 By Staff
October 26, 2015
BURLINGTON, ON
It is a well-established tradition in Burlington – 19 years and they are still slurping soup from hand crafted soup bowls.
 The AGB volunteers prepare for the 800 people they expect to slurp soup at their annual fund raiser. The Soup Bowl Event is a celebration of both culinary and ceramic art. From November 19 – 22, Burlington’s favourite fall fundraising event will feature all of the best loved Soup Bowl elements – beautiful handcrafted bowls donated by potters from across Ontario ready to be filled with delectable gourmet soups from some of the area’s finest restaurants and caterers, including Spencer’s at the Waterfront, Emma’s Back Porch, The Queen’s Head, Honey West, and many more.
Soup Bowl is an important fundraiser for the AGB and supports children’s programming, including vital education initiatives such as school outreach and financial assistance for youth.
This event traditionally sells out. Tickets are on sale now – $50 ($40 for AGB members) for all lunch (12pm – 1pm) and Thursday evening (6pm – 7pm) sittings. Tables of eight can also be reserved, the perfect opportunity for a staff lunch or family outing.
Order tickets online or by phone hone (905-632-7796, ext. 326) or in person at AGB 1333 Lakeshore Road, Burlington.
The AGB has prepared for 800 guests who will choose their handcrafted bowls, fill them with a gourmet soup to enjoy with the rest of their meal, and then take the bowls home after they are cleaned and packaged by our hardworking volunteers.
The people at the AGB don’t want you to forget the annual Christmas Sale of Fine Art and Craft presented by the seven Guilds of the AGB, and also to the seasonal beauty of the Art Etc. Gallery Shop’s Christmas Boutique, brimming with gift items carefully selected for quality and design.
 Wayne Cardinalli: one of the hundreds of potter who donated a bowl to the annual soup bowl event that takes place at the AGB November 19-22 Shopping at the Arts Burlington Christmas Sale is an added bonus during the Soup Bowl Event. There is free admission to browse and buy at the Arts Burlington Christmas Sale, which features a wide variety of handcrafted items produced by the Guilds of Arts Burlington with Christmas in mind. It is open to everyone on November 19 from 11 am to 9 pm; and November 20 – 22 from 11 am to 4 pm.
The Art Gallery of Burlington is located at 1333 Lakeshore Road, Burlington, and is an accessible facility with lots of free parking over the course of the event.
 By Staff
October 26, 2015
BURLINGTON, ON
Every couple of days one can see the re-developed Joseph Brant Hospital reach higher and higher. They are at the point now where the bridge that will lead people from their cars to the hospital is now having its pillars put in place – 2018 is not that far off.
 Pillars are not in place to hold the bridge that will lead from the garage to the hospital. The photo above shows a view of construction from the roof of our parking garage. If you take a look in front of Level 1 of the new patient tower there are 6 large columns leading to the garage. These columns will one day support the bridge connecting Level 1 of the parking garage to Level 1 of the new tower.
The construction of the Level 4 deck will continue over the next couple of weeks. You might be wondering why there is no Level 3. To facilitate the needs of the operating rooms, which will be located on Level 2, high ceilings are required for lights and an extensive amount of mechanical work. There is however, a small Level 3 section for an elevator bank that will connect the existing hospital to the new patient tower.
The columns from Level 2 to Level 4 are complete.
The pouring of concrete for the first half of Level 4 is complete. The second half will be completed by November 6.
Construction of columns and the pouring of concrete for Level 5 continues.
8 elevator shafts and 3 main stairways from Level 4 to 5 are currently being built.
The loading dock is nearing completion.
In our existing hospital, demolition, mechanical and electrical decommissioning has started to make way for the new engineering department. The department will be located in the basement of the hospital where the finance department was once located.
The Operational Readiness team has formed five Integrated Working Groups; these are subject matter experts from across the hospital working together to achieve specified goals around defined issues, and to ensure alignment with the hospital’s objectives for Opening Day View.
Opening Day View identifies the major changes that will be in place at Joseph Brant on the opening day of our new hospital. As the project progresses there will be 15 groups in total; the five formed so far are:
Alcove Management – new, starting in December 2015
Transition Budget – ongoing
Bed Mapping & Bed Management – ongoing
Move Planning – ongoing
Medication Management – new, starting in December 2015
The Gazette was not able to reach anyone at the hospital re-development office to learn just what Alcove management is all about.
 A portion of the fourth floor of the hospital be swung into position by a crane and lowered into place where construction crews secure it. This is better than side walk superintending. To see the pace of construction day by day – CLICK HERE and watch the crews build your hospital.
 By Staff
October 22, 2015
BURLINGTON, ON
A pretty smart guy from Hamilton and a partner from elsewhere in the province have come up with what they believe is a better way to borrow and a smarter way to lend.
Their initiative is not quite crowd funding – they call it debt funding which is a process that allows local small business to borrow from people in their community at decent rates – and at the same time allows people to invest in small businesses in their community.
The invest made by a lender can be as small as $50.
A small business can borrow as much as $500,000
Cato Pastoll and Brandon Vlaar call their business the Lending Loop.
Here is part of how hey describe their operation:
Traditionally, Canadians have had little choice when it comes to investing their money. Purchasing stocks requires substantial capital, time and knowledge. Mutual funds make hard earned money less accessible. Bonds pay little in the way of interest and bank savings accounts yield even less.
Today is a brand new day for Canadians and small businesses across the country, explains Lending Loop CEO, Cato Pastoll. With as little as $50, Canadians can lend their money to the thriving local coffee shop that needs new equipment to grow or the farm around the corner requiring staff to develop a farm-to-home produce delivery program.
 Lending Loop co-founders Cato Pastoll and Brandon Vlaar. They created the first peer-to-peer lending operation. Lending Loop was founded by entrepreneurs Cato Pastoll and Brandon Vlaar who, after witnessing firsthand the difficulties their friends and loved ones experienced as small business owners dealing with big banks, realized the need for a new financial model for small business to have fast and easy access to the capital needed to grow in a global economy.
Lending Loop believes they offer small business a better chance of getting the funds they need. While small businesses are believed to be the backbone of the Canadian economy, the traditional lending model offered by big banks often makes it difficult to access the capital they need to compete against global conglomerates and big-box stores.
Small and medium sized businesses employ nearly 90 per cent of Canadians working in the private sector and produce 40 per cent of the country’s GDP. Yet many are rejected by traditional financial institutions when seeking financing because they don’t fit the lending requirements of big banks. Too often, this means their only recourse is to source alternative or private lenders who charge rates well in excess of 20 per cent.
Canadian-owned and developed Lending Loop is leveraging technology to make the financial sector work more effectively for all Canadians, and small businesses in particular. It is the first peer-to-peer platform in Canada, and offers small businesses a better way to borrow, with a quick and easy application, flexible repayment options and considerably lower interest rates than alternative lenders. By using Lending Loop to access the capital they need to grow their business and expand their market, small business will be able to compete and win.
Lending Loop’s borrowers also have built-in advocates for their business – the lenders who want to see the company succeed because it helps their community and investment grow.
Lending Loop brings Peer-to-Peer lending to the Canadian market place; it is the first peer-to-peer platform in Canada. Investors who don’t have or want to put a lot of money into a local organization can get into something with as little as $50 and earn attractive returns commensurate with risk.
To protect the hard earned money of lenders, Lending Loop uses an all or nothing funding model, where loans only come into effect if the borrower receives the full amount of their loan request in total pledges.
The Gazette talked to Brandon Vlaar to get more detail on what looked like an intriguing idea.
Let’s look at this from a lenders perspective. Ideally a lender could allocate $5,000 and spread it over a dozen small businesses in different communities across the country.
What if the local business goes “belly up”?
The Lending Loop then moves in and does everything it can to recover as much of the asset as possible. If a baker bought an oven and the business doesn’t succeed the Lending Loop goes in and repossess the equipment and re-sells it distributing the amount recovered to the investors.
For borrowers there appears to be a pretty rigid set of criteria to borrow. They use the same forms that bankers use to approve a loan; they do credit checks, they go over financial statements and make sure the company doesn’t have any outstanding legal claims.
The two partners also put some of their own money into every loan that gets approved – and these are real loans. The difference is that the money being loaned comes from small local investors. This gives an investor an opportunity to get into the butcher, the baker and the candle stick maker – and you have the Lending Loop vetting the investment and going after your investment if anything goes wrong.
You don’t get that kind of service from your financial planner.
The Gazette wants to do a little more research on this idea and get a sense as to what the rates are for the borrowers; what the returns have been like for the lenders and what there might be in the way of fees.
It does look interesting. The Lending Loop: click here.
 By Staff
October 23, 2015
BURLINGTON, ON
November is Woman Abuse Awareness Month
Violence against woman is not a women’s issue – it is a men’s issue – they have to change their behaviour and find other ways to resolve their differences with the women in their life. It is really that simple.
Regional Chair Gary Carr and Halton Regional Police Chief Stephen Tanner and community leaders will join members of Halton Violence Prevention Council to mark the beginning of Woman Abuse Awareness Month.
Our language gas to change – “slapping someone around” is not acceptable language.
The Halton Violence Prevention Council will be hanging “Act Against Violence” banners throughout the Region for the month of November.
 The Council’s mission is to end violence against women and their children in our community. It is a coordinating committee working to improve services for women and children experiencing abuse, in order to achieve a healthy, safe and inclusive community.
HVPC members consist of more than 20 agencies in the Halton community, including representatives from legal and police services; counselling and sexual assault agencies; women’s shelters; child protection; addictions, housing and mental health sectors; health-based services and survivor-informed agencies.
The Council has been busy with many initiatives this year, including developing and facilitating training aimed at strengthening service provider responses to victims of violence who are also experiencing co-occurring issues, such as addiction and/or active mental health; supporting collaborative practices between the Violence Against Women sector and our Children’s Aid Society; and fostering survivor-informed initiatives, including our Speakers’ Bureau.
The launch this year will feature a member of our Speakers’ Bureau, who’s keynote address, “Life in the Shadows”, will focus on her experience of being stalked by her ex-partner.
In addition to these newer initiatives, the council continues to be engaged in the Neighbours. Friends and Families Campaign – a provincial strategy to raise awareness of the signs of woman abuse, so people who are close to an at-risk woman or a man who uses abusive behaviours can provide information, support and resources.
 The Council will use the launch to invite community members, businesses and organizations to engage in the “Purple Thursdays” campaign – a movement to draw attention to the issue of woman abuse and gendered violence throughout the month of November by wearing purple every Thursday as a way to start conversations, raise awareness and support.
Are you currently involved in an abusive relationship? You and your family can get help! Call the 24-hour crisis line of Halton Women’s Place (south 905-332-7892, north 905-878-8555) or the Assaulted Women’s Helpline (toll free: 1-866-863-0511).
 By Staff
October 23, 2014
BURLINGTON, ON
The province wants to help cities become more bike-friendly – that perked up the ears of council members as they worked through a draft of the Strategic Plan that is going to set a direction for the balance of the current term of office.
 MPP Eleanor McMahon is a strong and consistent cyclist. Burlington has an MPP, Eleanor McMahon who is a champion of sharing the road. The city has hundreds of kilometres of bike trails and a rural area that offers some of the most challenging terrain for the truly committed.
McMahon said: “Ontarians want to spend less time in their cars and more time travelling by active transportation. The number one reason Ontarians don’t ride their bike is because they don’t feel safe to do so. In addition to recent changes to the Highway Traffic act, the amendments support the development of cycling and pedestrian infrastructure by simplifying the process for municipalities to plan and build off-road multi-use pathways.”
Burlington could be the poster boy for community cycling. So when the province announces funding for more bike use – we are in.
Ontario is helping cities become more sustainable and environmentally friendly by making it easier to build off-road bike paths and large-scale recreational trails. The province will invest $25 million in #CycleON: Ontario’s Cycling Strategy to create a more cycling-friendly the province.
The province has created a new streamlined process for municipalities to submit proposals for environmental assessment on new paths and trails. The new process will be easier and quicker, saving municipalities considerable time, money and effort.
The amendments were proposed by the Municipal Engineers Association and received significant public feedback during the province’s public consultation. The new environmental assessment process also supports CycleON, the province’s long-term strategy to help make Ontario the number one province for cycling in Canada,
 Cycling enthusiast Rob Narejko keeps a couple of bikes in his garage and can often be seen on the rural roads. Supporting cycling and helping Ontarians reduce their carbon footprints is part of the government’s plan to build Ontario up. The four-part plan includes investing in people’s talents and skills, making the largest investment in public infrastructure in Ontario’s history, creating a dynamic, innovative environment where business thrives, and building a secure retirement savings plan.
Great wording – now where would Burlingtonians like to see “off road bike paths” built?
Leave your ideas in the comments section.
 By Staff
October 21, 2015
BURLINGTON, ON
The Halton Regional Police are currently investigating a robbery that occurred at The Super Convenience Store located at 574 Plains Road East in Burlington.
On October 18th, 2015 at approximately 7:00pm a suspect, who was armed with a knife approached the clerk inside the store and demanded the clerk to open the cash register. The suspect subsequently fled to an awaiting vehicle. As a result of the robbery the suspect may have sustained an injury to his right wrist or lower part of his right arm.
The clerk was not hurt during the incident.
The suspect is described as:
Male, white, slim build, approximately 5 feet 8 to 5 feet 10 inches tall, wearing a black winter jacket with fur around the hood, black adidas track pants, white gloves and white shoes. The suspect had his face concealed by wearing dark coloured sunglasses and a red and white bandana over the lower portion of his face.
Any person with information related to this robbery is encouraged to contact Detective Phil Vandenbeukel at 905-825-4747 ext. 2343 or D/Sgt. Ron Hansen at 905-825-4747 ext. 2315 of the Halton Regional Police Service 30 Division Criminal Investigations Bureau or Halton Crime Stoppers at 1-800-222-TIPS (8477).
 By Pepper Parr
October 22, 2015
BURLINGTON, ON
Aldershot resident Tom Muir wrote Ward 2 Councillor Marianne Meed Ward asking her why the city missed the 180 day deadline it had to approve a development application. His first request was not answered – he sent a second request and copied the Mayor and the city Manager.
 An architectural rendering of the 28nsorey tower the ADI Development group wants to build at the corner of Martha Street and Lakeshore Road The Mayor promised to get back to Muir with a “meaningful response” and asked him to be patient.
Meed Ward got back to Muir with the following:
Thanks for your inquiry and my apologies for the delay in responding. You raise a number of very important and thoughtful points, and these required time to provide an equally thoughtful reply. I trust you will not read anything into the delay other than it took some time to prepare. I acknowledge that it would have been helpful for me to simply acknowledge initial receipt of the email when I got it, and let you know I was working on a reply – I will do that in future so you know I am working on a reply and that it will take some time. My apology for not doing that in this case – I’m sure it would have helped.
As this is now a legal matter before the Ontario Municipal Board, I will attempt to give as full a reply to the issues without jeopardizing our case at the OMB and while maintaining confidentiality of any legal matters. The questions you have asked raise important issues of principle and I will attempt to speak to them at that level.
You ask why the 180 day time elapsed, allowing the developer to appeal to the Ontario Municipal Board for a “non-decision” within the legislated time frame. Based on the information I have received, and documented in the time line on my website, this file simply took longer than 180 days to process because of the complexity of the project and the number of agencies that needed to provide feedback. That often occurs with more complex files. We have dealt with several files at recent Development & Infrastructure Committee meetings that have gone beyond 180 days, and developers on these projects have been prepared to work with the city so long as they are assured the file is moving forward and being processed.
The timeline I provided in an earlier article helps to tell the story of the amount of work required on this particular application and that staff worked diligently throughout the process to complete the report in a timely fashion. The staff report had been prepared and the committee was four days away from a vote when the appeal was launched. Typically, an appeal is launched for non-decision when the city is dragging its feet on processing an application. That wasn’t the case here.
Nevertheless, I believe it is a worthwhile question of principle to ask in general: why isn’t every Official Plan Amendment and Rezoning application processed within 180 days and what would it take to make that happen? We know that most applications we will see in Burlington are infill, versus greenfield (having run out of large greenfield areas for redevelopment). We also know that these applications by nature are more complex and take more time to review. So we must ask: what changes would we need to make at City Hall to ensure we can nevertheless even process these more complex applications – all of them – within the timeframe?
It is a good question; you and other residents are raising it; and I have asked this of staff internally and we will continue to discuss this over coming weeks and months until we have some suggestions going forward. In my view, if the timeline is there we need to do what we can to meet it, and we need a better understanding of what it will take on these more complex files to achieve that outcome. I am committed to doing what it takes to achieve that outcome going forward.
You have also raised the question of whether the appeal for non-decision within 180 days impacts our position at the Ontario Municipal Board. A non-decision within 180 days is one route to the OMB; the other is disagreement with the decision by council on an application. It is worth noting that the staff report recommending refusal of this particular file was available before the 180 days elapsed. The developer knew staff were not in support of the project. So the question is: does it make a difference whether a file is appealed for non-decision within 180 days or because the project has not been supported by staff and ultimately council? It’s a good question and one that is being asked on behalf of residents by myself and council. I will continue to investigate this.
However, at the end of the day, the OMB makes its decision based on the planning merits of the application more so than by which route the file ended up at the OMB, whether it was because the 180 days elapsed or because of disagreement with the decision. The planning merits or lack thereof are primary matters for consideration. The city will present our case, outlined very well in the staff report, that the project does not meet the criteria for good planning. Those are the matters that will be considered at the OMB in rendering a decision.
Some residents have asked: does the fact that committee and council voted on the project after it was appealed have an impact on our position at the Ontario Municipal Board? The unanimous vote at committee, upheld by council, to support staff and refuse the project will be part of the information forwarded to the OMB when it is deliberating. So the voice of the residents, via your elected representatives, will be heard and will be part of the information presented at the board.
I hope this addresses your questions based on the information I have at this time, recognizing that this is an evolving issue and there are additional learning as we move forward.
Please be assured I am committed to exploring how we can meet the 180 day time frame for every application. City council relies on staff to give us professional advice and see us through the application process; we work together. So I am further committed to ensuring that council, city hall and our planning department take appropriate steps to learn from this situation. The dialogue has started and is continuing.
 Also be assured that my goal is the same as it has always been: to welcome and support development that respects our existing Official Plan and Zoning. As the staff report on this particular project states clearly – we do not need to overintensify this site or any other to achieve our goals and obligations under Places to Grow to intensify in the downtown area. I will continue to advocate on behalf of residents that we respect our Plan – and if it needs changing to do so within the overall context of an Official Plan Review which takes places every five years.
It has been gratifying that all of city council and city staff, and the vast majority of residents, have been united in our position that this particular application is not good planning, is overintensification, and needs to go back to the drawing board to come back with a more reasonable proposal in keeping with our existing planning goals for this site. As a community, we need to continue to stand together and make a strong case at the OMB to turn this down and seek more appropriate redevelopment on this site. I will continue to work with you, residents, city council and staff to see that through.
Whatever the outcome of this situation, city hall should always be reviewing and learning from major issues in our city as a standard practice and a matter of principle, to learn how we can be better. Please know that I am committed to undertake this review. That said, know that our first and immediate priority is to win this case.
Thank you for your contribution to this process.
Muir doesn’t buy the Meed Ward response and sets out the time line as he understands it.
Councillor,
Thank you for your message.
To cut to the quick, I must say that, sadly, you did not meaningfully answer my September 16 and October 8 requests to be informed about how the decision was arrived at to allow the 180 day period, mandated by legislation as default grounds for OMB appeal, to elapse before the Council vote was able to be made on the staff recommendation report on this project.
 Tom Muir, an Aldershot resident suggests the reasons ward 2 Councillor gave for the city’s failure to vote on an application development and asks: Did someone advise you to do this, or did you just drop the ball? As part of this request, I also asked a number of questions concerning the administrative management staff motivations and thinking that led to this decision. These questions were also not answered, and in fact, were never addressed.
Instead, your message is a narrative of excuses, rationalizations, and blame-shifting that does not fit the facts contained in the record of city proceedings and timeline in this matter. You also wrote several extended digressions, that collectively muddle, and side-step, the direct point of my inquiry.
I acknowledge that to some extent you are, as you say, basing your remarks on information you have received from others, and documented in the time line on your website, but there is no attribution on this, and of course, you are responsible for your choice of words. Whatever, I would be careful who you listen to in the future. They may be more interested in self than in you.
In evidence, we can consider the timeline you document in your March 31 website newsletter, and examine the city record of proceedings that are contained in this timeline.
Recall that the prescribed time frame or timeline of 180 days started on September 24, 2014, and elapsed on March 24, 2015.
Over this entire timeline there are a number of public meetings, and staff reports and correspondence available to examine in the proceedings, and there is no evidence that the working planning staff were not in control of the processing timeline, or found the file too complex to process in time.
In fact, the ADI project was generally opposed by the public, and the staff report was a thorough, fair, and strong planning based recommendation to refuse the application. There are no apparent complicating factors to make the file too complex or unwieldy to process on time, as you imply it was.
There is also no reason to expect that the refusal recommendation would lead ADI to be prepared to work with the city beyond the prescribed timeline, as you uncritically, and therefore misleadingly, state other developers might do if their application is moving forward.
I can’t imagine this happening in the face of a known refusal, and the staff record shows that ADI had no intention of negotiating changes. So you certainly can’t shift blame for the failure to meet the timeline to ADI for doing what they did, as you appear to.
I find your stated insinuation, that despite working diligently, staff were unable to overcome unspecified factors of complexity and time slippage, as you claim, and were only able to prepare the staff report 4 days before the Committee meeting date, incorrect, misleading, and totally unfair to the staff working on the file. They cannot defend themselves or set the record straight.
In fact, the timeline indicates that the staff recommendation report was presented to the then Director of Planning and Building, Bruce Krushelnicki, on March 2, which is 22 days before the 180 day timeline elapsed.
Then, the staff recommendation report was made public and sent to the Development and Infrastructure Committee on March 13. This means that the staff recommendation report was in Mr. Krushelnicki’s hands for 11 days.
One has to ask why this 11 days was needed if the planning staff process for the 180 day timeline was considered, as you claim, to be behind time, and if the responsible planning management staff was actually respecting the timeline. Did Mr. Krushelnicki really need 11 days to decide to support his staff, and where is the record of that decision process?
There is no apparent explanation of this seeming excessive use of time, given the situation, and its use as an excuse for the failure to meet the deadline of March 24.
What is also inexplicable is that the staff recommendation report was scheduled to be presented to the D&I Committee on March 30, and to Council on April 20, absolutely too late in the circumstances, and guaranteed to facilitate an ADI appeal to the OMB.
Even more inexplicable is that there was already a scheduled Council meeting for March 23, obviously 1 day before the 180 day timeline elapses, and this opportunity for a Council vote on the proposal was squandered with nary a mention.
Knowing all this on March 13, and before, the staff recommendation to refuse could have been scheduled for the March 23 Council agenda. The Mayor has authority to get this done. Why was this not done? Who is responsible?
Despite all this, four supposedly responsible senior managers ( Bruce Krushelnicki, Director of Planning and Building; Blake Hurley, Assistant City Solicitor; Scott Stewart, General Manager of Development and Infrastructure; and Nancy Shea Nicol, Interim City Manager and Director of Legal Services), who would have known all these facts – the expiry of the 180 days on March 24, and the already scheduled Council meeting on March 23 – still signed off on and approved the said, far too late, meeting dates for the staff recommendation report to get to Council.
In effect, this decision left the back door open for ADI to appeal on the easiest of grounds. The will of the public, and the staff recommendation report, were dead on arrival at Committee, and this seems to have been done on purpose.
What were these managers thinking or not thinking? Is this a deliberate action, taken regardless of the consequences for the city and public trust, or just stupid non-thinking?
Or is it worse, a case of creative bungling that sabotages the city interest and control over the rational planning of development within the existing OP and policy prescribed framework? This situation could do a lot of damage to the aspirations of city residents to develop according to a plan and process they have chosen.
How can we trust the legal department to present the city case at the OMB when they participated in this unbelievable muddle – headedness? They took the city’s legal right to decide on this development proposal and to refuse the application, and gave it away to ADI, and someone from the OMB to decide. Now what they want to do is confidential, and things are done in secret, and in camera.
 Nautique – the ADI Development Group project is being heavily marketed with a number of real estate agents offering the units for sale even though the development is the subject of an OMB hearing. Is this what the public is supposed to trust and have confidence in as proper, credible administrative implementation of the rules, regulations, and laws?
Tell us please, how this decision to kill the staff refusal recommendation, at delivery, serves the public and city interest? I want these managers called to account for how the interests of the city and residents are better served by what they have done in this case?
These points are what most of the other questions in my October 8 reminder message were asking. The responsible staff managers need to be called to account for what they did.
In all of this there is a role for the members of council, but particularly yourself, the Ward 2 Councillor, who would know, or be expected to know, all about what I have described here.
You knew about the March 24 expiry date of the 180 day prescribed time frame, and that the scheduled Committee meeting, and particularly the required Council meeting, where the staff recommendation report was on the agenda, were too late to ensure that the will of residents, and staff, met the planning rules and was therefore legally valid.
And yet you remained silent, and went along with what was happening, and what eventually did happen.
Why did you do this, remain silent?
Did someone advise you to do this, or did you just drop the ball? You are still going along with it, and actually making excuses and rationalizing in support.
You are even musing that maybe the killing of the city will on this development, and the forced OMB hearing, are not such bad things. This is beyond denial, bordering on delusion brought on by the forced acceptance, without protest, of the unchangeable nature of what has happened.
I could go on here and try to address the several digression aspects of your message, but that discussion does not really fit here, and are not what my initial inquiry and messages were asking about. One exception is about what I termed to be a gold rush and unethical mentality, using lies in advertising, and other selling activities, to promote projects that are not approved and at the OMB.
I will only say that if the city does not have bylaws restricting such promotions and advertising of unapproved project proposals, then the city should have one, and has the power to enact one. I suggest this as another policy development digression to add to your list for discussion.
It can get worse, and it is, as exemplified by a project on Plains Rd in Aldershot that advertises a 6 story, 75 unit condo, in preconstruction and coming soon, in an area where it is not permitted in the OP and zoning bylaws, and for which there is not even an application. Nothing is being done by the city about that developer behaviour either, and it is in fact being condoned.
We are on a very slippery slope, poised to lose control of development and our OP to speculators. The ADI situation is a test case that is being closely watched to see how easy it will be to bust Burlington’s Official Plan wide open.
Yours sincerely,
Tom Muir
Is there going to be another round to this argument?
And is Tom Muir ever going to see the “meaningful response” promised him by Mayor Goldring? Or does the Mayor feel he has a 180- day time line.
 By Staff
October 21, 2015
BURLINGTON, ON
If you are a non-profit organizations that delivers community health or social service programs to Halton residents the Regional government has a funding program that might interest you.
 Halton Regional offices are in Oakville Two categories of funding are available to organizations that meet eligibility criteria.
Category One provides one year funding to non-profit, charitable or community organizations for short- term, small capital and/or innovative projects. Category One grants are awarded for a maximum of one year, for an amount up to $20,000.The deadline for Category One applications is November 27, 2015 at 2 p.m.
Category Two provides up to three years of program funding for charitable organizations. The deadline for Category Two applications is December 4, 2015 at 2 p.m. During this proposal call, there is approximately $200,000 available for funding commitments in each of 2016, 2017 and 2018.
“The non-profit sector and community volunteers provide tremendous support to individuals and families in Halton,” said Halton Regional Chair Gary Carr. “Halton Regional Council is committed to keeping Halton a great place to live, work, raise a family and retire for all our residents and the non-profit sector helps our community thrive.”
Organizations interested in applying can learn more about the HRCIF by attending an information session:
• Thursday, October 29, 2015, 6 – 8 p.m. at the Queen Elizabeth Park Community and Cultural Centre (Black Box Studio Theatre), 2302 Bridge Road in Oakville; or
• Tuesday, November 3 from 10 a.m. – 12 p.m. at the Gellert Community Centre (Kinsmen Hall A), 10241 Eighth Line in Halton Hills.
To register for a session, or to access HRCIF guidelines, application forms and funding priorities, please visit halton.ca/investmentfund or dial 311.
By Staff
October 21, 2015
BURLINGTON, ON
Memex, a Burlington company that got a loan from the federal government to expand its operation is now part of it collaborative partnership that has joined with two very large corporations to make greater use of The Industrial Internet of Things (IIoT).
The Internet of Things, known as IloT, has been bubbling away in the background for some time – it is now very real for MEMEX who have partnered with the Mazak Corporation and Cisco to showcase MERLIN software from MEMEX Inc.
 Dave McPhail, CEO of MEMEX walks pasty a stern looking management team during a federal cheque presentation last March The Internet of Things basically gives anything an internet address – which becomes the communications backbone that moves information in real time
The collaborative platform called SmartBox, developed by Mazak, is an industry-first launch platform for easy and highly secure entrance into the Industrial Internet of Things. SmartBox builds on MEMEX’s strategic partnership with Mazak Corp., which earlier this year named MEMEX to its exclusive Value Inspired Partner (VIP) program.
What follows is pretty technical and won’t mean much to most people – but it is very relevant to the economy the city wants to develop. This technology results in those high-tech, high paying jobs the city wants to attract.
“The SmartBox collaboration realizes the IIoT vision on the factory floor,” said MEMEX’s CEO David McPhail. “We’re thrilled to be participating in this powerful combination with Mazak and Cisco. As well as MERLIN software, we are contributing our easy-to-deploy Ax760 hardware adapters to SmartBox. They enable every machine on the shop floor, old or new, to become web servers that utilize the MTConnect® manufacturing communication standard.”
Using MTConnect® as its foundation, SmartBox connectivity of machines and devices allows for enhanced monitoring and analytical capabilities including advanced cyber security protection. SmartBox represents a huge leap in digital integration across manufacturing.
 MEMEX – a Burlington firm that is right up there with two of the largest heavy hitters in the manufacturing technical world. “With the development of SmartBox, Mazak continues to drive toward its iSMART Factory concept and connecting today’s shops to the Industrial Internet of Things (IIoT) to achieve levels of efficiency and productivity never before realized,” said Brian Papke, President of Mazak. “And while our concept centers around open connectivity and the Internet, we at Mazak believe it is our moral obligation to also provide customers the highest level of security possible with SmartBox. As with all the technology we develop, Mazak has first implemented SmartBox into our own operations before expecting customers to wholeheartedly embrace the system.”
Mazak developed SmartBox to work with any machine regardless of make, model or age and will offer it in various configurations/kits based on the scenarios and challenges in which the units will be used. The device physically mounts to the side of machines without having to integrate into a machine’s electrical cabinet. With several standard input/output connecting ports, SmartBox lets users quickly and easily connect any standard off-the-shelf sensors to the system for machine data gathering and condition monitoring. One SmartBox may service several machine tools along with other associated manufacturing equipment, depending on the application.
At the heart of SmartBox is Cisco’s Connected Machines solution, based on the IoT System, designed specifically for industrial environments and equipped with an MTConnect software agent. Using a fog computing model, MTConnect runs directly on the ruggedized Cisco Industrial Ethernet (IE) 4000 switch, providing MERLIN software’s real-time visibility and insights into data right on the factory floor.
MEMEX’s MERLIN software installed in Mazak’s factory allows for monitoring analytics of machines, test stands and other equipment within the plant. The Cisco hardware is designed to help prevent any issues with unauthorized access from both directions – to or from the machines and equipment within a network. SmartBox satisfies the highly critical security concerns of IT departments when connecting legacy equipment to a plant’s main network for the purpose of gathering manufacturing data via the MTConnect protocol.
MEMEX Inc. is a leading Industrial Internet of Things (IIoT) technology platform provider that connects to any machine and delivers real-time manufacturing productivity metrics. Industrial strength MERLIN software provides Overall Equipment Effectiveness (OEE) efficiency metrics in real time, from shop floor to top floor. MERLIN connects to any machine, old or new, utilizing MTConnect, other protocols or hardware adapters.
The MERLIN magic delivers a 10% to 50% average productivity increase so that any manufacturer can achieve world-class standards of excellence. Based on just a 10% increase in OEE, customers see profit improvements of 20%-plus and payback in less than four months.
What does all this mean to Burlington?
During the federal election Prime Minister Harper announced that an Advanced Manufacturing Hub would be built in the city – tied in in some way to McMaster University’s de Groote campus on the south Service Road.
 Dave McPhail on the right explaining the technology MEMEX has developed that allows real time data to be delivered to management Dave McPhail works assiduously developing relationships – he has been working on a collaborative approach with Cisco for some time – that seems to have worked out well for the company.
Mike Wallace took part in an announcement that put a cheque for $899,000 on the table allowing MEMEX to expand their operations in Burlington. So far that federal loan appears to be doing what it was intended to do.
By Staff
October 21, 2015
BURLINGTON, ON
Ontario has nominated Dr. Bruce Krushelnicki for appointment as the new executive chair of Environment and Land Tribunals Ontario, subject to review by the Standing Committee on Government Agencies.
 Former city planner, Bruce Krushelnicki, has been appointed as the Executive Chair of the Environment and Land Tribunals Ontario Dr. Krushelnicki, a veteran urban planner and public administrator, recently retired from the post of Director of Planning and Building at the City of Burlington after 11 years. Before his employment with the City of Burlington, he held key positions with the Ontario Municipal Board and the Institute of Urban and Environmental Studies at Brock University, as well as maintaining a small consulting practice in urban planning.
Pending review by the Standing Committee on Government Agencies, Dr. Krushelnicki will take over the role of executive chair from Alternate Executive Chair Jerry DeMarco in fall 2015.
Dr. Krushelnicki holds a PhD in Urban and Regional Planning from the University of Waterloo, a Master of Urban and Regional Planning from Queen’s University and a Bachelor of Arts degree from Brock University. He is a member of the Ontario Professional Planners Institute.
Environment and Land Tribunals Ontario is a cluster of tribunals that resolve appeals, applications and other disputes under some 100 statutes in relation to land use planning, environmental and heritage protection, property assessment, land valuation and other matters. It is made up of five adjudicative tribunals:
Assessment Review Board
Board of Negotiation
Conservation Review Board
Environmental Review Tribunal
Ontario Municipal Board
Adjudicative tribunals play a vital role in the justice system by using their specialized expertise to hear a variety of disputes in an independent and impartial manner.
One of those disputes is the application the ADI Development Group has made to the OMB for the right to build a 28 storey tower at Martha and Lakeshore.
Dr. Krushelnicki will serve as the Executive Chair of all five adjudicative tribunals that make up Environment and Land Tribunals Ontario.
In Burlington we called him Bruce – he was without a doubt the most articulate staff member this city had – and also knew the best tailor in town
 By Staff
October 20th, 2015
BURLINGTON, ON
SeeClickFix service disruption – Oct. 20 to 22, 9 p.m. to 3 a.m.
The SeeClickFix will experience service disruptions during system maintenance:
Oct. 20, 9 p.m. to 3 a.m.
Oct. 21, 9 p.m. to 3 a.m.
Oct. 22, 9 p.m. to 3 a.m.
We apologize for any inconvenience.
What is SeeClickFix?
Currently pothole, traffic sign, traffic signal, street light, graffiti, and coyote sighting requests are being accepted.
City of Burlington staff will be alerted and will respond within a reasonable time to address the request.
If you lose your hub cap in that pothole – SeeClickFix is the city’s interactive map where you can report thee things.
By Staff
October 19, 2015
BURLINGTON, ON
Union Gas handed over 500 combination smoke and carbon monoxide alarms to the Burlington Fire department at a meeting at the Seniors Centre on the weekend. It is part of Project Zero, a public education campaign that provides combination smoke and carbon monoxide alarms to residents with the goal of reducing the number of residential fire and carbon monoxide-related deaths to zero.
The alarms were handed out at the seniors event, they were “won” through answering fire safety trivia questions.
 Fire Chief Tony Bavota. The few remaining alarms will be given to seniors registered in the fire department alarm assistance program, which helps those who are isolated and/or have disabilities or mobility challenges, which make it difficult to install and maintain their home smoke and co alarms.
Union Gas utility services manager, Marc Hoewing visited the Burlington Seniors’ Centre yesterday to present Burlington fire chief, Tony Bavota with the alarms.
“At Union Gas, the safety of our employees and our communities is our most important core company value,” said Hoewing. “And we share that commitment by supporting much-needed programs like Project Zero that helps us all stay safer.”
 They work – but only if they have fresh batteries. Carbon monoxide (CO) is a colourless, odourless, tasteless toxic gas that is often referred to as the “silent killer.” Exposure to CO can cause flu-like symptoms such as headaches, nausea, dizziness, burning eyes, confusion, drowsiness and even loss of consciousness, without the elevated temperature associated with the flu. In severe cases, CO poisoning can cause brain damage and death. The elderly, children and people with heart or respiratory conditions may be particularly sensitive to CO. Over 80 per cent of carbon monoxide-related deaths and injuries in Ontario occur in the home.
Fire Chief Tony Bavota said at the meeting that “Working smoke and carbon monoxide (CO) alarms save lives,” said Bavota, “Offering them to some of the seniors in our community will help to keep them safe in their homes.”
 Ciné-Starz Upper Canada Place,
Burlington, ON L7R 4B6
Week of Friday, October 23, 2015 through Thursday, October 29, 2015
Everest (PG)
Fri – Sun: 11:00 AM, 1:15, 3:30, 5:15, 7:25, 9:40
Mon – Thu: 1:00, 3:00, 5:05, 7:20, 9:25
Black Mass (14A)
Fri – Sun: 1:15, 3:00, 5:10, 7:25, 9:40
Mon – Thu: 1:00, 3:15, 5:30, 7:25, 9:30
The Visit (PG)
Fri – Sun: 7:45, 9:40
Mon – Thu: 3:15, 5:15, 7:45, 9:40
War Room ()
Fri – Sun: 11:00 AM, 1:00, 3:15, 5:30, 7:30, 9:30
Mon – Thu: 1:00, 3:10, 5:20, 7:30, 9:40
Mission: Impossible – Rogue Nation (PG)
Fri – Sun: 11:10 AM, 5:00, 7:20, 9:35
Mon – Thu: 1:00, 3:20, 7:00, 9:30
Minions (G)
Fri – Sun: 11:30 AM, 1:15, 3:30, 5:45
Mon – Thu: 1:15, 5:40
Inside Out (G)
Fri – Sun: 11:10 AM, 1:05, 3:00
A Walk in the Woods (14A)
Fri – Sun: 11:00 AM, 1:30, 3:30, 5:30, 7:30, 9:30
Mon – Thu: 1:00, 3:00, 5:00, 7:00, 9:00
 By Pepper Parr
October 19, 2015
BURLINGTON, ON
Denise Beard is pumped.
 Denise Beard, Manager of xxx for the city heads up a provincially funded project to get the under 1q2 set outdoors running, jumping and playing every day. She has her hands on a project that is going to keep her busy for the next three years and she believes the project is going to make a difference.
During a press briefing Beard told media that the city has been given a grant of $1.1 million to get the fat off the bodies of young people who spend more time in front of a screen of some sort rather than on their bikes.
There is an obesity problem in the city – and Beard who was a life guard when she was a teenager, wants to see younger people enjoying better health – and she thinks the program she is going to run for the next three years can go a long way to making that happen.
Beard tends to put everything she has into her projects – it’s just who she is.
So what is the program all about?
It is billed as a Community Challenge – an event that uses provincial money to drive a program that will result in younger people getting more exercise.
For reason’s it only understands the province decided to work with communities rather than schools or the medical community to get young people off the couch and away from the screens and exercise more.
The idea was first used in France where significant results were claimed to have taken place. The Ontario government chose Burlington as the only community in Halton to get funding. Hamilton and 45 other communities in the province were given funds.
 Expect to see a lot of chalking going on at least until there is snow on the side walks of the city – all part of a healthier youth initiative. Beard talked about “chalking” the community – getting young people to take to the streets and make their mark telling what they are doing to live healthier lifestyles.
The initiative came out of the provincial Ministry of Health and Long Term care that will be putting forward a new theme every nine months.
In order to get the funding communities had to come up with an Action Plan; Burlington apparently had the best one – so we will now see the Mayor pumping and promoting healthy living.
The city wants to see the grade 5 level students Running, Jumping and Playing every day. Data will be collected with the focus on individual Body Mass Index (BMI) – some additional focusing will be done on students at the grade 8 level.
There are five neighbourhoods in the city that that are expected to get special attention. The program will collaborate with the YMCA, parent groups and schools taking a “street to street” and “parent to parent approach” to getting young people – mostly those under 12 out onto the streets and the playgrounds and getting more exercise.
Great initiative – that has to compete with computer games.
By Pepper Parr
October 19th, 2015
BURLINGTON, ON
When Teresa Seaton opened her Stained Glass studio on Spring Garden Road a couple of years ago, a stones toss from the Royal Botanical Gardens – some thought there was the promise of a small cluster of art locations developing. The Seaton Gallery was right beside the EdRoy gallery which and the opportunity for some growth looked as if it was going to fade.
 Anne More’s piece is on the right. Yesterday Cheryl Miles Goldring and Anne More opened Gallery 2 and displayed a very nice collection of the both their own work and that of other artists.
The flow of visitors was consistent during the afternoon – what to make of this newest arrival to the art scene in the city?
Cheryl, who was chair of the Art Auction Committee for the Art Gallery of Burlington last year, is coming into her own rather nicely. The exhibition of her work from a Newfoundland tour was well received – now we are watching her develop the commercial side.
 Work by Anne More on the left and a piece by Cheryl Miles Golding, second from the right, is appreciated by a viewer during their opening event on Sunday. Anne More, who brings her own experience to the venture, studied under Gordon Harrison with Cheryl – a Harrison piece was shown at the opening exhibit. Just under a year ago Anne and Cheryl talked about renting the space that EdRoy had vacated; after working out some of the wrinkles they dove in and held their opening event on Sunday.
 Cheryl Miles Goldring listening to Catherine Brady. Anne wants people to understand what real art is: “I am constantly amazed at how little people know about how art is made.” Tough words from a woman who taught art with a Board of Education for a number of years.
Art is a business as well as a passion – and business means selling something to someone. There is a perception that original art is very expensive – and it can but doesn’t have to be. Anne has been involved in a number of sales that had payment for the art being made over a period of time. “If you like some of my art” Anne will say “make me an offer.” Her work has been shown at Art231 in Hamilton
 Anne More on a field trip. Cheryl sees the Gallery 2 as a place where they can focus attention on local artists who don’t get much of an opportunity to show what they have in a setting that was designed for the public and not done as an afterthought in a restaurant.
The Gallery 2 opening included work by Donna Fratesi, Pierre A. J. Sabourin, A. J. Van Die and Wayne Moore and Don Greaves.
The Gallery 2 intention is to mount new art every month – something this city has not seen in some time. Now the challenge of promoting the location begins
By Pepper Parr
October 16, 2015
BURLINGTON, ON
Let’s dig a little deeper into the Work Plan city manager James Ridge presented to a Standing Committee earlier this week.
 City Manager James Ridge Ridge set his intentions out into groups, just the way any Army captain would and then delved into the groupings and what Ridge hoped to get done. We have added a few comments to expand on the tasks. which were:
STRATEGIC PLAN, OFFICIAL PLAN, AND OTHER SUPPORTING PLANS:
City Strategic Plan: While many many months late Council and staff are now meeting to nail this down and move on to the Official Plan Review and the city budget.
Official Plan: On hold until the Strategic Plan has been struck. With a new planner due to start in November there may be a little lag time while she figures out what is where at city hall and gets to know her staff.
Transportation Master Plan: A work in progress
Corporate/ SMT Work Plan: 12-24 month detailed work plan addressing all Strategic and Official Plan work items. Develop master SMT work plan to deliver strategic objectives.
Each Director, General Manager and Service Owner to have a personal work plan, which will be a central element of their ongoing performance evaluation
 How will citizens take to multi year strategic budgets? Multi-Year Strategic Plan budget: Ensure that high level budgeting is undertaken to accompany the Strategic Plan and supporting multi-year work plan to guide priority setting and annual budget discussions. Multi-year budget projections for implementation of the Strategic and Official Plans and associated Work Plans.
The city’s finance department is probably the best run shop in the city – they don’t need to be told what to do – they do need other departments to work as efficiently and as effectively as the Joan Ford crew works.
City Manager Work Plan: Set out in detail below.
Work Plan management and reporting systems
STRATEGIC INITIATIVES:
Ridge wasn’t able to say much about initiatives – other than he thought there might be as many as 50 of them.
EXCELLENCE IN STRATEGIC GOVERNANCE
City Performance Indicators: Working with BEDC, Burlington Community Foundation and others, develop a macro set of performance measures that taken together are a reasonable proxy for the general wellbeing of the City. A clear set of key performance measures to measure the health, quality of life, and economic performance of the City tracked longitudinally.
Some very good data was released at a Standing Committee meeting earlier in the week. The Gazette is pulling that information together and will publish later this month – you won’t see this data anywhere else.
Workshop on Excellence in Strategic Governance: To support Strategic Plan implementation, have a facilitated workshop(s) to consider strategic governance principles and the appropriate governance/management relationship needed for successful implementation of the strategic plan.
Strategic governance workshop with Council and appropriate senior staff, to develop general principles of strategic governance and management.
Excellence in Governance Charter: City Council is widely seen as an exemplar of excellence in strategic governance. Develop with Council an “Excellence in Governance Charter.” Adopt as Council policy a series of best practices and decision tools that reflect accepted best practices in strategic governance for public and private sector organizations.
Watch this one carefully – it looks as if it might be what gets put in place of the Code of Conduct that most of this council does not want. The Code of Conduct is something this council needs and the public deserves.
 Councillor John Taylor wants better agenda and council meeting planning – dislikes the way Clerk’s office manages the flow of paper – city manager wants to get rid of the paper. Agenda Planning: Through regular reviews of the City Manager’s work plan, allow for better longer and medium term agenda planning. Several members of Council have complained about poor agenda planning and want material they are to discuss earlier in the process. When the calendar for 2016 was being discussed Councillor Dennison suggested a number of changes which the Clerk’s office wasn’t happy with. Mayor Goldring brought this up giving the Clerk an opportunity to explain what the problems were. Dennison wanted to know why he had not heard of the Clerk’s concerns. Now we know why there are problems with agenda planning – these people don’t talk to each other.
Council Agendas: Structure Council agendas to clearly identify strategic and good-governance agenda items. A proposal for a new model for Committee and Council agendas. Set for 2Q of 2016. Don’t bet the barn on that date.
EXCELLENCE IN MUNICIPAL ADMINISTRATION:
Customer Service
Customer Relationship Management (CRM) Tool
One Stop Business Startup Centre
Service Management
Enterprise Risk Management
Enterprise Performance Measurement
Business Analytics Capability/Research and Data analysis: If possible, fast track the implementation of a business analytics tool to permit robust data analysis. As an interim measure, create a temporary new role to do data analysis, quantitative research, and coordinate surveys.
A suite of applications, tools and process that when implemented and operational support performance measurement, data analytics and corporate reporting.
One position (perhaps .5 FTE) to undertake quantitative analysis and detailed data analysis in support of Council and corporate initiatives.
During a presentation made by former Director of Planning Bruce Krushelnicki we learned that the city has absolutely no demographic capacity and that there is some statistical capacity but the person doing the job could not tell a Director how many homes there are in Alton Village. That staffer is apparently still cashing a pay cheque.
Revenue and Grant Coordinator: Create a role with an explicit focus, and dedicated time, to undertake grant requests, stay abreast of new funding opportunities, and seek other revenue opportunities. Create a new (likely .5 FTE position) in the City Manager’s office to coordinate City grant applications, research new and existing funding opportunities, and consider other municipal revenue opportunities.
This is the second mention of additional staff – Councillor Craven won’t let this happen – but Councillor Sharman might like to see someone who can gather data
Document Management: Multi-year project to reduce or eliminate use of paper, provide better access to information, and more transparent public access. First phase should be paperless meeting materials for those who wish to use. Paperless SMT meetings. Full transition is a major multi-year project.
City Marketing Cooperative: Explore the possibility of a marketing cooperative to share expertise and resources among City departments and City- funded agencies and boards. If agreement is reached among the parties, create a marketing cooperative to share expertise and mitigate duplication in marketing, print, web support activities.
This is one of those initiatives that is better not even attempted – bureaucrats are not marketers – this should be outsourced to a company that is given a strong, clear mandate.
 Burlington didn’t lead the way it could have led during the Via derailment a number of years ago – the city now how seasoned Emergency Management in place Emergency Management: Fully implement an emergency management plan, appropriate training, and develop and maintain business continuity plans.
This task is well underway – the Fire department brought in a season manager who explained what the department will be doing and how it will work – it is a very significant improvement over procedures that were in place previously.
Build Redevelopment Capacity in Planning Building and other relevant Departments: Evolve through hiring, professional development and resource allocation the Planning and Building department’s expertise and capacity from greenfield single family to infill and intensification.
Land Economist: Strengthen our planning and real estate management capability by tendering for a retainer for a municipal land economist to provide expert arms-length advice to City staff and Council on land economic issues, particularly independent assessments of development applications and the embedded assumptions around profitability at various densities and uses.
ORGANIZATION AND CULTURE
 Members of the team that run the finance department during a budget debate – they were updating data on the fly People Plan Team: There is a general need for a team of union and non-union staff from across the City to focus on and make recommendations about, workplace quality and cultural concerns.
Culture Survey: In Q1 2016 undertake the Dennison survey of organizational culture as a baseline.
Performance Evaluation System: Develop a new Performance Evaluation system. Fully implemented new PE system that is modular, with elements for individual contributors, service owners, and Directors. Ridge wants this to be 100% use. He sees this as quarterly structured but less formal conversations with staff on performance, not a once a year report
Succession Planning: Create a corporate succession plan and succession planning policies. Initial identification of high potential management staff for detailed career planning. Initial identification of high potential front line staff with leadership potential for detailed career planning.
Succession plans complete for all departments. Corporate policies in place. SMT has created a list of high potential middle managers for immediate development
MAJOR INITIATIVES
Storm Water Management: Implement the Council-approved program on expanded storm water management.
This program is going to have a very significant impact on the 2016 budget and will stun the owners of properties that have large parking areas. The city has done a very poor job of informing both residents and commercial property owners on the ramifications – they are significant.
Asset Management – Infrastructure Renewal
Conversion Reviews: In the context of the Official Plan review, develop (with BEDC) mechanisms to defensibly and consistently make recommendations on conversion requests.
Once the Strategic Plan is in place this will become a major matter for this Council. The development community does not believe the city needs all the Employment Land it has – and they want the opportunity to convert those lands to residential where the profits are much higher.
 Zoned commercial, spitting distance to the QEW, minutes from downtown – owner wants to rezone and make it residential. Major developers in this city have been sitting on land holdings for year – decades in some cases – waiting for the day when they can get a conversion. The province does not make it easy for any conversions to take place – but the developers have skilled planners who can make a donut look like a life saver.
Beachway Park: Negotiate with the Region cost sharing for Beachway Park, both Capital and Operating.
Sustainable Development Awards
Urban Design Review and Awards
INTERGOVERNMENTAL AND COMMUNITY RELATIONS
Government Relations
Policies and Process: With the Mayor’s Office and Council develop formal policies, procedures for ongoing intergovernmental relations activities. Identify the first inventory of key intergovernmental issues and action plans.
This has always been a particularly weak area for this city administration. Having city managers move in and out of that office every two years didn’t help to develop strong working relationships. The city did hold a Burlington Day at Queen’s Park which amounted to everyone handing out business cards and getting 15 minutes with Ministers and some Deputy Ministers.
Burlington didn’t have a very effective MPP at the time which made it difficult to achieve very much.
The failure of the IKEA move to the North Service Road was due in no small measure to the lack of a deep understanding of how the Ministry of Transportation really works. The lead people on that file had not been properly mentored on how a city deals with a provincial ministry.
Redevelopment processes: Develop with Halton Region, a seamless process with known timelines for redevelopment applications. Done by 1Q 2017
 Our Building – on Hamilton’s land. LaSalle Park: Reach agreement and Council approval on the transfer of LaSalle park ownership to Burlington by 1Q 2017
Community Engagement: Continue and build on the work that has been done on community engagement, support the Engagement Charter
New Resident Outreach: The City administration takes steps to proactively reach out to and engage communities, including immigrants, who have a very low incidence of engaging with City
Partnerships. The city wants a tighter working relationship with Hamilton where there is real economic growth; it also wants to strengthen the relationship with the Region.
This is most of what city manager James Ridge put before city council. In a separate article we report on how council reacted
By Staff
October 16, 2015
BURLINGTON, ON
Burlington residents might have strong views on how their city should be grown – but there is a developer who is taking his message directly to the market and telling a very compelling story.
Marketers can use what is described as sponsored content – material written by the advertiser and placed in prestigious publications.
ADI Development paid to have the following run in the Globe and Mail on Thursday.
 Architects rendering of the structure proposed for the corner of Lakeshore and Martha in downtown Burlington. Developer says the location is 30 minutes from downtown Toronto. Adi Development Group brought modern and innovative condominium concepts to Burlington, but the local company wants to make bigger waves by the city’s historic downtown district and waterfront.
This month, preview events will reveal plans for a sleek glass tower with 170 high-end suites with starting prices less than $300,000.
“Downtown is a very expensive place to live. There’s been other projects in the area that recently launched with [prices at] $800 to $1,000 per square foot, but we’re not anywhere near that,” chief executive officer Tariq Adi says.
“[Plus] we’re offering a better package – from our amenities to the types of finishes we’re putting out – but we’re coming in at a phenomenal price for someone to get into the downtown for an average price of $300,000 to $400,000.”
Demand for new infill projects such as this one – 30 minutes west of Toronto on a vacant parking lot at 374 Martha St., at Lakeshore Road – intensifies among professionals acquiring their first home to locals downsizing from multimillion-dollar estates.
“Even the condo product currently down there is very outdated, but very expensive, at the same time, so it’s very prohibitive to own,” Mr. Adi says. “I was on MLS looking downtown condos recently and I couldn’t find anything under $780,000, because there’s no availability … or if it was being sold, it was very expensive.”
The neighbourhood’s allure stems from its mix of natural and man-made attractions.
“We’re lucky in Burlington now to have a gorgeous waterfront that is absolutely open to the public realm with Spencer Smith Park – one of the largest parks in the city – right along the water with beautiful trails and walkways, Burlington beach, tons of stores, shops and restaurants,” Mr. Adi says.
“It’s very walkabout and we’ve got a bike lane in place … a bus terminal maybe 200 metres away from the site.”
Residents can also feel as if they’ve escaped to a resort with on-site lounges, bar, yoga deck, outdoor pool and terraces, including one with flexible walls to a sixth-floor clubhouse.
“We’ve got Cecconi Simone doing the designs on the interiors, so it’s very beautiful and very Miami- and water-inspired,” Mr. Adi says. “We want to create amenity spaces people will actually use and love to have in their building.”
 ADI Development sales office on Brant Street in a building owned by the Region with affordable housing units. This project’s contribution to the street will not only be double-height retail space in the five-storey podium, but also a modern design Raw formulated with one side encased by a curtain wall and the other with balconies zigzagging upward and protruding outward.
“I didn’t realize how boring high-rise buildings were until I started designing a high-rise building,” Mr. Adi says.
“So we went with a reflect glass that will take advantage of the blue water and skies, so it feels clean and reflective, almost creating a mirror effect and blends into the skyline.”
Inside, the façade’s transparency will allow for floor-to-ceiling windows in the one- to two-bedrooms-plus-den suites. “We’re about 700 to 800 square feet on average, so they’re very spacious and every unit almost has an indoor/outdoor space,” says Mr. Adi, citing a recessed balcony encased in glazing as an example.
A model suite will showcase standard finishes, including custom European kitchens with islands and designer cabinetry.
“We have beautiful barn doors for bedroom doors and we have ceilings up to 11 ½ feet in some suites, which is absolutely gorgeous and luxurious, especially taking advantage of the views on the water,” Mr. Adi says. “No one else is doing anything like that around here.”
Depending on unit sizes, monthly fees will vary from 44 to 62 cents a square foot with most averaging 55 cents.
Occupancy is expected for 2018.
Not a mention that the project was not approved by city council; not a word about the size of the lot the building is going to be built on, not a word about the ongoing struggle the city has had with this developer.
The developer doesn’t have to tell the full story nor do the numerous real estate agents who are now actively selling units.
ADI has completed one project in Burlington, a very attractive four story building on Guelph Line north of the QEW – it has yet to sell out and the Gazette has not yet managed to tour that project with the developer – despite repeated requests.
By Staff
October 15, 2015
BURLINGTON, ON
Keeping Burlington’s down town core vital and vibrant just got a major boost.
Jimmy Zereneh who runs the Tamp Coffee Shop on Pine Street is branching out and will open a second location on Brant – west side just south of Caroline.
 A coffee shop with a more European setting – and beans that are celebrated and brewed properly. The Tamp attracts a colourful clientele including those who sit out in the back porch puffing on the stogies they may have purchased at the cigar store next door. There apparently will not be a place where the cigar set can enjoy the waft of blue smoke and the comfortable conversation men share at they lean back and see the world as theirs to conquer.
Jimmy has been known to have coffee that jolts you if you want it to at the Organic Market tucked in behind Centro on Brant.
Look for vibrancy – look for attitude and people who actually speak in paragraphs and don’t move their lips when they read.
Jimmy has a relaxed approach to life – when will the new location open ? – “in a couple of months – I’ll let you know”.
By Pepper Parr
October 15th, 2015
BURLINGTON, ON
Parking – that bug bear for almost everyone with a vehicle – is getting a close look by city hall
The Planning & Building Department,in conjunction with the Transportation Services Department will be retaining a consulting firm to complete a City Wide Parking Standards Review.
 It is surprising how often this parking lot on Locust street is nowhere near full. Burlington’s off-street parking requirements are set out in a zoning By-Law that is used to govern the supply of parking for all types of land use.
Over the past few years, the City has received frequent requests for parking reduction in areas such as seniors housing, intensification nodes, visitor parking, and mixed use developments. At the same time, the City has been experiencing parking shortfalls in areas such as medical office complexes, newer high density communities, and places of worship.
A review of the current Zoning regulations is necessary to develop a context-sensitive framework for updated parking requirements based on existing and desired land use and transportation characteristics.
 Parking offence revenue is significant for the city. This Parking Review will be the first step toward the completion of the comprehensive zoning review for the City of Burlington. The recommendation s of this study will be used as the basis for updated parking regulations and design standards for development in Burlington.
 Brant Street on a bad day? The objective is to adopt an approach that considers land use, built form, design standards, as well as proximity to transit and other alternative modes of travel.
The parking standards review ties into the Transportation Master Plan; the goal is to move towards managing parking in a responsible manner that promotes sustainable forms of development and provides an emphasis on travel demand management.
Once the consultants have been retained and the contract deliverables ironed out timelines will be put in place.
 The city would dearly love to see a structure on this John Street parking lot – can the parking demand get by without these parking spots? There is a supermarket parking lot 35 yards away. The city is about to move into some serious thinking and debating of what they want in the Strategic Plan – which is now many many months behind – the first year of the four year term of office has been completed – and the strategic Plan is still not in place.
There are those at city hall who think the plan may not get completed before the end of the year which would push its completion out even further because the budget has to be determined in January.
The city manager met with council on Wednesday to set out his work plan – he didn’t get a standing ovation. Several thought it was a bit on the ambitious side. There is a lot of work to be done. More on the city managers work plan in a separate article.
The Gazette will keep on top of this one for you.
By Pepper Parr
October 15th, 2015
BURLINGTON, ON
Have the Regional Police come to the conclusion that if the public hasn’t used their weapons to shoot all the politicians before they elect one of them to the House of Commons – then perhaps another gun amnesty is due – to get the weapons off the streets.
The Halton Regional Police Service will be hosting its second regional Firearms and Weapons Amnesty from October 19 to October 29, 2015.
The public is being encouraged to surrender their unregistered or unwanted firearms and weapons to the Halton Regional Police.
 This amnesty is an opportunity for members of the community to hand in firearms and/or weapons and ammunition that are unused, inherited or illegal, without the fear of being charged for having them.
The Halton Regional Police Service aims to create a safer community by removing these firearms and weapons from locations such as homes, businesses and schools to prevent their use in violent crimes.
Currently, in Ontario there are over 500,000 citizens who hold valid Possession Licenses (POL) and Possession and Acquisition licenses (PAL).
There are over 300,000 restricted and prohibited firearms registered in Ontario, not including non-restricted firearms (long guns).
In some circumstances, POL and PAL licensees no longer wish to keep their firearms due to age, ability and residential location. POL and PAL holders often omit or forget to renew their license and/or are deceased, leaving the firearms unregistered or in the possession of unlicensed family members. This amnesty is an opportunity to have the police come and safely take these weapons away.
During this amnesty, the police encourage people to turn in illegally held guns and ammunition and any other unwanted firearms, imitation firearms and air guns. In addition, any weapon that may pose a threat to public safety such as switchblades, butterfly knives, pepper spray, nunchuks, shurikens, push daggers, knife-combs, crossbows, spiked wristbands, batons and/or blowguns.
Between October 19 and October 26, a dedicated telephone line will be available to arrange a firearm or weapon pick up. (905) 465-8733 will be monitored from Monday to Saturday 8:00 am to 4:00 pm during the ten days.
DO NOT BRING ANY WEAPONS OR FIREARMS TO A POLICE STATION.
DO NOT TRANSPORT FIREARMS OR WEAPONS IN YOUR VEHICLE.
DO NOT GREET OFFICERS AT THE DOOR WITH FIREARMS/WEAPONS.
Officers assigned to pick up the weapons will provide police identification and will require a signature for destruction.
This Amnesty is an opportunity for everyone to take part in removing these firearms and weapons from the community, reducing the risk of them falling into the hands of criminals.
Last year, approximately 180 firearms were turned in, about 40 knives and 200 pounds of ammunition.
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