 By Staff
March 30th, 2022
BURLINGTON, ON
Another good news story – something that should have been done years ago – the Government eliminating fees for police record checks for volunteers
 The Ontario government is eliminating the cost of police record checks for volunteers of all ages looking to give their time and skills to the causes they care about. This includes Criminal Record Checks and Criminal Record and Judicial Matters Checks, which are commonly required by organizations that work with volunteers.
Beginning April 1, 2022, amendments to the Police Record Checks Reform Act, 2015 will remove the fee for these two types of police record checks, making it easier for Ontarians to support animal shelters, food banks, emergency response initiatives, and many more organizations in their communities. Volunteers can also receive up to five copies of these types of police record checks for free, making it easier to apply to multiple volunteering positions.
This change will make it easier than ever to participate in initiatives like Volunteer Corps Ontario, which is currently recruiting and training volunteers to help their communities during emergencies like natural disasters.
 Milton MPP Parm Gill “Removing the cost of these essential police record checks is one way our government is making it easier for people across the province to embrace the Ontario Spirit and volunteer in their communities,” said Parm Gill , MPP for Milton and, Minister of Citizenship and Multiculturalism. “It is our hope that this initiative will make it easier for non-profit organizations to attract committed and talented people to help those who need it most.”
Quick Facts
• A police record check is a search of police database records about an individual and is often used as part of a screening process for employment, volunteering, education, professional licensing, rental housing, insurance, adoption, child custody, foster care and other purposes In Ontario. The Police Record Checks Reform Act, 2015 governs the types of record checks that can be conducted for screening purposes.
• These changes are intended to encourage volunteerism. They exclude people who perform a service in exchange for a form of credit, such as an academic credit. Students who have completed their full academic volunteer requirements and go on to additional non-credit volunteering will become eligible.
• Prospective volunteers will still need to pay any fees charged by police services for Vulnerable Sector Checks, which are considered the most thorough type of police record checks and require a comprehensive search of national and local police databases.
• These amendments expand the Lieutenant Governor in Council’s regulation-making authority to prescribe requirements for how police services conduct police record checks for volunteers, and how long a police record check for a volunteer for a
 By Staff
March 30th, 2022
BURLINGTON, ON
This was a good decision – one of those “about time” things.
 Olivia on the left and Iman on the right.. The credit for this belongs to the two woman who delegated so very well at city council.
The result of their delegation is:
Free menstrual product pilot project in Burlington’s public washrooms
The City of Burlington will begin offering free menstrual products in 90 public washrooms throughout 19 City recreational facilities, including City Hall as a pilot project for the remainder of 2022.
City staff will monitor usage and engage feedback from users and report back to City Council later this year.
Through extensive research, data collection, done by the Pink Project who collaborated with the city municipalities, school boards, local institutions will be providing free menstrual hygiene products in public washrooms.
These products are now considered as essential to the community as offering toilet paper, soap and paper towels.
Early in 2023 the data collected on the take up of the products will be evaluated and a decision will be made to make the service something that the city just does.
 By Staff
March 28th, 2022
BURLINGTON, ON
It is probably the most storied location in the city. There is a bronze marker along the north edge of Spencer Smith Park that identifies the spot.
 The Compas area, lower center, was where the Brant Inn was located with an open air deck where dining and dancing was a regular feature. Every day hundreds of people walk by the compas spot on the Naval Promenade in Spencer Smith Park without realizing it was once on of the most jumping spots in town.
It was the place to be on a New Year’s Eve.
The Joseph Brant Museum is hosting a joyful glimpse into the past for an elegant night of hors d’oeuvres, drinks, dancing, and live musical entertainment.
Guests will also be able to admire a view of the lake while enjoying dessert from the “Sky Club” on Joseph Brant Museum’s rooftop terrace. Come dressed to the nines for An Evening at the Brant Inn!
 Ticket are $78.00 per person(includes the taxes)
May 28th 7 – 11 pm
Reserve early – space is limited
Tickets HERE
Related news stories:
Remembering the Brant Inn
By Staff
March 28th, 2022
BURLINGTON, ON
A number of Council members have been unhappy and somewhat disturbed over the way information was kept from the public by having the debate take place in a CLOSED session of Council.
When a CLOSED session of Council was about to take place – a notice would be read out saying what they (Council) needed to go into CLOSED for and then the web cast went dark displaying just GET THE VISUAL. When Council came out of a CLOSED session they would report that Council has agreed to do what was agreed upon in the CLOSED meeting.
Once council member complained publicly that “we can’t even tell the public the address of the property that was being discussed. The struggle to determine what could and should be released was between Council and Nancy Shea Nicol, the City Solicitor.
Last week for the first time we saw a situation where Council talked about going into CLOSED but decided not to. The City Solicitor said she would provide a report on what the issue was with all the details.
Some context:
The site was zoned MXT and as such the development application being made complied with the zoning by law and would go directly to site plan approval, Development Application proceeds straight to site plan.
In contrast when a zoning bylaw amendment is requested the proponent will go through community meetings, a Statutory Public meeting and receive a planning recommendation report for council to vote on.
None of these steps are required for applications that are in compliance with the regulations of the bylaw, as is the case with these lands.
What Councillor Kearns was able to do was undelegate the application which meant site plan approval would be determined by Council and not staff.
The developer chose to take their application to the Ontario Land Tribunal. While waiting for a hearing date the city and the developer were able to come to terms on the differences and entered into a Settlement Agreement which will now be heard by the Ontario Land Tribunal on GET THE DATE.
There is a bigger question: When the city learned that intensification was going to be focused on what were originally called mobility hubs – later changed to MTSA Major Transit Service Areas – why didn’t the Planning department look at the zoning status of all the lands around the MTSA and do what needed to be done to change the zoning.
The following is what the City Solicitor released.
On April 4, 2020 the Community Planning Department acknowledged that a site plan application had been received by Brookfield Properties, Inter Rent REIT and CLV Group Inc. (the “Applicant”) for Site Plan Approval for 2269, 2243 Fairview Street & 864 Drury Lane (the “Site”) to support the development of the Site with seven (7) residential towers on top of four (4) mixed-use podiums, with overall tower heights ranging between 29 and 37 storeys. However, the Site was located within an area that was the subject of an Interim Control By-law and related study, resulting in a development ‘freeze’ on lands within the study area.
The Official Plan Amendment (“OPA 119”) and Zoning By-law Amendment (“ZBA 2020.418”) that resulted from the recommendations of the ICBL study were appealed, including by the Applicant, in February 2020. These appeals to ZBA 2020.418 had the effect of continuing the development ‘freeze’ on the Site, and resulted in no decision being made on the site plan.
On August 11, 2021, the Applicant appealed the site plan application to the Ontario Lands Tribunal based upon non-decision of the City within the required time period set out by the Planning Act.
On December 17, 2021 the Applicant submitted a Settlement Offer to the City for consideration. The Applicant is seeking a settlement of its appeals of OPA 119, ZBA 2020.418 and its site plan application. The Settlement Offer proposes a resolution of the appeals in which the Applicant would withdraw its appeal of OPA 119 and the City and the Applicant would seek approval from the Ontario Land Tribunal (“OLT”) for site-specific amendments to ZBA 2020.418 to permit the development contemplated in phase 1 of a phased site plan. These site-specific amendments would add to the regulations contained within ZBA 2020.418 to regulate the development proposed in phase 1 of the site plan, as described below. The City and Applicant would also seek an Order from the OLT removing the Site from the ongoing development ‘freeze’ that applies to this area. The Settlement Offer proposes to resolve the site plan appeal by the City and the Applicant seeking approval from the OLT for site plan contemplating development of phase 1 of a multi-tower residential development on the Site. Future phases of the development of the Site would require Site Plan Approval from the City. Additionally, the Settlement Offer contemplates the City and the Applicant agreeing to certain parameters that would not only apply to Phase 1 of the development set out in detail in the Settlement Offer, but also to the future development of phase 2 that would be subject to a future site plan approval process by the City. Key parameters of the proposed site plan appeal settlement include:
Phases 1 and 2 will each contain two towers of 33 and 37 stories (Phase 1) and 33 and 35 stories (Phase 2) in height;
The four towers proposed in Phases 1 and 2 will all be purpose-built rental buildings, with 100% of units in the buildings being in rental tenure;
Phase 1 will provide a total of 38 three (3) bedroom residential rental units, including 25 three (3) bedroom rental units contained within the two towers;
When the Applicant seeks site plan approval for Phase 2, the towers will include at least 25 three (3) bedroom residential rental units;
Provide a minimum 30m separation between proposed towers;
The tower floor plates of the four towers in Phases 1 and 2 will have tower floor plates of up to 890 square metres;
The Applicant will dedicate 1.71ha of parkland, in addition to providing cash-in-lieu of parkland in the amount of approximately $13 million. Additionally, the Applicant will provide a privately-owned publicly accessible space (‘POPS’), maintained in perpetuity at its expense, of 0.25ha located immediately adjacent to the dedicated parkland located along Fairview Street to function as one cohesive park that may be further expanded should lands to the west of the Site re-develop in the future.
Phases 1 and 2 of the Site Plan (containing two levels of underground parking will address groundwater through a private permanent pumping stormwater management system discharged into the City’s storm sewer system at regulated volumes and quality, with ongoing stormwater management system maintenance requirements registered on the title of the rental buildings. Future phase(s) of development on the Site will have separate underground facilities and stormwater management for those phases will be reviewed by the City in future applications for site plan approval.
The Applicant will make a Municipal Consent application to bring permanent buried hydro to the entire site (Phases 1, 2 and 3). Should the applicant wish to install additional temporary overhead hydro, those drawings and details will be included with the Municipal Consent application, along with required fees and securities.
 Height of the site relative to other major developments in the city GET THE GRAPHIC OF THE SITE
Site Description and Surrounding Land Uses
The subject site has an area of 3.4 ha, and approximately 224 m of frontage along Fairview, and 143 m of frontage along Drury Lane. Access to the site is currently provided via both Drury Lane and Fairview Street. A vacant garden centre, brewery, auto repair shop, dance studio and furniture store are currently located on the Subject Lands. It is the intent that the existing buildings and structures be demolished prior to the site being redeveloped.
Surrounding the subject site are the following uses:
North: The Lakeshore West GO rail line is located adjacent to the Subject Lands directly to the north. A low-rise residential neighbourhood occupies the lands north of the rail line. An overpass pedestrian bridge at the north terminus of Drury Lane provides access over the rail line to the residential community to the north.
South: Fairview Street, low rise institutional and medical building consisting of the Halton Catholic District School Board and a medical clinic.
East: Drury Lane, and a number of low-rise service commercial and retail uses are located east of the Subject Lands, including an automotive repair and home store.
West: A car dealership is located adjacent to the Subject Lands directly west, followed by a creek and the Burlington GO Station. The Paradigm Condominium development, (5 tower and 24 storey residential condominium development) is located immediately west of the Burlington GO Station.
The Site Plan Application:
The Site Plan application that is the subject of the appeal includes 4 buildings with a total of 7 towers ranging in height from 29 to 37 storeys. The comprehensive development plan will provide 2,515 residential units of mixed type and tenure; 3,703 square metres of retail/ commercial space; there will be shared amenity space between all buildings in a variety of forms, including indoor, rooftop and outdoor elevated amenity area; all proposed parking to be located within a combination of a 4-storey above-ground parking structure abutting the northern lot line or within 5 levels of underground parking abutting the southern property line. Each building is proposed as follows:
Building A will consist of a six storey podium and a 33 storey tower with 338 residential units.
Building B will consist of a five storey podium and two towers with 651 residential units. Tower B1 will be 29 storeys and tower B2 will be 34 storeys. Ten (10) Townhouse style units are incorporated into the podium fronting onto Fairview Street.
Building C will consist of a four storey podium and two towers with 774 residential rental units. Tower C1 will be 33 storeys and tower C2 will be 37 storeys.
Building D will consist of a four storey podium and two towers with 752 residential rental units. Tower D1 will be 33 storeys and tower C2 will be 35 storeys.
Vehicular access to the proposed development will be provided primarily through an internal driveway through the site from Fairview Street to Drury Lane, similar to the driveway that presently exists on the Subject Lands. The parking structure will be accessed via Drury Lane and the internal east-west driveway, which will function as a private street. Access to the underground parking will also be provided through the internal driveway. A minimal amount of layby parking is proposed at grade. Parking is proposed as 1-5 levels of underground parking and 4 levels of parking in a structure at the rear of the site. In terms of parking rates, there are 2761 spaces for 2515 units (including visitor), 154 spaces for commercial and 34 spaces for maintenance. The total parking rate is 1.16 spaces per unit.
The Site Plan in the Proposed Settlement
The Proposed Settlement contemplates a phased approach to the development of the Site, with site plan approval for phase 1 by the OLT, and subsequent phases of the development of the site to occur through future applications for site plan approval by the City. Phase 1 will consist of a four-storey podium and two towers with 774 residential rental units. Tower C1 will be 33 storeys and tower C2 will be 37 storeys. Phase 1 also includes the internal (private) east-west road and a public park. The OLT’s approval of the Site Plan for phase 1 of the development would include conditions of Site Plan Approval that would apply to Phase 1, which consists of buildings C1 and C2 on the Site Plan. As noted above, the parameters of the settlement (such as height and floor plate size) would apply to Phase 2 (Buildings D1 and D2 on the proposed plan); however, a new Site Plan Application to the City would be required to be approved by the City, subject to conditions. Phase 3 on the Site Plan, which includes Buildings A and B to the south fronting onto Fairview Street remains independent from the settlement and will require separate review and subject to that review, may or may not be approved by the City in its current form.
 By Pepper Parr
March 29th, 2022
BURLINGTON, ON
Do you want Google out of your life?
Apparently it can be done.
 Security software we use – Malwarebytes – (they are good and reasonably priced) does a series of Podcats.
They did one recently that is worth the time.
It is long – runs 49 minutes. But if you really want to know just how this stuff works and what you can do to limit its impact on your digital life.
When you get to the podcast, scroll down to De-Googling Carey Parker’s (and your) life
I know for certain that one of my readers – goes by the name “Putz” will be listening.
De-Googling Carey Parker’s (and your) life In the latest episode of Lock and Code, host David Ruiz looks at the steps to removing Google and its many services from your life.
 By Staff
March 28th, 2022
BURLINGTON, ON
On March 18, 2022, at 8:15 pm, the Halton Regional Police Service (HRPS) responded to a condo building in the area of Fairview Street and Brant Street in Burlington. Three suspects demanded cash and attempted to abduct a male victim at gunpoint outside his apartment. The victim was forced to the lobby area and was assaulted, however he was able to escape to a security area and police were notified. The three suspects fled the area in a vehicle. This was believed to be a targeted incident.
 Seized items A thorough investigation, which included a Criminal Code search warrant at a residence in Hamilton, was conducted by the 3 District Criminal Investigations Bureau. This investigation was also aided by members of the 3 District Street Crime Unit, Mobile Surveillance Unit and Emergency Services Unit.
On March 19, 2022, Ryley Donnelly-Lavelle (23) of Hamilton was arrested and charged with:
- Possession of Weapon for a Dangerous Purpose
- Kidnapping Using a Firearm
- Use Firearm while Committing Offence
- Assault with a Weapon
On March 25, 2022, Andrew Burroughsford (38) of Burlington was arrested and charged with:
- Accessory After the Fact
- Possession of Weapon for a Dangerous Purpose
- Possession of Cocaine
- Unauthorized Possession of a Firearm in a Motor Vehicle
On March 25, 2022, Christopher Newton (38) of Hamilton was arrested and charged with:
- Possession of Weapon for a Dangerous Purpose
- Kidnapping Using a Firearm
- Use Firearm while Committing Offence
- Possession of Prohibited or Restricted Firearm/Ammunition
- Possession of Property Obtained by Crime Under $5000
- Fail to Comply with Probation
- Careless Use of Firearm/Weapon/Ammunition
- Pointing a Firearm
- Unauthorized Possession of Firearm in a Motor Vehicle
- Carry Concealed Weapon
- Possession of Firearm/Ammunition Contrary to Prohibition Order (4 counts)
- Possession of Weapon for a Dangerous Purpose
- Unauthorized Possession of Firearm
On March 25, 2022, Luke Willems (37) of Hamilton was arrested and charged with:
- Kidnapping Using a Firearm
- Use Firearm while Committing Offence
- Possession of a Weapon for a Dangerous Purpose
On March 25, 2022, a 17-year-old of Hamilton was arrested and charged with:
- Possession of a Weapon for a Dangerous Purpose (2 counts)
- Kidnapping Using a Firearm
- Pointing a Firearm
- Use Firearm while Committing Offence
- Careless Use of Firearm/Weapon/Ammunition
- Carry Concealed Weapon
- Unauthorized Possession of Firearm
- Unauthorized Possession of Firearm in a Motor Vehicle
- Possession of Prohibited or Restricted Firearm/Ammunition
- Possession of Firearm/Ammunition Contrary to Prohibition Order
Donnelly-Lavelle, Newton, Willems and the 17-year-old were held in custody pending a bail hearing. Burroughsford was released on an Undertaking.
As a result of the investigation two firearms and ammunition were seized
 Deputy Chief Wilkie Deputy Chief Roger Wilkie states; “I would like to commend our officers for bringing this investigation to a speedy conclusion. The bold and shocking nature of these crimes will not be tolerated in our community. Officers from multiple units across the service worked tirelessly and with seamless collaboration to identify and safely arrest these armed and dangerous suspects.”
Anyone with information regarding this investigation is asked to contact the 3 District Criminal Investigations Bureau at 905-825-4777 ext. 2316.
Tips can also be submitted anonymously 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.
 By Staff
March 28th, 2022
BURLINGTON, ON
Community Development Halton (CDH) has been publishing the Community Lens since 2008. .
This lens report is about Caregivers and is being published in two parts.
To mark 2022 National Caregiver Day on Tuesday, April 5, CDH is publishing a two-part Community Lens series on caregivers. This issue, Part One, will look at caregivers in Halton. Next month in Part Two, we will look at the impacts of COVID-19 on caregivers during the pandemic.
The Ontario Caregiver Organization (OCO) defines caregivers as “ordinary people who provide physical and/or emotional support to a family member, partner, friend, or neighbour.” Funded by the Government of Ontario, the OCO is a nonprofit that was created in 2018 “to support Ontario’s estimated
3.3 million caregivers.”1
Caregivers: An Invisible, but Indispensable, Economic Contribution
Caregivers perform at least two primary vital functions in Canada. First, there is the social function which enables “people to stay and age in their home, which is where they want to be.”2 Secondly, caregivers perform an indispensable economic function “without [whom], Canada’s healthcare and social systems would collapse.”3 However, calculating a precise economic contribution remains difficult. Estimates are dependent on definition and calculation approaches, such as average caregiving hours and the rate of pay that caregiving is valued at. The unpaid contribution of caregivers to the Ontario economy is undoubtably in the billions of dollars, perhaps even tens of billions, but estimates differ.
The OCO in its Spotlight Report for Ontario (2019) estimated that the contribution of caregivers to the Ontario economy is “the equivalent of between $26 and $72 billion to our society every year.”4 In the 2021 survey by OCO the contribution of carers to the Ontario economy is estimated at $28.5 billion,
factoring in “average time caregivers invest in providing care and multiply it, even just at minimum wage.”
Even using the more circumspect estimate of $28.5 billion, and comparing it to other Ontario economic sectors, provides readers with a sense of the invisible contribution caregivers make to the provincial economy. Ontario’s financial services sector, for example, “which employs about 359,000 people”, is valued at approximately $60 billion to the provincial economy.5 While the Ontario food and beverage manufacturing sector, which employs “over 104,800 people”, generates revenues of “more than $48 billions.”6
Community Lens is prepared by Community Development Halton to disseminate and interpret important community data as it becomes
available. For more information please contact us at data@cdhalton.ca or 905-632-1975
How many caregivers live in Halton?
Approximately 24% of Ontario’s population are caregivers. This is based on an estimate of 3.3 million caregivers7 from a total provincial population of 13,448,494 in 2016.8 Census 2021 population data for Ontario of 14,223,942, is available. However, we are using 2016 Census population data since the OCO was created in 2018 and is likely using a 2016 Census population reference. Using 2021 population data, without calculating a revised caregiver estimate, may present a distorted estimate of caregivers in the province. Incidentally, this 24% caregiver estimate is similar to a national estimate provided by Statistics Canada in 2018, which found that “approximately one in four Canadians aged 15 and older (or 7.8 million people) provided care to a family member or friend with a long-term health condition, a physical or mental disability, or problems related to aging.”9
In 2016, 548,435 people lived in Halton.10 Applying a 24% caregiver estimate to the municipality, there may have been as many as 131,624 caregivers in Halton in 2016. Putting this in a wider municipal population context, we can see that an estimate of 131,624 caregivers in Halton was larger than the
110,128 people living in Milton and over twice as large as the population of Halton Hills, which had 61,161 residents in 2016.11
Community Lens is prepared by Community Development Halton to disseminate and interpret important community data as it becomes
available. For more information please contact us at data@cdhalton.ca or 905-632-1975
This two-part Community Lens series intends to raise awareness of the experiences of caregivers. In our view, an increasingly important, but often overlooked, area of life for many people and families across Halton. In April 2022, we will release Part Two of this series, which will look at the impacts of COVID-19 on caregivers.
Further resources
If you are a caregiver, or know someone who is, and would like further information around resources and support, we recommend visiting the Ontario Caregiver Organization website: https://ontariocaregiver.ca
As always, if you have any questions or feedback about this Community Lens or any of Community Development Halton’s other social policy and planning work, you can email data@cdhalton.ca.
By Staff
March 28th, 2022
BURLINGTON, ON
For the second straight year Ontario saw a significant increase in total residential building permits, with more than 122,000 building permits issued across Ontario in 2021 for new development as well as home improvement. This represents a 15% increase from the previous year – continuing a trend that saw a 9% increase from the year before.
The Municipal Property Assessment Corporation (MPAC), which tracks property data across Ontario, reports residential home improvement permits were up by 18%, to nearly 70,000. These permits were for home improvements including renovations/additions, swimming pools, sheds, garages and decks.
 “COVID-19 restrictions were likely a major factor again, with people focused on their home because they were spending so much more time there,” explains Carmelo Lipsi, MPAC Vice President and Chief Operating Officer. “In every category of home improvement – additions, renovations, swimming pools, garages, decks and sheds – the numbers were up, in many cases by double digit percentages.”
Notably, the increases in 2020 and 2021 represent a marked shift from previous years – reinforcing the notion that pandemic restrictions were a driver of home improvement decisions. By comparison, in 2019 home improvement permits were up by just 5% (with overall building permits increasing marginally by 0.3%), while in 2018 they decreased by 15% (overall permits down by 18%) year over year.
Analyzed by category:
- Total Building Permits – 122,334 across Ontario, up by 15%. Toronto led the province with 9,478 permits in 2021, an increase of 28% from 2020. The Township of Severn saw the largest percentage increase of any municipality, jumping 467% (272 building permits in 2021, compared to 48 in 2020).
 Residential Home Improvement – 69,488 province-wide in 2021, an increase of 18% from 2020. Brampton was tops with 7,382, up by 29% from 2020. Severn Township again led in percentage increase, issuing 545% more home improvement permits (129 versus 20 the year before).
- Residential Renovations/Additions – 38,399, up 19% in 2021. Brampton was the provincial leader with 7,133 renovation/addition permits, an increase of 29% from the previous year.
- Residential Swimming Pools – 9,059 total in 2021, up 33% (continuing a trend that saw a 53% increase from 2019 to 2020). As in 2020, Ottawa was Ontario’s swimming pool capital, with 1,372 pool permits in 2021, a 47% jump.
- Residential Sheds – 4,223, up 18%. To require a permit, a shed must be a minimum size, so this category includes large, stylish sheds that have become increasingly popular as separate living/work space or backyard getaway. Hamilton, with 137 shed permits (a 19% increase), was provincial leader.
- Residential Garages – 6,579 across the province, up 9%. Toronto had the most, with 234 permits. But it was London, among larger cities, that saw the biggest jump, from 90 in 2020 to 207 in 2021, a 130% increase.
 Residential Decks – 9,502, up 2%. Hamilton also led in this category, with 884 deck permits, an increase of 29% from 2020.
“This is an interesting trend to watch, to see if it continues once pandemic restrictions have been lifted for good,” Lipsi says. “Many indicators suggest that working from home will be more prevalent than it was pre-pandemic, and we’ll see if that continues to translate to more spending on the home.”
About MPAC
MPAC is an independent, not-for-profit corporation funded by all Ontario municipalities, accountable to the Province, municipalities and property taxpayers through its 13-member Board of Directors.
Their role is to accurately assess and classify all properties in Ontario in compliance with the Assessment Act and regulations set by the Government of Ontario. We are the largest assessment jurisdiction in North America, assessing and classifying more than five million properties with an estimated total value of $2.96 trillion.
 By Pepper Parr
March 28th, 2022
BURLINGTON, ON
There are a few occasions when a member of city council takes a potion on an issue that is distinctly different – and at odds with the prevailing view.
Every member of Burlington’s city council is also a member of Regional Council.
 The opening slide in a 15 minute presentation. Recently ward 3 Councillor Rory Nisan declared that he was opposed to the lifting of the masking bylaw and set out his view in a long presentation that included 38 Power Point slides.
While lengthy the presentation is worth a look – especially for those residents of ward 3 who are going to have to decide if Nisan is worth returning to office in October.
Click HERE for the presentation
By Pepper Parr
March 28th, 2022
BURLINGTON, ON
Stephen Del Duca finally got a chance to land a solid punch on Premier Doug Ford.
 Provincial Liberal leader Stephen Del Duca In congratulating the federal Liberals on the signing of a child care funding agreement Del Duca said: “… I am disappointed that Premier Ford, who, knowing how difficult a time young families are having making ends meet, knowing that federal child care money was on offer that could change their lives, deliberately chose to make them wait, and wait, and wait for help.
“The thing is, the only time child care has been a priority for Doug Ford was when he cut it in his first two years in power.
“Remember this headline – it’s from the Toronto Star – May 2, 2019:
Doug Ford’s cuts put over 6,000 subsidized daycare spaces at risk
“Ontario is cutting a total of $80 million from licensed child care across the province, including the $50-million fund to help offset costs for licensed child-care providers
“Today, Doug Ford brags about a financial agreement he could and should have gotten 6 months ago. His failure has cost families thousands. And while every other province got agreements early, many still opted to make their payments retroactive to the beginning of this year, because they knew it was needed.
“Ontario was last to sign and Ontario parents will be the last to benefit from the federal funding.
“Ontario Liberals are the only ones pledging that if we form government, we will make sure Ontario families do not pay the price for Doug Ford’s delays. We are the only ones who will make payments retroactive to January 1st – an average of $2,750 per child – and the only party pledging $10 per day for before and after school care by this September.
 “I don’t trust Doug Ford to implement this agreement. I say that not out of partisanship, but based on both his past cuts, and his negotiating priorities.
“From Day 1, Doug Ford has wanted as few strings attached to this federal funding as possible. Ask yourself why and who that benefits. Again, just yesterday they were bragging about how they reduced some of those funding requirements.
“We all saw Doug Ford try to profit off federal COVID funds. Let’s not let him do the same with child care.”
 Getting a much needed drink of water.  By Staff
March 28th, 2022
BURLINGTON, ON
It happens every year.
Well just about every year. The 2020 race did not take place due to Covid19 The 2021 race was run virtually.
It has been happening since 1894
The Around the Bay Road Race on Sunday, March 27, 2022 was a cold day that called for hearty runners to complete the 30 km event,
Hamilton’s Around the Bay Road Race is the oldest on the continent, first run in 1894, three years before the Boston Marathon. Rich in tradition, it has been won by the best from around the world, including Boston Marathon winners and Olympic gold medallists. Become part of the continuing tradition by running this challenging course around Hamilton’s natural harbour!
They will do it again on March 26, 2023
 Each runner chooses what they will wear. Quite a difference between these four. Photographs by Denis Gibbons
By Bjorn Thorson
March 28th, 2022
BURLINGTON, ON
Online gambling is growing fast in Canada, especially after the federal government legalized single sport betting. Now, provinces are in a race to commercialize online casinos throughout the country.
Still, to be clear, most Canadians prefer to gamble through offshore casino sites. In fact, the government has admitted in the past that Canadians spend nearly $1 billion per year at overseas gambling sites.
Why do Canadians like offshore casino sites? What do they look for in great Canada casinos?
1—Safety and Trustworthiness
 You want to be playing on a site that is solidly protected. The first question many Canadians ask before choosing an online casino is whether it’s safe and trustworthy. A safe gambling site is one you can trust with your personal information, including banking data.
How do you know a casino is safe? Look for data encryption signs like a padlock sign on its address bar. Ensure it has a data protection policy, complies with GDPR if it’s based in Europe and supports 2-FA.
To determine a casino’s trustworthiness, look for a valid license. European casinos have licenses from the Malta Gaming Authority, the UK Gambling Commission, Gibraltar or Alderney.
In addition to a genuine license, check if a site has a mark of trust from an independent audit like eCOGRA, GLI or iTechLab. Auditors verify casino games for fairness.
2—A Full Range of Games
Canadians are as diverse as they come. Some people love video slots. Others prefer to play progressive jackpots in the hope of becoming casino millionaires. Then there are poker players, inspired by Daniel Negreanu and blackjack fans who adore the likes of Don Johnson.
In light of that information, a good casino needs to provide a variety of games. Take a look at its slot machines and developers. Can you play Starburst from NetEnt? Does it feature Play’n GO’s slots like Book of Dead?
If it offers a good range of slot machines, including jackpot games, look at its table game catalogue. Not only do great casinos provide popular games like blackjack, poker and roulette, but they also offer live dealer versions of these games.
Live dealer games are basically table games designed to work in a live setting. It’s an entire setup made up of videos, branded casino rooms, human dealers and special software from providers like Evolution.
 On-line gambling can now be done from anywhere. Just know your limits and discipline yourself. 3—A Mobile Optimized Website
More and more Canadians choose to gamble at mobile sites over native apps. As a result, casinos no longer create native apps for android and iOS platforms. In all fairness, both Google and Apple also tend to restrict gambling apps on their platforms.
With that in mind, there are many reasons Canadians choose mobile websites over native apps. For starters, you don’t need to add space to your smartphone by installing apps.
Secondly, mobile websites are fast. You can also access your account across multiple devices and play the same game you would play in a PC-based gambling website.
That said, mobile casino sites aren’t created equal. If you want a wonderful experience, take time to review a site’s website. Ensure it opens web pages and loads games instantly. Also, choose a beautiful, well-organized casino.
4—Smooth Banking
Banking is one of the most important aspects of an online casino. It’s compulsory to make a deposit to play real money slots and table games. However, no one likes to get scammed online.
As such, it’s important to look for a casino with safe banking options:
- Visa/MasterCard
- Bank Transfer
- PayPal/Skrill/Google Pay
- iDebit
- Crypto
After you confirm a casino offers your preferred payment options, read its banking policies. Learn the minimum and maximum you can deposit. Discover the fees involved and how long it takes to deposit or withdraw money.
Note: some casinos take too long to process withdrawals. Due to that, choose a fast payment provider, say an e-wallet like PayPal or a cryptocurrency. Then pick a casino with a reputation for processing payouts quickly.
5—Bonuses and Promotions
 There are some attractive bonuses offered: read the details carefully. Let’s face it. A lot of new casino players in Canada try out gambling because of bonuses. Picture this. You’ve heard people win millions of dollars by playing slots online.
You know slots are games of chance and you don’t want to risk your money. However, you have a $20 offer if you create an account at a newly opened casino. You can use the money to play slots and withdraw your profits with no wager requirements.
Wouldn’t you claim the bonus? Casino freebies are a big reason why people join online gambling. That’s alright. Bonuses have plenty of benefits to both the operators and players.
On the one hand, casinos attract new players and gain loyalty when they give out these freebies:
- Welcome Bonuses
- Reload Bonuses
- Loyalty Programs
- Cash backs
- VIP Competitions
Now, many people choose a bonus based on the amount. Maybe a site is offering 200% for every dollar you deposit. It’s an enticing offer but don’t claim it until you read the fine print.
You see, nearly every casino bonus has terms you must follow. There are games you must avoid when using a bonus. There are wager requirements—cash to spend at the casino before you withdraw bonus profits. And there’s a withdrawal cap. Claim a bonus only if you agree with its terms.
6—Contacts and Reputation
 Do some research and find on-line sites you are comfortable with and feel secure on. One of the signs of a scam website is the lack of contacts. Some sites provide an email address but it rarely works. Needless to say, you want to choose a casino with functional contacts.
Many Canadians like casinos with live chatting support services. Live chatting helps you communicate with a real human being instead of a bot. More importantly, you can get feedback immediately.
Although live chatting is great, it’s also important to learn about a casino’s reputation. Does it actually respond to complaints quickly? What about payments? Does the casino process withdrawals quickly?
It’s important to choose a reputable casino if you want to enjoy your online gambling experience. Otherwise, you might risk losing your money to a casino that doesn’t pay out. Or you could have frustrations due to poor customer service or a lack of technical support.
 By Staff
March 28th, 2020
BURLINGTON, ON
After being dark for more than 500 days, Drury Lane opened their 41st edition of MUSIC HALL and are back making live audiences smile, laugh and cheer.
“For 47 years, Drury Lane Theatrical Productions has enriched the cultural life of community by providing art that people can indulge in,” said MPP McKenna. “Having staged 136 productions over its storied history, Drury Lane’s musical productions impact artists, musicians, volunteers and audiences from Halton, Hamilton and
Niagara.
 After being dark for more than 500 days the Drury Lane theatre reopened for their 41st production of Music Hall The Ontario government recognizes the important contributions of theatre and the arts in our community. The $50,000 grant provided to Drury Lane by the province’s Community Building Fund will help ensure live theatre in Burlington for years to come.”
Normally presenting four productions per year, Drury Lane was forced to close its doors, like so many community groups and small businesses. Drury Lane’s primary source of funding – ticket sales – was eradicated. Thanks to the $50,000 grant, Drury Lane was able to pay for the things necessary to resume its activities and use their savings to pay the bills associated with having their own building, nicknamed The Loft, on New Street.
Now that the group can sell tickets again, it can return to being a vibrant member of the Burlington Arts & Culture community.
“The Community Building Fund grant was critical to allow Drury Lane to exist and continue to do what it does best,” said Carol MacKenzie, Artistic Director of Drury Lane Theatrical Productions. “Theatre’s primary source of revenue is ticket sales. Without that, we can’t survive. The grant kept us going and allowed us to return to providing a stage for local artists to perform and for Burlingtonians to enjoy and laugh along with others in a live audience.”
Celebrating its 47th Season as Burlington’s premiere musical theatre company, Drury Lane Theatrical Productions, a charitable organization, plays an important role in Burlington’s Arts & Culture community. In a normal year, Drury Lane impacts over 10,000 patrons, artists, and volunteers, providing the joys of stage musicals.
Matinées at 2:00 PM: March 27, April 3, 10, 2022
Evenings at 8:00 PM: March 18, 19, 25, 26, 31, April 1, 2, 8, 9, 2022
Tickets HERE
 The Ontario Trillium Foundation (OTF) is an agency of the Government of Ontario, and one of Canada’s leading granting foundations. Last year, nearly $112M was invested into 1,384 community projects and partnerships to build healthy and vibrant communities and strengthen the impact of Ontario’s non-profit sector. In 2020/21, OTF supported Ontario’s economic recovery by helping non-profit organizations rebuild and recover from the impacts of COVID-19.
By Pepper Parr
March 26th, 2022
BURLINGTON, ON
I finally got to meet Emily Brown. This was the women the federal Conservatives wrapped in a bubble and never let media anywhere near her.
Because Emily is a rifle hobbyist – and a sharpshooter to boot, all we had was pictures of an attractive woman holding a rifle. There was never a chance to actually talk to her. Turns out Emily Brown is a decent person who can, if she has to, get nasty during a hard fought election.
She was the moderator for a panel discussion on the situation in Ukraine– held in the Polish Hall Saturday afternoon.
It was a hard afternoon the for 100 or so people in the room who were for the most part older with some attachment to Ukraine.
The split was about 60/40 mostly male and mostly Catholic.
These were people sitting in a room worried about what was happening in their homeland and worried sick about friends and relatives.
At one point in the proceeding Emily was talking and suddenly stopped – her emotions were getting the better of her – we didn’t see that Emily Brown on the campaign trail
There were three petitions that were on table waiting for signatures, Part of the fear was that in time the horrible situation in Ukraine would get moved off the front page – some other disaster would take it s place. And the people would be left to fend for themselves.
The Ukraine diaspora number about 1.4million people. It is well organized having a national organization with chapters across the country.
 There are parts of Canada that are more Ukrainian than Canadian. They are a hard working, proud people who are stunned at what is happening to their homeland.
Complete cities are being blown apart. One city, Mariupol has had 95 % of the apartment buildings damaged beyond repair
They met in the Polish hall to plead with all levels of government to save their homeland from a dictatorship.
They offered places to say in Canada while immigrants went through the process of getting settled once they had arrived.
The feared that their people would be forgotten and did not want them to be treated the way the federal government has treated the Afghanistanians they promised to bring to Canada.
The MP for Flamborough—Glanbrook, Dan Muys took people through the view he had as a Conservative member of the House of Commons and what people could do to pressure the government.
Many wanted to know why the aircraft that were taking supplies to Ukraine were returning empty instead of carrying passengers.
To be told that it takes time to process the people who now need to leave their country didn’t satisfy anyone. A few medical situations have brought some children to the Hospital for Sick Children
Fund raisers are taking place at every event and meeting that takes place. .
One Christian (he did not want his last name used) did a graphic of women he named Saint Javelin after the Javelin missile that both Canada and the UK have provided the Ukraine Territorial Army and put together a web site to sell the decals.
He was quite surprised when 1000+ were sold the first day. At the moment he is stunned at the $1.75 million he has raised with orders coming in from 70 countries. Half a million dollars has been sent to a Children’s relief Fund in Ukraine
The funds are being sent to the Ukraine to support different on the ground troops. A Canadian lawyer now working in the Ukraine managed to raise enough money to buy 150 bullet proof vests.
While the fund raising is desperate – getting people out of Poland where more than 1.8 million Ukrainians have fled to and are waiting to learn where they can go to start new lives is what the people who met on Saturday wanted to know more about so they can help.
Several times during the meeting the audience was rise to their feet and shout out the words “Slava Ukraini”, a symbol of Ukrainian sovereignty and resistance and as the official salute of the Armed Forces of Ukraine. It was quite emotional.
At the close of the meeting the Ukraine national anthem was played. Men and women who were somewhat stooped from age, stood quite a bit taller with their shoulders pulled back and their chests out at the words of the anthem appeared on screen.
 By Connor Fraser
March 27th, 2022
BURLINGTON, ON
OPINION
Electric vehicle charging infrastructure is becoming a real problem – and it’s likely going to get a lot worse.
 The city has installed a number of charging stations in its parking lots. If you’ve driven past Mapleview Mall recently, chances are that you’d notice a flock of cars waiting to access the electric vehicle (EV) charging stations. Through my family and friends, I know several young and middle-aged individuals who recently purchased an EV, and every third day must line up and wait in limbo for 30+ minutes while their car charges. What a (mostly avoidable) real waste of time.
I have also spoken with many who live in condominiums or apartment buildings that are reluctant to purchase EV’s because their parking spaces are not yet equipped with the necessary infrastructure. In an existing condo or apartment, the barrier becomes enormous due to large renovation costs. If residents who are not currently in the market for an EV don’t want to contribute, the expense becomes too prohibitive to share amongst the few residents that do. Many of my friends are first-time car owners and – since they tend to live in apartments – found the lack of infrastructure especially constraining of their excitement to purchase an EV.
 There are charging stations throughout many cities. Electric Vehicles are a real part of our future. In 2021, the Federal Government announced an ambitious target to ensure that 100% of car and passenger truck sales are zero-emission by 2035. The question becomes: How can we adopt this technology in a way which maximizes convenience, and minimizes disruptions – such as wasting time lining up to use public charging stations? Electric vehicles are a distinct technology requiring different interactions than conventional autos. Electricity cannot be transferred as rapidly as gasoline, which makes charging painful for those short on time. Although EVs are increasingly evident on the streets, I don’t believe that anyone (government, community groups) is having a serious conversation about the infrastructure required to support their use, and how that infrastructure should be distributed.
My opinion is this: We should aggressively prioritize uptake of private charging infrastructure, and carefully plan public or semi-private infrastructure to “fill in the gaps” and accommodate those who cannot access private charging. Research shows that poorly planned public charging infrastructure goes underutilized, and is rarely profitable as an investment. Furthermore, consumer research consistently reveals a preference for the convenience of private charging opportunities wherever possible, given the amount of time it saves. Imagine replacing the semi-weekly routine of replenishing your vehicle (and how much time that wastes every week, month, year, decade,…), with a simple “plug and done” routine when you arrive home from work. This reality is possible for most people, but rapidly slipping away.
 This development is at the settlement stage with the Ontario Land Tribunal – has the installation of charging stations been included in the settlement? There is a major role for the provincial and municipal governments to play in this endeavour. At the provincial level, the building code should be immediately updated to require that all new residential constructions (i.e. single detached homes, apartments, and condominiums) have the capacity and “rough-in” connections to support Level-2 EV charging to 100% of parking spaces. This is a no-brainer. Every new apartment, condo and single detached home that is built without this equipment sets the stage for an expensive renovation, or community dispute somewhere down the line. Conversations with real-estate developers, combined with my own secondary research suggest that many new builds do not come with adequate EV infrastructure (if any) – and that the private sector cannot be relied upon to provide solutions. They will build to the minimum standard required, and shouldn’t be blamed for it: The standard needs to be higher.
 When Bunton’s Wharf was built electric cars were not part of the way people drove. Who will pay to put charging stations in these buildings. The Condo Corporation is going to have to take on that task. The province should go one step further and require that owners of existing apartment buildings and condominiums equip 100% of parking spaces with Level-2 charging capacity and energy management systems by 2035. Implementing this requirement might be aided with a standalone legislative tool. For condominiums, the government could offer to cover one quarter of renovation costs before 2025, one fifth before 2030 and none thereafter, with fines for non-compliance beginning in 2035. To demonstrate a commitment to equity, for apartments, co-ops, and community housing, the government could offer to cover half of renovations costs before 2025, one third before 2030 and one fifth before 2035.
Noncompliant landlords of these complexes (including municipalities, in the case of community housing) could be targeted with even more stringent fines after 2035. Without stronger direction, governance issues might delay apartment and condominium residents from benefitting from convenient charging infrastructure and prolong decisions to remain with gasoline vehicles.
Since municipalities have control over open-air parking spaces through zoning bylaws, their role should be to plan targeted public infrastructure that accommodates those without private options. This might include bylaws mandating all workplaces (existing and planned) have a small percentage of parking spaces equipped with Level-2 chargers for exclusive use by those without access to private parking.
Additional bylaws might require all shopping, grocery, and community centres have a small percentage of parking spaces equipped with Level-3 chargers. The percentage should be increased for those locations within a short radius (i.e. 2km) of highway exits to ease range anxiety of those making long distance trips. Promoting highway-proximate infrastructure in this manner would offer the added benefit of maximizing infrastructure utilization in periods of low travel, while offering minimal inconvenience to travelers.
Approaching charging infrastructure in this fashion has the upside of maximizing the convenience of private charging, accommodating travelers and those without private options, and minimizing the potential underutilization of widespread public charging infrastructure.
 Ontario has charging stations along the full length of the 401 – at some point every major community in the province will have public parking stations. Better restaurants and hotels will include them. By not actively coordinating charging infrastructure at the provincial-municipal level, purchasing an EV will bring increasing and unnecessary challenges to first-time home buyers and those living in apartments and condominiums. This includes a significant number of individuals in the young and old-age demographic. A “laissez-faire” approach also carries negative implications for meeting climate targets, and Ontario’s ability to sustain an innovative manufacturing sector.
Please consider submitting your opinion to the City of Burlington’s Electric Mobility Strategy survey by March 31, 2022: https://www.getinvolvedburlington.ca/electric-mobility-strategy
 Connor Fraser is a post graduate student at the University of Toronto enrolled in the dual Master of Global Affairs and Master of Business Administration program.
By Pepper Parr
March 26th, 2022
BURLINGTON, ON
Do you remember when in your youth you wanted to be part of a Fan Club. Maybe it was a Club promoted by a singer or an actress or maybe a band.
 The opportunity to join was attached to Facebook page message. Looks like a way to test the waters and measure just how much support there is for you out there. It was part of growing up. The kind of thing you smile about when you think of those days when the Beatles ruled the world – or at lat their fans thought so.
Our Mayor has apparently taken to the idea of having her own Fan Club – I thought the people who wanted to get elected called the people they cared about voters – maybe my age is showing.
A reader wrote us this morning with this news:
“Good morning. Thought you might like to see the attachment that I got as a notification on Facebook.”
I didn’t get the invite.
By Pepper Parr
March 25th, 2022
BURLINGTON, ON
While public money was being handed out with much glee – the event this afternoon at the library was one of the first networking events people have been able to take part in for a couple of years.
 People gathering in small groups – first time they have been able to do this for two years. Colleen Mulholland remarked while she was speaking to the people gathered to hear a funding announcement that this was the first time she has stood at a podium in two years.
 Burlington MP Karina Gould Karina Gould, MP for Burlington and Cabinet Minister for xxx announced $33,859 being provided to projects in Burlington for community-led infrastructure projects as part of the Government of Canada’s Healthy Communities Initiative
The announcement involved the Burlington Community Foundation which worked with Gould at involving the Community Foundations across the country.
The funds were to support the Burlington Library and Burlington Greem:
- $19,650 was invested to fund the Burlington Public Library for Connection for All- Post Covid Technology Access project
The funds would go to the purchase of fully loaded computers people xxx
Gould noted that “As Canadians continue to adapt to the realities of COVID-19, local governments and community partners across the country are adapting their spaces and services to keep residents safe and healthy, support economic recovery, create jobs, and build vibrant, resilient communities.”
Colleen Mullholland, President & CEO, Burlington Foundation said: “Public spaces are an essential part of the fabric of a community and are often the first contact community members have with their city. Public spaces are a form of democracy welcoming everyone to enjoy honoured to partner with the federal government’s Canada Healthy Communities Initiative to support these two very deserving projects.”
Lita Barrie, CEO, Burlington Public Library told how the funds they were given would be used to purchase fully loaded lap top computers that people who don’t have such equipment could use.
BurlingtonGreen has partnered with the Food Bank and Art House to provide free and accessible resources to help more of the community such as members served by the Burlington Food Bank to participate in rewarding eco-action opportunities to care for local nature and the environment”
Amy Schnurr, Executive Director, BurlingtonGreen was not able to attend the event. She had come in contact with a person infected with Covid19 and was self-isolating.
There are a lot of people that find themselves in this situation.
The Canada Healthy Communities Initiative was created to help communities adapt to the COVID-19 pandemic and create safe ways for residents to access services and enjoy the outdoors. The Initiative is designed to fund eligible projects between $5,000 and $250,000 that fall under three main themes: creating safe and vibrant public spaces, improving mobility options, and digital solutions.
- Community Foundations of Canada was selected through an open call for applications to implement a national project. Together with its partners, including the Canadian Urban Institute, it is working with pan-Canadian networks to manage the funding process and serve the distinct needs of communities across Canada, including equity-seeking groups interested in applying.
- Over 650 projects are taking place across the country as part of the Healthy Communities Initiative, including in every province and territory.
 By Staff
March 25th, 2022
BURLINGTON, ON
We were told that there would be small COVID-19 Outbreaks.
The Joseph Brant Hospital Inpatient Unit advised the public today that an outbreak has been declared on Unit 2 North 600 (2N600) at Joseph Brant Hospital (JBH) after two staff tested positive for COVID-19. All appropriate precautions have been taken to ensure the safety of patients, Essential Care Partners (ECPs), staff and physicians.
Joseph Brant Hospital’s Infection Prevention and Control team and Employee Health Services are ensuring all those who have been impacted will be contacted, monitored and tested as required.
A number of enhanced safety measures are in place to prevent the spread of COVID-19 and ensure the safety of our patients, staff and physicians. The unit remains open to new patient admissions. Essential Care Partners can enter the unit, adhering to Personal Protective Equipment (PPE) requirements including face masks.
JBH is monitoring the situation closely and will continue to work to bring a safe end to the outbreak as soon as possible. Patients or loved ones who have questions or concerns can contact a member of the JBH Patient Relations team at 905-632-3737 ext. 4949 or by email patientrelations@josephbranthospital.ca.
 By Pepper Parr
March 25th, 2022
BURLINGTON, ON
City Manager Tim Commisso recently reported to Council on the job that he does and the high level guidelines he works within.
This document outlines a set of high-level business objectives and work priorities that will help guide the City Manager’s organizational effectiveness efforts over 2021 and 2022.
 City Manager Tim Commisso The document is designed to inform and align with the corporate strategic planning process (2040 Strategic Plan updated May 2021 and Vision to Focus – V2F 4-yr strategic action plan updated Feb 2022) and should be considered a “living document”, having the flexibility to continually adapt to any external and internal factors that may impact the priorities of the city and that require timely attention by the City Manager.
Of note, the City Manager performance objectives are not all encompassing of Council’s strategic priorities for the simple reason that corporate strategic management is a responsibility that is embraced and shared by the entire Burlington Leadership Team.
In addition to the existing City Manager led objectives that are embedded in V2F, I am personally committed to the following overriding strategic objectives:
-
-
-
- Improving Workplace Culture including Staff Engagement and Positive Attitudes
- Achieving Job Market Wage and Salary Competitiveness
- Improving Employee Retention and Attraction
-
-
-
- Advancing Employee Health and Safety Program
- Implementing an updated Performance Management Framework
- NEW – Ongoing refinement and execution of Council’s 2040 Strategic Plan and 2018-2022 Vision to Focus Strategic Action Plan (V2F)
I recognize that the ability of our dedicated staff team to continuously deliver on the day-to-day service demands, as well contribute to the strategic planning and management of the city, presents an ongoing challenge. This challenge has no question required sustained extraordinary efforts during the past two years managing the City’s COVID 19 Emergency Response.
As City Manager, I am driven by our collective commitment to excellence in both municipal governance and public accountability. As well, I am personally focused on enabling a strong leadership team, one that delivers on Burlington’s vision while living our corporate values of mutual respect and transparency. The Burlington Leadership Team (as depicted on next page) represents 400+ years of collective experience and in my view, their passion as leaders and commitment as professionals is what sets them apart. I am privileged to work closely with Council and the leadership team.
 Is this the vision for the city. When was that approved? On a final note, in January 2022, Council received the bi-annual community survey results and based on the statistically valid approach, Burlington citizens rated their overall satisfaction with City services at 95%…a remarkable result that speaks for itself in my view!
Respectfully Submitted
No mention of the failure to keep tabs on the most significant development the city has to contend with – what gets built on the Waterfront Hotel site. One would be hard pressed to say that there is 95% approval of that project.
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FIGURE 3
City Manager Key Objectives #2 and #3
2: Improving Employee Retention and Attraction
ALL STAFF VOLUNTARY TURNOVER IN PERCENT
14 -+-VoluntaryTurnover in Percent
3: Advancing City-wide Employee Health and Safety
WSIB Total Reportable Incident Rate:# of WSIB reportable incidents per 100 full-time workers
WSIB TOTAL REPORTABLE INCIDENT
10 RATES
-+-City of Burlington
12 – – 2022 City Manager Objective 8
10 9.4
——-7 r 7
4
– – 2022 City Manager Objective
6
4
0 0
2018 2019 2020 2021 2022 2018 2019 2020 2021 2022- YTD
l1r’OF
Burlington
City Manager Objectives: Existing as per Vision to Focus (V2F – July 2019 Version)
| V2F
Item
# |
City Manager Objectives: Existing per V2F |
Key Strategic Actions |
Revised Target
Date/Status |
Comments |
|
1.01 |
Increasing options for employment opportunities in Burlington |
Implement the recommendations of the Red Tape Red Carpet Task Force (RTRC) to make it easier for businesses to locate and thrive in Burlington, attracting more investment.
Priority for business process review and redesign will be pre-building permit development application approvals – grading and drainage; committee of adjustment; zoning
and forestry |
Q4 2022 |
RTRC report approved Q4 2019
An open dashboard has been developed to track the status of the 22 RTRC recommendations Reports on the deliverables are presented regularly to committee or accelerated due to the impacts of COVID-19 including business attraction and support strategies, the customer service experience and digital transformation of city services for business. |
|
4.06 |
Improving advocacy to other levels of government to ensure Burlington’s voice is heard |
Create and implement a strategy for advocacy with senior levels of government
Develop and implement annual Government Relations update report to Council |
|
A strategy was completed in March 2019 and the results from the workshop will be implemented and ongoing
Completed Q2 2021 |
|
4.07 |
Being a municipal leader in community engagement, collaboration, and volunteerism |
Initiate and implement a Corporate Volunteer Strategy based on recommendations from the Mohawk Future Ready Leadership Team to create a simple and seamless system for residents to volunteer their time with the city |
|
Corporate Volunteer Strategy with supporting technology ready for implementation and launch in first quarter of 2022. Initial launch delayed due to COVID and a lack of opportunities where volunteers are required. |
|
5.01 |
Delivering on efficient and effective project
management and |
Complete the functional redesign of the City Manager Office |
|
Completed Q4 2019.
Ongoing refinement of CMO office design integrated into DEOO process. |
| V2F
Item
# |
City Manager Objectives: Existing per V2F |
Key Strategic Actions |
Revised Target
Date/Status |
Comments |
|
accountable corporate
performance |
|
|
|
|
5.02 |
Ensuring efficient, effective, and economical service delivery |
Initiate a corporate-wide service review program and incorporate annual CM expenditure savings target(s). |
|
Phase 1 completed Q4 2019 of Provincial Audit and Accountability review for City leaf collection, corporate fleet, winter maintenance, and pre-building permit development approval process service delivery functions
Phase 2 of Provincial Audit and Accountability review underway for By-Law and other City enforcement services with completion planned for Q4 2021
Design and development of corporate-wide service review program in progress. Revised target dates to be confirmed working with ED – Strategy, Risk and
Accountability. |
|
5.03 |
Ensuring that strategic initiatives and corporate projects are resourced and
sustained |
Deliver on time, on budget and achieve realized benefits for major corporate technology projects |
|
Ongoing corporate IT project updates provided quarterly to CSSRA in 2020 and 2021 for projects identified in V2F items 5.034, 5.035 |
|
5.031 |
Enhancing City services and delivery of citizen self- service options through technology |
Implementation of CRM system (Customer Relationship Management) including integration of customer service channels and self-help on-line knowledge base functionality. |
2022 Q4 |
CRM successfully launched in Transit department in May and Roads, Parks and Forestry department launch in September 2021. Through the next year we will be operationalizing the CRM and preparing necessary operating budget request for 2023. Capital budget request submitted to ensure we have the resources to continue implementation. This includes working with Building and By-law Enforcement implementation in 2022 and beginning discussion with Recreation Community and Culture on implementation starting the end of 2022. Continued implementations are subject to COVID-19 delays and related customer service impacts to
departments |
|
5.04 |
Increasing community and customer input into how the city delivers services |
Conduct a community-wide survey every two years, starting in fall 2019 to determine if residents feel they are being engaged and are part of the City’s decision-making
process and based on established municipal norms, |
|
Community survey completed in Fall 2019 and Fall 2021. Process in place to complete survey every two years. |
| V2F
Item
# |
City Manager Objectives: Existing per V2F |
Key Strategic Actions |
Revised Target
Date/Status |
Comments |
|
|
including quality of life, city programs and services, value
for taxes and governance |
|
|
|
5.05 |
Enhancing and emphasizing a customer first approach in all city service areas |
Implementation of a one stop customer service counter on first floor of City Hall for the City Development Services and Service Burlington |
|
Design is in process along with aligning the development service functions that can be accommodated within the space. The use of technology and the implementation of a hybrid work environment has informed the final
design. Construction to start in Q1 2022. |
|
5.12 |
Delivering on efficient and effective project management and accountable corporate performance |
Develop corporate performance measures and a citizen dashboard to communicate the progress of the corporate workplan |
|
While corporate performance measures have not been identified, the V2F integrated reporting tool was introduced to Council and is expected to be made available to the public during 2022. As performance measures are identified, they will be included in the
reporting tool. |
|
5.13 |
Delivering on efficient and effective project management and accountable corporate
performance |
Develop a monitoring tracking and reporting process for corporate continuous improvement and major corporate initiatives |
|
Work on this objective and strategic action will commence in conjunction with non-union JE process underway. Timing for completion planned for Q3 2022. |
|
5.15/.151 |
Increasing community and customer input into how the city delivers services
Enhancing and emphasizing a customer service approach in all city service area |
Develop an integrated Customer Experience Vision, Strategy, and Implementation plan.
Note this strategic action replaces the previous strategic actions 5.15 and 5.151 below included in July 2019 version of V2F
5.15 – Communicate and engage staff and customers in implementation of the launch and cultivate phases of the Service Brilliance Corporate Customer Service Strategy
5.151 – Identify and deliver convenient community-based service options |
|
Council received a detailed presentation on the CX strategy and implementation plan in Q2 2021 with completion of CX implementation planned for Q4 2022
Effective Q1 2021, the CX leadership team has been established to oversee the implementation of the CX plan.
The City Manager is currently examining options for organizational design change to support and enhance CX alignment and intergration with Q2 expected update to Council. |
|
5.18 |
Increasing employee engagement and workplace culture scores |
Conduct employee surveys to measure staff engagement and staff awareness of City goals and objectives |
|
The city conducts a workplace culture employee survey every two years with the most recent interim pulse check recently conducted in Jan 2021. The results of the
survey have been provided directly with all BLT members |
| V2F
Item
# |
City Manager Objectives: Existing per V2F |
Key Strategic Actions |
Revised Target
Date/Status |
Comments |
|
|
|
|
to share with departmental staff directly. The City Manager has also communicated with all staff directly in Q1 2021 on the survey results and next steps
This objective and strategic action is now captured in City Manager’s new objective 1 (refer to Table #1) and will be a priority for implementation and ongoing reporting to Council and all staff in 2021 and 2022 |
|
5.19 |
Diversifying the employee demographics that participate in engagement activities |
Employ a range of communication and engagement tactics to attract diverse city employee demographics |
|
This initiative is related directly to item 5.08 – Complete and implement a diversity and inclusivity program for Burlington which is being led by the Executive Director of Human Resources. The City Manager intends to participate actively in the development of a corporate diversity and inclusion program in 2021 and 2022 with a
specific focus on employee diversity. |
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Completed |
On Track |
Needs Attention |
Not Yet Started |
Off Track or At Risk |
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Summary of Key Outcomes
Council Standing Committee: CSSRA and Audit |
Legend |
| Item # |
Strategic Management Item |
2020 Actual |
2021 Actual |
2022 Planned – TBC |
| Q1 |
Q2 |
Q3 |
Q4 |
Q1 |
Q2 |
Q3 |
Q4 |
Q1 |
Q2 |
Q3 |
Q4 |
| 1 |
Council Procedural By-law Updates |
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| 2 |
2022 Budget approval by Council: Capital and Operating |
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| 3 |
2023 Budget approval by Council: Capital and Operating |
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| 4 |
City service information sessions (pre-budget) |
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| 5 |
Annual internal audit work plan and IC reports (KPIs Audit Committee TOR, Internal Audit Charter) |
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| 6 |
Annual external audit work plan and reports to Audit committee |
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| 7 |
City of Burlington bi-annual community attitudes survey – report |
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| 8 |
Major corporate project updates and risk assessments (ERP, EAMS, CRM) |
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| 9 |
Council advisory committee review and updates including work plans/budget |
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| 10 |
Presentation of Year-end financial statements, surplus confirmation and retained savings |
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| 11 |
Burlington Hydro/Burlington Enterprises Corporation – Business Plan report approvals |
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| 12 |
Quarterly litigation report (closed session) |
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| 13 |
Corporate strategic planning – high level work plan and Council updates/workshops |
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| 14 |
City Council Vision to Focus (V2F) Work Plan – integrated status reporting and plan updates |
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| 15 |
City of Burlington 25 Year Strategic Plan Update/Risk Assessment |
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| 16 |
COVID 19 emergency response strategy and service redesign process; Note: monthly service redesign
updates (presentations and recommendations) completed April 2020 – June 2021 |
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| 17 |
COVID 19 financial update including Safe Restart/other Senior Government funding confirmation |
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| 18 |
Major financial policy review and recommendations (debt, reserves/reserve funds, investment and
procurement) |
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| 19 |
Diversity and inclusion program update |
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| 20 |
Multi-year budget framework/integrated business planning approval and pre-consultation with
Council |
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| 21 |
Designing and evolving our organization update and ongoing approvals |
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| 22 |
Risk governance framework and enterprise risk strategy (includes workshops and approvals) |
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| 23 |
Pending legislation consultation/recommendations to Council (Bill 197) – Updated DC, Park
Dedication and Community Benefits strategy |
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| 24 |
Corporate accountability and transparency measures report |
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| 25 |
Customer experience (CX) implementation plan and updates |
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Completed |
On Track |
Needs Attention |
Not Yet Started |
Off Track or At Risk |
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Summary of Key Outcomes
Council Standing Committee: CSSRA and Audit |
Legend |
| 26 |
Cyber Security Strategy – update to Joint CSSRA/Audit |
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| 27 |
Corporate Employee Safety and Wellness Update – annual update |
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| 28 |
Human Resources – Annual strategic risks – update |
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| 29 |
Human Resources – Leadership team member recruitment process (City Clerk, City Auditor, CIO) |
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| 30 |
City of Burlington Lobbyist Registry |
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| 31 |
City of Burlington 2022 Municipal Election Symposium and Planning Reports |
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| 32 |
City of Burlington Public Appointments Policy |
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| 33 |
City of Burlington Information Management Strategy and Policy |
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| 34 |
City of Burlington Council Renumeration Review Working Group Report (2018 – 2022 Council Term) |
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| 35 |
City of Burlington Delegated Authority By-law Update |
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Completed |
On Track |
Needs Attention |
Not Yet Started |
Off Track or At Risk |
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|
Summary of Key Outcomes Council Standing Committee: CPRM |
Legend |
| Item # |
Strategic Management and Corporate Governance Items |
2020 Actual |
2021 Actual |
2022 Planned |
| Q1 |
Q2 |
Q3 |
Q4 |
Q1 |
Q2 |
Q3 |
Q4 |
Q1 |
Q2 |
Q3 |
Q4 |
| 36 |
Interim control by-law (ICBL) study approval |
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| 37 |
BEDC strategic plan update and annual priorities |
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| 38 |
Housing and Development Liaison Committee review and terms of reference |
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| 39 |
Integrated Mobility Plan updates and approvals |
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| 40 |
Mayor’s Red Tape Red Carpet initiative quarterly update |
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| 41 |
Pending legislation consultation/recommendations to Council (Bill 108) |
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| 42 |
COVID 19 Emergency Response Strategy related (BERN approval) |
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| 43 |
Major community planning policy review and recommendations (wind and shadow study) |
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| 44 |
BEDC Governance Review |
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| 45 |
Burlington Lands Partnership new structure – approval including reporting on Strategic Land Projects |
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| 46 |
Burlington Downtown UGC and MTSA designations – review and recommendations |
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| 47 |
Halton Region Official Plan (ROPA 48) related reports and recommendations including discussion
papers |
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| 48 |
Scoped re-examination of Burlington Downtown – Official Plan modifications |
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| 49 |
Burlington Transit 5-Year Business Plan – approval |
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| 50 |
Brownfield Community Improvement Strategy – approval in principle and implementation next steps |
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| 51 |
Halton Region Integrated Growth Plan – updates and recommendations re: discussion paper |
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| 52 |
City of Burlington Housing Strategy (TOR and stakeholder engagement) |
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| 53 |
City of Burlington Housing Strategy (Needs and Opportunities Report, Inclusionary Zoning, Surplus
School Strategy, and Final Housing Strategy Report) |
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| 54 |
City of Burlington Cycling Plan |
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| 55 |
City Speed Limit Policy – update |
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| 56 |
MTSA area specific planning process – reports and recommendations |
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| 57 |
Human Resources – Leadership team member recruitment process (Director of CP, Director of
Transportation, Executive Director of CPRM) |
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| 58 |
Sustainable Building and Development Guidelines Policy Report |
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| 59 |
Development Application Fee Review |
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|
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Completed |
On Track |
Needs Attention |
Not Yet Started |
Off Track or At Risk |
|
|
|
Summary of Key Outcomes Council Standing Committee: EICS |
Legend |
| Item # |
Strategic Management Item |
2020 Actual |
2021 Actual |
2022 Planned |
| Q1 |
Q2 |
Q3 |
Q4 |
Q1 |
Q2 |
Q3 |
Q4 |
Q1 |
Q2 |
Q3 |
Q4 |
| 60 |
Climate Action Plan – updates and approvals (includes Climate Mitigation Plan, Climate Adaptation
Plan and Deep Energy Retrofit) |
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| 61 |
Private Tree By-law – approval and annual updates/review |
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| 62 |
Corporate Tree Protection and Enhancement Policy |
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| 63 |
Policy Framework for Community Recreation – approval |
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| 64 |
Storm Water Design Policy Guidelines – updates and approval |
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| 65 |
Construction Management and Mobility Plan – update and approval (includes low density residential) |
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| 66 |
Corporate Energy and Emissions Management Plan – update and approval |
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| 66 |
Burlington Fire Master – updates and approvals |
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| 67 |
Corporate Asset Management Program and Financing Plan – updates and approvals |
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| 68 |
Tyandaga Golf Course Review – approval |
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| 69 |
Cootes to Escarpment Strategic Plan and Eco Park Management Plan |
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| 70 |
Parks Master Plan – updates and approvals incl. P1 land provisioning |
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| 71 |
New Skyway Community Centre – project update |
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| 72 |
City Hall One-Window Design – updates and approvals (RTRC related) |
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| 73 |
Community Recreation Facilities Needs Assessment and Master Plan – updates and approvals |
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| 74 |
Community Facility Joint Venture Policy – review and approvals |
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| 75 |
Human Resources – Leadership team member recruitment process (Directors of RPF and Engineering
Services, Fire Chief) |
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| 76 |
Winter Control Service and Policy Update |
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| 77 |
City of Burlington Park Dedication Policy Review (includes cash-in-lieu rates) |
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Table 2: Summary of Council Key Outcomes 2020 – 2022 Planned
By Staff
March 25th, 2022
BURLINGTON, ON
Everyone appears to want the development to be a go – but it isn’t a deal yet.
The proposed xxx story development onFairview betwnn Drury Lane ans xxx is at the settlement stage.
It goes to the Ontariool Land Trubunal on May 6th.
The proposed towers would accommodate a range of purpose-built rental units including 3-bedroom units which will provide urgently needed new rental housing supply in Burlington which are encouraged through the City’s Official Plan and the City’s Housing Study currently underway.
The drawings show seven towers – the city media release reports four to be built in two phases. What happened to the other three? The development will be done in phases.
The site plan for phase 1 of the development of the site is for two buildings, 33 and 37 stories in height containing a mix of 1, 2- and 3-bedroom units; 100% of the units in these buildings will be rental units.
Phase 2 of the development will include two additional towers of 33 and 35 stories, with 100% of the units in those buildings being rental units.
Phases 1 and 2 account for four buildings – the original proposal was for seven buildings – no mention of how high the other three will be – ot if there will be more than three.
The proposed development has Brookfield Properties, InterRent REIT and CLV Group Inc. as the developers. CLV Group has been in the Burlington rental market for some time. A quick look at comments made by some of their residents raises concerns.
The development contemplated by the settlement would consist of a multi-tower residential development on lands within the City’s Urban Growth Centre (UGC) where City Council has directed high-density growth to occur.
 Holland Park is shown with a red border. The Molinaro development is west of Holland Park – it will have five towers when completed. The development contemplated in the settlement will promote accessible linkages for pedestrians, cyclists, and transit users with multi-modal access to the Burlington GO Station.
The development also includes private open space for the residents of the buildings and the dedication of land for a public park adjacent to Fairview Street.
The project also has a feature that only a planner could think of: linear parks, which no one at city hall has ever defined. Sound like a path with some trees and grass on the side.
In the media release from the city there is no mention of a real park within the development. No mention of a library or a community centre.
With three bedroom units – there should be plenty of park space.
More on this one when we dig a little and get some comment from the ward Councillor.
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