Halton Regional Police maintain their record of having the lowest Crime Severity Index of all Canadian municipalities with a population of 100,000 or more.

News 100 blueBy Staff

July 23, 2019



Once again the Region of Halton tops the 2018 Crime Severity Index allowing it to once again maintain its position of having the lowest Crime Severity Index of all Canadian municipalities with a population of 100,000 or more for the 14th straight year, according to Statistics Canada’s annual report on crime in Canada.

According to Statistics Canada’s annual report on crime in Canada Halton Region has maintained its position of having:

The lowest Crime Severity Index (CSI) when compared to Ontario’s ‘Big 12’ police services;

The lowest Violent Crime Severity Index when compared to Ontario’s ‘Big 12’ police services;

The lowest Non-Violent Crime Severity Index when compared to Ontario’s ‘Big 12’ police services;

Maintained the lowest values for each of these three indices for 11 straight reporting years (2008 – 2018) when compared to Ontario’s ‘Big 12’ police services;

Had the lowest overall crime rate, violent crime rate, and property crime rate amongst Ontario’s ‘Big 12’ police services; and

Had the highest Weighted Clearance Rate* (55.6 per cent) of the same ‘Big 12’ and has maintained the lowest value for this index for five straight years (2014 – 2018).

Halton Regional Police Services Chief Tanner wants to tweet with you.

Halton Regional Police Services Chief Tanner. .

Chief of Police Steven Tanner explains that the statistics are due to the work of our frontline officers and staff and to the support of the residents we serve. It is only because of our strong partnerships and relationships, coupled with our ongoing commitment to our Community Safety and Well-Being plan that we are confident we will be successful in keeping Halton at the forefront of policing and as a leader in public safety in the years that lay ahead. As an organization, we are committed to crime reduction and prevention and to investing in the appropriate resources and community supports to keep our region the very safest it can be.”

The Region spends heavily on public safety which keeps people safe and secure and positions the four municipalities: Oakville, Burlington, Milton and Halton Hills as great places for corporations to set up shop and attract employees who place safety for their children first amongst their priorities.

“The one Crime Severity Index (CSI) result that I am extremely proud of, is the fact that since 2014 we have had the highest Clearance Rate based on the Crime Severity Index. Distilled down, this means that our officers (front line and investigators) are consistently solving serious crimes, and doing so at an increasing rate.

“One of the most effective methods of crime prevention is enforcement, and we will continue to put those responsible for our most serious crimes before our courts and into our corrections system. I want to take this opportunity to offer my most sincere thank you to our many front line and investigative members for their hard work, dedication and commitment that has once again ensured the residents of Halton continue to be as safe as they can be.” added Chief Tanner.

Burton Rob - glancingf left

Police Services Board Chair, Oakville Mayor Rob Burton.

Halton Regional Police Services Board Chair Rob Burton said: “Once again these results show the value of our continued and enhanced commitment and investment in Community Safety and Well Being throughout the Region of Halton. Community engagement and support have continued to flourish throughout 2018 as our citizens and stakeholder groups worked in close partnership with our police service to best meet the needs of all.

“My congratulations to our team within the Halton Regional Police Service, and to all of our community partners and citizens on another very successful year.”

Each year, Statistics Canada reports on the number and type of criminal incidents coming to the attention of police. To facilitate comparisons among geographic areas as well as over time, police-reported crime has traditionally been expressed as a rate per 100,000 population. The traditional “crime rate” provides information on the number of police-reported incidents that have occurred for a given population, but does not provide information on the overall seriousness of crimes reported by police. For this reason, the Crime Severity Index (CSI) was developed.

The Crime Severity Index enables Canadians to track changes in the severity of police-reported crime from year to year. It does so by taking into account not only the change in volume of a particular crime, but also the relative seriousness of that crime in comparison to other crimes. The CSI helps answer such questions as: is the crime coming to the attention of police more or less serious than before; and, is police-reported crime in a given city or province more or less serious than in Canada overall?

The Weighted Clearance Rate is the proportion of reported crimes solved by police, factoring in the seriousness of individual offences. Weighted clearance rate is based on the same principles as the Police Reported Crime Severity Index (CSI), whereby more serious offences are assigned a higher ‘weight’ than less serious offences. For example, the clearing of homicides, robberies or break and enters would represent a greater contribution to the overall weighted clearance rate value than the clearing of minor theft, mischief or disturbing the peace.

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Province announces that starting today municipalities can apply for funding for new transit projects - but they are only putting up one third of the money.

News 100 yellowBy Staff

June 22, 2019



Starting today, 11 municipalities across the GTHA can apply for funding to support new transit projects through the Investing in Canada Infrastructure Program Public Transit Stream. These projects, including the five transit projects nominated in Toronto and York Region in May could unlock up to $12.45 billion in federal and provincial funding.

The eligible municipalities that can apply for funding are Brampton, Burlington, Durham Region, Halton Hills, Hamilton, Milton, Mississauga, Oakville, Peel Region, Toronto and York Region.

Applications for funding will close on October 24, 2019.

One of the new buses added o the Burlington Transit fleet. There were busses that had more than 15 years on their tires - those old ones certainly rattled down Guelph Line when I was on one of them.

Federal and provincial governments are handing out millions for new transit services – Burlington qualifies for funding.

The Investing in Canada Infrastructure Program is a $30-billion, 10-year infrastructure program cost-shared between federal, provincial and municipal governments. Ontario’s share per project will be up to 33.33 per cent, or $10.2 billion spread across four streams: Rural and Northern, Public Transit, Green, and Community, Culture and Recreation.

Ontario is currently reviewing over 200 applications received by more than 50 municipalities for transit projects outside the GTHA.

The government also nominated 15 major transit projects in the City of Toronto, Region of York and City of London to the federal government for approval, as well as 144 road, bridge, air and marine infrastructure projects under the Rural and Northern stream.

Sue Conner

Director of Transit Sue Connor

Burlington Director of Transit Sue Connor has said on more than one occasion that she would like to be one of the first communities in the province to operate an electric bus. This program just might be the funding source she has been looking for.

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The province is proposing changes to the Provincial Policy Statement - this could hurt.

News 100 redBy Pepper Parr

July 22, 2019

Burlington, ON


It is the document developers just love – it covers a multitude of sins and can almost be used to say whatever you want it to say in a development application.

It was used to devastating effect in Burlington on a proposal for 26 storeys on land zoned for four to eight storeys – the developer got 24 storeys.

That document, the Provincial Policy Statement is about to undergo some changes.

The Provincial Policy Statement (PPS) sets out Ontario’s land use planning direction for:

high profile 421

… and it was used to justify this structure.


The existing Provincial Policy Statement PPS was used to justify this structure ….

Managing growth and development;
Ensuring the wise use and management of resources, such as farmland and natural features; and

Ensuring that public health and safety are protected – such as directing development away from flood-prone areas.

Municipalities implement the PPS through policies included in their official plans, zoning by-laws and local land use planning decisions.

The province is holding a 90-day consultation on proposed changes to the PPS. The proposed changes are focused to help:

Increase the supply and mix of housing by increasing land supply for housing to help people find homes close to where they work and give municipalities more flexibility to plan for a range of homes, like single-detached, townhouses, mid-rises and duplexes that meet people’s needs.

Protect the environment and public safety by encouraging transit-oriented development and ensuring municipalities prepare for the impacts of a changing climate while continuing to protect important natural features, including wetlands, wildlife habitat, and the Greenbelt.

Support certainty and economic growth by giving more flexibility to municipalities to ensure areas designated for employment are planned to reflect local needs and to help facilitate the conditions for economic investment, and to ensure that local infrastructure investments are efficiently used, and that protections for transportation and energy corridors for future needs are in place.

Reduce barriers and costs by proposing to add new policies that require municipalities to take action to streamline and fast-track development applications for housing and economic development proposals.

Support rural, northern and Indigenous communities by providing more flexible sewage and water servicing policies, enhancing municipal engagement with Indigenous communities on land use planning matters, and continuing to support the agricultural sector.

The consultation closes on October 21, 2019. Feedback is encouraged and may be sent by:

Submitting an email to planningconsultation@ontario.ca

Submitting comments on the Environmental Registry of Ontario at

https://ero.ontario.ca/pps in response to posting #019-0279

Writing at:
Provincial Policy Statement Review
Ministry of Municipal Affairs and Housing
Provincial Planning Policy Branch
777 Bay St., 13th Floor
Toronto, ON M5G 2E5
Fax: (416) 585-6870

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Police believe they have captured an image of a witness they would like to interview.

Crime 100By Staff

July 22, 2019



When there is high quality video available the police have a very good chance of identifying the person.
The people the police want to identify are not always wanted for something they may have done. There are occasions when the police want to speak to a person who they feel may have been a witness,

The Halton Regional Police Service Child Abuse and Sexual Assault Unit (CASA), is currently investigating a sexual assault that occurred in the evening of Canada Day, July 1, 2019. The female victim left “The COOP” restaurant located on Brant Street, just north of Lakeshore Road in Burlington, and accepted a ride with an unknown male party. The victim was sexually assaulted in the vehicle prior to being dropped off at her residence.

Assault Witness Photo

Police would like to identify this witness

Through investigation, officers have pieced together a timeline of the victim’s evening prior to being dropped off at her residence. Officers confirmed the victim was in the parking lot of a Shell gas station located at Walkers Line and Mainway between 11:50pm and 11:55pm on July 1.

Vehicle Photo

Police believe this vehicle may have been used in a sexual assault.

Police are asking the public for assistance in identifying this female witness and a blue four door vehicle (believed to be a Mazda). The witness and vehicle were also at the Shell station at that time.

Investigators have determined that this female witness interacted with the victim and may be able to assist police in the investigation.

Police are asking anyone with information regarding this incident to contact the Child Abuse and Sexual Assault Unit – Detective Sergeant Chris Newcombe at 905-465-8965 or Detective Constable Andrea Moss at 905-465-8971.

Tips can also be submitted to Crime Stoppers “See Something? Hear Something? Know Something? Contact Crime Stoppers at 1-800-222-8477 (TIPS), or through the web at www.haltoncrimestoppers.ca

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It can happen to the best of organizations, the city of Burlington knows that - Phishing scams. Learn as much as you can and remember the cardinal rule - if in doubt - don't.

News 100 blueBy Staff

July 22, 2019


Originally published in Inc. magazine with some local content added.

Phishing scams are nothing new; most of us have heard about the “Nigerian prince” phishing emails that have been showing up in inboxes for years.

ID theft damageUnfortunately, phishing attacks continue to increase exponentially in volume, and are considered a serious threat to both companies and individual internet users since they can result in devastating financial losses. In addition, phishing emails can be much harder to recognize than many business owners think.

Cybercriminals have resorted to increasingly sophisticated phishing strategies as of late to get recipients to open, click, and share malicious code. And these tactics are paying off handsomely. Business email compromise (BEC) scams are more successful than ever, with losses reaching $2.7 billion in 2018.

Add to that the half a million that was scooped out of the city of Burlington coffers in 2019.

Here are some common phishing trends that business owners should know about and tips for educating employees about them:
What are phishing scams?

Identity theft - many facesPhishing scams typically consist of emails that seem harmless but are actually intended to trick users into sharing sensitive information. This is often accomplished by encouraging the user to click on a malicious link or attachment. Phishing emails get their name because the hackers are “fishing” for your personal information.

Most phishing emails appear completely legitimate, often by imitating a company’s logo using high-quality graphics and including opt-out instructions. For this reason, it’s quite common for recipients to be fooled, and even large companies have fallen prey to these scams. SiteLock has published a round-up of some recent phishing examples to demonstrate the prevalence of these scams and how to protect against them.

Common Phishing Trends and Techniques

There are many different techniques hackers use to launch a phishing attack. A few of the most common ones are provided below:

Invoice phishing: Invoice phishing scams emails claim the recipient has an outstanding invoice from a well-known company, bank, or vendor. The email instructs the recipient to click on a link to pay their invoice. But when they click on the link and access the site, the hackers steal their personal information and gain access to their bank accounts.

The virus or compromised account: Viruses and compromised accounts cause users to receive an email from a third party company claiming one of their accounts has been compromised. The email instructs them to log in to reset their password or to download a form, fill in their personal information, and return it. However, a legitimate company would never request your personal information through email in this manner.

Payment and delivery scam: This tactic involves sending emails from what appears to be a legitimate vendor asking for a user’s credit card information. They typically claim that your payment information needs to be updated before they will deliver your order. Be very careful with these emails, especially if you haven’t purchased anything from the vendor.

Downloads: Download scams send an email instructing recipients to click on a link. These emails often contain hyperlinks that could download a malicious file onto the end user’s computer. Never click on an email link unless you are absolutely sure that the sender is who they claim to be.

Tips for Spotting Phishing Emails

Although phishing emails often mimic actual companies and vendors, there are ways to detect them. All small business owners and employees should be aware of the following red flags that indicate a possible phishing email:

The email contains links or URLs that direct you to the wrong website or try to get you to access a third-party site that is separate from the email sender.

RBC scam attempt

Note the url that the email came from – it wasn’t the one the bank uses, Remember – look over email that is not familiar to you – carefully.

You receive an email from a company requesting sensitive information which can include your social security number, bank account information, or credit card numbers. Consider these emails suspect and never share your personal information without checking with the company first.

You find an unexpected email in your inbox from a person, vendor, or company that you rarely or never deal with. If this happens, the safest thing to do is delete the email without opening it, as there’s a good chance it’s a phishing email.

The email has obvious errors like typos, poor grammar, or incorrect information. A legitimate email from a company is very unlikely to have these kinds of errors.

The email address of the sender is incorrect, although it is close to the actual email address. This is another common sign of a phishing email.

ID theft screen

Good hackers, and there are a lot of them out there – are combing through your data looking for ways to get into your computer,

Phishing scams remain a very common type of cybercrime, and can cause major financial losses to individual users and companies. And phishing emails are much more sophisticated these days, making them harder to detect. If you’re a business owner, it’s essential to be aware of common phishing techniques and red flags and to educate your employees on them.

Related news story:

How much damage cam identity theft do to you?  Read how one young GTA resident had to deal with it.

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Arrest Made in Thefts of Packages from Front Doors of Residences

Crime 100By Staff

July 20th, 2019


Burlington Criminal Investigations Bureau of the Halton Regional Police have charged a male in connection with thefts of Amazon packages that had been left at the front doors of residences.

HRPS crestBetween July 16 and July 18, 2019, the Halton Regional Police Service responded to several reports of packages being stolen from the front porch of local residences and replaced with empty boxes. The suspect responsible for the thefts was captured on CCTV and appeared to be operating a black Mercedes.

With the assistance of the public and social media, a person of interest was identified. Police confirmed the identity of the suspect and arrested him on July 18, 2019.

Randy Potter (36) of Burlington was arrested and charged with:
-3 counts of Theft Under $5000
-1 count of Fail to Comply with Probation

He was held for a bail hearing which took place on July 19, 2019.

Anyone with information in regards to this incident is asked to contact Detective Constable Colin Macleod of the Burlington Criminal Investigations Bureau at 905 825-4747 extension 2357.

Tips can also be submitted to Crime Stoppers “See Something? Hear Something? Know Something?” Contact “Crime Stoppers” at 1-800-222-8477 (TIPS) or through the web at www.haltoncrimestoppers.ca

Please be reminded that all persons charged are presumed innocent until proven guilty in a court of law.

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Poetry Slam comes to an end after an 11 year run in Burlington.

News 100 yellowBy Staff

July 19th, 2019



A phase of the incredibly interesting life Tomy Bewick has lived came to an end Thursday evening when he hosted his last Poetry Slam – it took place in the bowels of Nuvo – which Tomy regretted to say doesn’t have a bar yet and one couldn’t buy a meal.

But the program was a fine send off – registration touched 80 which was good for a Poetry Slam.

Some of the oldies were on hand, some people taking to the mike for the first time – including a woman who got to Burlington from Buffalo.

Bewick and wife at registration - last

Tomy Bewick and his wife at the last Poetry Slam for Burlington registration desk.

Tomy opened the evening with one of the best pieces he has ever done – and from there it all depended on the crowd who hooted and hollered.

Slam registration

Trade at the registration desk was brisk.

Bewick wasn’t sure if the place would be packed – the last time we talked he wasn’t sure who was going to show up.
That’s the way Poetry Slams work.

There were 14 people taking part in the first round – they got whittled down to seven competing for the $200 cash prize.

The standard poetry slam procedure is of hounding the five judges if the audience didn’t like the scores they were given.

The second round had yet to begin when the Gazette reporter had to leave – Bewick will get back to us and let us know who took the top prize and when they closed down for the night.

Dan at last Slam

Dan Murray was in the house

Dan Murray was in the house and we know he did a fine performance – that’s just the way Dan is – the woman who did the piece on the ten foot cell phone charter extension made a point – we think.

The end of Poetry Slam experiences in Burlington was boisterous, fun, the place where some remarkable performances took place. You just had to be there to take it all in.

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Burlington Heights is in Hamilton - it's where British troops who fought the Americans during the war of 1812 were stationed.

eventsblue 100x100By Staff

July 19th, 2019



While this is a Hamilton event – it is really interesting for Burlington residents; a Burlington Heights Tour of the battleground during the war of 1812.

Burlington was a big part of that even though the troops didn’t march through our streets.

The Dundurn National Historic Site is the focal point.

This federal government plaque, erected at Burlington Heights, overlooking Burlington Bay got it wrong and Rick Wilson wanted it changed and the public record corrected.

This federal government plaque, erected at Burlington Heights, overlooking Burlington Bay got it wrong and Rick Wilson managed to get it corrected. The War of 1812 battles that took place on Lake Ontario were incorrectly explained on the plaque.

The Hamilton Military Museum staff invite the public to join them for a dynamic guided 1812 tour of Dundurn National Historic Site for all ages on Jul. 28, Aug. 25 and Sept. 22 from 9:30 a.m. to 11:30 a.m. at 610 York Blvd.

Pre-registration is required. Tickets are available online for $30 – price includes a family admission pass for a return visit.


An aerial view of the Dundurn Castle grounds.

Burlington Heights, where Dundurn Castle now stands, was occupied by the British military from 1813 through 1815. Participants will uncover the history surrounding the property and discover evidence of military fortifications in Dundurn Park including the rarely-opened Cockpit. The tour concludes with a look inside Dundurn Castle focusing on the 1812 architectural features.

Quick Facts
• Burlington Heights was an important centre of defense, supply and refuge for thousands of men, women and children connected to the British army, local militia, refugees, and First Nations during the War of 1812.

• On June 5, 1813, American forces marched from Niagara and set up camp at the Gage family homestead (Battlefield House).

• In the early morning hours of June 6, 700 British troops marched from Burlington Heights and defeated 3,000 American soldiers under the cover of darkness.

• Sir Allan MacNab incorporated some of the components of the 1812 fortification when he built his Italianate-style villa in the 1830s.

• This tour contains outdoor components; participants are asked to come dressed for the weather and prepared for walking on uneven terrain.

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There is trouble in paradise - the troops are not happy and the different command levels don't really talk to each other.

News 100 blueBy Pepper Parr

July 19th, 2019


Human Resources is responsible for attracting and retaining City employees; staff/labour relations; employee benefits; health and safety; pay research and staff training and development.

This just might hurt a little – it is about what Director of Human Resources Laura Boyd called Enterprise risk – labour market, in a report to Council.  We are not paying staff the going rate, a lot of people are quitting and some critical people are retiring.  It got a Receive and File Recommendation from Council.

Laura Boyd 2

Director of Human Resources Laura Boyd

Boyd points out that with the focus on “the implementation of many strategic initiatives by the Burlington Leadership Team (BLT) through the development of performance measures and completion by dates, thought has to be given to the successful execution of the plan with its goals, resources, and budgets, and we also must consider the staff team who will execute the strategy.”

Management consultant Peter Drucker put the challenge that faces every organization very well when he said: “Culture eats strategy for breakfast.”

What this means is that while targets and performance measurements have been identified, it is workplace culture and focused leadership that will drive the execution of strategy. Culture will either strengthen or undermine our ability to attract and retain quality employees to execute this strategy.

Burlington is now on its fourth City Manager in as many years. The city now has a decidedly different city council that doesn’t subscribe to the approach taken by the Goldring councils.

The retention of employees and what we pay the employees working at city hall is an issue that needs attention.

The purpose of the report Boyd put before council was to review ”those attributes which make up a healthy workplace culture; identify risks to our own culture; and map out the steps required to move forward.”

The corporate culture is an issue. In her report Boyd described culture as:

• The critical organizational element that will attract talent, drive engagement, impact satisfaction and affect performance
• The personality of the business;
• The City’s employment brand;
• The sum of its values, traditions, beliefs, interactions, behaviour and attitudes;

“Simply put – culture is the difference between having a performance driven, highly engaged organization which executes ongoing strategy and an organization where goals are set, targets are generally met, and staff are performing satisfactorily overall.”

Is Burlington meeting the standard? Not if the number of people who have quit is any indicator.

The following seven attributes define those areas that influence a workplace culture.

Boyd - HR graphic 1

The seven attributes define those areas that influence a workplace culture.

The following data was provided to Council to assess current workforce strengths and risks with regards to the ability to deliver Council’s priorities.

In 2016 the City conducted its first Culture Survey. While the results are now three years old, the following were the high and low scores at that moment in time:

High scores:
• Planning the work is ongoing and involves everyone in the process to some degree;
• There is an ethical code of conduct that guides our behaviour and tells us right from wrong;
• Teamwork is used to get work done, rather than relying on orders from management
• There is continuous investment in the skills of employees
• Public input directly influences our decisions.

Low scores:
• Leadership has clearly communicated objectives we are trying to accomplish;
• There is a clear and consistent management style, so employees know what to expect;
• There is a clear and consistent culture;
• We continuously track our progress against our stated goals;
• Our people are viewed as an important source of our competitive advantage.

“When the results were further analyzed, it became apparent that communication within the organization diminishes between hierarchical levels.

Specifically, between the Burlington Leadership Team and the Supervisors/Manager level and then between the Supervisors/Managers level and their direct reports.”

If that is Burlington’s situation – no wonder there is trouble in paradise.

In response to the 2016 survey four employee teams were set up to identify and execute projects/programs to improve our results. Specifically, the teams organized themselves around the following themes and have been developing and implementing programs to address our survey results and improve our culture:

• Innovation
• Staff Investment
• Organization Values
• Communication

“Turnover is a simple retention measure.”  Would that it were so and that simple.

Boyd’s report said: Over the past decade voluntary turnover at city hall has remained consistent between 4.2% to 5.7%. Voluntary turnover includes those staff who have quit or retired to date.

From the results below, Boyd reports that “we are trending to a much higher voluntary turnover in 2019 – closer to 10%.

Boyd HR retention quits 1

Boyd makes the critical point: “It is important to know why we are experiencing higher turnover. When voluntary turnover for the past two and a half years was reviewed, compensation came out clearly as the most significant factor.”

Number of quits mentioning compensation as a reason for leaving % of total employee quits

Boyd HR retention 2

Examples of other reasons provided for employees leaving varied and include promotions, job closer to home, position not the right fit and supervision to name a few.

Burlington has found that there are position difficult to fill.

A review was completed of the positions which were advertised externally in the marketplace from the perspective of how difficult it was to fill these roles.

Boyd HR diff to fill

Difficult to fill positions can occur for several reasons including compensation, not attracting qualified candidates, and being turned down by first candidates and having to offer to second or third choices.

As an example Boyd pointed to the Legal Department, the position of Solicitor was advertised, our offer was turned down, even after considerable negotiation, and we have now employed an outside agency to assist in sourcing appropriate candidates.

A forecasting report has been obtained from OMERS to assist the city in identifying who can retire with an unreduced pension up to 2023. Currently there are 185 employees who can retire with an unreduced pension by 2023. This represents 20% of the city’s full-time workforce.

Of the 185 people who can retire,  36% are people leaders while 64% are individual contributors.

This comes close to gutting the leadership level which some people feel is the best thing that can happen to the city.

Following is a yearly breakdown of the retirement outlook:

Boyd HR quits and retire

“A non-union compensation analysis was conducted by Mercer – the results were made Confidential.

Most private companies align themselves with a market position of the 50th percentile – however in the highly competitive GTA, public sector employers align with the 60th to 75th percentile to compete for employee resources.

“The City’s current Council approved market position is the 65th percentile however our recently surveyed actual job rates are now aligned with the 50th percentile.

“To realign with the 65th percentile, job rates will have to be increased by approximately 3% to 8%.”

By rates Boyd mean salary rates and while the percentage may seem small it will have a huge impact on the budget.  And that 8% will drift up to 10% – maybe more.

“Our market competitiveness varies across the salary grades and this is likely an indication of challenges with our job evaluation system, which was developed in the 1980’s, not being reflective of current workplace requirements and expectations.

There are processes and programs in the works.  Boyd reports that the ‘Following are examples of projects and initiatives that are either in process or that have been implemented which positively impact our culture:

Corporate Culture Area Examples of Completed and In-Progress Culture Activities
Leadership • Mohawk Future Ready Leadership Program.
• DeGroote Leadership Development Program
• Launch of Succession Management Program
• Review of the role and the function of BLT
• Introduction of Leadership Competencies

Management • Introduction of Mobile Workforce guidelines
• Discontinuation of performance appraisal form and the introduction of Coaching and People Leader Training for the setting and management of performance expectations

Workplace Practices • Introduction of BRAVOS Awards
• Realignment of Performance Excellence Program and Service Awards
• Development and launch of Organization Values.
• Restating the Dress Code policy to the more flexible “Dress for Your Day” guidelines.
• Staff BBQ and holiday gathering

City of Burlington Clerk's department did a great job last year during the United Way campaign drive. Interesting to see what they do this year. Burlington campaign has a $2 million target

There was a time when staff at city hall had some fun. This photograph is the crew from the Clerk’s department taking part in a United Way fundraising effort.


• The development and communication of Council’s four-year work plan identifying action, projects and initiatives with measurements.

The report concludes with the following:

“The City of Burlington has been and will continue to be a great employer however, we are exposed to considerable human resource risks.”

It is self-serving statements like the above that frighten people. The truth is there are some very serious issues that need immediate attention. Boyd is correct when she says:

“To deliver council’s work plan and to build upon our employment brand, we need to put a conscious effort into strengthening our workplace culture. We are experiencing workforce pressures not previously felt, pressures which will require targeted action to be able to retain engaged and skilled staff and to compete in the marketplace for qualified staff.

“We need to deliver on Council’s priorities through strategic focus and execution. Our Enterprise Risk Registry has identified our workforce as the number one risk facing this organization and the data outlined above supports this position on the registry.

“We are now starting to feel significant attraction and retention pressures which will impact our culture and therefore our ability and internal capacity to deliver the work plan. To address these pressures the following next steps have been identified:

Commisso stare

City manager Tim Commisso has his hands full keeping council out of the reserve fund cookie jar; developing a culture that is real and will hold

“Priorities and accountability for delivery of Council’s work plan have been clearly identified and assigned to members of BLT. A review of the corporate structure, one which will assist the City Manager to strategically transition the organization into a more flexible twenty-first century organization, will occur over the next few months.

“In addition, the City Manager, in keeping with the direction approved by Council during the 2019 budget, is completing the realignment of the City Manager’s Office to address the overall strategic management capability of the organization. The goal of this review is to ensure our structure is aligned to retain highly skilled staff and to attract new talent entering the workforce. In support of this goal, a review of the role of the Burlington Leadership Team is also underway.”

Great weather to be outside, enjoy a burger and contribute to the United Way Campaign and be part of a team that pulls a fire truck down Brant Street.

A BBQ for staff – the sale of the burgers was part of a United Way fundraising effort.

A second culture survey will be done in the Fall of 2019. A comparison of 2016 to 2019 results will assist us in determining where there are further gaps so that we can target additional efforts in those areas.

There is to be a Diversity and Inclusivity strategy and implementation plan for execution over Council’s term.

“Expanding the recruitment channels, ensuring the culture within the workplace is open, welcoming to all and is reflective of our community will strengthen the City as an employer now and well into the future.”

The problems with hiring is that the municipal world has a culture and a set of conditions that are hugely different from the private sector. Municipalities end up stealing each other’s staff.

Boyd adds that “ this report has provided some information about the city’s current competitiveness to the marketplace, a follow-up report with detailed compensation system recommendations and potential cost impacts will be brought to Council in the early fall. The following items will need to be considered and approved by council in this follow-up report:

• The City’s competitive market position;
• Appropriate municipal comparators; and
• Development and implementation of a new job evaluation system.

In the meantime, the leadership team will be considering where temporary market premiums are required to retain highly skilled or at-risk employees and implementing these premiums as appropriate.

Boyd concludes that: “It is important to appropriately align the City’s resources, both budgets and staff, to ensure the successful execution of Council’s work plan. This report outlines the human resource and workforce pressures we are currently experiencing which puts at risk our ability to successfully implement Council’s work plan.

Put colloquially – Burlington isn’t able to put a solid team on the field – and we are all paying the price for past in-actions.

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Road Closure: Locust Street, between Elgin Street and City Hall, July 19 and 22

notices100x100By Staff

July 18th, 2019



Doors on this side of city hall will be open.

Locust Street, between Elgin Street and the entrance to City Hall, will be closed on Friday, July 19 and Monday July 22, 2019 for crane activity.

The closure will be in place from 7 a.m. to 6 p.m.

Local traffic will be detoured along Elgin Street and Ontario Street and access to the City Hall Locust Street entrance will be maintained from Ontario Street.

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Burlington chiropractor will be running the New York City Marathon in November; one of 52,000 people taking part.

sportsgold 100x100By Pepper Parr

July 18th, 2019



How do you start a marathon when there are 52,000 people competing?

That was the question we asked Ashley Worobec, a sports chiropractor who practices in Burlington and has been accepted as a competitor for the New York City Marathon which is a 42km run that winds its way through all five New York City boroughs starting on Staten Island.


42 km marathon that will cover all five New York City Burroughs – with 52,000 runners.


Ashley Worobec - hair flying H&S

Ashley Worobec, sports chiropracter

Ashley was a participant in the Torch run during the 2015 Pan American games and has run the Boston Marathon.

She expects that her time in the New York Marathon will be in the 31/2 hour range.

The marathon selection is usually a lottery draw – she qualified at a half marathon run in Mississauga where her time was verified.

Why is she doing this? Not sure was the first part of her answer – to which she added that the challenge was a bog and given that she had not run a marathon since 2007 – two children will do that, she decided she was ready to get back into the game.

With her son now 10 and her daughter 7 – Ashley feels she can get away and do something her kids will understand.

The Gazette has decided to follow the 16 week prep time to the run which takes place November 3rd and then to cover the event as live as we can.

Each week we will be doing a piece on where she is in the prep event.

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Museums of Burlington get new Director: Kimberly Anne Watson takes the reigns September 9th.

News 100 blueBy Staff

July 18th, 2019



The Burlington Museums Board announces the upcoming retirement of Museums Director, Barbara Teatero.

Barbara Teatero began her career with the Museums of Burlington over 35 years ago as the Business Manager at Joseph Brant Museum.

Barb Teatero JBMF

Barbara Teatero before city council explaining what she needs to operate the museums once the Joseph Brant site is ready for the public.

For more than 20 years, Barbara has held the position of Director of Museums overseeing Joseph Brant Museum and Ireland House at Oakridge Farm.

Teatero withher husband

Barbara Teatero with her husband during the ground breaking ceremony for a transformed Joseph Brant Museum.

Barbara was responsible for amalgamating Burlington’s two museums under the authority of the Burlington Museums Board. She has been instrumental in guiding the Museums programs and events to unprecedented levels of participation. Her signature accomplishment has been the realization of a 25 year vision, which culminated in the renovation and expansion of Joseph Brant Museum, which will open in September. Barbara will begin her retirement in early September.

Kimberly Anne Watson will take up the role of Director of Museums effective September 9, 2019.

Ms. Watson joined the Museums of Burlington in 2015 as Curator, bringing with her various experiences in the cultural heritage field ranging from large national institutions such as the National Museum of Science and Technology, to small municipally run community museums.

Kimberly Anne Watson Museum of Burlington

Kimberly Anne Watson

Prior to taking up her post with the Museums of Burlington, Kimberly was the Curator/Manager of The Soccer Hall of Fame and Museum located in Vaughan, Ontario.

For the last several years, Kimberly has been very involved with the transformation of Joseph Brant Museum and has worked tirelessly to ensure that the ‘new’ Joseph Brant Museum will be everything it can be, while at the same ensuring the ongoing care of Ireland House Museum and its collection.

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Weather reports are not what they used to be - the climate has certainly changed.

News 100 redBy Staff

July 18th, 2019



The heavy rains that we are experiencing, sometime in just pockets of the Region, create serious flood potential.

The old approach to weather is a thing of the past – all the weather people can do is issue notices and monitor what is taking place tightly and keep the first responders a phone call away.

Flood watch graphicThe latest information provided by the International Lake Ontario – St. Lawrence River Board (ILOSLRB) indicates that Lake Ontario reached a mean daily water level of 75.80 m on July 14th, declining just under 1cm per day during the preceding week.

The latest water level is 12 cm below this year’s peak level (recorded on June 15th), but remains 78 cm above average and continues to be a record level for this time of year. Record high outflows (equivalent to the peak releases during June to August of 2017) continue to be released to lower the lake level and provide some relief to shoreline stakeholders, while also considering the effects of higher flows on interests in the St. Lawrence River.

Lake Ontario levels are expected to continue to slowly decline in the coming days, with the resumption of drier conditions combined with the continuation of record-high outflows. Notwithstanding, water levels will remain elevated for the next several weeks and well into the summer months as record inflows from Lake Erie are expected to continue.

All shoreline areas should be considered dangerous during this time. Localized flooding combined with the potential for waves to overtop break walls and other shoreline structures continue to make these locations extremely dangerous. Conservation Halton is asking all residents to exercise caution around Lake Ontario shoreline areas and to alert children in your care of these imminent dangers.

This Flood Watch – Lake Ontario Shoreline message will remain in effect until July 31st. Conservation Halton will continue to monitor Lake Ontario wind conditions and lake levels closely and will either terminate this message or issue further updates as necessary.

The Conservation Authority has a Flood Duty Officer whose job it is to keep a close eye on what is taking place and ensure that the people who take care of us are in the loop.
Forecasts: https://ijc.org/en/loslrb/watershed/forecasts


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Mayor's office staffing hits a bump - one of the three moves on to greener grass.

News 100 redBy Pepper Parr

July 18th, 2019



Put the best spin possible on the situation and bull on through it is about all you can do.

Six months into her term of office and the Mayor loses one of her staff or as the Mayor put it in her announcement:

“There’s been some recent changes in the Mayor’s Office — I’m looking for an Executive Administrator to help fill an opening on my team of three staffers.

“My former assistant Annemarie Cumber has taken an opportunity for career advancement and a secondment to assist with large corporate projects, such as Enterprise Resource Planning (ERP) and Enterprise Asset Management Solution (EAMS), at the City of Burlington. We wish her the best of luck and success in her new role.

“I have asked my former assistant from my time as a councillor, Georgie Gartside, to help us out in the Mayor’s Office during this transition phase. We are very grateful for her assistance — she is a true asset and great addition to the Mayor’s team. I also want to thank the Councillors’ Assistants team who are working together to provide coverage in the councillors’ offices during this time.

In addition, we’re very grateful for the time and dedication high school co-op student Kaitlyn Fitzpatrick has been lending us this month. Kaitlyn is assisting my office until Aug. 2 and has been doing very well in the time she’s spent with us already. I thank my office staff and City of Burlington staff for making her feel welcome and a part of our team.


The Office of the Mayor – she got to choose the colours.

“The Mayors Office Executive Administrator position is posted online on the City of Burlington’s website and is a contract position from September 2019-November 2022 — the posting closing date is July 30, 2019. Please click the links for more details.

“Reporting directly to the Mayor’s Chief of Staff the Mayor’s Executive Administrator will provide administrative, communications, logistics and constituent relations support to the Office of the Mayor. By managing the Mayor’s schedule, overseeing incoming communications and requests, providing event support, and liaising with constituents, internal staff and external partners, this role is essential in contributing to the overall efficiency and effectiveness of the Office of the Mayor.

“We’re looking for someone who thrives in challenging environments and can juggle many balls at the same time. You are comfortable interacting with people and don’t mind being out in the public eye. You are empathetic, diplomatic, a great problem-solver and can work independently and confidently, while making sound judgement calls on a host of matters.”

There has been an interesting upgrade to the titles that are used in the office of the Mayor. The last time we talked to Victoria Al-Samadi she was Mayor’s Chief of Communications & Strategic Advisor; now she is referred to as the Chief of Staff .

Also, what’s with the secondment?  Our understanding of the term is; “The term secondment describes where an employee or a group of employees is assigned on a temporary basis to work for another, ‘host’ organization, or a different part of their employer’s organization. On expiry of the secondment term, the employee (the ‘secondee’) will ‘return’ to their original employer.”

The job opening is posted on the city’s web site

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Very well done - convincing - but a scam nevertheless. The rule: If in doubt - don't

Crime 100By Staff

July 16, 2019



This scam is good – they’ve done a good job of looking legit – they aren’t.

Simmons scam graphic

It is scams like this that caught a Burlington city staffer off guard – it happens.

Dear Client,
Please press the ‘Review Document’ button to review your Service Agreement and complete the e-signature process.

Upon completion you will automatically receive an email with an attached signed copy of this Service Agreement.

Simmons Canada Inc

Do Not Share This Email
This email contains a secure link to DocuSign. Please do not share this email, link, or access code with others.
About DocuSign

Sign documents electronically in just minutes. It’s safe, secure, and legally binding. Whether you’re in an office, at home, on-the-go — or even across the globe — DocuSign provides a professional trusted solution for Digital Transaction Management™.

This message was sent to you by Simmons Canada Inc who is using the DocuSign Electronic Signature Service. If you would rather not receive email from this sender you may contact the sender with your request.

This email was sent by: Simmons (Mouldings) Ltd
661 University Ave, Toronto, ON, M5G 1L7 Canada

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Parking lot on Locust to be closed for a couple of days.

notices100x100By Staff

July 16th, 2019


Lot 8 on Locust Street is closest to city hall. It serves people who meet at the Upper Canada location where Regus has been located for years.

Locust Street parking lot to be closed while paving is done.


Temporary Closure of Locust Street Parking Lot, between Caroline Street and Ontario Street, starting July 16.

The municipal parking lot on Locust Street in downtown Burlington (Lot 7), will be closed for paving beginning Tuesday, July 16, 2019.

The parking lot is expected to re-open by Friday, July 19.

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Local start up gets acquired by Royal Bank .

News 100 blueBy Pepper Parr

July 16th, 2019



Tech place logoThe dream, at least a part of it, came true for HalTech and Tech Place, when RBC announced the acquisition of WayPay, a cloud-based payments fintech from Burlington, Ontario that offers business clients a best-in-class solution for accounts payable automation and payment optimization.

By seamlessly connecting to leading accounting platforms, WayPay specializes in helping companies reduce their payables pain points by improving the reconciliation and approvals process, creating significant time and cost savings.

In a statement RBC said: “This acquisition enables us to expand our portfolio of digitally-enabled capabilities and advice for our business clients and further strengthens RBC’s position as a digital leader in the market,” says Greg Grice, Executive Vice-President of Business Financial Services at RBC.

“By integrating WayPay’s innovative payment solution, we’re able to provide clients with a secure, simple and automated payables and payments solution as part of RBC’s comprehensive suite of business offerings to help them manage and grow their business with greater ease and efficiency.”

Way Pay logo“Many businesses are already planning the transition from paper cheques as manual reconciliation is a time-sensitive process prone to errors. The acquisition of WayPay will add new capabilities for RBC to bring all payment types together onto one platform, providing clients with a more comprehensive view of their accounts while facilitating the shift from manual, paper-based processes to digital payments.

“WayPay was built to allow businesses to automate their payables process regardless of their accounting software and how many, what type, or where in the world they wish to send a payment. We are helping businesses spend less time approving and reconciling their payables and providing greater visibility so they can focus on building and growing their business,” says Robert Bast, Co-Founder at WayPay. “We are thrilled to join the RBC team where we see incredible synergies which will create even more value and ensure many more business owners benefit from the power of automated reconciliation and digital payments.”

Annita Cassidy Hoey retirementAnita Cassidy, Acting Executive Director at Burlington Economic Development Corporation (BEDC) is thrilled with the announcement. “Since its launch in 2014, WayPay has been an innovation ecosystem leader in Burlington,” she said. “Our team has had the opportunity to get to know the leadership team at WayPay and witness firsthand their dedication and enthusiasm for what they do. We are incredibly excited for them because being acquired by a larger company is an incredible achievement for a start-up. WayPay was founded with the goal to scale, and so being acquired by RBC demonstrates the value in their technology.”

WayPay will continue to be an agnostic solution which means users can benefit even if they wish to use products from other financial institutions on the platform. Learn more at www.waypay.ca.

Burlington’s approach to economic development has been, in part, to focus on the small, start up tech sector which was the rationale for the creation of Tech Place located on the North Service Road and dedicated to the start up tech community.

That approach is being reviewed by the city.  Mayor Marianne Meed Ward heard Rob Burton Mayor of Oakville tell an audience that Oakville lost interest in shelling out tonnes of cash but not having the deciding vote on the direction taken by the economic development people.

That didn’t hurt the interest the Mayor has in bringing that work in house – after a thorough review is done.

What added to the discomfort within city hall was the news that Tech Place is a high rent rate over the six year period they are in the space.  They got a year of free rent to get them into the space they occupy on the North Service Road.

Expect to see some changes in the way economic development is handled in the city once everyone is back from summer vacation.



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Burlington's 2018-2022 Plan: From Vision to Focus prioritizes key strategic directions for City

News 100 redBy Pepper Parr

July 16th, 2019



The 2018-2022 Plan: From Vision to Focus is the City’s work plan that prioritizes key strategic direction from Burlington’s long-term 25-year Strategic Plan. From Vision to Focus details key goals and actions required to move priorities forward during this term of Council and was approved at Council last night.

News anal REDIn the media release the city sent out there is very little in terms of detail. The Gazette put together a lengthy piece setting out what the city wanted to get done in each of the five focus areas. That article can be accessed HERE.

City staff did a lot of work leading to the completion of the document that now takes on a life of its own. Council members were given the opportunity to talk at length on what they saw as the vision for the city; those conversations were one-on-one which was important.

There was a series of joint workshops with the 2018-2022 Burlington Council and the Burlington Leadership Team to reconfirm the specific focus areas and define goals and actions required to execute on the plan.

Burlington’s relationship with Strategic Plans in the past was disappointing. The Gazette got to look at documents that were decades old that were not much more than a collection of photographs accompanying clichés and bromides.

StPlan flip charts

The ideas were all over the map – it was the first time there was a deep dive Strategic Review exercise for the city in more than two decades.

The 2010 Strategic Plan was a serious effort to pull staff and council together on a vision – it didn’t work out quite that way. When it came to using little coloured dots to indicate choices and preferences it became painfully clear that staff and council were not only not on the same page – they weren’t in the same room.

Councillor Sharman with his back to the camera faces off with Councillor Meed Ward at a Strategic Planning session. Each ciouncillor was new to municipal politics and each brought different personalities and styles to the job. They both add to the colour and flavour of Council

Councillor Sharman with his back to the camera faces off with Councillor Meed Ward at a Strategic Planning session in 2011 They work together more easily two elections later.

The 2014 Strategic Plan was better but the leadership on Council just wasn’t there to ensure that the views of the elected were heard and made front and center.


We started here …


… grew into a 25 year plan.

That changed when the Strategic Plan was made into a 25 year document rather than a four year term of council document. It was a huge step forward. There however does not appear to be any record of a debate on doing from four years to 25 years – it just got done.

The Strategic Plan has four pillars that were turned into focus areas for the V2V document – with a 5th added.

City resources will be aligned to ensure progress is made in the 5 identified focus areas:

• Focus Area 1 – Increasing Economic Prosperity and Community Responsive Growth Management (updated based on Council approval on July 15, 2019)

• Focus Area 2 – Improving Integrated City Mobility

• Focus Area 3 – Supporting Sustainable Infrastructure and a Resilient Environment

• Focus Area 4 – Building More Citizen Engagement, Community Health and Culture

• Focus Area 5 – Delivering Customer Centric Services with a Focus on Efficiency and Technology Transformation

V2F focus areas

The vision and a summary of the goals that will get us there.

“This plan is a living document. Other updates to this document are in progress and an updated version will be available September 2019. Of note, some initiatives identified in this plan may go beyond the 4-year term and will be carried over into future years for continued implementation.

“The 2018 to 2022 Plan: From Vision to Focus will be monitored and reported to Burlington Council on a regular basis and progress evaluated and reviewed. (It wasn’t clear during debates if the review was to be every six months or just once a year – what was very clear is that this initiative is in the hands of council and not something the planners get to keep to themselves. It is perhaps the most ‘political’ document this council has produced.)

“There may be changes along the way, such as: global, regional, and city circumstances changing, events occurring, and other levels of government influencing further updates to the plan document.”

V2F reflects what Council wants in a way that Grow Bold did not; if Council takes the document seriously it should serve the residents well going forward.

Some members of the current Council struggled with the level of detail. Others had interests that took them in a different direction. Others still had different ideas on what a council member is really supposed to do.

Mayor Marianne Meed-Wards said: “This work plan lays out what we want to focus on as a City and Council in the next four years to get us to where we want to be by 2040 (our vision).

This is a living document that will be re-calibrated year over year — we want to get the wheels in motion to make it easy to fulfill the matters that are top of mind among our residents: the tree canopy, green space, and growth and development.

“I believe there is an appetite for visionary aspirations among staff at the City of Burlington, and I can tell you the community is already there — they are ready for this. I’m proud of this plan and want to thank and congratulate staff on all the great work they have put together in it.”

V2F timeline

There is a road map with time frames.

Mary Lou TannerMary Lou Tanner, Deputy City Manager, the woman who gave the city the Grow Bold concept said: “The commitment from the Burlington Leadership Team and Burlington Council to work towards common objectives in partnership with our community is at the root of this important four-year plan.

“The City has clear focus areas and key actions we need to achieve”; that point is now at least clear.

“Our capable staff continue to work hard to move our strategic priorities forward so that our city sees the benefits and residents feel the positive impacts to their quality of life. Staff is committed to letting Council and our community know how this work is progressing and how we have moved the needle for Burlington. ”

Staff at this point is to a considerable degree a beleaguered bunch of people. The turnover rate is high – good people are seeking greener pastures – for good reasons.

During one of the presentation last week given by Director of Human Resources pointed out that Burlington is at the 50th percentile when its pay rates are compared with their peer groups.

Burlington is not paying people terribly well – the benefits are good – but the salaries are not attracting the best and the brightest.

The Escarpment and the lake are great attractions but the cost of housing means many of the younger people who are in that 50th percentile cannot afford to live in the city – and have to spend an hour or more getting to their jobs. The only upside is that parking is free.

Burlington is looking at ways to get to the point where staff are at the 65th percentile – something that is not going to go over all that well with the voters.

Background links

Related new story:

V2F – in depth.


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Public school board association drafts some HDSB talent into their ranks - smart move.

News 100 yellowBy Staff

July 15th, 2019



At its Annual General Meeting on July 5, 2019, the Ontario Public School Boards’ Association (OPSBA) selected its Executive Council/leadership team and members of Work Teams for the 2019-20 school year. Trustees of the Halton District School Board were selected for four of these positions.

OPSBA represents public school boards across Ontario and advocates on behalf of the best interests and needs of the public school system in Ontario. OPSBA is seen as the credible voice of public education in Ontario and is routinely called on by the provincial government for input and advice on legislation and the impact of government policy directions.


Donna Danielli – trustee representing Milton.

Donna Danielli, HDSB Trustee for Milton – Wards 1 & 2, will serve as Regional Chair for the Central West Region on OPSBA’s Executive Council/leadership team for the 2019-20 school year.

Members of OPSBA’s two core Work Teams help advance the Association’s priorities and provide recommendations to the Board of Directors/Executive Council on issues related to education program reform, children’s services and social policy.

Amy Collard 1

Amy Collard – Burlington school board trustee.

On the Education Program Work Team, Amy Collard, HDSB Trustee for Burlington – Ward 5 was selected as a member for the Central West Region. Joanna Oliver, HDSB Trustee for Oakville – Ward 4 was selected as an alternate for this committee.

Jeanne Gray, HDSB Trustee for Halton Hills, was selected for the Policy Development Work Team, which provides recommendations to the Board of Directors/Executive Council on issues related to the analysis of legislation and the development of OPSBA policy in areas affecting education finance and governance.

“It is great to see strong support for HDSB trustees in the provincial organization for initiatives to support all students in Ontario,” says Andréa Grebenc, Chair of the Halton District School Board. “As these positions are voluntary and beyond the duties outlined in the trustee role, it demonstrates the deep commitment to student achievement and well-being.”

Donna Danielli brings significant depth at both the Board and classroom issues level.  They are lucky to have her.  Amy Collard is one of the most direct to the point school board trustees we have seen in more than four decades of covering school boards in Ontario.  This woman is being wasted at the trustee level.

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Joey Edwardh, CDH Executive Director to retire in October.

News 100 redBy Staff

July 15th, 2019




Joey Edwardh, the Executive Director of Community Development

Joey Edwardh, the Executive Director of Community Development Halton advised the board last week that she planned to retire in October.

The Board accepted the retirement notice and wishes Joey well as she moves into this next phase of her life.

The CDH Board has just completed an exhaustive vision statement process and is now working on a business plan that will deliver on the vision.

The CDH Board Executive Committee will begin the process of hiring a new Executive Director once the business plan is in place

The CDH is also in discussions with another Ontario, Halton based NGO to share administrative services.

CDH logoCommunity Development Halton is a leader in social planning activities in the Region and has, in the past produced research on social trends, needs and issues relevant to a variety of constituencies in their communities. They have undertaken independent research and publish on a regular basis

Community Lens and in depth look at social trends, needs and issues relevant to a variety of constituencies in their communities. The most recent of which was data on the opioid crisis.

CDH supports the communities of Oakville, Burlington, Milton and Halton Hills and is funded by the United Way and the Region of Halton.

They offer a number of programs that help the NGO sector improve their service delivery and improve their administrative capacities.

Community Lens, a regular series of reports on issues vital to the communities they serve; the most recent of which was data on the opioid crisis.

CDH organizes a service that connects people who want to volunteer with organizations that need volunteers. They supports nonprofit agencies with training, consulting, and the promotion of volunteerism.

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