 By Staff
November 18th, 2019
BURLINGTON, ON
This could have been a Burlington story but the local company that is national in scale have been scooped by a Milton operation.
The story is the use of drones to deliver goods – this gives Just in Time delivery (JIT) a whole new dimension
 How much can they carry; how far and hoe fast can they go – and what about the regulatory environment. DSV Canada, the Global Transport and Logistics company, has just announced a new commercial agreement with Drone Delivery Canada (DDC) allowing them to deploy DDC’s drone delivery technology at their new 1.1 million square foot head office, logistics and warehouse facility in Derry Green Corporate Business Park.
The company, which has become a leader in delivering integrated and innovative supply chain solutions, has chosen Milton to launch this new commercial operation.
The initial operations will be deployed in early 2020, with the potential for expanding the initial drone routes to over 20 more by the end of the year.
By Pepper Parr
November 18th, 2019
BURLINGTON, ON
The 2018-2022 Vision to Focus Financial Plan is complex, expensive and a different approach for Burlington.
The meeting was to receive the Financial Plan for the implementation of the strategic initiatives as defined in the 2018-2022 Burlington’s Plan: From Vision to Focus (V2F).
The portions of that vision that were to be tackled by council and Staff were:
Promoting Economic Growth
Intensification
Focused Population Growth
Increased Transportation Flows and Connectivity
Healthy Lifestyles
Environmental and Energy Leadership
Good Governance
Community Building through Arts and Culture via Community Activities
On April 11, 2016 Council approved the city’s 2015-2040 Strategic Plan; transforming the Strategic plan into a central policy document and guiding the community’s key activities, investments and actions. Realize that the city council we had in 2016 is not the city council we have today. Nevertheless the Strategic Plan created then is still in place.
What city council has done is approve the creation of a Business Plan that has been named Vision to Focus (V2F) which sets out what Council and the Burlington Leadership team have identified as the key priorities for the balance of this term of office. This document establishes the strategic actions and initiatives that will focus the city’s efforts over the next four years.
The V2F work plan intends to deliver on five focus areas, with a total of 75 initiatives which are aligned to the 25-year Strategic plan.
The five focus areas are as follows:
• Focus Area 1 – Increasing Economic Prosperity and Community Responsive Growth Management
• Focus Area 2 – Improving Integrated City Mobility
• Focus Area 3 – Supporting Sustainable Infrastructure and a Resilient Environment
• Focus Area 4 – Building more Citizen Engagement, Community Health and Culture
• Focus Area 5 – Delivering Customer Centric Services with a Focus on Efficiency and Technology Transformation
 It’s a solid plan – can the city deliver on council’s expectations? And do enough of the city Councillors fully understand what it is about? They are at phase two and have hit some speed bumps. The trick is to ensure that the five focus areas and the initiatives within them are aligned with the budget – that translates into – are we sure the money to do all these things is going to be in the bank.
Phase 1 of the Financial Plan for the 2015-2040 Strategic Plan was approved in July 2016 and provided a long-term financial plan to build for the long-term implications that would be realized with a 25-year vision.
None of this is going to be cheap.
A Strategic Plan Reserve Fund was established to hold funds to administer and deliver the initiatives laid out in the plan. Any unspent dollars from the annual strategic plan base budget funding is allocated to the reserve fund.
Retained Savings: Minimum of $500,000 towards the Strategic Plan reserve fund provided the city’s retained savings is $1 million or greater. Retained Savings is what most of us know as the surplus – money that was budgeted but not spent or revenue projections that turned out to be better than expected.
Base Budget Funding: The following is a list of annual base budget funding that will be used for strategic plan implementation;
Strategic plan implementation $150,000
Policy initiatives reserve fund for planning initiatives $100,000
Culture reserve fund for cultural initiatives $50,000
Community Investment reserve fund for community engagement and empowerment initiatives $80,000
That’s a cumulative total of $380,000 – before any goodies that might come from Burlington Hydro. Policy is to allocate future special dividends received from Burlington Hydro towards the strategic plan
The following financial plan was approved by Council to meet the funding requirements at that time and plan for future requirements.
This is to cover “much of the core planning and policy work associated with achieving the implementation of the 25-year vision of the city’s Strategic plan. Also, there are certain distinct initiatives that begin to directly deliver some of the plan commitments. Incorporated within the Focus Areas are references to many other important documents, such as the
Official Plan,
Zoning By-Law Review,
Integrated Mobility Plan,
Transit Business Plan, and Mobility Hub Plans, to name a few.
These documents will represent a holistic approach to planning ahead and form the foundation for the future success of many of the initiatives laid out in the V2F work plan and the overall strategic plan.
 Type is small – if you can read it – is this what you want your city to do for you? All this planning got Mayor Meed Ward “fussed” as she put it.
The Urban Forestry Management Plan has her asking why trees could not be planted while the planning was being done. We know we are going to be planting trees – so let’s start doing just that, said the Mayor.
With the Staff report read into the record the meeting moved on to asking questions of Satff
 The Mayor was not impressed – she describes council as nimble and agile and wants that reflected in the work that gets delivered to them. Meed Ward had had enough.
She said that what we have here are plans to develop plans.
We will be spending a lot of money without seeing any change happen.
This council has shown itself to be very action oriented
Can we not reduce the time frame or the cost for all this – preferably both.
Can we not go outside and get some of the help we need?
Meed Ward said she understood that Planning and implementation are joined at the hip but we need to see changes on the ground.
So what can we do she asked.
City manager Tim Commisso responded saying he understood and that the report was a snapshot of where we are.
We are starting so that we have something to measure; we want to be able to nail down the numbers. Meed Ward still wasn’t happy.
She said she wanted to see “expedited” and added that she gets a little jaded about plans and added to that that in her time on council she has seen four or five different master plans.
Trees are something we can measure while we plant.
We want to be a nimble, agile council; can we act and plan at the same time ?
City manager Commisso said “yes we can”.
That was the best the Mayor was going to get out of staff that evening.
The report was moved as received and filed.
But a message had been delivered.
Council was told that “Following the quick wins and initiatives that are transitioned to operations, 51 initiatives remain.
Of these, 19 initiatives are well defined, financial resources are clearly identified and the target for completion is within the four-year time-frame.
The other 32 initiatives are multi-faceted. Multi-faceted initiatives have a foundational and an implementation component. The foundational aspect of the initiatives represents comprehensive planning that needs to occur in order to lay the foundation for future work and decision making. This planning period will occur over a four-year time-frame (2019-2022) and the resulting documents will collectively assist in guiding the City through critical decision points on executing the completion of the initiatives. The implementation component will extend beyond the four-year time frame and the required costing and timing will become available once the planning work associated with it is complete.
The following plans/ reports (not a comprehensive list) are scheduled for completion and/or initiated within the next four years;
• Adopted Official Plan
• Audit and Accountability Report
• Mobility Hub Plans
• Transit Business Plan
• Integrated Mobility Plan
• Climate Change Action Plan
• Green Fleet Strategy
• Fire Master Plan
It was close to mind boggling. The challenge is to determine if the Staff are available to do the work and if the funds are there to pay for the consulting that is going to be needed.
There will be more on this file in the months ahead.
 By Staff
November 18th, 2019
BURLINGTON, ON
There is something about the seasons.
 Apples left on a tree -look a little like Christmas decorations. We know what they are but we aren’t always prepared for what they bring us.
Farmers are in the fields doing some scrambling to get crops in before they lose what was planted.
Some produce doesn’t get harvested.
This lone tree will hang on to its fruit until total frozen and the apples fall to the ground.
The dogs seem to like them.
By Claire Nash
November 17th, 2019
BURLINGTON, ON
Getting around without a car is not everyone’s cup of tea. While public transport might be a viable way to get from place to place, many of us do not have the time – or patience – to use it. Which is why we still buy cars, despite there being more ways than ever to commute without owning one yourself.
 You should always go into the decision having considered all the facts. However, buying a car is an activity fraught with potholes. There are so many ways you can get caught up paying off a car that wasn’t really what you needed in the first place. You should always go into the decision having considered all the facts.
Here are three important things to consider before buying a new car.
1. Do you need a bank loan?
Whether you are going to buy a first-hand or second-hand car, you could make use of a bank loan. This might be to your benefit even if you could technically buy it direct. Money in the bank now is possibly worth more than the extra you end up spending on payments in the long run. Make a checklist before applying for a car loan to come to a more informed decision. It’s great to not have to think about paying your car off, but what you do with the money in the bank can make a big difference to your financial status.
2. Do you need to drive?
Having your own car might seem cheaper than using Uber or Lyft on a day-to-day basis. But there is something else you need to take into account, which you should consider even if you already own a car. Time is money, and we spend a lot of time in transit. Think about how much one hour of your time is worth. With that in mind, how much money does your daily transit cost?
If you are not driving, you can make better use of your transit time. Unless you have issues with motion sickness, you can pull out your laptop and get work done. Alternatively, you can work on a passion project that you otherwise would never have time for. Is this time worth more than you’d be paying on a ride-sharing app?
With this approach, you can even consider buying a cheap car and hiring a driver part-time. Not everyone can afford this, even if they buy a used car, but those who can should consider it.
3. How much will maintenance cost?
A mistake many people make when buying a car is not taking maintenance costs into account. It’s not because we’re unaware of them, but because we put off thinking about them. However, maintenance massively impacts how much the car really costs. A cheap second-hand car could end up costing you more than a new car, because you have to constantly repair problems. And some imported new cars will cost you big in the long run because parts need to be brought in from elsewhere.
Maintenance costs are impossible to accurately calculate in advance, but try and get a general idea of the state the car is in and how much the parts cost. This can also help you come to a decision of whether it might not be cheaper to use Uber to get everywhere.
 By Staff
November 17th, 2019
BURLINGTON, ON
This is one of those events that has three different organizations behind the wheel as it were.
The Library is sponsoring it – you will need your library card to register.
The Art Gallery is the venue for the event – they have the space.
And A Different Drummer is in there should you want to buy the book.
The event is an opportunity to hear an “ever-droll playwright, novelist, and social commentator discuss his life, career and the concerns at the heart of his artfully wry and poignant new work of fiction, Chasing Painted Horses.
The star of this show is Drew Hayden Taylor who is “one of the dangerous writers who knows the potential of humour, and how far it can reach into a society, how deep it can cut, how quickly it can heal.”
He’s an award-winning playwright, novelist, journalist, scriptwriter and artistic director of Canada’s premier Native theatre company—and a very funny man. BPL is thrilled to welcome back Drew Hayden Taylor to share his latest novel, Chasing Painted Horses.
Admission is free–please register at this link or by contacting us at 905 639 0925 or diffdrum@mac.com.
If you don’t have a library card give the Drummer a call – they can register you. Seating is limited – there are a reported less than 30 left.
 By Pepper Parr
November 15th, 2019
BURLINGTON, ON
That young deer that got stranded on the not frozen enough pond at Royal Botanical Gardens tells us that we are close to being able to create neighbourhood ice rinks.
The City of Burlington is encouraging neighbours to come together to maintain outdoor community ice rinks at their local park this winter.
Applications for the Neighbourhood Rink program are available now at burlington.ca/neighbourhoodrink and are due by Dec. 1, 2019.
 There is something so very Canadian about being out on an ice rink set up by neighbours where everyone can take part. A lot nicer than any indoor rink.
Applicants can choose from nine City parks that have a dedicated water supply or another local park without a water supply. Groups looking to organize a neighbourhood rink will need a minimum of six people from their community to maintain the rink.
City staff will install rink boards and hoses in each requested park and provide a tarp (or voucher for a tarp) and a training manual with tips on ice maintenance. As the colder weather arrives, each neighbourhood group will flood the rinks to get them ready for a first skate and then maintain them throughout the winter.
Neighbourhood rinks are open to all community members to skate for free.
 Chris Glenn, Director of Parks and Recreation Chris Glenn, Director of Parks and Recreation lauds the program run by his department. He said: “A neighbourhood rink is a great way to get outside and play with your neighbours during the winter months. A key new feature we’ve included this year is a tarp. It sounds simple but we heard from many of last year’s groups saying a tarp will do wonders to keep the rink in better condition as we go through freeze-thaw cycles. Early forecasts are calling for a long, cold winter which hopefully means a long time for everyone to enjoy the great Canadian pastime of outdoor skating and playing outside.”
 By Staff
November 16, 2019
BURLINGTON, ON
The Gospel According to St. Nick wants to put you into the Gospel Groove with music from Burlington New Millennium Orchestra (BNMO).
 The BNMO is comprised of highly respected musicians and talented soloists whose performances are comparable to the Canadian Opera Company, Metropolitan Opera and Boston Pops with inspiration from the Trans-Siberian Orchestra.
Specializing in broad-based non-classical performances, BNMO is genre-crossing. Their repertoire features Pops, Broadway, Jazz, Rock, and World Music, and many of the scintillating arrangements are penned by Conductor and Artistic Director Charles Cozens.
Charles Cozens is the driving force of the BNMO. A highly acclaimed arranger, composer and orchestrator, Maestro Cozens is best known for compelling symphony shows, featuring his arrangements for full orchestra, performed by artists that include Sir Elton John, Randy Bachman, The Nylons, Mark Masri and more.
 TC3’s proudest fact is that young people who stay with TC3 complete high school and an impressive 90% continue on to higher education. The Toronto Children’s Concert Choir & Performing Arts Company (TC3) is part of the very full program. They are more more than a choir. Bringing together young people ages 7 to 18 from across the Greater Toronto area, TC3’s mission is to promote, develop and encourage youth through inspirational song, dance and Afro-Caribbean drumming. The focus is always on establishing excellence, holistic development and first-rate performance.
The premier program of The HopeWorks Connection TC3 has performed on television, at corporate events as well as at sold-out performances and on international tours. They have also released an award-winning album. However, TC3’s proudest fact is that young people who stay with TC3 complete high school and an impressive 90% continue on to higher education.
Among that talent that will be featured are:
 Gavin Hope is a natural-born performer with a truly exceptional, emotional voice. Gavin Hope is a natural-born performer with a truly exceptional, emotional voice whose diverse career includes song, stage, TV and film. This Juno-nominated solo recording artist has performed around the world sharing the stage with such greats as Aretha Franklin, Natalie Cole and James Brown.
His theatre highlights include lead roles in the original Canadian companies of RENT, The Lion King (Mirvish), The Tempest (CanStage) and As You Like It (CanStage). Gavin is also known for his work performing as a member of the Canadian a cappella vocal group The Nylons, with whom he has toured the world and recorded six studio albums (two of which were nominated for Juno Awards).
 Alexandra Oliver is a Burlington-based poet, who will read a poem written specifically for this BNMO “Gospel Groove” event. Arlene Duncan is a Canadian singer, songwriter and DORA award-winning actress who has worked extensively in theatre, television, radio and film, but is perhaps best known for her role as Fatima Dinssa on the hit CBC series “Little Mosque on the Prairie”. She was also recognized as Female Vocalist of the Year at the Canadian Black Music Awards and received an African Canadian Achievement Excellence in Arts award.
Duncan‘s theatre credits include the Dora Award-winning production of Ain‘t Misbehavin, and the Tony award-winning musical ―Caroline or Change. The multitalented Duncan has appeared in many commercials and sang jingles for McDonald‘s and Pepsi.
 Arlene Duncan is a Canadian singer, songwriter and DORA award-winning actress. Alexandra Oliver is a Burlington-based poet, who will read a poem she has written specifically for our BNMO “Gospel Groove” event.
Alexandra Oliver’s 2013 collection Meeting the Tormentors in Safeway was the recipient of the 2014 Pat Lowther Memorial Award, and her most recent collection, Let the Empire Down, was also shortlisted in 2017. Her libretto for From the Diaries of William Lyon Mackenzie King, conceived in conjunction with composer Scott Wilson, was performed by Continuum Music in Toronto in 2017.
Oliver is a past co-editor of Measure for Measure: An Anthology of Poetic Meters (2015) and the Toronto-based formalist journal The Rotary Dial. She is currently enrolled as a PhD student in the Department of English and Cultural Studies at McMaster University. Oliver’s most recent chapbook, On the Oven Sits a Maiden, is available through Frog Hollow Press.
It all comes together at 7:00 P.M., Saturday, December 7th, 2019
Port Nelson United Church, 3132 South Dr., Burlington, ON L7N 1H7
Tickets: $45 Adult | $25 Youth 18 and under incl. HST Tickets are only available through the BNMO website.
 By Staff
November 16, 2019
BURLINGTON, ON
They are going to do it again; a Sunday afternoon Matinee when the music will be sublime at A Different Drummer Books.
Performed by Andrea Battista, violin; Philip Corke, guitar and Shiori Kobayashi, clarinet
 Andrea Battista, violin; Philip Corke, guitar and Shiori Kobayashi, clarinet Sunday November 24th, 3pm at A Different Drummer Books, 513 Locust Street Burlington
IIan Eliott said he is delighted to herald the return of his marvellous friends Andrea, Philip and Shiori who will celebrate great cinematic scores in an enthralling concert.
Tickets are $15. Refreshments will be served. Please contact us at (905) 639 0925 or diffdrum@mac.com to reserve seats.
By Pepper Parr
November 15th, 2019
BURLINGTON, ON
Along with the decision to move Angela Morgan out of the Clerk’s office and have her head up a new Customer Service initiative the city manager released a new organization chart and a new configuration for the Clerk’s Office once a new Clerk has been hired.
The organization chart set out below:
 Heather MacDonald: probably the most effective front line staffer the city has. She came into a department that was in rough shape facing a work load that was beyond anything the city had ever seen. Heather MacDonald will serve as the Executive Director of Planning, Regulation and Mobility; Allan Magi will serve as Executive Director of Environment, Infrastructure and Community Services while Angela Morgan will serve as the Executive Lead of the Customer Experience.
 Tim Commisso sits at his space in council where he observes and speaks when the direction of the discussion needs a bit of a reset or course direction. Said to be a “nice guy” – but he is no pussy cat. Tim Commisso explains that the executive lead will have strategic management and operational decision making within their direct the scope of responsibilities. Their authority however is still at a staff level and they all report to me directly. The EDs will be part of a New Strategy and Risk Senior Management Team that will regularly report to Council on matters related to corporate strategy and risk management; the Vision to Focus Work-plan will be one of their major focal points.
The title Executive Lead is used for the Customer Experience initiative as it involves leading both both a major corporate project (CRM implementation) and well as ongoing functional responsibilities including Service Burlington. The position is new, will be in place for next three years and is a result of redeployment of an existing staff complement position.
The Executive Director of Strategy, Risk and Accountability is currently being advertised.
Every city manager puts their thumb print on the way they think the administrative and service delivery side of the things should be managed.
Tim Commisso recently told the Gazette that he will not be a front line hands on manager. He will work at the strategic level and give staff every opportunity to strut their stuff and show what they can do.
 Former City manager Jeff Fielding: certainly put his stamp on the way the city has to be run. But he left before the glue on the stamp took hold. It’s certainly a different approach that Jeff Fielding brought to Burlington and radically different than what James Ridge saw as the way to get things done. Fielding left for greener pastures and served as the City Manager in Calgary for five years and returned to Ontario where he serves as Chief of Staff for Toronto city manager Chris Murray, who was prior to moving to Toronto the city manager for Hamilton.
In the municipal world it is a game of musical chairs – except in the municipal world everyone gets a chair.
Developing a career in the municipal sector has been a challenge for those who work in Burlington. The significantly different leadership styles that have existed for the past five years is unsettling at best. The lower salary rates doesn’t keep people in Burlington for long and the cost of housing doesn’t help either.
 By Tom Muir
November 15th, 2019
BURLINGTON, ON
At a November 4 meeting of Committee of the Whole, transportation staff was giving Council Committee an overview of their five year business plan for Transit.
Councilor Sharman had read the report carefully and he had major problems with some of the numbers. He didn’t like the math, and he had some very challenging words to staff on what he thought.
Subsequently, he made a motion to forward the staff report to the Council meeting Agenda of Monday, November 18 for further scrutiny and discussion. This motion was carried 5-2.
 The disputed Table 5 It will be interesting to see what happens at this meeting and how Council responds to his concerns and position. This analysis and startling assessment of a staff report, by a Councilor, is very unusual in my experience and is what motivated me to write this opinion piece.
“The numbers are all completely wrong, and there are a number of things where they don’t make sense”; “Table 5 is completely wrong”; are the gist of what he was reported to say in a story by the Burlington Gazette.
 Tom Muir – if there is a flaw in your data – he will find it. Since I was a citizen member of the City Development Charges Consultation Committee that considered the transportation and transit service plans, and I had expressed serious concerns of my own to this Committee on the transit plans and unfunded costs to 2031, and Councilor Sharman was the Committee Chair, I reached out to him to ask what was behind his serious concerns and the words he chose.
I found we had a lot in common in our views of what is really a complicated situation that is a big deal in its own right, but in particular, for laterals to the City Budget, which happens to be under review right now.
Significantly, the stated focus on Table 5 of the 5 year business plan report goes to the heart of his discontent as the Table summarizes the finances of the 5 year business plan – Planned Operating Costs and Revenue, wherein you can see the bottom line Net Operating Costs, dollars that need to be mostly funded from somewhere in the Budget, going from about $13.5 million to almost $20 million annually from 2020 to 2024.
 Councillor Paul Sharman And peering a little closer into some line items you can see another possible alarm bell in the fact that the Operating Costs are comparatively “hard”, if implemented, but the Revenue estimates, which are based on the assumed ridership associated with the services provided by the costs, are decidedly “soft”, and to the both of us, not believable.
As far as I can discern, neither Mr. Sharman nor I have any idea where this growth is going to come from, and this was also discussed at the DC Committee meetings. This is also being pushed by the Halton Region in their DC study to increase the modal split by assuming it can be done.
In our discussion I think the crux of the matter is shared – the lack of a rationale to show how the transit system configuration proposed will work to provide real results. Remember, this is a Business Plan, and it seems obvious that such a thing should have a firm evidentiary foundation in support of an expectation that it will work.
Mr. Sharman put it this way; I summarize
 Councillor Paul Sharman explaining what was wrong with some of the data in a transit report. 1. There was no assessment of the Burlington market, economic factors, routes (maybe 80% of ridership is all routes 1 and 101), long term history of transit numbers, forecast City demographic change and ridership mix impact.
2. Burlington ridership and routes are not much different than they were 20 years ago i.e. primarily between Burlington and Hamilton south of the QEW. The report has no analysis of ridership split between handivan and regular buses routes. Presumably, since we have been adding handivan buses and drivers, and with the increasing elder population % ridership growth the projected growth would be worth knowing.
3. The numbers in the report are entirely unrepresentative of anything to do with Burlington. The report is entirely premised on Region of Halton Modal Split targets for the next 5 years and from there calculating what ridership numbers would have to be in order to meet the 5 year target, which is 23% average growth per year.
4. The consultant then used Canadian Urban Transit Association standards to determine what that meant in terms of how many more buses, drivers, maintenance staff, overhead staff and facilities would need to be added to the budget in each year going forward. CUTA standards are aspirational goals that have been demonstrated to not actually represent any Burlington peer municipality (Jeff Casell, Waterloo University 2012). They are more representative of highly intensified big city circumstances.
5. So when you look at the numbers in the table provided, it shows that the 23% average will be highly front end loaded with a 36.5% growth in year 1 of the plan, i.e. from 2,000,000 riders in 2019 to 2,730,000 in 2020. When Mr. Sharman challenged the consultant on the number he was unable to explain the distribution.
6. The critical concern in this is not so much the report per se, but that that the 2020 budget for the City of Burlington includes funding to purchase 4 new buses and hire 8 new drivers. The report proposes that the City should do that in each of the following four years at a cost of $millions each year. Keep in mind that 1% increase in the City of Burlington budget equals $1.6m. Further, that transit revenue, presently, represents less than 25% of operating cost.
The risk is that that the City is about to pour all sorts of real hard dollars into a plan that is completely devoid of any substantive analysis, ridership projections or realistic plan.
 Looking for a Plan B. We want to see a Plan based on a modal split that is realistic, and will work to service the needs and wants of residents without forcing people onto buses, or blithely assuming they will walk or bike (doubling from 5 to 10%; remember winter?)), and there will be fewer cars.
Is there a Plan B, and what form does it take? What rational criteria or indicators are being used to stage or trigger additional service supply, and when do you stop or lag additions? What constitutes success?
What about “failure”? – remember the biking trial project failure (New Street Road Diet) ; and stagnant transit ridership, at a 2% modal split, that must be completely reversed and exponentially energized upward continuously by 600% by 2029-2031 or so?
For most of my needs, the bus doesn’t go there. Walk, and bike and bus all you want, but most people basically have to drive to survive in Burlington and surrounds. It’s called needs, and work, and distance, and time, and family and so on in reality.
How to get to Costco, Walmart, Longos, Fortinos, Sobeys, Clappisons Corners, Terra Landscape, Connons Garden Center, Canadian Tire, and so on.
The bus doesn’t go there. I need a case of beer, a lawnmower, lumber, groceries for a week, hockey for the kids, music lessons, all of this on Saturday, etc. etc. Try walking, biking or busing this stuff there and home.
For most commuters, except as noted for route 1 and 101, the bus doesn’t go there I believe.
I have never sensed a significant latent demand for such a transit service on the part of the majority of residents.
These are big decisions you have to make that are interrelated and not explained.
Have you done financial risk assessment for all costs? When do you stop the experiment? Do you have a fail-safe mechanism?
Remember, Burlington cannot fund transit from Development Charges (DC) – the transit plans to add services are considered to be largely “benefits to existing” residents. So there are large cost additions to be funded, and very small contributions for transit from developers as part of the ever-growing need for transportation services due to growth in Burlington and Halton Region. Also remember the provincial policy drivers that are forcing a renewed Grow Bold, at higher cost to the city.
 Tom Muir – uses a sharp pencil when looking at numbers. It’s time that this transit cost burden on the city, and not the development responsible, be reconsidered or the transit plans will not be sustainable and fully funded, which is what the transportation staff have said is needed and the goal.
In conclusion, If staff are going to direct the city to implement the transit and transportation quantitative plan identified, and Council agrees to approve this, with all the costs identified with no visible tracking of results, and triggering of rational incremental system steps based on results, and financial risk assessment and management controls in place, then they must be held transparent and accountable for showing how it is realistic and founded on evidence, visible trends, and realistic/rational possibilities for changing the behavior of city residents in the substantive way described.
I was told that this issues set identifies an area where we have to improve and that’s communication. I believe we’re looking for the same things and that’s a sustainable, funded transportation system that moves us (likely slowly) away from total auto dependency over the long run while keeping in mind that the auto is still the primary mode of travel.
 Couple of million in high priced talent welcoming a new bus into the fleet. You can buy and supply all the buses you want, but getting people to demand and use these is an entirely different matter, conceptually and practically. I don’t think it legitimate to try and force people into acceptance of a rejigging of their lives.
I see nothing presently, or moving forward from this, that shows awareness of what the actual problem is other than attributing it to people not liking it or the change. The change is not the problem. It’s the change based on impossible levels of different behaviors people are expected to manifest for no reason.
I see no fact-based explanation for why people should or could use a significant and costly increase in transit and pay the estimated large cost share, as calculated. I support some transit increase, but I see no demonstration and evidence-based reasoning to support what I see here, never mind the DC Plan to 2031.
This needs evidence, and not just rationalization, to show how the transit system configuration proposed will work to provide real results.
All I have seen so far are assumptions that people will somehow and magically change.
Finally, remember a basic principle governing any planning exercise is; “that everything that starts with a faulty premise is bound to fail”
Editor’s note: Mayor Meed Ward has said she wants transit to be free for everyone. Factor that into the Muir comment and the Sharman point of view.
Related new story:
The numbers didn’t add up.
By Pepper Parr
November 13th, 2019
BURLINGTON, ON
 Easterbrooks will be missed – it represents an age that was. Was it a barn that fronted on a country road? It used to be a site where people would walk to New Street at Guelph line to buy an ice cream cone or a hot dog. It was one of the two Easterbrooks establishments that had been there for years. The building looked like a barn and probably was a long time ago.
This evening the site got approval in principle for a development that will consist of two towers that will reach 11 storeys; one will be a retirement home with 197 retirement home units to include 33 memory care units, and 145 apartment units.
 The design is unique – the need the development fills is real. The two towers will be joined by a passageway at the sixth and seventh floors.
The existing commercial on the site will disappear.
The approval of the development was significant in that it is the first development that acknowledges the need for both residential and retirement care space for a seniors’ population that is growing at the rate of 2% a year and will not top out for thirty years.
Councillor Paul Sharman has been both a persistent and insistent advocate for more in the way of accommodation and care for the aging population.
The original application went through numerous changes.
There was going to be commercial at grade – that was changed into space that would be a recreation/community amenity for the residents and the wider community.
The location is close to perfect for seniors who want to remain active. The library is a short walk away, the Seniors’ Centre is just as close and there is the Centennial Walkway five minutes to the south and a very very short block away a plaza that has all kinds of retail. The Dutch Confectionary shop is going to love the new business from this development.
The Tim Hortons in the Roseland Plaza is reported to be looking for a new location.
The Standing Committee approved a modified application for official plan and zoning by-law amendments made by TRG (New-Guelph) Inc. to permit the development of two joined 11-storey buildings on the site consisting of a retirement home building and a residential apartment building.
All the boxes that have to be checked off were covered. Staff did ask for some changes which for the most part were approved.
The Executive Director of Community Planning, Regulation and Mobility, Heather MacDonald will hold discussions with the applicant to secure community benefits in accordance with Section 37 of the Planning Act.
The modified approval consisted of additional front and side of building step-backs as well as increased setback of the underground parking structure from the front lot line.
The application went to the Planning department on February 2, 2018. On February 22, 2018 Planning Staff acknowledged that the application submitted was complete. That’s a very decent turn-around time.
On June 19, 2019 the applicant submitted a complete re submission for review; this had to do with the change of plans for a Road Diet that had been proposed for New Street.
 Lisa Kearns: The ward Councillor didn’t move the report – didn’t sound all the excited about a development that makes sense. This development is exactly what Burlington needs. It meets an immediate need for rental residential and it meets a need coming straight at us – places for seniors who need some care.
What was disconcerting was that the ward Councillor wasn’t up on her feet to move the report. The Mayor took on that task.
The buildings are proposed to be joined on the 6th and 7th floor, with the 7th floor being exclusively used for the care of residents with dementia and are referred to as memory care units.
Both buildings are proposed to be terraced down to 6 storeys at the back. The development proposes a combination of underground and surface parking, with the majority of spaces being provided in an underground parking structure. Vehicles are proposed to enter the site from a single driveway off New Street between the two proposed buildings. There are no dwelling units proposed on the ground floor of either building.
The revised submission will have 197 retirement home units to include 33 memory care units, an increase in the number of apartment units to 145, and an increase in the on-site parking to 360 spaces.
The property is known to be affected by groundwater contamination from an off-site source. Prior to any development occurring on the site, the applicant will need to demonstrate that the contamination can be mitigated, to the satisfaction of the Ministry of the Environment, Conservation and Parks (MOECP); a Holding Zone will be applied to the property.
CITY OF BURLINGTON POLICY CONTEXT
Current City of Burlington Official Plan has for the most part been met.
i) Compatibility is achieved with the existing neighbourhood character in terms of scale, massing, height, siting, setbacks, coverage, parking and amenity area so that a transition between existing and proposed buildings is provided.
Massing
The massing of the proposed buildings is appropriate at the rear of the property in the 6-storey building form. The lowest and narrowest profiles of the proposed buildings are located closest to the lot line abutting the low- density residential uses to the north; the proposed buildings fit within the 45-degree angular plane to the property line abutting the low- density residential uses, subject to the minor modifications recommended by Planning Staff.
Height
The proposed building height represents a substantial increase to what is permitted as-of-right by the current Official Plan designation of Neighbourhood Commercial (which permits 3-storeys). However, the siting of the proposed building and general building massing has resulted in an 11- storey building that will fit within a 45-degree angular plane to the lot line abutting the low-density residential uses to the north, subject to the modifications to the 6th floor building setback and 7th floor rooftop terrace setback recommended by Planning Staff. At the front of the building, facing New Street, the lower building section closely aligns with the height of the adjacent 6-storey building to the west.
Siting
The proposed buildings have been sited so that a 45-degree angular plane can be achieved from the property line abutting the low-density residential properties to the north. The proposed buildings have been sited closer to the front of the property to generally align with the established building setbacks along the north side of New Street on this block. The longer building faces are located along the side property lines, resulting in narrower building components at the rear yard interface. The siting has resulted in a generous rear yard amenity area for the future residents of the buildings. With regard to building siting, Planning Staff consider the proposed buildings to be compatible with the existing neighbourhood character.
 The development is well situated on thee site – lots of pathways and good open space at the rear of the property. Setbacks
The proposed building setbacks of the lower building form (floors 1-5) are acceptable to Planning Staff. Likewise, the reduction of the building massing to 6-storeys and proposed rear yard setback assists in providing compatibility with the adjacent low-density residential properties to the north. The proposed setbacks of the upper portion of the building require adjustment to ensure compatibility with the streetscape of New Street and adjacent properties on either side of the development. As noted previously in this report, Planning Staff are recommending modified approval to require a 3m building stepback at the front of the building starting at the 6th floor, as opposed to the 1.5m stepback proposed by the applicant. The additional building stepback recommended by Planning Staff assists in reducing the upper building scale and massing along the New Street frontage. This building face stepback aligns with the recommendations of the City’s Mid-Rise Design Guidelines.
The building design proposed by the applicant provided one 7.5m building wall setback (6.0m to the balcony) for the 11-storey building. Planning Staff have recommended that a 2.5m building stepback be provided along the building sides starting at the 6th floor. The additional side of building stepback will assist in providing adequate separation of taller building elements, should adjacent properties develop with a taller mid-rise building form. Subject to the modifications recommended by Planning Staff, the building setbacks can be considered to be compatible with the surrounding neighbourhood character.
 Elevation from the north – the floors above the sixth are set back considerably. Coverage
The applicant has proposed buildings which take up approximately 35% of the site area at grade. The remainder of the site is developed with landscaped and hardscaped area and a limited area for parking (10 spaces), driving and drop-off. The proposed building setbacks and site design allow for a large landscaped open space area at the back of the property and amenity area at the sides of the buildings. The proposed rear yard amenity area abuts the rear yard amenity space of the two low-density dwellings to the north. The applicant has amended their below grade building area to ensure the long- term protection of the cedar trees along the rear property line. Planning Staff feel that the proposed building coverage is appropriate in terms of compatibility with the surrounding neighbourhood character.
Amenity Area
The proposal includes outdoor common amenity area at-grade at the rear of the property, as well as along walking paths at the sides of the building.
 Elevation from the west showing the setback for the top five floors. Outdoor amenity area is also proposed as a rooftop terrace at the back of the building on the 7th floor. This rear terrace space is proposed only for use by the residents and staff of the memory care suites. A rooftop terrace on the 8th floor is provided as additional amenity space for the residents of the apartment building. All units in both buildings (with the exception of the memory care suites) are provided with private outdoor amenity space in the form of a balcony. Indoor amenity area is provided on the ground floors of each building and is also provided on the 7th floor exclusively for the residents of the memory care suites. A total of approximately 10,000 square metres of amenity area is provided throughout the site to support the 342 units proposed. Units in the residential building are proposed to be provided with approximately 27 square metres of amenity area per unit. Units in the retirement home building are provided with approximately 29 square metres of amenity area per unit. Memory care residents are proposed to have approximately 37 square metres of amenity area per unit.
 View of the development skyline from the north. There are two properties which share the rear lot line with the subject lands. The proposed rear yard common amenity area at grade abuts the rear yard amenity areas of the low-density residential dwellings on Karen Drive. The interface is appropriate as the uses at-grade in the amenity area on the site are passive and informal, and the amenity area is primarily landscaped with soft landscaping elements up to 8 metres from the rear property line.
Conclusion: As modified by Staff, compatibility is achieved with the existing neighbourhood character and represents an appropriate transition between lower density and higher density residential uses.
City of Burlington Adopted Official Plan, 2018
The intersection of Guelph Line and New Street is identified as a Neighbourhood Centre in the adopted Official Plan. Halton Region has identified areas of non-conformity, and as such, the adopted Official Plan will be subject to additional review prior to its approval. Further, City Council has directed a new staff review and public engagement process to consider potential modifications to the adopted Official Plan in the area of the Downtown.
Burlington Hydro has commented that capacity is not available on the existing overhead power lines along New Street to accommodate the hydro services required for the proposed development. The developer will need to upgrade the hydro service from the northwest corner of Mayzel Road and New Street to make adequate servicing available. The system upgrades will be at the expense of the developer. The building will need to provide an electrical room along the south wall of the underground parking structure, accessible to Burlington Hydro staff. Burlington Hydro will be consulted on the specifications of the electrical room requirements at the Site Plan stage.
 By Pepper Parr
November 14th, 2019
BURLINGTON, ON
 Hendrie Trail – with pond to the left Earlier in the week a Gazette reader was hiking along the Hendrie Trail, part of the sprawling Royal Botanical Gardens operation.
At around 9:00 am, staff were working diligently in the frigid weather on the reinforcement of the eroding bank across from the popular boardwalk at the Hendrie trail where many regular trail users are fortunate enough to closely see and photograph an array of birds such as red headed woodpeckers Blue Jays Cardinals and chickadees. It is a hidden gem for many.
 A startled but now on dry land deer pauses before scooting off into the bush. The rescuer, who is not known at this point, watched carefully. Staff heard the cry of help from the deer that was caught on the frozen pond nearby and jumped on their ATV to come to its rescue.
With bravery one member belly slid across the season’s first ice and helped the deer across to the bank.
Helen Skinner witnessed this act of kindness on National Kindness Day.
 The pond the deer was pulled from is in the background. It was a moment that none of us will forget as the deer, once on steady ground…paused in our presence before gracefully disappearing into its natural habitat.
 By Ray Rivers
November 14th, 2019
BURLINGTON, ON
“The eyes of all future generations are upon you. And if you choose to fail us I say we will never forgive you. We will not let you get away with this. Right here, right now is where we draw the line. The world is waking up. And change is coming, whether you like it or not.” (Greta Thunberg)
For a minority government to survive it will need support from one or more of the other parties – each has their own priorities.
For the NDP, Greens and BQ a top priority is for the federal government to do more about reducing Canada’s carbon footprint. And that is exactly the opposite of what the opposition Tories are looking for.
Canada’s environmental performance among G7 nations has been graded a big fat failure. Along with the USA and Japan, we would push the world’s thermometer up 4 C, almost three times the Paris agreement goal of 1.5 C.
 Canada is the fourth largest oil producer in the world and fourth largest oil exporter. Alberta is the largest source of Canada’s carbon emissions. And despite all the noise about how the oil industry is dying, Canada is the fourth largest oil producer in the world and fourth largest oil exporter, even without any more pipelines. In fact Canada exports even more oil than we use domestically.
 Alberta Premier Jason Kenney. And while investment in new oil development has petered-off since the oil price crash back in 2015, Alberta is still the wealthiest province in the federation with the highest per capita incomes. So when Jason Kenney says that the rest of Canada doesn’t understand the west, he means that we don’t get that he wants even more… money. He’ll tell you that Alberta’s oil contributes to our high standard of living, and he’s right though that would be less the case were he to be successful in dismantling Canada’s income equalization program.
On that note, it wasn’t even ‘Albert’s oil’ before the federal government deeded natural resources to the prairie province in the 1930’s. Not that we should expect a thank you, but recall how former premier Lougheed beat up Justin’s father when he introduced a plan to share those national resources for the benefit of the rest of the country, and wean us off foreign oil in the process. The irony clearly escapes Albertans when they demand more pipelines, because Pierre’s government would have built them all under that program.
And today, there is monumental disconnect in vision between the oil producing provinces and the rest of us Canadians. After all, two thirds of us voted for a political party whose main policy was to reduce Canada’s carbon footprint, not increase it.
 An unhealthy similarity to the southern United States. So using the ‘best defence is an offence’ argument, Mr. Kenney and Mr. Moe have declared a kind of civil war. Yes, their demand for the provincial right to unimpeded oil patch development has an unhealthy similarity to the southern US states once demanding their right to maintain slavery.
How is a prime minister supposed to govern a nation so badly divided? Mr. Scheer has counseled appeasement. Cancel the carbon tax and ram through pipelines everywhere to allow the western provinces to reinvigorate investment in the oil sector. That is exactly what he would have tried to do had he been elected.
But that will not fly with the rest of the country, especially not in Quebec or B.C. which are opposed to more pipelines and have their own carbon pricing systems in place. Mr. Moe left his meeting with Trudeau complaining that Justin wasn’t listening. But it’s not so much about listening as about the message.
 Catherine McKenna: Minister of the Environment. So when Trudeau fashions his new Cabinet he will need to make reconciling those western secessionist voters a priority. At a minimum that will require some fresh faces in the key area of national dispute, climate change. Catherine McKenna has been a great voice for the fight against climate change, leading the introduction of some 50 measures to reduce Canada’s carbon footprint, including the carbon tax.
McKenna has been passionate, and even combative, on the environment in dealing with premiers like Mr. Ford. And In return she has been ridiculed by the ultra-right media and been the victim of personal threats to herself and her family. It would be a surprise were she to stay in that portfolio when the PM announces his new cabinet next week. But second guessing the making of a Cabinet is a fool’s game – only the PM knows.
 Chrystia Freeland – kept the NAFTA negotiations on the table and moving. Though there is brilliant and talented Chrystia Freeland. She’s this rock star and skilled negotiator who kept the NAFTA file together, despite an unpredictable US President Trump. An Alberta native herself, she is also a Rhodes scholar and former writer with a number of journals including the business oriented Economist. She is also widely admired by most Canadians, some even suggesting she should be our next PM.
Changing the channel in the oil patch provinces would be a challenge deserving of her skills. It is a tall order and failure is not an option. History will show that it was mainly Pierre Trudeau who kept Quebec in Canada during those early seventies. And now it’s up to his son to make sure we shore up the west.
 Ray Rivers writes regularly on both federal and provincial politics, applying his more than 25 years as a federal bureaucrat to his thinking. Rivers was once a candidate for provincial office in Burlington. He was the founder of the Burlington citizen committee on sustainability at a time when climate warming was a hotly debated subject. Ray has a post graduate degree in economics that he earned at the University of Ottawa. Tweet @rayzrivers
Background links:
Greta– Climate Standoff – No Help From Quebec –
Emissions by Province – Oil Industry –
 By Pepper Parr
November 14th, 2019
BURLINGTON, ON
In September we saw a new organizational design which, according to the City Manager, positions the City to meet its strategic goals over the balance of this term of Council and beyond.
The initial change also signaled the City’s continued attention to the customer experience; one of those changes was the creation of a new Customer Experience Manager-Business Development.
 The first time the Gazette worked with City Clerk Angela Morgan was when she signed the documents confirming the results of the 2010 municipal election. The big news is that Angela Morgan has been named Executive Lead-Customer Service; she will also continue in her role as City Clerk until a new person is hired. There will be eyebrows raised on that decision.
The intention is to strengthen the customer experience. Council’s approval of the new organizational structure and strategy was to provide an excellent end-to-end experience for the City’s customers. Among the key responsibilities of the Executive Lead-Customer Experience will be to develop and implement an updated customer experience strategy, including the full implementation of an advanced Customer Relationship Management software, and establishing service standards through a “Customer Experience Commitment” for each department/service area.
“Our new strategy to meet our customers needs will also mean establishing a new Service Burlington customer service centre on the main floor lobby of City Hall for customer interactions; and establishing a physical “one window” for development customers as result of Red Tape Red Carpet also on the main floor lobby of City Hall.”
Highlights of the organizational design changes include:
 Angela Morgan at a city council meeting in 2019 • Angela Morgan will fill the Executive Lead-Customer Service; she will also continue in her role as City Clerk until a new person is hired.
• A public recruitment process will begin in the near future for a new City Clerk
• A new Manager of Customer Experience will be created
• The new positions will be managed within the existing staff complement
 Mayor Marianne Meed Ward Mayor Marianne Meed Ward, who has had more than her share of unacceptable customer service experiences with the Clerk said: “These changes are part of the City of Burlington’s continued evolution to a more customer-centric organization, and set us up to better deliver on our Vision to Focus 4-year plan. I look forward to seeing the positive impact this new structure will have on our goal to consistently provide exceptional customer service to the community.”
Tim Commisso, City Manager added to that saying: “Moving forward with this new structure allows the City to provide a more robust, coordinated and seamless customer experience to our residents and businesses. Customer experience to me means the experience our customers have during all points of contact with the City.
“From walking through the door to a welcoming environment, to receiving service at the counter, to going online and seamlessly accessing an online service. Our residents and businesses expect fast and convenient service and cities always have to evolve to meet those needs.”
Perhaps the desk with the word SECURITY glaring at anyone who walks into city hall will get a heave–ho as well.
By Staff
November 14th, 2019
BURLINGTON, ON
This month BurlingtonGreen is celebrating the close of the 2019 Grow to Give program by recognizing two of their amazing program leads, Ross Johnson & Darlene Duncan.
 “Both volunteers have tirelessly committed their time, energy and knowledge to support the Grow to Give program. They were on site every time a new volunteer required orientation, organized tasks and timelines, and got their hands dirty every week caring for the food donation garden, harvesting produce and more.
“We could not have operated this impactful program without these two wonderful team members and we are THRILLED that they will be leaders for the program again next year!”
This year Ross and Darlene were able to donate over 470 lbs (215 kg) of produce to the community, contributing a whopping total of almost 8,000 lbs (3,535 kg) since 2012.
By Claire Nash
November 15th, 2019
BURLINGTON, ON
Aspire Global, a well-known iGaming solution provider for both operators and white labels, recently entered the Canadian online gambling market through one of its leading proprietary casino brands, Karamba.com.
 Featuring all the top-rated gaming developers such as Play n Go, Evolution Live Casino, NextGen Gaming, Microgaming, NetEnt and many ASG proprietary games, online casino Karamba is backed by the best-of-its-class platform technology delivered by Aspire.
The purpose behind foraying into the Canadian market is to offer the country’s gamblers the most popular online slot games, scratch card games and multiple live casino options.
About Aspire Global
Aspire Global came into being in the year 2005, with the idea of offering comprehensive iGaming solutions to operators and white labels, involving a complete suite of services for support call centre, acquisition optimisation, online casino management, sports book management, VIP management, payments, risk control and multilingual CRM.
All these services are over and above their robust platform which is already setting new benchmarks in this space. The games offered are from leading developers of the market, apart from 30+ well-recognised global payment methods. Aspire has obtained its gambling licenses from multiple authorities including the ones in Belgium, Malta, UK, Italy and Denmark. The company is listed on NASDAQ too.
More on Karamba
Karamba Casino has been operational since 2006 and is widely respected in the iGaming industry today. Aspire Global rebranded this casino in the year 2015, giving it a completely novel celebratory feel and look, characterized by a charismatic and fun loving parrot. Over the years, Karamba has created a huge fan following of gamblers, which the company refers to as party people.
 Offering a 100% match-up welcome bonus (up to C$ 200) and 100 free spins, it doesn’t come as a surprise Karamba casino has a large number of returning as well as new players. Anyone who’s experienced at playing online casino games would know that when it comes to these platforms, it’s not just about how good an offer is, but what you are allowed to do with that offer in the long-term which really counts.
Aspire Global lays a lot of emphasis on responsible gambling and the same is evident in how Karamba.com functions. You need to be at least 18 years old to play on this platform. They constantly track down and ban minor accounts, preventing children from engaging in any sort of gambling activity.
In order to ensure that people enjoy their gambling experience with Karamba, the casino gives them better control over their gaming habits. The platform gives the players a wide range of options to gamble more responsibly.
For instance, you can set personal limits on your bankroll on a monthly, weekly or daily basis.
Furthermore, you’re free to take a break from Karamba at any point of time and put your account into temporary suspension. This is referred to as cool-off period and lasts for 24 hours. Self-exclusion from all Aspire Global Casinos is another way in which you can control your gambling habits. You can exclude yourself for 1 month, 3 months, 6 months or even permanently.
By Pepper Parr
November 13th, 2019
BURLINGTON, ON
It is a continuing process – no sooner have you elected one level of government than you have to consider who you want to lead you at another level.
The provincial Liberals who were almost wiped off the map in the provincial election of June 2018 are now in the process of determining who the next leader of that political party will be.
At this point there are five people running for that job.
 Mitzie Hunter, former Wynne government Cabinet Minister re-elected in June of 2018. Kate Graham, a candidate for a seat in the legislature during the 2018 election. She did not win the seat but wants to be selected by the party membership as their leader.
Alvin Tedjo, also a candidate in the June 2018 election – he was defeated.
 Steven Del Duca, a member of the Wynne government Cabinet. Del Luca was not re-elected in June 2018. Mitzie Hunter, a member of the Wynne government cabinet is after the job. She was re-elected in the June 2018 election.
Michael Coteau was re-elected as a member of the legislature in June 2018. He was a Cabinet Minister in the Wynne government.
Steven Del Duca was a member of the Wynne government cabinet who was not re-elected in June of 2018
Alvin Tedjo is the focus of this story. He ran in Oakville North Burlington and was soundly defeated by the Conservative candidate – she got almost twice the number of votes as Tedjo.
That has not deterred him from wanting to lead the Liberal Party.
 Home for the Tedjo family is Burlington. He is the father of three children who are all attending Catholic schools. Alvin and his wife are both practicing Catholics who believe that the two educational organizations should be merged.
His plan is to create one English language school board and one French language school board.
“For students, this change means the convenience of attending their closest school, less time on the bus and access to an optional religious curriculum. For teachers and early childhood educators, it means smaller class sizes, availability of more resources and the freedom to teach in any publicly funded school,” said Tedjo.
Charles Pascal, a former Ontario Deputy Minister of Education and professor at OISE*/University of Toronto has previously said, “When it comes to publicly funded education in Ontario, it’s time to let go of our “separate ways” so we can come together. Providing Catholic education with public money is an anachronism waiting to be brought to an end by a courageous Queen’s Park legislature.”
From a fiscal standpoint, Tedjo argues that his plan to merge the school boards will result in substantial savings to the province. This figure is an estimated $1.6B dollars per year that would be reinvested back into public education for ongoing improvement.
“Quebec, Manitoba and Newfoundland and Labrador have already done this. It’s time for Ontario to make a change and stop spending precious education dollars to maintain twice as many school boards as we actually need,” said Tedjo.
“Under the current system, the government is quite literally wasting billions of dollars to keep children apart. I firmly believe that a better solution is to have all of our kids – Catholic and non-Catholic – Learning Together,” said Tedjo.
 The Tedjo family grew to three children in four years, which meant that they had two of them in childcare at a time for four consecutive years. Tedjo wants to see massive changes to our child care system.
He tells the story of how when he and his wife Rebecca started having children they worried about things most first-time parents worry about: are we ready, will we be good parents, how are we going to survive?
“We also knew that we had to try and get a spot at a daycare as soon as possible, enough friends and family had told us that. Living in Toronto at the time we went on the city’s waitlist. We eventually gave up and found a different solution that made sense. We did eventually get a call back, only it was two years later while we were expecting our second child.
The Tedjo family grew to three children in four years, which meant that we had two of them in childcare at a time for four consecutive years. “Between our reduced income during parental leave, and the cost of childcare at $17,000 per child ($34,000 per year), those years were tough. We calculated that we were better off financially with Rebecca going back to work as a registered nurse full-time than we would be if she stayed home, but not by much.”
We only stopped paying for daycare last year when our youngest started full-day kindergarten, and we couldn’t help but feel like it was a bit late for the government to start supporting children, where childcare before that magic age of four cost us as much as sending an 18-year old off to college or university.
Tedjo claims that childcare has become so unaffordable that 80 per cent of Ontario families with children under four years old cannot afford the cost of licensed child care. He adds that there are only enough licensed spaces to accommodate 23 per cent of kids under the age of four. This is just not good enough. Many families are paying mortgage-level fees to access licensed childcare, and many more families can’t afford childcare at all.
The solution to this problem is right in front of us. High-quality universal licenced childcare can support better education outcomes for school aged children, improve social cohesion, take pressure off the family budget, and above all else, boost Ontario’s economy by giving families, and particularly women, the option of returning to the workplace sooner, leading to increased economic productivity as well as additional tax revenues for the government.
 Tedjo: The solution to the child care problem is right in front of us. The plan will take time — it’s a big project with no quick fix. After the review, we will start to deliver universal childcare in phases. As we implement phase 1 and build out the capacity to support and provide preschool aged children with childcare, we will work with our partners on expanding universal childcare to toddlers (age 1 ½–2 ½ years old).
In the short term, this expansion will require investments. In the long run, increased employment for parents, particularly for mothers, will contribute to the growth of Ontario’s economy. The taxes associated with their spending power, improved educational outcomes for children, and decreased costs to social programs will provide a return that makes this plan an economic winner, as well as the right thing to do.
The consensus among experts and economists is that for every dollar invested in quality early childhood education, there is a $2.40 return to the economy.
A study by Deloitte estimates that by addressing the wage gap, Ontario government revenues from personal and sales tax could increase by $2.6 billion. The same study also estimates that government spending on social assistance, tax credits, and child benefits could decrease by $103 million, due to the projected increase in families’ income.
Electoral reform is a big issue for Tedjo as well but he wasn’t prepared to talk about that at this point.
Transit has to be changed radically if we are going to get people out of their cars. Policy position on this objective are to follow.
Tedjo plans to implement the Basic Income pilot program that was in place when the Liberal government was defeated.
Tedjo believes our social safety net; ensuring our elderly don’t live in poverty, and making sure our children have the basic necessities of life, is something Canadians are proud of. This is where the Universal Basic Income (UBI) comes in.
Fighting poverty isn’t a partisan issue, at least it shouldn’t be. And it’s not an idea owned by progressives either. There have been nearly 500 studies on basic income, including pilots in Ontario and around the world.
Ontario’s Universal Basic Income would add over $10 billion to Ontario’s economy, create up to 80,000 jobs, and save the Ontario government hundreds of millions of dollars in administration costs and red tape. UBI grows the economy and unlocks opportunity for those stuck in the poverty cycle.
 The early end of the pilot Basic Income Guarantee program in Ontario was ended months after the Ford government took office. This basic income would replace programs more difficult and expensive to administer, like Ontario Works and ODSP, while retaining additional benefits and supports for people with disabilities. This brings dignity to our system, so people don’t need to justify the need for food, clothing, or shelter every two weeks.
The benefits of a universal basic income are well established. It provides a safety net for workers who lost their jobs that is less expensive to administer and easier to access than our current system.
And, like every other politician, Climate Change is right up there at the top for Tedjo. He would bring an immediate end to all the time and money he thinks is being wasted on court battels and go along with what the federal government Climate Change policy. Tedjo did not say if he would create model for Ontario. “It is too early to make that decision” he said.
In the game of politics endorsements can mean something – but not always. Frequently a candidate can get an endorsement from someone who is either a member of the legislature or planning on running and would like to be considered for a Cabinet position.
Hugh Segal, an intellectual giant within the Progressive Conservative movement, has endorsed Alvin Tedjo. Segal, the former senator and chief of staff to Progressive Conservative Prime Minister Brian Mulroney and Premier Bill Davis, has fought for a universal basic income in Canada for over 40 years. THAT is an endorsement well worth having and speaks volumes about what Tedjo is setting out to do.
Tedjo wants change at just about every level. Not change for the sake of change but change to bring about a society that meets the needs of everyday people.
The Liberal government that was defeated in June of 2018 was not in touch with what people needed and not keeping in touch cost xxx
 Tedjo: “People are feeling uncertain about their future. For many, the cost of living is going up, but their salary isn’t keeping pace. We also face a rapidly changing economy where artificial intelligence, automation entrepreneurship and clean technology will be increasingly important. Tedjo believes that “People are feeling uncertain about their future. For many, the cost of living is going up, but their salary isn’t keeping pace. We also face a rapidly changing economy where artificial intelligence, automation entrepreneurship and clean technology will be increasingly important. Even so, the current government is making short-sighted decisions to cut the programs that will help us prepare for what’s coming.”
The Liberal Party will choose a new leader in March of 2020. Then they have to rebuild and put their vision out there and prepare for the 2022 provincial election. The Doug Ford government isn’t all that popular today but they have shown some capacity to change.
Three years in the world of politics is the equivalent to a century. Alvin Tedjo is the local lad who is after the brass ring – we shall watch his progress.
By Pepper Parr
November 13th, 2019
BURLINGTON, ON
The big national corporations have deep pockets and layers of resources to mount a public drive to show that they care about the communities the operate in. It’s just good business and in this day and age expected.
What do the mid-sized local firms do that can express their concern for their community? Many firms have found a niche that allows them to involve their staff in giving back to their community in their own way.
 The response was more than overwhelming. Woolcott staff had to scramble a bit to find space for everything that was donated. The five tonne truck that was taking the donated goods was more than half full. Jayne Woolcott, partner at Woolcott Team, said to be the largest real estate brokerage in the Hamilton – to Burlington market (by dollar volume) said the idea for the clothing drive came out of their “mastermind” team. “We operate in a very collegial manner and are open to almost anything from any staff member.”
“We’ve been doing this for five years now – this drive was our biggest ever, partly because of the new location on Dundas east of the Waterdown core. Our signage is much better and having the truck parked in the driveway helped.
“Prior to that we worked out of a supermarket parking lot.”
 Trunks were filled with winter coats and other household goods. The flow of traffic into the Woolcott parking lot on Dundas east of the Waterdown core was consistent during the several hours they were open – the five tonne truck was half full by the time it was ready to head out to the Good Shepherd operation in Hamilton where the coats and other household goods were to be sorted and readied for distribution.
 Everyone who drove into the parking lot was greeted by a Woolcott staff member. Marty Staz was greeting the gentleman on the right and getting ready to take the coat he was holding thinking it was being donated. The gentleman on the right told Marty that it was his own winter coat and the goods he was donating were in the trunk of his car. It was a nice coat. Woolcott spent more on social media and emails to their extensive email list.
Each year Woolcott Team gets the names from the Good Shepherd of several families that need help during the festive season.
“We provide the funds for the food and buy the gifts that the families are just not able to provide” explained Jayne Woolcoot.
It’s a project that has grown – the Woolcott people can see no reason why it shouldn’t continue.
 By Claire Nash
November 13th, 2019
BURLINGTON, ON
Enjoy a Staycation this Winter
 Dust off the Toboggan and get outside this winter! Photo by spDuchamp Dust off the Toboggan and get outside this winter! When we think of the kind of people who preach the benefits of the staycation, who comes to mind? Is it the California couple who have a plethora of yoga classes, beaches and organic restaurants to choose from? Is it the lucky newlyweds who relocated to Thailand and have endless nature at their fingertips? Chances are you don’t consider your own hometown a prime staycation location. However, nobody does!
We all take for granted the things we have around us, but looking at your surroundings like an outsider can bring a whole new excitement to your hometown. Here are some options to consider for your holiday at home to re-ignite that love of Burlington.
You Could Find a New Hobby Holidaying at home can seem a little dull at first, we all have our favorite places to go and we’ve done them time and time again.
However, finding a new favorite place or even a hobby in your hometown is a brilliant feeling! There are plenty of entertaining activities around Burlington, for example, visit the top tourist and local attractions, if you’re a chocolate lover try some Lake Champlain Chocolates, or get to grips with the game in the poker clubs around the city, which offer a friendly place for beginners to train their skills. If you’re doing this staycation with your partner, then there is always the chance that one of you might fall in love with the game a little more than the other. If that does turn out to be the case then luckily there’s a great deal else going at our casinos this winter, so neither of you will be left bored!
 Enjoy fresh corn flour tortillas and homemade queso fresco at MaracaZ Cantinerie. Photo by stu_spivack If you’re looking for a new laid back favourite, then MaracaZ Cantinerie could be just the thing. Having only opened relatively recently, this Mexican inspired bar has received more than its fare share of rave reviews already.
Their tacos and tequila are the main attractions here. The bar offers frozen drink machines to make fruity slushies (that can even be made a little bit naughty with the addition of one of their 20 tequilas!) The tacos are really great though; choose from crispy fried fish, spicy chicken, smokey pulled pork or a melt in the mouth beef brisket. Next load your tacos up with all of the traditional toppings, including a cheese, which is absolutely delicious and made in house.
It’s far enough away from traditional Canadian fare to feel like you’re having a holiday experience, but it has all of the benefits of that warm ‘sticks to your guts’ fodder that gets us through these icy winters!
Embrace the Cold
Sure, plenty of us go on holiday to escape the cold weather, but plenty of people make their way to Canada every year to make the most of our icy winters. Think like a holiday maker and book yourself a bit of time to try some winter sports. We are lucky enough to have free facilities that allow tobogganing and ice-skating around Burlington.
If you don’t mind contributing a little bit of money then there are also some fantastic skiing locations, which are totally suitable for beginners, or for the more competent there’s even the possibility of cross country skiing – a truly exhilarating adventure.
Whichever winter sport feels the most natural for you, remember to wrap up warm and pay attention to any warnings that are given. Done correctly, winter sports are a great fun way to exercise, but as with anything they can be dangerous if you don’t take sensible precautions.
Get Inspired
Living in Ontario, we have plenty of nearby galleries to choose from, but one of the most exciting ones is right on our doorstep in the heart of Burlington.
 Art Gallery of Burlington – over looking Lake Ontario – Open seven days a week – Admission is free. The Art Gallery of Burlington hosts around 20 exhibitions per year, which cross a wide spectrum of captivating themes. One of the collections that absolutely cannot be missed is of their contemporary Canadian ceramics, the largest on display in the world.
Although the gallery is free to visit, they run as a not for profit organization, so they rely heavily on donations from the public. So remember, if you enjoyed your visit, give a little tip or buy something from the gift shop.
Spending our money in local businesses is the best way to keep Burlington a diverse and creative neighbourhood.
By Staff
November 12th, 2019
BURLINGTON, ON
Each year the Halton District School Board holds a meeting to which community organizations and members of the public are invited to discuss potential planning and partnership opportunities.
Partnership opportunities in existing schools and co-build opportunities in proposed new schools, as well as a new Board Administrative Centre, will be discussed at the J.W. Singleton Education Centre, 2050 Guelph Line, Burlington on December 11th at 7:00 pm
Potential partners are requested to bring relevant planning information such as population projections, growth plans, community needs, land use and greenspace/park requirements to the meeting.
The big one on this list is the critical need for a new administrative building on the Upper Middle Road – Guelph Line site. The existing structure is bursting at the seams. Much of the senior staff has to located at the Gary Allan High School on New Street which results in hours of wasted time in travel between the two locations.
A number of the trustees were hoping that any new administrative building would be located closer to the center of the Region; that probably won’t happen because the Board currently owns the land on which the administrative building is located where there is a lot of space for a new building.
 The Board owns the land right up to the NW intersection of Upper Middle and Guelph line. There is some background information, policy and the procedures the Boards are required to follow.
You will find that HERE
The key contact at the Board of Education is Domenico Renzella, Senior Manager, Planning. 905-335-3663 | Toll-free 1-877-618-3456
Related news stories:
New Admin building will cost $23 million.
Not all trustees like the idea of a new Admin building in Burlington.
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