 By Pepper Parr
November 29th, 2021
BURLINGTON, ON
Each member of Council has the opportunity to put forward a motion that sets out the changes they want to see to the budget staff has put forward.
Keep in mind that taxpayers are looking at a pretty stiff budget increases and that Staff don’t see tax increases falling below 4% a year for the next five years.
Also, keep in mind that 2022 will be an election year.
Ward 3 Councillor Rory Nisan wants to direct staff to reduce the budget by removing the following items:
• Dedicated operations space for building/bylaw ($110k)
• Remove BI (Business information)position ($114k)
• Remove bus cleaning/maintain status quo with external contractors ($223k)
• Remove committee services, deputy clerk position ($157k)
• Manager, total rewards and analytics ($157k)
 Ward 3 Councillor Rory Nisan wants to use staff cuts to keep the tax levy down. Overall rationale:
With COVID-19’s economic impacts, council needs to be more careful than ever in balancing costs for our taxpayers and mitigating organizational risk. The following projects very narrowly weigh towards delays and temporary de-prioritization to provide tax relief for 2022.
• Dedicated operations space for building/bylaw ($110k)
I would like this request to be brought forward again for 2023.
• Remove BI position ($114k)
I would like this position to be brought forward again for 2023 budget.
• Remove bus cleaning/maintain status quo with external contractors ($223k)
I would like this request to be brought forward again for 2023. With lower use of buses at present, we can manage the risk of an inferior outcome in terms of cleanliness for 2022.
• Remove clerk position ($157k)
I would like the city manager to seek short term internal support, internal re-assignment, one-time contracting and/or external contracts for projects to mitigate risk. I would like the position to be brought forward again in 2023.
• Manager, total rewards and analytics ($157k)
I would like to see this position brought forward in 2023 and if needed that there be internal reorganization and prioritization.
Outcome Sought:
Budget approval.
 By Pepper Parr
November 29th, 2021
BURLINGTON, ON
 Lisa Kohler leaving HEN for an amazing opportunity with another organization. They are going to have a tough time replacing their Executive Director.
Lisa Kohler, Executive Director of the Halton Environmental Network (HEN) is in transition from current Executive Director to an amazing opportunity with another organization to advance climate action.
Under Lisa’s leadership HEN is the exemplary climate leader in Halton and has a bright future with many incredible projects underway and charitable status nearly in hand.
HEN has accomplished great work under Lisa guided by her passion to drive climate action.
HEN’s future is bright with everything in place to ensure future success and continued impactful climate work. Stay tuned for further details.
By Pepper Parr
November 29th, 2021
BURLINGTON, ON
Each member of Council has the opportunity to put forward a motion that sets out the changes they want to see to the budget staff has put forward.
Keep in mind that taxpayers are looking at a pretty stiff budget increase and that Staff don’t see tax increases falling below 4% a year for the next five years.
Also, keep in mind that 2022 will be an election year.
Ward 1 Councillor Kelven Galbraith frequently cuts to the chase – his response to a budget that has many more than concerned, is brief to the point of being irresponsible.
 Any aspirations Galbraith had to be elected Mayor went out the window with his budget reduction response. Galbraith tends to align himself with the Mayor who, along with Councillor Nisan, creates a block of three votes on a seven member council. Not enough to hold court.
The people of Aldershot voted for what they thought was an experienced business person who was tuned into the needs of the community.
None of those attributes appear in his budget memorandum.
In his memorandum the Councillor asks his colleagues:
I would like to explore the deferral of purchasing 2 of the 4 buses as our transit usage has been much less than expected during COVID19. The costs of adding the drivers, staff and maintenance follows the adding of buses to our fleets which is driving our budget increase.
With regards to the bylaw officers located within Aldershot arena, I am comfortable with them staying there for the foreseeable future. It was suggested that the room was needed for community use but I do not anticipate demand for this room for a few years.
Outcome Sought:
7 votes in favour.
Does Galbraith no longer want the job of ward councillor?
 By Pepper Parr
November 29th, 2021
BURLINGTON, ON
Each member of Council has the opportunity to put forward a motion that sets out the changes they want to see to the budget staff has put forward.
Keep in mind that taxpayers are looking at a pretty stiff budget increase and that Staff don’t see tax increases falling below 4% a year for the next five years.
Also, keep in mind that 2022 will be an election year.
Ward 6 Councillor Angelo Bentivegna wants his colleagues to consider removing a number of items from the 2022 Budget.
He has declared his intention to run for office again in 2022. There is at least one rural resident considering a run at the council seat.
 Bentivegna has figured out how he can get re-elected. Maintaining Assets in Recreation Services to meet lifecycle requirements and reduce risk -$100,000
Stabilizing Management Structures and Managing Risk – $585,000 (4 full time staff).
Operationalization of the Bus Cleaning Pilot -$223,000 (7.6 FTE).
Dedicated space for Building Inspection and By-law – $110,000
Gypsy Moth Control Program – $110,000 (one-time)
 Not big on overtime pay – likes salary reductions as well – wants to share the pain – speaks for the small business sector Consideration to reduce Non-union HR increases in the 2022 Budget from 3% to 2% – $640,000
Consideration to reduce Overtime costs estimated at $1,745,517 by 30% from the 2022 Budget resulting in a savings of $523,655.
Consideration to remove tax funding from the 2022 Budget and move to Covid budget:
Additional By-law Enforcement Officers – $232,000 (one-time)
Free Transit for Seniors -$95,000
Rational for reducing impacts of the 2022 budget.
This global pandemic over the last 21 months has had many residents experience financial hardship. The economic impact has caused many families see declines to their household incomes. We have heard repeatedly through our committee Covid updates the result of unfavorable cash flows in our city and residents and businesses needing some type of financial assistance.
Many businesses have reported losses of upwards to 70% and some have shut down.
My experience in discussions with residents and having read the budget survey comments provided to Committee emphasizes the need to take a hard look at reducing this proposed budget increase of 5.45%.
Outcome Sought:
Reduction of $2,276,655 of on-going costs and $342,000 of city one-time costs.
Bentivegna has positioned himself as the voice of the small business operator. Ward 6 has a significant number of rural residents who seem to have been forgotten in his budget reducing requests.
 Spoke for the the small independent sector Pushing for a two and a quarter million dollar reduction is a stretch – it will be interesting to see how his council colleagues respond.
Even if he doesn’t get support on any of his suggestions – he will come out of it as the Councillor who wants smaller tax increases.
Bentivegna has figured out what the public wants to hear in an election year.
oBy Pepper Parr
November 29th, 2021
BURLINGTON, ON
Each member of Council has the opportunity to put forward a motion that sets out the changes they want to see to the budget staff has put forward.
Keep in mind that taxpayers are looking at a pretty stiff budget increase and that Staff don’t see tax increases falling below 4% a year for the next five years.
Also, keep in mind that 2022 will be an election year.
 How much fiscal prudence and how much political skin is there in the Stolte budget change proposals? Ward 4 Councillor Shawna Stolte set out the changes she wants to see.
Motions for Council to Consider:
1) Pride (Rainbow) Crosswalks
Remove $45,000 in funding for three additional Rainbow Crosswalks that are addition to the 4 that have already been committed and encourage community groups to engage and fund raise for future installations.
OR for further consideration:
Rename and repurpose the $45,000 to fund public art installations that support additional marginalized groups in the community (ie. a “Seven Feathers Crosswalk” in support of our First Nations/Indigenous community)
And Direct the Director of Roads, Parks and Forestry to generate “City of Burlington Decorative Crosswalk Guidelines” to ensure consistency for future funding requests of this nature.
2) Dedicated operations space for Building Inspection and By-law Staff
Remove $110,000 from proposed Risk Mitigation Measures budget increase.
3) Sherwood Forest Community Centre Facility
Recommit previously approved funding, 2022-2024 capital funding totaling $6.2 million as well as 2022-2023 capital reserve funding totaling $600,000 to the Capital Infrastructure Reserve Fund until such time as the plan for cost sharing is approved by Council and the applicable Joint Venture Groups can provide documentation confirming feasibility of financial commitment.
4) School Playground Improvement Strategy
Transfer $550,000 from the capital budget for School Playground Improvement Strategy to the Park Dedication Reserve Fund to assist with future strategic Halton District School Board land acquisitions and; Direct the Office of the City Manager to re-negotiate the Agreement with the Halton District School Board regarding the use of City tax dollars to replace playgrounds on private HDSB property.
Reason:
1) The competitive bid process for the three additional Rainbow Crosswalks approved in 2021 resulted in a cost of $27,324 for crosswalk markings at the 3 locations. An additional cost of $32,000 was realized as a result of repaving required at 2 of 3 locations in order to maintain integrity of the markings for a total of $59,324 or $19,775 per crosswalk.
 Mayor Meed Ward has put a lot of her political capital on the Rainbow Crosswalks – that capital could be at risk. The LGBTQ2S+ community in Burlington feels very welcomed and supported with the four new Rainbow Crosswalks around the City of Burlington and greatly appreciates that with the addition of these four Rainbow Crosswalks Burlington now, proudly, has more Rainbow Crosswalks per capita than any other community in the country.
The City of Burlington strives to be a place of diversity and inclusion and to that end the residents of the city are widely supportive of this funding being repurposed to include additional valued community groups and initiatives.
2) While the rationale for dedicated space for the Bylaw and Building Department needs are sound, it is premature to commit $110,000 to new leased space when the required space within existing City owned facilities has not been determined based on remote work arrangements. Efforts to confirm and consolidate existing City owned space allocations needs to be completed before committing to newly leased space.
3) Funding for projects that require Council approved cost sharing arrangements should not be committed until such cost sharing arrangements are confirmed.
Additionally, applicable Joint Venture Groups should be required to provide confirmation of feasibility of financial commitment before commitment of capital assets.
4) Upkeep, maintenance and improvements on properties owned privately by the Halton District School Board should be funded through Provincial Ministry of Education funding.
 Will Councillor Kearns, on the left, second the Motion Councillor Stolte brings to the debate this week Stolte now has to find a member of Council to second her motion.
This Budget Memorandum approach is different – it will be interesting to see how the other members of Council react to what Stolte has proposed.
2022 is an election year and members of this Council are going to have to defend the increases.
 This just not a sustainable number – where will the cuts be made?
By Staff
November 29th, 2021
BURLINGTON, ON
Elsewhere in today’s news (these will follow) there will be memorandums from each member of Council on the changes they would like to see in the budget they are considering this week
As part of the budget exercise city council will be going through this week there is a five year simulation on what the public can expect – the assumption being that there will be no radical changes in the economic environment.
Not exactly something you can bet on.
To start – have a look at the tax levy numbers – they are not a pretty picture.
You might want to clip that and put it on the fridge -beside the “Burlington is the best city in Canada to live in.The purpose of the simulation is to resent a 5–year operating budget forecast as part of the City’s long–term planning.
The City’s Long–Term Financial plan contains the following key strategic objectives for the city:
1. Competitive Property Taxes
2. Responsible Debt Management
3. Improved Reserves and Reserve Funds
4. Predictable Infrastructure Investment
5. Recognized Value for Services
This simulation uses the 2022 proposed budget as a starting point and
adjusts the 2023–2027 forecast based on estimated budget drivers, information gathered in the Service Information Workshops and forecasted Operating budget impacts resulting from Capital projects.
As with any modeling tool, the simulation forecast has the greatest precision in the first year. It is imperative that the results are simply used as an information tool regarding major budget drivers and future projected tax impacts. It provides an analysis of what the future financial picture for the City of Burlington may look like, helps assess financial risks and the affordability of existing services and capital investments, and provides an
opportunity to analyze sensitivities to assumptions.
Magnitude and duration of COVID impacts
Senior Government Grant Programs
Changes in economic conditions and market demands
Fluctuations in customer expectations
Legislative changes
Reassessment impacts
Operating impacts from approved capital initiatives
Business process improvements
Climate change impacts
Staff have shown a realistic scenario where assessment growth is maintained at 0.6% in 2023, increasing to 0.75% in 2024 and then remaining steady at 1.0% for years 2025– 2027. These estimates are based on future development projections including an allowance for assessment appeals. Infrastructure renewal funding is consistent with the 2021 Asset Management Financing Plan Update and repurposing of the hospital levy to infrastructure renewal as the commitments for the hospital decline.
These components provided the basis for estimating budget drivers and include the following assumptions within each item:
Maintaining Current Service Levels – Base Budget
Inflationary Impacts and User Fees
With the exception of human resources and commodities (hydro, water, fuel etc.), 2.0% inflation per year has been applied to other expense categories (materials and supplies, purchased services) and 1.75% increase per year applied to contributions to Local Boards and Committees.
Most User Rates and Fees are assumed to increase at 2.0% per annum, which is dependent on the nature of the revenues and external market conditions.
However, included in years 2023 and 2024 is an estimated normalizing of
revenue based on shift in consumer behavior and ongoing operational impacts post–COVID, resulting in projected revenues losses of $500,000.
Corporate Expenditures/Revenues
An annual increase to the provisions for Insurance and Contingency Reserves of $50,000 each.
An increase in Investment Income of $50,000 per year starting in 2024 subject to a moderately increasing interest rate environment.
Additional Base Budget Expenses
The simulation highlights larger scale base budget pressures for additional detail. The main drivers are the ongoing market competitiveness initiative with a phased funding plan of $1M from 2023 thru 2025 and the $280K reversal of the one–time funding provided in 2022 to address the shortfall in assessment growth is shifted to the tax base.
Impacts of Prior Council Decisions
As some decisions approved in prior budgets have financial impacts than span further than one year, the model identifies these under Impacts of Prior Council Decisions.
These include:
Tax base support for Tyandaga (2023 & 2024) Revisions to the Private Tree Bylaw fee structure (2023)
Impacts of Previously Approved Capital Projects
There is an estimated $1.7M in funding required to meet Corporate Infrastructure and Software needs over 2023–2027. Funding schedules align with Information Technology forecasts.
Infrastructure Renewal Funding
An annual increase of 1.6% from 2023 to 2027 for Dedicated Infrastructure Renewal Funding. This provides funding for capital renewal, as per the 2021 Asset Management Financing Plan.
Includes the repurposing of the hospital levy to infrastructure renewal in 2023 ($150K), 2025 ($110K) and 2027 ($2.84M)
An annual increase of 4% to the Vehicle Depreciation Reserve Funds to sustain the City’s fleet and equipment inventory Risk Mitigation Measures
Key investment priorities identified in the simulation are classified within the 3 categories highlighted below.
Sustaining City Operations and Financing
Funding for the maintenance of Recreation facilities
As outlined in Business Case 2022–039, Maintaining Assets in Recreation Services to Meet Lifecycle Requirements and Reduce Risk, staff estimate a $700K funding shortfall to adequately maintain Recreational assets. In 2021, a phased approach was endorsed, allocating $100K in each of 2021 and 2022, with the balance phased in over 5 years 2023–2027 in $100K intervals.
Improved investments in Forestry operations
As communicated in the Service Information Workshop, Urban Forestry faces funding challenges to address the level of service required for pest management and tree planting initiatives. As such, the simulation assumes a $100K increase in expenses in each year from 2023–2026 and a provision to a Forestry Reserve Fund of $350K in 2027 to be used toward future funding gaps and new initiatives.
OMERS for Part Time Staff
Effective January 1, 2023 part–time/temporary/casual employees will have the option to enroll in OMERS without a waiting period. In the past, these employees had to meet specific hours of work or earnings criteria for a two–year period to have the option to join. Both the criteria and two–year waiting period will be removed effective January 1, 2023.
At this time, it is hard to predict how many employees will take advantage of this change. To inform the multiyear budget simulation, Finance has modelled the impact at various levels of participation and it is estimated that the impact will be $420K based on a participation rate of 67%.
Designing and Evolving Our Organization
The forecast includes the continued phased implementation of the Designing and Evolving Our Organization (DEOO) initiative to be implemented over the period 2023 – 2027.
Enhancing Services
Investment in Transit services
 Does Burlington Transit need new buses ? As per the Capital Budget and Forecast and in alignment with the 5 year Transit Business Plan, the forecast assumes an additional $836K in annual expenses for 8 Transit drivers in each year from 2023–2026 and $135K for a Specialized Transit driver in 2023 and in each year 2025–2027.
This is based on the purchase of the vehicles through the capital budget the year prior to the operating expenses being realized.
Provision to Green Initiatives Reserve Fund
In April 2019, Council declared a Climate Emergency. Burlington’s Draft Climate Action Plan identified a number of initiatives to assist the City in reducing its overall carbon footprint.
As part of the city’s reserve and reserve fund review report (F–28–20) the city created a Green Initiatives Reserve Fund. The simulation includes an estimated $550K in provisions to the Green Initiatives Reserve Fund over 2024–2027.
As we move forward, the city will need to carefully balance the increasing costs associated with being more environmentally conscious against the city’s other funding demands.
 The upgrades to the Skyway arena show some of the best forward planning the city has done – the challenge is to get it funded. Skyway Arena Revitalization
Enhancements at Skyway Arena lead to an operating budget impact of $304K in 2024.
Modifications to Service to address COVID
The simulation includes an estimated $500K in lost revenues over 2023 and 2024 as ongoing operational impacts post–COVID and a longer–term shift in consumer behavior impact City operations.
Allowance for Unknown Factors
As with all forecasts, it is imperative to recognize that there are unknown factors that will likely occur in the future that could impact the model. In order to address these unpredictable factors, an amount of $150K has been included in the 2024 forecast, increasing by $50,000 per year until 2027. This allowance has been included to recognize that factors in the simulation such as future efficiency savings and assessment growth can be increasingly difficult to predict the further out into the future they are.
Conclusion:
The 5 Year forecast is a tool that provides a high–level summary of major budget drivers and the expected tax impacts. This will be helpful to establish future budget targets, as well as provide the ability to undertake tax impact sensitivity analysis should circumstances change.
 By Staff
November 28th, 2021
BURLINGTON, ON
Ontario reported another 964 COVID-19 cases and one more death, according to its latest report released Sunday morning.
South African scientists identified a new version of the coronavirus that they say is behind a recent spike in COVID-19 infections in Gauteng, the country’s most populous province.
It’s unclear where the new variant first emerged, but scientists in South Africa alerted the World Health Organization in recent days, and it has now been seen in travelers arriving in several countries, from Australia to Israel to the Netherlands.
 A graphic depiction of the most recent COVID19 variant – omicron. On Friday, the WHO designated it as a “variant of concern,” naming it “omicron” after a letter in the Greek alphabet.
Health Minister Joe Phaahla said the variant was linked to an “exponential rise” of cases in the last few days.
From just over 200 new confirmed cases per day in recent weeks, South Africa saw the number of new daily cases rocket to more than 3,200 Saturday, most in Gauteng.
Struggling to explain the sudden rise in cases, scientists studied virus samples and discovered the new variant. Now, as many as 90% of the new cases in Gauteng are caused by it, according to Tulio de Oliveira, director of the KwaZulu-Natal Research Innovation and Sequencing Platform.
The source for this information is the Associated Press, an internationally known and respected news service.
We are heading into a very dark winter.
 By Staff
November 27th, 2021
BURLINGTON, ON
The Halton Public Health people have put together a very good video for parents who plan to take their children 5-11 to a pediatric vaccination clinic.
 This young lad shows how getting vaccinated is done – easy peasy. There is a lot of misinformation floating around and some really stupid people harming the rest of us with their uninformed comments.
The video is really worthwhile Click HERE to watch it – it’s short – just under four minutes.
 By Pepper Parr
November 27th, 2021
BURLINGTON, ON
In an interview done by Lawson Hunter on a blog he runs called Burlington Now Scott Wallace gave a very complete outline of just how the business he has run since he was a 19 year old unraveled.
Uber was what he called the first of a thousand cuts but he managed to reorganize the way his fleet of 55 cars + special vehicles used to transport students and still be profitable.
 Burlington Taxi was able to pivot and challenge the Uber business model but then Covid19 hit the world and all the wheels stopped rolling. Then Covid19 hit and to this day he has not been able to recover. First there was no traffic – or not enough to remain at breakeven; then when people began to want to use taxis he could not recruit the drivers.
The people he had just did not want to work in a Covid 19 environment.
Then there was the matter of insurance. There was a time explained Wallace when there was a reasonably competitive insurance market but that changed.
Consolidation in the taxi market result in sky rocketing rates that went from $5000 a year per car up to $18,000 per year per car.
That just wasn’t sustainable and the decision to close the business and move was made. The last cab run ended at 5:00 pm on Friday.
Wallace did keep the city informed and did have a proposal for them to consider.
The city just wasn’t able to make the change within the time frames required.
Unfortunately the city has not been as forthcoming with what happened within city hall as Wallace has been with what he had to cope with for the past two years as he watched his money disappear trying to run a needed service.
Wallace has another business he runs and he will survive. He told Lawson Hunter that were he 35 he might have looked for ways to make it work but he isn’t 35 anymore.
 Despite his age, (he is a very healthy mid fifties guy) and even wth the business he was struggling to keep operational Scott Wallace found time to help the Festival of Lights people put up the lights. His specialty was the helicopter – he was the person that put it together each year and fiddled with it until the lights came on.
Keep him in mind when you take the time to tour the Festival this year – he put a lot of himself into this city
By Ryan O’Dowd: Local Journalism Initiative Reporter
November 26th, 2021
BURLINGTON, ON
In March 2020 high school halls across Burlington looked surreal. The last day of school is often a celebration. Emptying exam rooms are littered with crumpled cheat sheets, short-hand notes for lessons already forgotten, while laughter echoes through the halls. Kids slam their faded blue locker doors and storm from the building, headed for long summers that for them seem short.
In March 2020, there was no such exodus. One day they were there, the next they were gone, it was like a vanishing act.
What followed was an on-the-fly rethinking of how high school education could be handled from a distance. Confusion, isolation, lack of motivation, lost friends, and missed events followed.
I spoke to Burlington high school students to get their take on the educational and social ramifications of education during COVID-19.
Many Burlington students reported in the immediate aftermath of March 2020 lockdowns, on how high schools operated with grade freezes and asynchronous learning.
The grade freeze meant whatever mark a student entered COVID-19 with in the spring semester of 2020 couldn’t go down. Asynchronous learning means students were given access to pre-recorded lectures, assignments, or notes and asked to go through the material independently. Some students didn’t even speak to teachers for the remainder of the 2020 spring term.
Matthew, a grade 10 student at Notre Dame High School, completed grade 9 under those difficult circumstances. He noted the grade freeze coupled with the asynchronous approach made it difficult for many students to find motivation. For his part, Matthew completed his work, determined not to be behind when things got back to normal.
When school resumed in September of 2020, and it was clear the pandemic was going nowhere, the students and teachers had a more open dialogue.
“When we started back up some teachers kind of opened up about how hard it had been for them to teach online. And they kind of understood where we were at; that we were kind of losing our entire high school experience, that things kind of suck,” said Matthew. “They made us feel like we’re not alone, we’re all in the same boat, we’re all going through the same thing.”
A grade 10 Burlington student, Sam, also found it difficult to focus, and the lack of in-person communication with his teachers made it hard to get help from them when required.
“They made us feel like we’re not alone, we’re all in the same boat, we’re all going through the same thing.”
“Returning to the classroom was way better. I was happier, less stressed. I was able to do my work. Online I’d get behind and not be able to catch up,” said Sam.
Sam talked about getting to see his friends in-person, not just over a screen. The loss of social activities was echoed by every student who spoke to the Gazette.
Matthew talked about the social elements of school and how they motivated him educationally. Matthew was involved in several arts through ballet, theatre, and piano, and struggled when the structure of his routine was taken away.
“I lost quite a lot. I just lost every sort of outlet, it felt empty. But I tried doing more stuff, the theater companies I worked with were doing online classes but that just didn’t feel the same because you couldn’t really interact with anyone on Zoom. It was just kind of awkward,” said Matthew.
The pandemic impacted students at all different stages of learning, for Matthew and Sam their high school careers were turned upside down early on. Other students, like Stephanie, now in post-secondary school, who was in grade 12 in March 2020 lost the ending of their time in high school.
“I was really upset when I learned that not only the prom wasn’t happening anymore, but graduation wasn’t happening either. I didn’t even get graduation online. I was so excited that I made it on the honor roll, and I got these achievements from school that I couldn’t even really show off to my family,” said Stephanie.
“I was really upset when I learned that not only the prom wasn’t happening anymore, but graduation wasn’t happening either.
Perhaps too much pressure is placed on moments like prom and high school graduation to be defining for young people but they surely are for some. Those of us who lived them will probably say they weren’t as big a deal as the movies made them out. Most proms are stilted affairs defined by awkward flirtation and decisions that would make you cringe as an adult, memories that might creep up on you like an uncomfortable itch. Graduations are rarely American Graffiti, instead students conglomerate to sit overdressed and overheating for an overlong affair while names are called to receive a diploma you’ll bury somewhere and never look at again.
But the class of 2020 will live on as the group who never got to find that out the hard way. Instead, it exists as a tantalizing “what if?” Stephanie reflected on losing those potentially pivotal moments and worse still a growing distance among friends.
“My friends and I missed out on a lot in our senior year, and maybe it was just because we went our separate ways after high school, but I do blame the pandemic a bit for the reason my friends and I lost touch,” said Stephanie.
Stephanie reflected on how her experience with education during the pandemic influenced her decision to go onto post-secondary school knowing the socially distanced format would, for a time, carry on.
“I was so used to being away from the classroom environment that I think I went back into my introverted habits. I liked to be alone and I think I even ended up liking the idea of getting my college degree online. I think if I wasn’t so used to doing online school I would have preferred to be in a physical college class.
I think there are some positive and negative aspects to doing online college courses, for me at least. I live two hours away from my college so I’m happy I’m able to learn online, but at the same time, I’ll never be able to form great friendships with my classmates or my professors.”
Other students who spoke to the Gazette echoed similar concerns, a lack of connection and confusion occupied the forefront of young people’s experiences.
Young people have been susceptible to education struggles and increases in anxiety and depression throughout the pandemic and it’s not hard to see why from the first hand accounts of their learning experiences. The academic and social elements lost may be irreplaceable. These students are members of the first generation who will have little to no memory of a world without smartphones, they have to contend with access to often-toxic social media since their childhood.
The academic and social elements lost may be irreplaceable.
Concerns existed before the pandemic about a potential deficit in face to face communication, an uptick in isolation, and poor mental health.
These concerns are surely exacerbated by the uneven and lonely experience that was high school during COVID-19.
 By Staff
November 26th, 2021
BURLINGTON, ON
The Joseph Brant Hospital’s COVID-19 Assessment Centre is Transitioning to Provincial Testing Site
Starting Monday, November 29, Joseph Brant Hospital’s COVID-19 Assessment & Testing Centre will transition to a independently operated testing site.
To learn more about the people operating the testing site CLICK HERE
This transition will enable JBH to redirect healthcare workers currently working in the Centre to support hospital operations.
While COVID-19 testing and assessment services will continue at the existing location in the hospital (1230 North Shore Boulevard), there will be a new process for the public to book appointments. Individuals with appointments booked on or after November 25 will be contacted to confirm their appointment in the new booking system.
To make an appointment at the COVID-19 Testing Site at Joseph Brant Hospital:
- Book online: com/JBH
- Book by phone through the FH Health booking line: 437-826-2118
Before making an appointment, please review the most up-to-date provincial criteria to determine if you are eligible to be tested. Note that the Testing Site is unable to offer testing for travel outside of Canada.
Unvaccinated surgical patients will not be tested at the COVID-19 Testing Site. Testing will be conducted in the pre-op clinic 72 hours prior to their surgery, if required.
The COVID-19 Testing Site at Joseph Brant Hospital will continue to operate seven days a week from 10 a.m. to 6 p.m. The site will be closed from December 25-26, 2021, and on January 1, 2022. A variety of COVID-19 testing types will be available to eligible residents who are age 2 months and over, including nasal and throat swabbing.
The Testing Site is accessible on hospital grounds in the North Tower, adjacent to North Shore Boulevard and Maple Avenue. Use the parking lot off North Shore Boulevard, follow posted signage to the rear of the lot and park in a designated testing site space.
To access testing results and related inquiries, please contact FH Health directly via the chat feature on their website at www.fhhealth.com or e-mail info@fhhealth.com. Testing results may also be retrieved through the Ontario COVID-19 testing portal.
Anyone who is experiencing COVID-19 symptoms and is very ill or in need of immediate care should go to the nearest Emergency Department or call 911.
We wish to extend our heartfelt thanks to all the JBH staff and physicians who made the Centre such a success, and to all the community members who have supported our hospital throughout the pandemic.
By Staff
November 25th, 2021
BURLINGTON, ON
Most people have heard about the decision Burlington Taxi made to close their doors and their taxi service service effective Friday, Nov. 26, 2021 at 5 p.m.
City manager Tim Commisso, in a statement he released this morning, said: “Staff has been working on amendments to the bylaw to facilitate the temporary transition to another taxi service and will present this to Burlington City Council at the earliest opportunity.
 Scott Wallace, proprietor of Burlington Taxi in conversation with former City Councillor Blair Lancaster. “Council has directed staff to continue to take all necessary and reasonable measures to update bylaws and policies to create the conditions for the return of a taxi service to Burlington as soon as possible.
“On behalf of the City of Burlington, we would like to thank all Burlington Taxi staff, drivers and owners for their contribution and dedication to our community.”
For the significant number of people an “earliest opportunity” is just not good enough. Legal will putz and futz over the legalities while people worry about what is available to them in the way of transportation.
There are a lot of people who don’t like the Uber operation.
 Getting the helicopter assembled and operational was one of the things Scott Wallace did for the city. This is an issue that can and should be put at the top of the agenda – have an answer well before 5:00 pm on Friday so that Scott Wallace can take the steps needed to provide the service.
Both he and his staff have given back to Burlington in a big way for years. Time for the city to support him.
Few know that Scott could be found in Spencer Smith Park setting up some of the lights – he was the one who knew how to get the helicopter in place and working. Properly. Burlington is made up of people who give when it is needed – city hall could learn something from Scott’s example.
By Staff
November 25th, 2021
BURLINGTON, ON
City Council has approved amendments to the temporary Mask By-law and Physical Distancing By-law to extend both to expire June 30, 2022. They were set to expire on Dec. 31, 2021.
 Mayor Meed Ward – she wasn’t always a mask advocate – but she caught on quickly. Council has removed Community Centre from the physical distancing requirement in the Physical Distancing By-law as those requirements are regulated under other provincial legislation.
As the pandemic evolves, Council has the ability to pass a motion at any time to revoke these by-laws. The expiry date of June 30 can be repealed in March should COVID-19 conditions be favourable and the Province lifts their mask mandate.
This does not mean that levels of health and safety protections will be reduced in these City facilities or that physical distancing will not be maintained.
Quick Facts:
- The By-laws were implemented in an effort to reduce the spread of COVID-19 and protect the health and safety of the community
- The amendments in 2020 to the City’s temporary Mask By-law were made for consistency with Halton Region’s Mask By-law
By Staff
November 25th, 2021
BURLINGTON, ON
The Burlington Chamber of Commerce Business Excellence Awards recognizes the overall success and excellence of local area businesses and not-for-profit organizations.
 Awards are given in several categories. These awards will be presented at the Chamber Awards Gala in Spring 2022.
The deadline to nominate a business or organization for a 2022 Business Excellence Award is Friday, November 26th.
Link to the nomination site is HERE
By Staff
November 24th, 2021
BURLINGTON, ON
Burlington Taxi, in a city media release, “need to close their doors, ending this taxi service effective Friday, Nov. 26, 2021 at 5 p.m.”
Other than thanking the company for the service they provided – there is little else in the way of information.
 This is what it came down to. Uber won As one of Burlington’s main taxi services, Burlington Taxi was a key member of our business community and has been a valued contributor to our local economy and connectivity for more than 50 years. They provided a much-needed service to residents.
Staff have been working on amendments to the bylaw to facilitate the temporary transition to another taxi service and will present this to Burlington City Council at the earliest opportunity.
Council has directed staff to continue to take all necessary and reasonable measures to update bylaws and policies to create the conditions for the return of a taxi service to Burlington as soon as possible.
On behalf of the City of Burlington, we would like to thank all Burlington Taxi staff, drivers and owners for their contribution and dedication to our community.
Burlington TAXI basically had a monopoly for years. The arrival of Uber and other hail a ride services ate into the standard taxi business and the company could not find a way out of the changed economic circumstances.
They were a good corporate citizen – they did well and they gave back.
 By Staff
November 24th, 2021
BURLINGTON, ON
Burlington TAXI has announced it will be closing.
Exactly when and why will be detailed in a follow up story.
 By Staff
November 24th, 2021
BURLINGTON, ON
Join the folks at Ireland House for the Victorian Christmas Tour & Treats event.
 The Ireland House Museum does a superb Victorian Christmas Tour every year. The pandemic changed the scheduling – this year they have chosen December 3rd or 4th as occasions when you can step back in time with a tour of the historic home and sample traditional treats (baked in-house) along the way.
Limited tickets available, $28/person ($25 for Museum members).
This is worth the time.
Pick a day and book your tour. Click HERE
 By Pepper Parr
November 24th, 2021
BURLINGTON, ON
OPINION
Creating the organizational structure needed to run an election – and win – requires a network.
 To the winner go the spoils. Mayor Marianne Meed Ward and her husband Pete were out for dinner with Dianne and Nick Leblovitch at Jakes earlier in the month.
 Was this the first meeting of the Mayor Meed Ward 2022 re-election team? Meed Ward had a solid team during 2018. Pete Ward is a fine strategic thinker and knew what his wife needed in the way of emotional support as well as some sound strategic thinking.
Pete delivered on both levels.
The Leblovics were part of the 2018 team and, based on the information we have, they are the only two who are hold overs from the 2018 election.
That is unusual and has resulted in several noses being out of joint.
Nick Leblovic is a long time political junkie and loves being around people who are close to the seat of government.
Wife Dianne has a well honed political sense that goes all the way back to when Cam Jackson was Mayor.
There was a time when, as publisher of the Gazette, there would be long Saturday morning calls from Nick who was looking for updates, reaction, and as much political gossip as you could feed him.
At the time, Leblovic was the Chair of the Waterfront Advisory committee that ran into a sunset decision which brought a fast close to his career as an Advisory Committee Chair.
When he was told that the committee would cease to exist at the end of the year Nick; said he was blind-sided.
The chummy relationship with Nick came to an end soon after when he sued me and the Gazette for a million – which I didn’t realize I had.
The Libel action didn’t go anywhere. Leblovic chose to be his own lawyer and either lost interest or forgot how to practice law.
Can the Diane Leblovic political savvy, Pete Ward’s strategic ability, and the support Meed Ward has from her tribe result in another win?
Time will tell but get ready for a rough and tumble election. Recall what was done to Meed Ward when she ran in 2018.
Related news stories:
Life of the Waterfront Advisory Committee comes to an end.
Salt with Pepper is the musings, reflections and opinions of the publisher of the Burlington Gazette, an online newspaper that was formed in 2010 and is a member of the National Newsmedia Council.
November 24th, 2021
BURLINGTON, ON
Some time ago a new online newspaper was created. Former ward 1 Councillor Rick Craven was a contributor. When we dug a little we learned that Rick Goldring was the person behind the creation of what is known as the Burlington News.
The following lengthy article on the Waterfront Hotel, is certainly detailed and both interesting and relevant to those who follow local politics.
There is no byline on the article.
Expect Rick Goldring to run for the office of Mayor in 2022. At this point, it certainly looks like he is positioning himself for a run against Mayor Meed Ward.
It has been confirmed: an application has been received by the City of Burlington proposing the redevelopment of the Waterfront Hotel, a 30- and 35-storey development to replace the existing hotel.
This application will now be considered following the usual planning process and is just one of the seven developments that remain to be considered using the city’s in-force Official Plan and policies in place prior to the approval of Regional Official Plan Amendment 48 (ROPA 48).
 Its days are numbered – what replaces the hotel is the issue. There are a number of options. The Waterfront Hotel Study began in earnest several years ago, spanned two different mayors and has yet to be completed.
A little background to provide some context: in 2005 and 2006, the city approached the landowner to consider redevelopment of the Waterfront Hotel site (municipally known as 2020 Lakeshore Road). This was in response to a series of reports in 2005 and 2006 that considered the redevelopment of these lands and the important role they play in the downtown and the waterfront. City staff and the landowner at that time explored the advancement of a joint planning study process. A beginning of a planning review framework for the redevelopment of the site was developed and approved by council in fall 2006.
On February 23, 2015, council approved the terms of reference for the Waterfront Hotel Lands Planning Study, which is a comprehensive land-use and urban design study focused on the subject site and surrounding lands, including Spencer Smith Park. The Waterfront Hotel Planning Study was publicly launched, beginning with a pair of visioning workshops, in May 2017.
 The boundary for the study and the boundary of the hotel property. The subject site’s significance was affirmed at the Planning and Development Committee meeting of November 28, 2017, evidenced by several delegations that presented a varied set of interests and development concepts. Since that time, staff, with support from the project consultants from the Planning Partnership that were hired by the City of Burlington, has undertaken additional consultation with stakeholders. This additional consultation was done in response to council’s direction to continue a dialogue with the developer/landowner Vrancor Group and local citizens group Plan B. Additionally, input has been collected from the public at large through a second online survey regarding the emerging redevelopment concepts.
Two committees were set up to administer the Waterfront Hotel Planning Study. A steering committee was formed to oversee the consulting team to ensure steady progress and to discuss any questions that might arise. A stakeholder advisory committee consisting of other key city departments was established, including the mayor, Ward 2 councillor, the landowner, representatives from Halton Region, the Burlington Downtown Business Association, and two citizen representatives.
City staff built upon the consultation work done through the three community workshops that included (a total of six sessions) the Planning and Development Committee meeting held on November 28, 2017, to consider all of the work that had been completed and the significant contributions from the Vrancor and the Plan B citizen group.
Despite extensive engagement opportunities, a clear consensus on direction had not yet been achieved.
The work completed to date through the Waterfront Hotel Planning Study has been funded 100% by the landowner, controlled and administered by the City of Burlington.
All of this occurred prior to the last municipal election and understandably the staff report in June 2018 resulted in staff being directed to continue some background work over the upcoming months and in early 2019, re-start the process during the new term of council.
Following the election and with a new mayor and council in place, the Waterfront Hotel Study ground to a halt.
 John Taylor, centre, ward 3 Councillor at the time talks to Linda Davies (right) owner of the leading condo sales operation in the city. Deedee Davies is on the left. Since the election in October 2018, the redevelopment study faced delay after delay as our new mayor and council implemented an Interim Control By- Law, including the Waterfront Hotel study area, and focused their attention on re-examining the Official Plan, in particular, the downtown policies.
Despite imposing an Interim Control By-Law (ICBL) that temporarily froze any development in the Waterfront Hotel study area, the lands were not included as part of that study. Council was also clear the Waterfront Hotel Study would not be within the scope of work happening as part of the re-examination of the adopted Official Plan.
Why council chose not to consider the Waterfront Hotel as part of either study has never been made clear, nor has council explained why they chose not to restart the Waterfront Hotel Study to further engage residents and build on the work already completed.
 The hotel xxx One possible explanation for excluding the Waterfront Hotel from the re-examination of the adopted Official Plan is found in a staff report from 2019, where they advise the mayor and council, stating: “Given the Memorandum of Understanding (MOU) in place with the owner of this property in order to complete a study to respond to an existing Official Plan policy, it would not be appropriate to include this site within the scope of work proposed and would impact the ability to deliver the project by March 2020.”
A staff report was due back to the Planning and Development Committee in Q2 2020 with an augmented work plan, including details on timelines, a new public engagement plan, and any additional budget required to support the work. However, that report was further delayed to Q4 2020.
Council’s delay of almost two years after the pause for the 2018 election resulted in a letter, dated Sept. 28, 2020, from the legal representatives of the Waterfront Hotel. The mayor and council were advised that further delays were no longer acceptable, and they intended to complete the study independently and seek approvals of their redevelopment plans.
The following are excerpts from that letter: “However, our client has concerns with the proposed implementation of this intensification potential. In particular, the ongoing delay in planning for the Property is of serious concern and can no longer be accepted by our client. The Property has not been included within the scope of review related to the new official plan, despite our client having invested approximately two hundred and fifty thousand dollars over five years ago to assist the City in determining the appropriate form of redevelopment for the Property. It would appear that this study is now further delayed with a report on a proposed revise action plan suggested for Q4 2020.” ([Lawyer] David Bronskill.) “This is unacceptable to our client. We can no longer wait for the City and our client’s intention is to proceed to finalize the study on its own and submit an application to secure approvals for the Property in an expedited fashion.” (David Bronskill.)
2020 gave way to 2021 and the Waterfront Hotel Study remained in limbo until Sep 8, 2021, when the owners moved the process forward and hosted a pre-application meeting to share their vision of the redevelopment of the existing hotel.
 The public was stunned when it learned that there would be two towers: 30 and 35 stories The city has not specified an exact date, however, applications have been submitted to the city proposing a development of two towers, 30 and 35 storeys. These applications were submitted prior to Nov. 10, 2021, and prior to the approval of Regional Official Plan Amendment 48.
November 10, 2021, is a relevant date as it was the date that the Minister of Municipal Affairs and Housing, Steve Clark, officially approved Regional Official Plan Amendment 48 (ROPA 48), establishing the cut-off date for applications to be considered using the existing policies and for new applications moving forward. Not an unusual decision, Burlington council established a cut-off date for development applications when they approved the Interim Control By-Law.
The mayor and council have now advised they are expecting a staff report in Q1 of 2022 that should provide the work plan, including details on timelines, a new public engagement plan, and any additional budget required to support the work. Essentially the same report that was expected and delayed since Q2 of 2020, almost two years ago.
After the progress and extensive public engagement in 2017–18, the study was paused during the election in 2018 and never restarted and won’t be until sometime in 2022.
When restarted, the study is now complicated as the focus within the study area (the Waterfront Hotel) has a proposed development working its way through the planning process.
To further complicate the study and consideration of the proposal, 2022 is a municipal election year, when traditionally, decisions of this magnitude or even less contentious decisions are delayed, kicked down the road.
This mayor and council are no different, however, they should be careful not to forfeit the city’s right to make planning decisions by not meeting their regulatory obligations on what is arguably the city’s most important and significant waterfront property. That has happened far too often — count the appeals at the Ontario Land Tribunal that are funded by Burlington taxpayers because of council’s failure to make a decision.
The conversation regarding the Waterfront Hotel Study has changed and will include the applications for a 30- and 35-storey development. Has council’s three-year delay to restart the Waterfront Hotel Study resulted in a missed opportunity for the city and residents to influence the outcome?
Editor’s comment: You can thank me later, Rick, for the boost to your readership
 By Staff
November 23rd, 2021
BURLINGTON, ON
It is time to enjoy one of the real delights of living in Burlington.
The Festival of Lights launches officially on Friday. As the darkness of a late November afternoon settles on the city, lights come on at Spencer Smith Park illuminating the “sculptures” set up all along the park.
The photographs in this article are what the designs look like in the daytime.
At night they are a true delight.
 At night they look like they are dancing to the music.
 You can’t hear the sounds of the propellers – but you can imagine it. Reindeer get replaced for the Santa trip to Burlington
Just the place to take the kids to the park and wander from one design to another and then be off for a hot chocolate to ward off the evening chill.
 The trees are all lit up making the park look like a forest.
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