 By Pepper Parr
October 28th, 2025
BURLINGTON, ON
The 2026 proposed budget has been released online.
The Gazette will have a printed version in hand later today – it runs to more than 500 pages.
The finance department still gets a little silly with the way they report what the tax increase will amount to.
Rather than clearly explain to the public that the city collects taxes for the Region and the School boards, and for the city. And that it has no responsibility for what the Region or the School Board spend (with the exception that Burlington has seven votes at the 27 member Regional Council) But that it is responsible for what it spends and has to collect taxes for CITY services.
 5.8% is the city tax increase  4.49% is the number you get if you include what is being collected for the School boards and the Region People get confused with the information they send out– this practice is right up there with the “dog ate my homework” explanation.
Financial staff come across as looking a little sketchy rather than professional.
City spending is broken into two parts: Operating money – the cost of running the numerous services, which the city is very reluctant to reduce – they don’t want to offend anyone.
Capital expenditures: These are funds that are set aside to replace an asset when it is no longer meeting the need it was built for or if it is cheaper to rebuild rather than repair. The finance people explain that this way: “To ensure our assets do not deteriorate further, the City needs to invest $1.22B (that’s billions) over the next 10 years in infrastructure renewal. Currently we are spending $868M over 10 years.
While important – moving planned capital expenditure back a year, maybe two, doesn’t mean the world is going to end.
Burlington is at one of those awkward financial stages.
Hundreds of developments have been approved – but they aren’t being built. The market just isn’t ready to pay the price.
People want to buy housing that is affordable – problem is there isn’t enough of it. And bankers are being very tight with mortgages.
 Built 50 years ago, the structure is thought to have reached its life span. The roof was repaired recently. We will have more detail once we have gone through the budget book, but an example we can give you is the plan, in the not-too-distant future, to build a new Seniors’ Centre. Admittedly, space is getting tight – the lunch room is close to capacity many days. There is room to expand that space.
The city takes the view that the building has reached the end of its life cycle (it was built 50 years ago) and needs to be replaced. Significant sums are being spent on planning for a new Seniors’ Centre, with funds set aside now to build what might be needed at some future date
The city model is to create an asset, give it a life span and budget for a replacement once the life span has been reached. The city sets aside funds in a reserve account to in order to have the money needed when the asset has to be replaced.
In the private sector, assets are repaired and upgraded as often as possible and only replaced when they can no longer do the job.
The city is a corporation, but it doesn’t have a balance sheet or a Profit and Loss Statement. People with strong private sector experience struggle to understand how municipal finances work.
Much more to come on the Capital Spending.
 By: Joseph A. Gaetan BGS
September 29th, 2025
BURLINGTON, ON
I no longer delegate or comment directly on the Burlington municipal budget. Not because I lack interest, but because the process has become predictable. Council listens politely, then proceeds as they intended. For this taxpayer, very frustrating — and it raises deeper questions about accountability.
Having been a Condominium Board Director and Treasurer for 10 years I can attest to the fact that under Ontario’s Condominium Act, 1998, a condo board operates with a much higher standard of stewardship. A Board cannot simply add significant new expenses. Section 97 requires them to notify owners, allow for a meeting if requisitioned, and in some cases obtain a two-thirds vote of approval. As an example, if the cost of a change is greater than 10% of the annual budgeted common expenses, it is automatically considered a “significant change.”
 If condo rules applied to municipalities, the development of this site would have had much more public involvement. Still not a firm date on when the project will be completed. Example:
If the corporation’s annual budget = $1,000,000
Any change costing over $100,000, triggers the significant change process. This means the board cannot approve the project on its own – it must notify owners, and in some cases, call a meeting and hold a vote.
Reserve funds are tightly regulated, supported by professional studies, and restricted to major repairs and replacements. Owners are not just consulted; they are formally protected.
By contrast, the Municipal Act gives councils broad latitude. Councils can create or draw from reserves, introduce new programs, and make spending decisions entirely within the annual budget process. While municipalities do consult, the statutory framework does not provide the same direct safeguards that the Condominium Act requires for unit owners. Yet taxpayers contribute far more each year in property taxes than most pay in condo fees.
This imbalance is hard to justify. If stewardship of a condominium’s budget and reserve funds requires statutory guardrails, why not municipal finances? Both involve compulsory contributions. Both are meant to preserve shared assets and services. And both deserve protection from short- term decision-making.
It is time for the province to strengthen the Municipal Act by borrowing from the Condominium Act’s best practices:
Require thresholds that trigger direct taxpayer approval for substantial new spending. Restrict reserve funds to their intended purposes, with clear rules against diversion.
Municipal councils will always need flexibility. But flexibility without stewardship risks eroding public trust. Adopting condominium-style safeguards would restore confidence that taxpayer dollars are managed with the same care, discipline, and transparency already required of condo boards.
 Joseph A. Gaetan is a Burlington resident who comments frequently on municipal matters. He has been wise enough to refrain from thinking about elected office.
By Pepper Parr
September 26th, 2026
BURLINGTON, ON
Ontario has an organization called the Property Tax Alliance (PTA)
 When they learned that the Alberta government had tasked its municipalities with limiting property tax increases, they jumped on that bandwagon and went after the Ontario Ministry of Housing and Municipal Affairs, asking that it do the same thing in Ontario.
The PTA is asking its members to write or contact the Hon. Rob Flack, your MPP and your municipal Councillors.
Ask them to follow Alberta’s lead and get Ontario municipal property tax increases back down in line with inflation (using annual inflation as a proxy for the growth in incomes). Tell them to address the growing property tax affordability crisis in Ontario.
Tell them you want much greater efficiency and effectiveness in your municipal government’s operations.
Tell them to dramatically reduce the ever-growing lists of costly discretionary and nice-to-have municipal services. They need to get back to basics.
Our municipalities don’t have revenue problems – they have spending problems.
 The number at the top of the 2026 Budget change column – 5.86% is how much taxes will be increased over what the 2025 tax rate was.
Ontario homeowners can’t afford the runaway costs of their municipal governments. Defaults and arrears are rising. Ontario municipalities have no competition. They are abject monopolies with absolute pricing power and no accountability. This is a recipe for disaster!
Burlington has had its property taxes increase by more than 40% during the term of office of the current city Council.
The disaster for Burlington has already taken place. Mayor Meed Ward is telling constituents that the tax increase for 2026 will be 5.8% – and that it could be higher.
By Pepper Parr
September 19th, 2025
BURLINGTON, ON
Citizens get to see the Blue Print for the City Budget – Actual Budget goes public on the 24th of October
The first of the six budget meetings that will be held in each city ward took place Thursday night at the Haber Community Centre.
Thirteen people were reported to have taken part.
 Mayor Meed Ward took the meeting through a 40-page document called the Budget Blue Print..
 Mayor Meed Ward and Councillor Paul Sharman explaining the budget to a small audience. When it came to explaining the numbers, Sharman did all the talking. Ward 5 Councillor Paul Sharman stood beside Mayor Meed Ward throughout the 90 minute meeting. Sharman pointed out that he is an accountant (not sure that he actually has a designation)and could explain the details for those who needed help. Mayor Meed Ward has never been a strong numbers person.
We will publish an exchange of views between Ward 4 resident Eric Stern and Councillor Sharman on some of the budget numbers in a separate article.
Sharman sees the process the city goes through as a Tax bill versus Budget – different things. It is not more complex than that.
Actually, it is more complex than that.
Set out below are two tables. The first is where the money comes from, where it is going and what the tax increase is in terms of dollars and percentages.
The second table is the timeline the budget process will follow.
 By Gazette Staff
September 4th, 2025
BURLINGTON, ON
Municipal spending seems to be a problem across the province.
Niagara Region councilors voted down the largest ever grant request for a developer in the upper-tier municipality’s 55-year history — a $40-million request through the City of Welland. The request was made to build luxury condos which would have cost local taxpayers for many years.
 In a report from the PTA we learn that”
“The denial of this request is a victory for Niagara taxpayers. It’s still very concerning watching a number of members of regional council support this project, in light of homeowners and businesses who have watched property taxes rise at multiples of inflation year-after-year while homeowner incomes have been rising at just the inflation rate (or less). As we see the number of people falling into arrears with their property tax increases, some tone deaf politicians continue to support giving millions of tax dollars to developers to build luxury homes.
“The support by council members is despite the KPMG study which noted there was no evidence these grants/incentives generated any additional revenue for the municipality. Despite this some members of regional council continue to support these grants. Mayor Sisco, who has been a strong supporter for these grants, noted his internal finance staff were able to show these incentives generated a 220% return on investment.
I”t is interesting and concerning the contrast between KPMG’s independent findings of no benefit and the city finance department’s findings of a 220% return. The City finance department is not independent and has a vested interest in seeing the development go forward. Mayor Sisco’s statement about a 220% return clearly lacks credibility. His vote in favour shows a shameful disregard for the people’s hard earned property tax dollars.
“Mayor Sisco was the deciding vote in the largest ever property tax increase for the City of St. Catharines. Maybe before we start providing incentives/grants to developers for luxury homes, we should get our own internal finances under control. Maybe the Mayor of St. Catharines can have his finance staff figure out how to come up with a zero-budget increase for a change.”
Burlington has its own issues with taxes that rise well above the rate of inflation.
 By Gazette Staff
September 3rd, 2025
BURLINGTON, ON
 City Hall wants to hear from you. The City since 1998, this biannual survey helps Burlington staff and Council measure and improve quality of life and services and programs in the City.
Burlington residents are invited to share their thoughts on life in the City.
How to give your feedback
Third-party researchers will contact a statistically relevant sample of homes in each ward. A total of 750 telephone surveys will be completed, with a combination of land and cell phone numbers randomly called. The caller ID for the survey will show the text as “BurlON Survey”.
Residents are also invited to complete an online version at Get Involved Burlington. This online survey gives residents whose telephone numbers were not chosen an opportunity to provide input. Residents are encouraged to take part online.
The survey results will provide the City of Burlington and City Council with valuable insights on items such as:
 Yes – just how will the results of the survey be used? And can we know who is doing the survey? Satisfaction with City services and quality of life in Burlington
Value of City services for property taxes
Preference on municipal property taxes: to increase, decrease or maintain
How survey results will be used
City of Burlington residents share their feedback in many ways year-round. The Community Survey is one important source of feedback that helps inform City business plans, communication initiatives and public engagement programs, budget and spending decisions, and strategic focus areas. The Community Survey also provides the opportunity for benchmarking and to monitor progress of community responses compared to previous years.
The most recent Community Surveys were completed in 2011, 2015, 2019, 2021 and 2023. The Community Survey is now conducted every two years.
2023 Community Survey Results Key Highlights
- 92 per cent of respondents were “Somewhat satisfied” to “Very satisfied” with the services provided by the City of Burlington
- Quality of life was rated highly with 79 per cent of respondents ranking Burlington “Very good” or “Excellent”
- The City of Burlington outperformed both the Ontario and national averages for both quality of life and overall satisfaction with services
- Services that were identified as strengths through community feedback are Fire Services, parks, sports fields and trails, recreation facilities and festivals and events
- Survey respondents would like to see road safety and traffic, cost of housing, over-development, public transportation and pedestrian infrastructure and infrastructure improvements prioritized
The full 2023 results and results of past Community Surveys can be found at Burlington.ca/CommunitySurvey.
The running of a survey has to be put into context. The tax increases for the past four years shown below, set out how much it has cost for the services that are provided. If people are prepared to pay for the services they are getting, they should at least know what it is costing.
 A 44% plus cumulative tax increase is hard to swallow when inflation is at just over 2%. The city has some explaining to do as to why this was necessary.
By Gazette Staff
August 21st, 2025
BURLINGTON, ON
 Rory Nisan Ward 3 Councillor Rory Nisan makes mention of the forthcoming City Budget and explains that “Budgets are more than dollars and cents. They fund the services you depend on like safe streets, reliable transit, resilient infrastructure, welcoming parks, flood protection and swift emergency response.
“Work to build the 2026 budget is underway, beginning with the 2026 Financial Forecast report (FIN-24-25). The forecast report is one of the first steps in the annual budget process and provides a preliminary look at the economic pressures and service needs that will shape the 2026 city budget. Burlington City Council approved the 2026 Financial Forecast report on July 15, 2025, with a focus on limiting tax impacts for residents.
The Burlington Finance people continue to fudge the numbers.
In the column: 2026 Budget Change the number that matters to you is the 5.80%. The 4.49% at the bottom of that column is pure mathematical rubbish.
The less than 3% mentioned in the cut line is a hope – that probably doesn’t have even a prayer going for it.
Watch for those occasions when the Finance people tell you what the impact of the budget is likely to be. Impact is not a unit of measure. Each person is “impacted” differently depending on their circumstances.
There is a lot of mumbo jumbo to the way Burlington Finance people tell you what you are going to be taxed.
You deserve better in the way of financial stewardship from the city.
By Pepper Parr
August 6th, 2025
BURLINGTON, ON
For those who grouse about how little Liberal MP Karina Gould does – listen up
 Karina Gould: Burlington MP She chairs the House Finance Committee, which will have a compact schedule in the fall.
The House Finance Committee faces pre-budget time crunch ahead of fall tabling of the budget
The amount of influence the House Finance Committee can have on a government budget is debatable, say observers, who note the fall schedule could provide an opportunity to adjust the process.
If anyone has the skill set to change a process – take a close look at what Gould will be doing.
She is an expert on House Committee rules – watch for some changes.
A new Prime Minister leading a government that has dedicated itself to re-directing the economy from the north-south that we have lived with for several decades to something that is much more east west and looking for opportunities in Europe and South East Asia will mean a budget that will look a lot different.
Putting a budget together while the country deals with a less-than-stable Donald Trump, who has more than he expected in the way of his own personal troubles, on his plate means being both cautious and bold.
By Gazette Staff
July 23, 2025
BURLINGTON, ON
 Freeze non-union pay for 2026 and 2027, prioritizing fiscal discipline while protecting service delivery.
Thomas Duffries chose to send his delegation on the 2026 budget to City Council rather than delegate in person and be on hand to answer any questions Councillors might have.
The delegation was exceptional in its understanding of numerous funding plans available to the city.
- Employee Compensation and Well-being
- Freeze non-union pay for 2026 and 2027, prioritizing fiscal discipline while protecting service delivery.
- Enhance employee wellness:
o Expanded mental health and well-being supports.
o Begin phased implementation of a 4-day workweek.
o Increase starting vacation entitlement to three weeks, with accelerated progression timelines.
- Transit Service Enhancements
- Add 16 transit drivers in 2026, no new buses, funded through increased ridership and reduced overtime.
- The proposed amount does not help Burlington achieve its now expired Transit Plan. While Burlington Transit has made terrific gains in its ridership, it has not completed its goals of improving service. This amount will help achieve the goals set out in the plan.
Council should ask that Staff develop a Service Plan for 2026 consisting of options that will range from increasing service with 5 Operators, 8 Operators and 16 Operators. These Service Plan options should be developed and presented to Council during Budget 2026 and refined for implementation in June 2026. Handi Van service should not be expanded at this time.
- Free transit initiatives:
 Free transit and shuttles o Free Summer transit for students to be permanently funded
o Free Christmas and March Break transit, funded through the Youth Initiatives
Reserve as a pilot pending results from Summer ridership.
o Free transit and shuttles during Sound of Music Festival and RibFest, and free transit on Canada Day and New Year’s Eve, funded potentially through the
Municipal Accommodation Tax (MAT) and sponsorships.
- Pilot renewable diesel transition for transit and fleet vehicles to advance climate targets.
- Infrastructure and Environmental Investments
- Increase the Infrastructure Renewal Levy to 3% gradually from 2026-3031, strengthening funding for critical asset renewal and resiliency.
- Use the Infrastructure Renewal levy to support:
o The Multiyear Community Investment Fund.
o Immediate expansion of the tree replacement program, increasing the planting/replacement ratio to 3:1, strengthening Burlington’s climate adaptation and urban canopy goals.
- Dedicate MAT revenues to develop a Sport Tourism, Development, and Infrastructure
Strategy, enhancing economic activity and community health.
▪ This strategy should be used to attract more sport events and tourism in Burlington but also develop the infrastructure needed. This strategy should specifically look at developing a 50m Pool, Indoor Soccer facility and
other sport infrastructure located at Sherwood Forest Park.
- Explore Sustainability-as-a-Service models to advance Net Zero goals, leveraging private-sector partnerships for building retrofits, fleet electrification, and green infrastructure.
- Use the Green Initiatives Reserve to fund:
o The next Climate Action and Resilience Plan.
o Wind Study
o Biodiversity Strategy, to enhance local ecosystems.
o Feasibility study on implementing District Energy, supporting low-carbon community-scale heating and cooling.
- Increase funding for new community gardens, advancing local food security and
neighbourhood connection.
- Explore opportunities to increase naturalized areas, reducing maintenance costs and improving climate and ecological resilience.
- Downtown and Mobility Strategies
strategy for the Downtown.
- Use parking revenues to fund the next Downtown Burlington Master Plan, ensuring vibrancy and economic vitality.
- Increase Automated Speed Enforcement (ASE) cameras to 8, enhancing road safety and
advancing Vision Zero goals.
- Accelerate the Mainway Grade Separation Project to 2026, beginning planning and early
design to improve safety, reduce delays and unlock a important economic corridor.
- Initiate a Rail Crossing Planning Project, covering Mainway and all crossings in the
Integrated Mobility Plan, prioritizing safety and future grade separations.
- Implement ward-based Vision Zero community safety plans, modeled on Sheldon Creek:
o Develop tailored local traffic safety and speed management plans in each ward.
o Engage residents, schools, and stakeholders in co-design.
o Include data-driven traffic calming, safe crossings, neighborhood design
improvements, and targeted education campaigns.
- Organizational Capacity and Customer Service
- Extend the HERO coordinator contract for two additional years, enhancing customer
service capacity.
- Add a Sport Tourism Coordinator, funded via MAT, to drive sport event attraction and strategy implementation.
- Add a TDM Coordinator, to lead TDM strategy rollout and active transportation initiatives.
- Youth and Community Development
- Initiate a new Youth Strategy, funded through the Youth Initiatives Reserve, to engage youth, support leadership development, and improve access to programs and services.
- Revenue Generation and Long-term Sustainability
- Launch a sponsorship and advertising review, to expand non-tax revenue streams.
- Conduct a feasibility study on a potential Stormwater Fee, integrated into the Stormwater
Management Plan, to secure sustainable funding for climate resilience infrastructure.
- Service Review, Transformation, and Civic Engagement
-
 Launch, with resident involvement, a transparent Service Review and Transformation Committee.
o Capital projects, with funding status and readiness to advance.
Conclusion
The 2026 budget proposal is a robust, strategic roadmap that balances Burlington’s immediate service needs with long-term goals for sustainability, safety, community vibrancy, and organizational transformation. Through increased infrastructure investment, enhanced mobility and climate action, support for youth and neighborhoods, and new engagement initiatives, Burlington will continue to lead as a resilient, inclusive, and future-ready city.
By Pepper Parr
July 16th, 2025
BURLINGTON, ON
City Council approved the 2026 Financial Forecast report on July 15, with a focus on limiting tax impacts for residents. The report marks the start of the annual budget process and provides a preliminary look at the economic pressures and service needs that will shape the 2026 city budget.
The projected total tax increase is currently 4.49%. As part of the budget process, Council endorsed a Mayoral Direction for City staff to prepare a proposed budget with a total tax increase in the order of 4.5 per cent. The total tax increase includes services delivered by Burlington, Halton Region (including Police Services), and the Boards of Education.
With rising costs and global uncertainty, the 2026 budget strives to maintain affordability while continuing the essential services that foster a vibrant, high quality of life in our city.
Join the conversation and take part in upcoming public engagement opportunities, starting in late August, including:
– an online survey (opens late August)
– Food for Feedback event on Sept. 13
– six in-person budget townhalls, led by Mayor Meed Ward, with participating Ward Councillors and city staff – Sept. 18, 22, 23, 24, 29, Oct. 2
– a telephone town hall on Nov. 5, from 7 – 8:30 p.m.
– Committee and Council meetings
There is also a huge social media push.
The problem is that what the city is shilling online doesn’t sync with what is being discussed at city council meetings.
 The early number was reported to be 5.84% increase over last year. At minute 53:03 of the Monday meeting, CFO Craig Milnar said: “A City of Burlington budget increase of 5.8% or less.”
References are made to the amount the Region will tax – the city collects the money for the Region – but has relatively little impact on what the final Regional tax levy will be.
Shown below is a screen grab of what the city is paying twitter (X) to get their story out. We wonder if this is paid for by the Mayor or the City; whichever, the numbers aren’t what CFO Craig Milnar is using at this point.
By Gazette Staff
July 7th, 2025
BURLINGTON, ON
Mayoral Decision
In accordance with subsection 284.3 and 284.16 of the Municipal Act, 2001 (the “Act”), I, Marianne Meed Ward, Mayor of Burlington, hereby directs the Chief Financial Officer (CFO) to:
1) With direction from the Mayor and in consultation with the CAO, and Deputy Mayor of Strategy and Budgets, prepare a summary of the draft 2026 Budget for Council and public consultation and input;
 I, Marianne Meed Ward, Mayor of Burlington, hereby directs the Chief Financial Officer … 2) Prepare the 2026 Budget, considering feedback from the community, members of Council in both their Council and Deputy Mayor roles, input from the Deputy Mayor of Strategy and Budgets, the needs identified in the 2026 financial needs and multi-year forecast (Financial Forecast) and direction from the Mayor; and
3) Ensure any proposed changes to budget (increases or decreases) are done in accordance with the overall objective of inflation plus infrastructure, with a target tax of 3.5% inclusive of Region, with the City portion of the total tax rate less than 3%, while adhering to the following four principles that balance providing for today while preparing for our future:
a. Affordability
b. Livability
c. Sustainability
d. Transparency
This direction takes effect following Council’s vote July 15, 2025 and remains in effect until modified or revoked.
The Motion had an addendum attached to it:
Under Bill 3, the Strong Mayors, Building Homes Act, 2022, which amended the Municipal Act, 2001 (the Act) I Marianne Meed Ward, Mayor of the City of Burlington, hereby decide that, with respect to the 2026 Budget:
1) I will not exercise the power to veto under subsection 284.16(4) of the Municipal
Act, 2001; and
2) This Mayoral Decision provides written notice under subsection 284.16(4) of the Municipal Act, 2001, and subsection 7(7) of O. Reg. 530/22 to shorten the 10-day period to veto an amendment resolution passed by City Council to the proposed budget, to the date of council’s final deliberations and vote on amendments to the budget.
 By Pepper Parr
June 26th, 2025
BURLINGTON, ON
Most people are enjoying a decent summer – the same can’t be said for the people in the finance department.
This is the time they do that “line by line” review of the budget that will go to Council
It has always been my view that the line-by-line is more a’ matter of speaking’ rather than something they actually do.
 Eric Stern did his best to get the city to change the way it introduced the 2025 budget. He and his Focus Burlington colleagues expect to do the same thing with the 2026 budget. Last April, Finance sent a report to Council with a recommendation that they receive for information an outline of the 2026 budget process.
The report provides an overview of the process that will be undertaken to develop and finalize the 2026 Budget. Similar to previous years, the budget process will include:
A; substantial internal review and prioritization by city staff; B; numerous opportunities for public engagement throughout the process and C; opportunities for Council to bring motions to modify the Proposed Budget.
The 2026 Budget will again be aligned with the key principles of Affordability, Livability, Sustainability, and Transparency.
Additionally, the budget will provide a clear linkage to the Corporate Strategy, demonstrating accountability between what is achieved and the value to taxpayers.
Based on the draft schedule outlined in this report, the 2026 Budget is anticipated to be finalized in late November 2025. Budget approval in advance of the new year allows for the early tendering of capital projects, which can result in favourable pricing and construction timelines.
Before I go any deeper into the details Staff provided – some questions: What evidence does the city have that an early budget gives the city access to lower prices?
A clear linkage to the Corporate Strategy would be nice, but I don’t believe the Corporate Strategy has been completed.
Background – was this written with the help of AI?
This report provides an overview of the process that will be undertaken to develop and finalize the 2026 Budget
Similar to last year, the 2026 Budget will be aligned with the following 4 key budget principles
- Affordability – Balance providing for today while preparing for our future.
- Livability – Making sure the quality of life for the residents of Burlington is upheld and the services you depend on are enhanced, especially as we continue to grow by over forty per cent in the next 25 years.
- Sustainability – Our budget must provide for present needs while preparing for our future.
- Transparency – A simpler, easier to track and understand presentation of the budget, to foster better community engagement.
This rushing the budget as it is processed certainly doesn’t foster better community engagement.
Alignment to Corporate Strategy
As outlined in a Staff report (TRN-01-25), Burlington’s Strategic Planning approach on this same agenda, the City is undergoing an internal strategic realignment. This includes a revised 25-year Strategic Plan as well as a shift from the service-based Vision to Focus to a department-based 5-year Corporate Strategy.
 The current city Strategic Plan That Strategic Plan has not yet been updated to reflect Council’s thinking since the last revision.
This Corporate Strategy includes:
Strategic Directions for the organization. These are the high-level, overarching priorities to achieve the vision and mission; Deliver Positive Community Impact; Build Transparency and Public Trust; Unlock Innovation and Partnerships; Enable Sustainable Growth; and Objectives that Help Deliver the Goals. The objectives bridge the gap between the high level priorities and operational execution. These objectives are grouped in four balanced scorecard perspectives.
 Mayor Marianne Meed Ward giving a solid political speech. If these words were voiced by the Mayor or a member of Council they would make sense; they are a good election platform.
But this is a Staff report with data that is subjective and on point.
Has anyone seen these balanced scorecard perspectives?
How were they arrived at?
 The following wording from the Staff report is pure public relations speak, ticking off the boxes – an insult to people who care deeply about their city.
-
-
- Customer, Community, and Partners
Strengthen community resilience and environmental sustainability
Foster collaboration with external partners
Ensure services and decisions reflect community priorities
-
-
- Financial Stewardship
Drive financial sustainability
Optimize resource planning and utilization
-
-
- Internal Processes (Enablement & Operations)
Streamline operational and decision-making processes
Improve governance and accountability
Leverage technology for efficiency and enhanced customer experience
Build a foundation for operational excellence and future growth
-
-
- Our People
Strengthen leadership and staff relationships
Cultivate a high-performing leadership team
Develop a future-thinking and stable workplace culture
Strategic Performance Indicators that provide quantifiable insights into how effective the organization is executing and delivering the 5-year corporate strategy.
Linking the Corporate Strategy to the budget provides accountability between what is achieved and the value to taxpayers. This process provides a clear link between the strategy and the investment required to implement the initiatives.
The budget is one mechanism that implements the Corporate Strategy through specific project initiatives.
The internal process to inform the development of the 2026 Proposed Budget will include:
An extensive line by line review of the draft operating base budget submitted by each
department will be conducted by the Finance Department and Members of XLT
(Executive Leadership Team)
An extensive review of the draft capital budget will be conducted by the Corporate
Infrastructure Committee (CIC), that includes prioritizing projects based on council
priorities, asset management principles, and financial resource availability.
Staff will prepare a Financial Needs and Multi-Year Forecast report which will be presented to Committee of the Whole in June. This report will outline key budget pressures and significant drivers as well as make recommendations for additional budget investments to address key risks, increase or enhance service levels or address operational challenges.
This is embarrassing!
Public Engagement Process
The city will continue to use existing online engagement tools such as survey opportunities on GetInvolvedBurlington.ca.
The budget will be one of the featured booths at the City’s annual Food for Feedback event in September and a Telephone Townhall is again planned for November.
Budget Townhalls are scheduled in each of the City’s 6 Wards.
The Open Book platform will also be used to present the budget and allow the public to view the budget data in an interactive and intuitive format. This is a useful feature.
To facilitate public input, a draft budget summary document will be posted to the city’s website and hard copies made available in advance of the Budget Ward meetings, which begin on September 18, 2025.
Council Budget Review Process
 Councillor Kearns  Mayor Meed Ward and Councillor Kearns can be expected to “duke it out” during the budget debates. Similar to 2024, should a Member of Council wish to propose an amendment to the budget they are requested to complete a budget review form, which will be provided to all members of council
in an electronic format. Staff request that each Council member use these forms to highlight proposed amendments to the capital and operating budgets.
The consolidated listing of the budget review forms will structure the agenda for the budget review at the Budget Committee meetings beginning November 24th.
Key Dates & Milestones
In addition to the other public engagement methods mentioned earlier, the following schedule outlines key budget town halls and other public feedback opportunities:
Budget Townhalls and Feedback Opportunities (Draft Dates)
Location Ward Time Date
 There was a time when citizens gathered and reviewed copies of a proposed budget and were able to ask staff questions directly. Council members were in the room to hear what the people who elected them to office were thinking. That was real engagement. Food for Feedback (Central Park) September 13, 2025
Haber Community Centre (Community Room 1) 6 7:00-8:30 pm September 18, 2025
LaSalle Pavilion (Main Ballroom) 1 7:00-8:30 pm September 22, 2025
Burlington Senior Centre (Community Room 3) 2 7:00-8:30 pm September 23, 2025
Brant Hills Community Centre (Community Room 1) 3 7:00-8:30 pm September 24, 2025
Tansley Woods Community Centre (Community Room 1) 4 7:00-8:30 pm September 29, 2025
Appleby Ice Centre (Community Room 1) 5 7:00-8:30 pm October 2, 2025
Telephone Townhall (Date TBD) 7:00-8:30 pm Mid – November, 2025
The following schedule outlines the process Council will follow to review the Proposed Budget:
Draft Budget Review Dates
2026 Financial Forecast Committee of the Whole June 9, 2025
Release of Proposed Budget (agenda available October 24)
Committee of the Whole November 3, 2025
Divisional Budget Presentations by XLT Budget Committee November 13, 2025
Committee review of Proposed Budget, amendments proposed via Budget Review Form process take place at the Budget Committee November 24 & 25, 2025
Council review of Proposed Budget Special Council Meeting December 2, 2025
Notes:
Legislation requires a 30-day period for Council to review and amend the Proposed Budget once it has been released. This period can be shortened via a Council vote.
Following Council review of the Proposed Budget there is a 10-day period in which the Mayor can veto a budget amendment. This period can be shortened via a Mayoral Decision.
If the veto power were exercised, there is a 15-day period in which a 2/3rds majority of Council can override the veto.
After the process of amendments, vetos and overrides has passed the budget is deemed to have been adopted.
Financial Matters; Implications
 The ballot box is the biggest implication for the seven members of Council. The approved 2025 Budget invested $346.2M into delivering city services to the community and $88.6M into the capital program to renew aging infrastructure and invest in new community assets.
The budget process provides a venue in which decisions are aligned and made to ensure an appropriate balance between affordability, maintaining/enhancing service levels and financial sustainability is achieved over the long term.
The Financial Forecast will be prepared to recognize key budget drivers including ongoing inflationary pressures as well as investments required to stabilize service delivery. It will also make recommendations for increased funding to key areas to address the needs of our growing community.
Which inflationary pressures is Staff talking about? The latest report from the Bank of Canada had inflation at 1.7%
There is so much pure bumf in the city’s document that one might ask – was this written with the help of AI?
 By Pepper Parr
May 29th, 2025
BURLINGTON, ON
This is nothing to brag about.
 Burlington Residents’ Action Group (BRAG) is in the process of dissolving the not-for-profit corporation.
For some reason, the people of Burlington do not appear able to create a community organization that manages to bring about changes.
Oakville has more than a dozen community organizations that Mayor Burton brags about, even though they are frequently a pebble in his shoe.
ECoB Engaged Citizens of Burlington was created to try and hold the Goldring Council to account.
What they managed to do was hold all candidate meetings in all six wards, which resulted in five new members for a seven-member council.
 And then ECoB fell apart – they weren’t able to get to the point where there was strong representation at the ward level.
The BRAG situation seems to be due to philosophical differences -it had a very small four-member board that didn’t meet as much as it perhaps should have.
Some in leadership roles were not prepared to have to cope with some of the limitations that go with corporate titles.
The President of BRAG personally paid for the incorporation. Donations to BRAG were returned to the donors.
We understand that at a contentious Board meeting, two members of the Board were opposed to the dissolution of the corporation – they were apparently told that if they could not vote for a dissolution, then they would have to take over the board. The two chose not to take on that task.
A new organization has been formed by the two members who decided that a dissolution was the only solution. We are advised that the BRAG membership has yet to be advised of these changes.
The biggest issue is reported to be the creation of a policy document that was never created. Members wanted the organization to determine what they were setting out to do.
BRAG tended to focus on taxation matters and holding the civic administration fiscally accountable. We have not used the names of the people involved other than those who released statements. The fear is that this would become a he said she said back and forth.
Bad enough that the city is losing the one community organization that it had. In a statement given to the Gazette earlier today we are told:
“Community groups come and go. People volunteer their time for a cause that interests them. Sometimes, personalities get in the way; some members of the group are passionate about the group going in one direction, while other members may have different ideas. Burlington is certainly large enough to support many community groups.
“The folks at BRAG have arrived at a difficult decision and have decided to dissolve the organization.
 Stephen White  Eric Stern “Eric Stern and Stephen White have chosen to start a new group to carry on some of the work that BRAG was doing. The new group is named Focus Burlington. There are many steps to forming a community group, and Focus Burlington is working through those steps.
“The website is up and running at www.focusburlington.ca
“A not-for-profit corporation is being set up.
“The BRAG website will shut down on June 6th, 2025.
“BRAG accomplished many things, the most important of which was to let the people who work at City Hall, staff and council, know that some residents care about how the city shares information and where our tax dollars go. Burlington’s capital and operating budgets represent half a billion dollars, a huge amount of money, and taxpayers have every right to ask for value for their money.
“Focus Burlington has four main focus areas: Budgets, Development, Safety and Traffic.
“We expect city staff to present their 2026 Financial Needs and Multi-Year forecast in the near future, giving us a glimpse of the 2026 budget. The Focus Burlington budget team / formerly the BRAG budget team, is getting ready for a deep dive into the 2026 City of Burlington Budget.
“Stay tuned.”
Lynn Crosby speaking for what is left of BRAG said:
 Lynn Crosby “We at BRAG are writing to announce to you, our valued supporters, that it has been decided that BRAG will be winding down our operations. Our BRAG website will shut down on June 6, 2025.
“We have accomplished a lot in just over one year, and our dedication to holding elected officials to account; informing the public of what is happening at city hall; demanding true citizen engagement; speaking out for transparency, fiscal prudence and democratic principles, has not wavered. Some of us think that there may be other ways in which we can effect change, some want to take a breather from city politics, particularly in light of what is happening in the larger world around us in these unprecedented and worrying times.
“The next municipal election is in late October 2026 – which means the campaigning begins in less than one year. We believe that Burlington needs new faces around the council table and we each will continue to work towards advocating for change, in whatever ways we are able.
“We would like to thank each and every one of you for supporting BRAG. We had a large number of residents working hard behind the scenes with us: providing advice, doing research, studying those massive budget documents line by line, watching council meetings, and helping to spread awareness to other residents. We wish you all the best, and I’m sure our paths will cross again as we continue to work towards better things for Burlington as we approach the election, despite feeling the same election fatigue as you probably do!.”
How will it work out? BRAG certainly sent a strong signal to City Council. How much of their message actually got through is something that will become evident when Council gets into the debate on the 2026 budget.
This is going to be seen as the ‘election budget’; will it make a difference?
 By James Portside
May 18th, 2025
BURLINGTON, ON
The provincial government released its budget last Thursday. Burlington’s City Council has begun the process of setting out the budget for 2026
Let’s take a step back from the trees and look at the forest. What makes Ontario and Canada one of the best places to live? Some obvious answers are freedom from oppression, freedom of expression, and the rule of law.
Our standard of living is also in the mix. A vibrant private sector economy, competitively producing goods and services on a global scale, funds social services such as affordable housing, medical care, long-term care, etc.
Ontario’s economy is a complex organism. Roads and highways are the veins and arteries, family units and businesses are the cells, and governments regulate much like a thyroid gland. Our cells, our family units and businesses, are incredibly intelligent on their own. Governments need to administer medications carefully and watch for unexpected side effects.
Two policy changes at the federal level have led to a housing crisis seriously affecting the standard of living for Ontarians of all ages. We now have two classes in our society: established homeowners and everyone else.
1: Historically, the federal government built and maintained social housing. This practice ended in the 1990s. The beginning of the end was during Prime Minister Mulroney’s term, and the end of the end was during Prime Minister Chretien’s term. The National Housing Strategy Act (2019) changed this leaving society with the policies of the 1990s that created a 30-year deficit in social housing.
2: There are huge benefits to immigration; the federal government has been conducting an experiment to determine the most sustainable level of immigration. Mounting pressures on housing, transit, roads, hospitals, and schools are showing us we may have surpassed the sustainable level.
The Federal government’s prescription of higher immigration levels has had many side effects.
How does Ontario’s budget help with the housing crisis?
Housing is more than a solid roof over your head, people need water, sewers, roads, transit, health care, jobs, and child-care/schools. Ontario’s budget addresses these needs.
 The province has failed to meet the housing targets it set Housing:
| Spur new construction by simplifying and standardizing development charges. |
| Help Canadian manufacturers introduce innovative materials, systems to reduce construction costs. |
| Implement consistent building construction standards across Ontario. |
Transit:
| Deliver transit-oriented communities creating more jobs and housing near transit. |
| Speed up the development of transit by extending the Building Transit Faster Act to all provincial transit projects. |
| Invest $61 billion in public transit over the next 10 years. |
| Advance GO 2.0, a long-range plan for the GO Transit system. |
 Sewage treatment plant – Burlington Water and Sewer:
| Investing an additional $400 million into the Municipal Housing Infrastructure Program to help build local infrastructure to make way for new homes. This additional $400 million brings the value of this program to $2.3 billion, to be spent over 4 years.
The shortfall in Halton Region alone, for water and wastewater, is approximately $940 million. |
Health Care:
| $56 billion over the next 10 years in health infrastructure. |
| $280 million over two years for the expansion of Integrated Community Health Service Centres. |
| $235 million in 2025–26 to establish and expand up to 80 additional primary care teams across the province. |
Child Care:
| $30 billion over the next 10 years to support new and redeveloped school and child care projects |
Roads:
| $30 billion over 10 years for highway expansion and rehabilitation projects. |
| Permanently, at least for now, removing tolls from Highway 407 East. |
| Reducing the gas and fuel tax is expected to save households, on average, $115 a year. |
 What the new Credit River crossing is expected to look like. Jobs:
| A new tax credit for businesses that manufacture or process in Ontario. |
| Establish a new $5 billion strategic fund named the “Protecting Ontario Account” to help with tariff-related business disruptions. |
| A six-month deferral on provincial business taxes and WSIB rebates and premium reductions to help businesses weather tariff-related turmoil. |
| A tax credit to support Ontario’s shortline railway industry. |
| $500 million to create the new Critical Minerals Processing Fund |
| Up to $3 billion in loans through the Indigenous Opportunities Financing Program. |
| An additional $600 million to the Invest Ontario Fund. The fund’s mandate is job creation and investment attraction. |
| An additional $90 million to Venture Ontario. |
| $200 Million to the Ontario Shipbuilding Grant Program to provide grants to provincial shipbuilders. |
One Additional Item:
 The Airbus H135 Helicopter. Assembled in China and Germany. In response to Donald Trump Ontario is spending $57 million on two new H-135 helicopters for security and enforcement along the Canada / U.S. border.
Debts and Deficits
Ontario is forecast to pay $15.2 billion in interest costs in 2024–25, and $16.2 billion in 2025–26.
In total, the budget calls for $232.5 billion in spending, with almost 7% of our budget, 7 cents on every dollar, going to interest payments on the accumulated debt. This budget includes $14.6 billion in additional debt. Collectively, we need to outlast Donald Trump, sadly, additional debt may be the only way to do this.
No government can be all things to all people. This budget addresses a wide variety of issues facing the people of Ontario while considering the potential of a weakening economy and the need to continue to pay interest for the money borrowed in the past.
By Pepper Parr
May 15th, 2025
BURLINGTON, ON
 Provincial budget was read into the record at Queen’s Park this afternoon. The last item in the 232-page budget read into the record earlier today is a new bill that will allow cabinet ministers to continue to use and be referred to as “Honourable,” even after they leave office.
Currently, in Canada, provincial ministers typically use the term while in office, while prime ministers, senators and chief justices can be referred to as “Right Honourable” for life.
This is clearly a government that wants to be seen for being serious and focused on the needs of the people who will find themselves struggling financially when the proposed tariffs begin to bite.
Did a pay increase come with the title enhancement?
Given that housing is a huge driver of the Ontario economy, the following will be of interest.
Link – Ontario budget makes little mention of housing
 By Tom Parkin
March 24th, 2025
BURLINGTON, ON
No one’s ever accused Mark Carney of being middle class. But the former Toronto investment banker’s proposed “middle-class tax cut” includes ultra-high income earners like him.
The Liberal leader launched his campaign promising a “middle-class tax cut” that gives top benefits to millionaires and billionaires.
Carney’s plan would reduce the tax rate of the first tax bracket by one point, from 15 to 14 percent.
That generates a $574 benefit to anyone with a taxable income over $57,375 and right up to the top income earner. Those earning less than $57,375 would get a smaller benefit.
In 2015, Justin Trudeau also promised a “middle class” tax cut, but one that came with an off-setting tax increase on income over $250,000. That off-set cancelled any benefit once income exceeded about $263,000.
But with no offset in Carney’s plan, even the highest income earners in Canada are included in Carney’s “middle class” tax cut. The maximum $574 would be paid to Galen Weston, Chip Wilson, the Irvings, or the Thompson family. And Mark Carney.
Tax payable on a taxable income of $30,000 would be reduced by $300 and tax payable on $50,000 would fall $500.
While anything is helpful for low-income Canadians, bolder steps like the national dental care program deliver much more impact, saving a low-income family of four $1,809 a year, according to 2024 budget documents.
class=”header-anchor-post”>Carney kills planned tax hike on capital gains over $250,000 a year
 Prime Minister Mark Carney Today’s pledged tax cut for even the richest Canadians comes after Carney cancelled Trudeau’s plan for two-thirds of capital gains over $250,000 a year to become subject to income tax, up from half. Half of the amounts up to $250,000 a year would continue to go tax-free.
Capital gains are the amount earned from buying then selling capital assets, such as company stock, and are treated differently than employment income in tax law.
In recent research paper in Policy Options, tax experts using 2019 tax filer information found the entire benefit of Carney’s cancellation would flow to just 46,705, or 0.16 percent, of tax filers. That group had an average income of $1,183,157 in 2019.
For 99.86 percent of Canada’s 29 million tax filers, there would be no benefit from Caney’s tax cancellation.
In 2027-2028, cancelling capital gains changes is projected to be worth $1.8 billion to that very small pool or investors earning more than $250,000 a year in capital gains. The amount saved is projected to rise to $2.3 billion in 2028-29.
On starting at the Bank of England in 2013, Carney was being paid $1.4 million a year. Seven years later, Carney left to join Brookfield Asset Management, an investment bank with $1 trillion in assets that owns everything from privatized hospitals to local utilities and real estate.
Carney served as Brookfield board chair, resigning January 16, 2025.
Last week, a US corporate filing by Brookfield Asset Management shows Carney and two other executives together earned $4 million in salary, $3.5 million in cash bonuses and $67,439 paid to retirement savings contributions and Brookfields’ executive medical program.
The $7,567,439 total, if averaged between the three executives, would be $2,522,479 each.
Despite his ultra-high income, Mark Carney has included himself in his “middle-class tax cut.”
Brookfields’ 10-K filing also shows Carney held 409,300 Brookfield share options on December 31, 2024. On Friday’s close, Brookfield stock traded at $53.65. But Carney’s options let him buy those shares for the deeply discounted price of $37.54.
If Carney exercised any share options on Friday, he would’ve earned $16.11 per share, the difference between the $53.65 market price and the $37.54 option price. If he exercised all his 409,300 share options on Friday, he would have earned $6,598,823.
While stock option income is usually treated as a capital gain, and therefore only half taxed, earnings from stock options received as employment compensation are employment income and must all be included as income. However, the employee stock option benefit deduction parallels the capital gains inclusion rate, delivering the same effect, a detailed topic for a future date.
By Julieta Belen Correa
February 10th, 2025
BURLINGTON, ON
Canada is home to some of the most diverse bucket-list destinations on the planet — it has some of the best ski slopes, thousands of kilometres of untouched nature, and multiple hubs of commerce and entertainment of international renown. This, coupled with its expansive tourism push in recent years, means that Canada relies on an adaptable and modern aviation industry.
Luckily for tourists and Canadians alike, the nation hosts North America’s busiest and most technologically advanced airports, perfect for handling the influx of tourism expected over the next ten years. Take a look at the top ten busiest airports in Canada.
10. Kelowna International Airport (YLW)
You can fly into Kelowna, a critical gateway to British Columbia’s Okanagan region, to explore some of Canada’s best wineries, lake regions, and the breathtaking scenery of Osoyoos. The airport serves around 2,000,000 passengers a year and offers destinations nationwide and routes all the way down to sunny Mexico.
 Billy Bishop, named after a Canadian war hero is an airport minutes from downtown Toronto 9. Billy Bishop Toronto City Airport (YTZ)
Toronto’s second-largest airport, situated on the Toronto Islands, is named after one of Canada’s most iconic fighter pilots. This airport caters to just over 2,000,000 passengers a year and makes a great alternative to the massive Toronto Pearson International Airport, especially if you’re looking for either domestic or short-haul flights. You can expect shorter security queues and faster processing times so that you can make every minute count of your vacation or work trip.
 If your destination as a tourist is Halifax International – you will want to visit Peggy’s Cove. 8. Halifax Stanfield International Airport (YHZ)
Coming in at 8th place on the list is Halifax Stanfield. The airport serves the Halifax region, mainland Nova Scotia, and other areas in the Maritime provinces. As Canada’s easternmost international airport, it is a vital connection for rural communities and also provides hundreds of jobs for the region’s tourism sector. The airport generated a massive C$4.2 billion for the Nova Scotia economy in 2023 alone, and with a rise of over 20%, it’s expected to continue to grow in the coming years.
The airport is also home to numerous Fixed-Based Operators (FBOs), private companies that provide essential aviation services like fuel, parking, maintenance, and passenger amenities.
7. Winnipeg James Armstrong Richardson International Airport (YWG)
Winnipeg James Armstrong Richardson International Airport, located in the Winnipeg Capital Region, handled just over 4 million passengers last year. YWG is crucial for connecting small communities living in difficult conditions with regularly scheduled flights to Northern Manitoba, Northwestern Ontario, and Nunavut.
6. Ottawa/Macdonald–Cartier International Airport (YOW)
As the airport serving Canada’s capital city, Ottawa International is a home base for Canadian North and a major hub for Porter Airlines, which is investing $65 million into the airport infrastructure over the coming years. The airport serves the National Capital Region with over 4 million passengers annually — a 36.9% increase on the previous year, the highest such growth among Canada’s busiest airports.
The airport’s modern terminal, extended in 2008, features artwork reflecting the region’s history and culture, creating a uniquely Canadian welcome for first-time visitors to the country.
5. Edmonton International Airport (YEG)
Climbing into the top 5 busiest airports in Canada sees a marked jump in passenger numbers, with a massive 7.4 million passengers flying in and out of Edmonton International Airport. The airport caters to residents and visitors to the Edmonton Metro Region, some three hours north of Calgary.
The airport itself is so busy due to the lack of other major cities in the region, making it the only major airport for those travelling from Alberta and Saskatchewan.
 Calgary International 4. Calgary International Airport (YYC)
Calgary International Airport, also known as “the gateway to the Rockies,” serves a whopping 18.5 million passengers a year. One reason for YYC’s huge numbers is its proximity to Banff and Canada’s impressive range of ski destinations.
YYC is home to two terminals — one domestic and one international — and serves as the main hub for Canadian airline WestJet. The airport offers world-class accessibility with modern parking systems, easy-to-use car rental services, and the reliable Calgary Transit System, which offers routes across the region.
3. Montréal–Trudeau International Airport (YUL)
Serving the Greater Montreal area, Montréal–Trudeau International Airport is a bustling hub that managed over 21 million passengers in 2023. This large operation is the region’s primary link between Canada’s French-speaking population and the rest of the world.
YUL’s strategic location makes it perfect for transatlantic flights, with popular routes to Paris, London, and Frankfurt. This dynamic location, combined with a modern general aviation terminal, makes it an ideal airport for those looking to charter a private plane to Europe and beyond. Domestic travellers also benefit from frequent flights to Toronto, Vancouver, and Halifax.
 Vancouver International 2. Vancouver International Airport (YVR)
Vancouver International Airport, nestled on Sea Island in Richmond, British Columbia, is the busiest airport in Western Canada. Welcoming almost 25 million passengers in 2023, the airport is the ultimate gateway to the region’s surrounding mountains, lakes, and the icy North Pacific. YVR is consistently ranked as one of the best airports in North America and was most recently named as the number-one airport on the continent in 2024.
Vancouver International is also the nation’s best link to Asia, with frequent flights to Tokyo, Hong Kong, and Seoul. Its location also makes it a popular stopover for flights to Australia and New Zealand.
1. Toronto Pearson International Airport (YYZ)
With almost double the capacity of number two on the list, Toronto has been Canada’s busiest airport for decades. It’s the primary hub for Air Canada and the second busiest arrivals hub for international travellers to North America. Serving the Greater Toronto Area, Pearson handled an impressive 44.8 million passengers in 2023, making it the pride of Canada’s already-impressive aviation industry.
 Pearson International Located just outside Toronto in Mississauga, Pearson offers direct flights to destinations on every continent. With its cutting-edge amenities, including world-class dining and shopping, Toronto Pearson sets the standard for Canadian airports when it comes to sheer size and availability.
Canada, Connected
With some of the most forward-thinking, accessible, and downright massive airports in North America, Canada continues to impress year-on-year with its dazzling array of airports. Vancouver continues to offer the best service in North America, Toronto Pearson connects you to the world with ease, and Calgary, Halifax, and Winnipeg airports continue to provide a vital lifeline to some of the continent’
By Pepper Parr
February 10th, 2025
BURLINGTON, ON
 2017 fire that destroyed most of the buildings The Paletta International site just off Appleby Line that was destroyed by fire in December 6th, 2017 is beginning to be re-animated.
The company has conditional site plan approval. The company is currently working through the various conditions one of which is obtaining Committee of Adjustment approval.
When completed the site and bring new employment and economic opportunity to the city.
Building designs are still a work in progress however there is a site plan.
Along with plans to eventually construct a new Alinea headquarters building, there will be approximately 300,000 square feet of new leasable light industrial / employment space in three new buildings.2017
Everything on the 18.5-acre property will be demolished and replaced with modern employment and office buildings. Given the uncertainty of timing to this point, no tenants for the light industrial / employment space have been sought yet; that will come in due course. “We are already getting calls from companies expressing interest in being part of this exciting redevelopment,” said a company spokesperson.
The 2018 fire meant there were going to be many changes in what the company would do and the business they were going to be in.
The death of Pasquale “Pat” Paletta, in 2019 brought about changes in the leadership and management style.
 The late Pat Paletta with his four sons. One huge change for the company was the creation of Alinea which didn’t include all four of Pat Paletta’s sons. Angelo Paletta went in his own direction while the other three brothers formed Alinea that is now focused on plans for the Bronte Meadows site and the 1200 King Road property
“While there may be a few minor tweaks to this plan in relation to the future Alinea headquarters building, there is a general sense of what’s being planned.
Property that was acquired by the Paletta family in Burlington was first used to pasture cattle; the company grew to become the largest beef processing operation in Eastern Canada; it was later sold to Canada Packers.
 The structure shown in orange will be the head office for Alinea. The other three structures will be developed when market conditions are right. The company added poultry processing (Tender Choices) to its operations.
 Both business lines were eventually sold and the focus was shifted to property development.
Alinea is working out of what is left after the fire. “All existing buildings on the property will be demolished once Demolition Permits are obtained later this year. Specific demolition and construction timelines have yet to be determined, but we do know that for practical purposes development will need to be phased over several years.
Exciting days for the company
By Staff
February 4th, 2025
BURLINGTON, ON
John C. Munro Hamilton International Airport Announces a new strategic airline partner, Porter Airlines.
Porter will initiate service at Hamilton International beginning in early June 2025, introducing daily service from Hamilton to four popular domestic destinations: Calgary, Edmonton, Halifax, and Vancouver.
The airport will move now on planned terminal upgrades that will begin immediately.
 The long-term collaborative partnership between the City and TradePort, in place since 1996, has positioned the airport as a critical driver of connectivity, economic growth, job creation, and community partnerships for Hamilton and the surrounding region. Under the new lease, efforts to expand air service, enhance the passenger experience, and deliver safe, sustainable, and efficient operations will continue – starting with planned terminal upgrades that will begin immediately.
Airport enhancements will include an updated exterior frontage with new and expanded canopies to improve curb operations, and a refresh of terminal interiors from check-in counters and passenger screening areas to gate seating and baggage claim. Integration of architectural elements and finishes inspired by the region’s natural geography will lend the airport a unique sense of place, while new digital signage and lighting upgrades will enhance the overall travel journey.
Additionally, future enhancements will include passenger jet bridges to connect the terminal directly to aircraft – a first for Hamilton International – and terminal infrastructure upgrades to position the airport for future expansion to accommodate expected air traffic growth
Airport enhancements will include an updated exterior frontage with new and expanded canopies to improve curb operations, and a refresh of terminal interiors from check-in counters and passenger screening areas to gate seating and baggage claim. Integration of architectural elements and finishes inspired by the region’s natural geography will lend the airport a unique sense of place. New digital signage and lighting upgrades will enhance the overall travel journey.
Future enhancements will include passenger jet bridges to connect the terminal directly to aircraft – a first for Hamilton International – and terminal infrastructure upgrades to position the airport for future expansion to accommodate expected air traffic growth.
By Harold Dickert
January 18th, 2025
BURLINGTON, ON
No one is talking about “Garbage into oil” technology. Not even the Canadian Liberal Party, who added major funding to the world’s largest facility now under construction just outside of Montreal – built by Enerkem (https://enerkem.com/).
 From 360 000 tonnes of waste To 285 000 000 liters of clean fuels
Continue reading We can turn garbage into fuel – so why aren’t we doing that
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