no one relies on public transit on a Saturday in Burlington, were probably listening the CBC’s program – The House; which is all about politics across the country – an essential listen for the political junkies .

The thrust of one of the interviews was that Canada was probably in a post-charismatic phase when it comes to politics. You wouldn’t have guessed that when Trudeau was in town a few months ago.

When do we reach our 50% level? Soon said Torsney, soon. Dig deeper today and we could be there tomorrow.

By Pepper Parr

BURLINGTON, ON December 1, 2012 The United Way campaign for Burlington and Greater Hamilton has reached that first wonderful number of 50% – at least for those on the other side of the Bay. Half way is a nice place to be with any objective and the Hamilton crew is doing very well.

Burlington does have a bit of catch up to do – they are at 50 % of their $2.1 million target.

Combined Burlington and Hamilton are at 50% of the 2012 goal of $7.1 million.

Paddy Torsney assures us that the lower Burlington number is due to the slower start of the campaigns at some companies – “start later/numbers come in later”, commented Torsney who is more than confident that the Burlington target will not only be reached but exceeded.

Torsney plans to exceed the $2.1 million that was to come from the Burlington community. That is going to mean an extra push but if the Christmas decorations on Burlington homes are any indication as to where the economy is going – then there are dollars in those pockets that could make their way to the United Way.

Chair of the Burlington side of the Burlington/Greater Hamilton United Way campaign Paddy Torsney frowns when she sees the total for Burlington’s $2.1 target being at just the 50% point. She wants to exceed her target.

“We are seeing an increased demand for services that is putting incredible pressure on our programs,” said the Hon. Paddy Torsney, 2012 Burlington United Way Campaign Chair. “Many of these programs rely on United Way funding, which means now more than ever we need our citizens to step forward and support the United Way campaign. We have people in this community facing homelessness, children going to school hungry, seniors in isolation and families in crisis. If individuals and businesses in Burlington and Hamilton donate today, we can reach our goal and we can provide the vital funding necessary to help people in-need, right here in our community.”

There is still time to donate and it has never been easier. Visit the United Way website where you can donate online, or contact the United Way by phone (905-527-4543 or 905-635-3138) if you would like more information on donating in person, through your workplace or at the leadership level.

The funds raised by the United Way of Burlington & Greater Hamilton support 131 programs and services in the community, assisting seniors, individuals, families and children in-need – many of whom live below the poverty line.

Bringing the money in is a large part of the job; figuring out where it should go is another part of what United Way does. The organization itself doesn’t run programs – it funds agencies that run program in each community.

One of the more innovative programs that has been around for some time is the Halton Food for Thought program It has been operational for more than 15 years. Their focus is ensuring that students in school do not go hungry.

Ask anyone who works for or volunteers with an organization committed to helping feed those in need and they will tell you the same thing: people simply don’t realize the level of poverty and hunger in Halton Region, and even if they do, they don’t appreciate how many children are affected.

Ask Gayle Cruickshank, Executive Director of Halton Food for Thought, if there is a hunger issue with children and she’ll let the statistics speak for themselves: Halton Food for Thought runs 146 food programs at 104 different schools; there are 16,000 students in need; and they serve two million meals every school year. Depending on the neighbourhood, somewhere between five and twenty-five per cent of children go to school hungry.

With that enormous challenge at hand, Cruickshank is extremely grateful to the many partnerships she has developed, including a very important one with ReFresh Foods and Food for Life.

We talked with Gayle Cruikshank a few days before her AGM and got some of the background on just what Food for Thought does and how it interacts with the United Way. Food for Thought is one of the many not-for-profit organizations that receives funding from the United Way. They receive just 11% of their funding from threeUnitedWays. Or if you want just Burlington it is 7%

Getting a number of Food Trucks to congregate in the one place was a really brilliant idea that Food for Thoughtusedto raise funds with other agencies for the United Way

Getting a number of Food Trucks to congregate in the one place was a really brilliant idea that Food for Thought used to raise funds but also to tell the United Way story.

They have to raise the rest of the money themselves which at times means getting creative. Cruikshank came up with the idea of arranging for a number of Food Trucks to congregate at the one location in the commercial/industrial part of the city where there are few places to get a quick lunch. She convinced the Cup cake Diner, Gorilla Cheese and HankDaddy BBQ to show at a parking lot on Harvester Road outside the Burlington United Way office. . To everyone’s surprise and delight – the Cup cake truck sold out in less than half an hour while the other two had line up sixty people long. Expect to see more of that kind of fund raising next year. Food for Thought raised $800 with the one Food Truck event; enough to feed five students for one year.

While ensuring that a student is properly fed is vital – it’s a bit more than just feeding them. It’s an opportunity to teach students solid nutritional lessons and to form up the link between the Public Health nurses and the social workers.

Students that aren’t eating properly usually have social and or health issues. Add to that. The shame that some feel when they need help getting by. These students often live in assisted housing and have just the one parent in the house. The pattern is the same time and again. Hard for the student and depressing for the Food for Thought volunteers because they know the cycle can be broken.

Gayle Cruikshank got her first look at Food for Thought in 1997

Cruikshank’s first look at Food for Thought was when she attended an event at her daughter’s elementary school in 1997 when Darlene Edmonds was running the program. It didn’t take long for something to happen: Cruikshank was invited to sit on an Advisory Board and that led to her taking over the running of the organization when Edmonds moved on in 2001.

The focus then, and still very much the focus now was to ensure that every student was eating nutritious meals every school day. The link between decently fed students and good grades plus good social behaviour is what justifies everything Cruikshank and those running the Food for Thought program do each day.

It costs about $180 per student per school year to ensure they are fed through a healthy breakfast.

At their AGM, held at Robert Bateman high school where Murray Zehr did the honours and got things set up. The Food for Thought team was on hand which included: Carrie Baillie, Oakville Program Manager; Julie Bertoia, Burlington Program Manager; Chantal Ingram, Director of Programs; Maureen McLaughlin, Halton North Program Manager; Maria Moutsatsos, Edible Garden Coordinator and Kelly Stronach, Manager of Program Development

Kelly Stronach , Manager of Program Development works closely with Gayle Cruikshank, Executive Director of the not for profit Food for Thought.

During 2012 the organization started ten new programs while 17 schools increased service days to ensure students had access to healthy foods every day. They expanded their Farm to school program to 13 schools involved and started five new edible school gardens. It was a busy year.

“G”, a student who participates in the meal card program sent in her thanks for the help she gets. Properly fed she has seen an improvement in her concentration and thus her academic performance. She will graduate with enough credits to continue her education.

“M” also sent his thanks. His teacher had said there were behavioural issues. “M” used to go home for lunch often eating only a pop tart. Since the healthy snack program started he has been enjoying the healthy food and behaving much better. He now stays at school for lunch instead of eating at home alone, his social skills have also improved.

A 16 year old student who had been referred to the social worker at high school for continually skipping classes and at times missing full days of school. The social worker discovered that he was parented by a single mom, lives in low income housing, and was diagnosed ADHD and depression. After much discussion about future goals the student and the social worker talked about engaging him in a co-op placement to gain work experience.

The student was given meal cards to ensure he was having at least one meal a day. When asked to fill in the career ideas booklet he placed very high in create arts and because he enjoys food so much he did the coop in the school cafeteria which he enjoyed immensely. He attended this placement daily without fail and was seen in the cafeteria preparing delicious lunches for students and staff. He has applied to the Culinary Skills, Chef Training – at George Brown College.

Gayle Cruikshank, Executive Director, seated and Kelly Stronach, Manager of Program Development: two of the seven member team that make Food for Thought work day in and day out as one of the United Way funded agencies in Burlington.

These are just three stories from the hundreds of schools involved; these are stories of United Way funds supporting local agencies deliver support where it is needed.

This is an organization that serves us all and especially those students who don’t have the support most of us grew up with. Gayle Cruikshank and her team of volunteers do that work on your behalf – let’s continue to make sure they have the funds they need – at this point Burlington is at the half way point to a very modest goal.

The theme the United Way works under is: Change Starts Here. That could be your loose change; see what you’ve got in your pocket right now and commit to giving that each week throughout the year.

Beth Deazeley, Neil Oliver, and Patty Pelekis joined the Food for Thought Board of Directors this year for two year terms. They join Maria Nancy Thornton, Chair; Cheri Chevalier, Vice Chair; Nicki Glowacki, Treasurer; Margaret Maronese, Chris McNamara, Jessica MacKay, Reg Farnand and Phil Simeon.

It took them long enough to bring him in – Griffith’s finally gets to play the Queen’s Head.

By Pepper Parr

BURLINGTON, ON December 1, 2012 Well it took them long enough. The guy has been playing his instruments for more than 20 years; he’s played the Sound of Music a couple of times back in the 90’s – but better late than never.

Andy Griffiths is going to play the Queen’s Head Thursday December 6; 8 to midnight.

Local musician to play the Queen’s Head Thursday night.

Griffiths earns his bread and butter as an architectural designer – the fun for him is strumming his guitar and singing away – and just ‘havin’ a good time.

Griffith’s has lived in Burlington for more than 20 years, been playing music seriously for 20 years as well. Has done gigs all over the place but never got to do the Queen’s Head in Burlington, which is about as core as you can get in Burlington.

The music will be fine – and while you’re there order up a mess of sweet potato fries; they’re as good as you’re ever going to get.

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