 By Pepper Parr
June 15th, 2024
BURLINGTON, ON
Ward 4 resident Phil Steinberg is asking Ward 4 Councillor Shawna Stolte for her position on the size and scope of the proposed development project that residents are slowly learning about.
Steinberg claims residents in the riding are very concerned about the size of this project and how it will negatively affect their community and lifestyle, increased traffic volume and environmental and flooding risks.
He adds that residents know development of the proposed lands is inevitable; however, adding 25,000 new residents between Appleby Line and Inverary and another 6,000 east of Appleby is ridiculous.
The proposed development with 28 towers west of Appleby, some as high as 45 storeys is definitely not in keeping with the existing surrounding neighbourhoods.
 Ward 4 Councillor Shawna Stolte doing her best to hold the Mayor to account during a debate on the way Mayor Meed Ward was clutching her Strong Mayor powers. Stolte looks for “lower gentle density infill in our communities that provide necessary additional housing without dramatically changing the character of our neighbourhoods.”
Steinberg asks: “Can we count on you to advocate on your residents’ behalf and ensure any development of these lands are kept reasonable and in keeping with your statement above?
Stolte will stick to her position – it won’t make a pinch of difference. Council will do almost anything to get shovels in the ground.
Tansley Woods on Monday between 4:00 and 7:00 pm
 By Staff
June 15th, 2024
BURLINGTON, ON
Alinea Land Corporation, formerly Paletta International is hosting an in-person Pre-Application Community Meeting to discuss a proposal to redevelop three properties totalling 51 acres on the north and south side of Fairview Street, west of Appleby Line.
The proposed development consists of 28 high-density residential and mixed use commercial buildings ranging from 12 to 45 stories tall with a housing capacity upwards of 25,000 new residents.
No application has been submitted to the City as of yet, nor has this proposal come before Council for any decision. The purpose of a Pre-Application Community meeting is to give the residents in the neighbourhood the opportunity to give feedback on the proposed development before an application is submitted.
The meeting will follow and Open-House format, featuring informational stations with poster boards. Members of the developer team will be present to discuss elements of the development and gather community feedback. City staff will be in attendance to observe and respond to queries regarding City process.
The meeting will be held at Tansley Woods Community Centre, 1996 Itabashi Way, Burlington, ON L7M 4J8, on June 17th from 4:00 pm to 7:00 pm
 By Eric Stern
June 14th, 2024
BURLINGTON, ON
Just say no to spending.
When it comes to the budgeting process at city hall a good analogy would be to compare the budget to a key lime pie.
Politicians dole out pieces of the pie based on their vision and community needs. Parks need a medium-sized slice, transit needs a big slice. The pie is only so big. You can increase the size of the pie by increasing taxes. In most jurisdictions, sadly not Burlington, making the pie bigger becomes a challenge. People tend not to like tax increases.
In Burlington, our elected politicians have a different approach.
Expanding the pie is easy, the city puts out confusing communications about the tax rate increase, then increases taxes by as much as they ”need”. Mayor Meed Ward has already started filling her social media releases with “information”, using the term loosely, on the 2025 budget.
“Staff are predicting a total tax increase of 5.5%, of which the City’s portion would be 4.5%”
The city finance department’s presentation to the city council on Monday, June 10th, 2024, a scant five days ago, included the numbers the mayor is quoting but also clearly stated the city budget needs to increase by 8.9%.
During the June 10 and 11 “Committee of the Whole” meeting, our council unanimously voted to accept the city’s staff recommendation of an 8.9% increase for 2025.
This council was elected in 2022. Set out below are the increases each year along with the increases as a Cumulative number.
| Time Frame |
Increase |
Cumulative Increase |
| 2022 – 2023 |
15.57% |
15.59% |
| 2023 – 2024 |
10.21% |
27.39% |
| 2024 – 2025 |
8.9% (proposed) |
38.72% |
If this increase goes through the result will be for every $100 in property taxes you paid in 2022 look forward to paying $138.72 in 2025.
Has the council adopted the motto “never say no” to additional spending? Has this council taken the position that when you need to hand out more money you simply make the pie bigger?
Two recent delegations made it very clear that there is a very unhappy public out there.
 But eventually, when you have an economy like this, they start to understand, because they’re on a fixed budget, somebody lost their job, they might be getting older, and all of a sudden, 10.21% resonates. “It’s resonating in Millcroft. Let me tell you, it’s resonating in 14 holes. It’s resonating at pickleball. I’m coming here today, and I guess I timed it right, because I had some time and the budget was on the agenda today.  The end result was that the 10.2% increase remained the same despite the cost savings motions that were passed. It was clear to me that there was absolutely no intent in trying to reduce resident’s property taxes despite the public outcry for prudence. Council operates in a vacuum. People who want something attend council meetings and delegate. Much of what our councillors see is a constant stream of people coming to meetings holding out tin cups.
Policies are in place to make it easier to say no, for example, the Community Development Fund and its fee waiver policy.
This policy states one-time multi-year (up to 3 years) funding is available for non-profits. Another policy for charities allows them to claim back 40% of their property taxes (annually).
Some examples from 2024 delegations.
Burlington Green, a registered charity, received $62,000 for yet-to-be-defined work that Burlington Green will perform for the city. This funding has been built into the city budget and is now an annual expense.
Team Burlington, a non-profit, funded by for-profit businesses, received a 20% rent reduction. Team Burlington consists of The Burlington Chamber of Commerce, the Burlington Downtown Business Association, Tourism Burlington and the Economic Development Corporation. This rent reduction, if approved, will be built into the budget and become an annual expense. Team Burlington’s financial statements have been published in the Gazette. The limited publicly available information makes it impossible to determine where the Chamber spends its money, why the Chamber needs assistance, or why our council agreed to assist.
Is it time for the city council to stop building spending commitments into the budget and start saying no?
Recent delegations:
Doreen Sebben
Lydia Thomas
 By Pepper Parr
June 14th, 2024
BURLINGTON, ON
Despite a bumpy financial start the Sound of Music drew good crowds on Thursday.
And it is the crowds that matter.
 Sound of Music – Off to a good start Assuming the weather holds there should be another good year.
Expect the crowd number to be ‘inflated’ – if there is to be a future for this 37 year event the reports to a dubious City Manager are going to have to be convincing if the Sound of Music is to continue,
Based on the Thursday crowds – the number look good. However, one has to ask: how many people know that the city had to come up with a $125,000 loan to cover opening costs.
 The large screen show the number of people standing in front of the grandstand. And this was a work day! The Sound of Music is touted as a free event – not really the truth. The taxpayer always ends up with the tab.
By Pranav Taneja
June 13th, 2024
BURLINGTON, ON
Plumbing is a fundamental aspect of any building, and maintaining its integrity is crucial for the health and safety of its occupants. Hamilton Plumbers, a renowned leader in the industry, provides a wide range of services to meet diverse plumbing needs, ensuring your systems function smoothly and efficiently. The critical services provided are back-flow prevention, resolving blocked drains, and managing sewer backups. This article delves into these essential aspects, highlighting the expertise and commitment of Hamilton Plumbers.
Back-flow Prevention: Safeguarding Water Quality
One critical service offered by Hamilton Plumbers is back-flow prevention. Back-flow happens when water flows in the opposite direction, which can potentially introduce pollutants into the drinking water supply. This contamination poses significant health risks to the building’s occupants. Hamilton Plumbers employs state-of-the-art back-flow prevention devices and regular maintenance programs to ensure the water supply remains uncontaminated. Their technicians are certified and trained to install, inspect, and maintain these systems, adhering to the highest industry standards to protect public health.
Addressing Blocked Drains: Ensuring Uninterrupted Flow
 Blocking drains can get very complex. Clogged drains are a common yet potentially disruptive plumbing issue. They can result from accumulating debris, grease, or foreign objects within the pipes, leading to slow drainage or complete blockages. Hamilton Plumbers are equipped with advanced diagnostic tools such as CCTV cameras and hydro-jetting technology to accurately locate and effectively clear blockages. Their prompt response and efficient service reduce downtime and prevent additional damage to the plumbing system. By addressing blocked drains promptly, Hamilton Plumbers helps maintain the seamless operation of residential and commercial plumbing systems.
Managing Sewer Backup: Preventing Catastrophic Damage
Sewer backups are among the most severe plumbing problems, often caused by blockages, broken pipes, or excessive rainwater entering the sewer system. These incidents can cause extensive property damage and present severe health hazards due to exposure to raw sewage. Hamilton Plumbers manages and prevents sewer backups through regular maintenance, timely inspections, and implementation of robust sewer system designs. Their team is adept at diagnosing the root causes of sewer issues and providing long-term solutions that prevent recurrence, thereby safeguarding properties and ensuring peace of mind for their clients.
Emergency Plumbing Services: Quick Response for Immediate Needs
Plumbing emergencies can strike anytime, causing significant distress and potential damage. Hamilton Plumbers offers 24/7 emergency plumbing services to quickly address urgent issues. Whether it’s a burst pipe, severe leak, or sudden sewer backup, their rapid response team is always ready to mitigate the situation, minimizing damage and restoring normalcy swiftly.
Installation and Repair of Water Heaters: Guaranteeing Comfort and Efficiency
 When there is no hot water – repairing has to be immediate. A dependable water heater is crucial for everyday comfort and convenience. Hamilton Plumbers provides expert installation, maintenance, and repair services for all water heaters, including tank-less and traditional models. Their technicians ensure that water heaters operate efficiently, providing a consistent hot water supply while helping clients reduce energy costs through regular maintenance and timely repairs.
Pipe Relining and Replacement: Enhancing Longevity and Performance
Pipes can degrade over the years due to corrosion, root intrusion, or regular wear and tear. Hamilton Plumbers specializes in pipe relining and replacement services, utilizing trench-less technology to minimize property disruption. Their innovative methods restore the integrity of the plumbing system and extend its lifespan, offering a cost-effective and durable solution for homeowners and businesses alike.
Water Filtration Systems: Enhancing Health and Wellness
Ensuring access to clean and safe drinking water is of paramount importance. Hamilton Plumbers specializes in installing and maintaining cutting-edge water filtration systems that eliminate contaminants and enhance water quality. Their tailored solutions meet each client’s needs, providing peace of mind and promoting overall health and well-being by directly delivering pure, filtered water from the tap.
Comprehensive Maintenance Plans: Preventive Care for Optimal Performance
Regular maintenance plays a vital role in averting significant plumbing issues and prolonging the lifespan of plumbing systems. Hamilton Plumbers offers comprehensive maintenance plans tailored to each property’s unique requirements. These plans encompass routine inspections, preventive care, and timely interventions to tackle potential issues before they escalate. Clients can enjoy hassle-free plumbing and avoid unexpected repair costs by opting for a maintenance plan.
 Leaks – where is the water coming from and how do I stop it. Plumbers know exactly what to do. Leak Detection and Repair: Protecting Property and Saving Resources
Undetected leaks can cause substantial water wastage and property damage over time. Hamilton Plumbers uses advanced leak detection technologies, including acoustic listening devices and infrared cameras, to identify and locate leaks within the plumbing system. Their skilled technicians promptly repair leaks, preventing further damage and conserving water. This proactive approach protects property and promotes environmental sustainability by reducing water waste.
Bathroom and Kitchen Renovations: Enhancing Aesthetics and Functionality
Renovating key areas such as bathrooms and kitchens can significantly improve a home’s appearance and functionality. Hamilton Plumbers offers specialized plumbing services for renovations, ensuring all plumbing installations are executed flawlessly. From installing new fixtures and faucets to reconfiguring plumbing layouts, their expertise ensures that renovation projects are completed to the highest standards. Hamilton Plumbers helps create modern, efficient, and beautiful living spaces by working closely with clients and contractors.
Conclusion
Hamilton Plumbers is dedicated to providing top-tier plumbing services, ensuring the safety, reliability, and efficiency of plumbing systems across Hamilton. Their expertise in back-flow prevention, addressing blocked drains, and managing sewer backups underscores their commitment to excellence and customer satisfaction. By leveraging advanced technologies and adhering to industry best practices, Hamilton Plumbers continues to be a trusted partner in maintaining the integrity and functionality of plumbing systems in residential, commercial, and industrial settings. Hamilton Plumbers is the top choice for reliable and professional plumbing services.
By Pepper Parr
June 13th, 2024
BURLINGTON, ON
We keep an eye on the jobs available for journalists to get a sense how healthy the media sector is – not all that healthy actually. We did come across this one:
Sr. Manager Communications & Public Relations
Chartwell 3 – Mississauga, ON
Strong knowledge of journalism and public relations best practices, and comfort in engaging with journalists. Manage crisis and issues communications in support.
 Eviction notices were issued in March, giving over 200 residents just three months to find new homes. Some residents are over 100 years old and have lived at Heritage Glen for over 20 years. What struck me was the job opportunity and its relation to the following statement that was released by the Opposition party at Queen’s Park related to the eviction of residents of Heritage Glen Retirement Home in Mississauga who were given eviction notices recently; they were issued by Chartwell Care:
MPP Lise Vaugeois NDP Critic for Seniors, and MPP Chris Glover released the following statement after meeting with family members and residents to address the recent eviction notices.
“Seniors are on fixed incomes and need safe, affordable places to live, but when the bulk of seniors’ housing exists to make profits for investors, a real estate trust, like Chartwell, can sell their homes out from under them. The government’s failure to intervene in this mass displacement of seniors is unacceptable.”
Eviction notices were issued in March, giving over 200 residents just three months to find new homes. Some residents are over 100 years old and have lived at Heritage Glen for over 20 years.
What gauls the MPP’s is the knowledge that Chartwell has received $75 million in taxpayer subsidies since 2006 and is now evicting 200 seniors, including a 103-year-old,” Their actions are a clear indictment of any government that hands over the care of our seniors to private, for-profit corporations.
 Harris’ government reduced the public role in long-term care, relaxing regulations and lessening public oversight. Twenty-five years ago, Mike Harris and his Progressive Conservative party ousted Rae’s NDP government in Ontario, starting the so-called “Common Sense Revolution.”
Pledging to tackle Ontario’s deficit, the Harris government pushed tax reductions and slashed public spending on health care, education and social services. The government closed hospitals and eliminated the jobs of thousands of nurses, infamously comparing them to obsolete hula hoop makers.
How Ontario cared for seniors did not escape the cuts. Harris’ government reduced the public role in long-term care, relaxing regulations and lessening public oversight. This wasn’t the start of privatization, but it certainly opened the doors much wider.
Under the Harris government, the growing corporate business of caring for seniors flourished and corporate players such as Sienna Senior Living, Revera, Extendicare and Chartwell expanded their reach, providing seniors with independent living, assisted living and long-term care housing – for a price.
Flash forward 25 years, as successive Conservative and Liberal governments continue this privatization trend.
Let’s look at one seniors’ housing company in particular.
Chartwell Homes describes itself as an “open-ended real estate trust which indirectly owns and operates a complete range of seniors housing communities, from independent supportive living through assisted living to long term care. It is the largest operator in the Canadian seniors living sector with over 200 quality retirement communities in four provinces, including properties under development.”
The company operates homes in B.C., Alberta, Ontario and Quebec and employs more than 15,000 people, most of them women.
 Mike Harris: According to the Toronto Star, he was paid $229,500 one year. And the chair of Chartwell’s Board of Directors? It’s none other than former Ontario premier Mike Harris. The rest of Chartwell’s corporate directors come from big banks, real estate, tax, audit and investment corporations. It’s a full list of corporate heavy weights without a single health care or seniors’ representative.
Harris has profited a lot from his part time boardroom-based job with Chartwell. According to the Toronto Star, he was paid $229,500 one year.
The Star also reports that “Harris had more than $7 million in Chartwell holdings at the end of 2019 (its last fiscal year) – including $4.29 million in ‘deferred trust units’ (akin to shares) that reflect his accumulated compensation over the years (deferred until retirement).” According to the article Chartwell’s communications department and a forensic chartered accountant verified these numbers.
Unifor, a union that represents workers at Chartwell, launched a campaign last year calling for better pay for caregivers in Chartwell’s homes. “Chartwell pays many of their staff minimum wage,” Unifor’s website states. “In fact, most of their employees do not receive a living wage. To make matters worse, Chartwell has proposed all minimum wage employees have their wages frozen until 2020. These workers provide care and compassion to residents, work that is so important that the Ontario Labour Relations Board has consistently denied them the right to strike, putting them under the same legislation as other essential service providers, such as hospital workers.”
Katha Fortier, a Unifor spokesperson, said it’s ludicrous the former premier would make more than $200,000 for his part-time job in Chartwell’s corporate boardroom while front line workers in homes are paid “abysmal, poverty wages.”
The inability to make a living wage in a home requires many personal support workers to take jobs in multiple seniors’ homes. This, and a lack of personal protective equipment, have been cited as key contributors to the deadly spread of COVID-19.
Ford pledges to hold profiteers accountable
Ontario Premier Doug Ford said he plans to hold private companies that continued to draw profits while seniors in their long-term care homes lay sick and dying accountable. It’s not clear if that includes Mike Harris. Premier Ford said he was unaware of Harris’ connection to Chartwell.
Premier Ford is facing criticism from families, unions, seniors’ advocates and other concerned groups. Not only was his government told about the crisis in long-term care before COVID-19 came to Canada and didn’t act on it, the government also contributed to the crisis by significantly reducing inspections of long-term care homes, the majority of which are owned by private operators, including Chartwell.
Groups are also accusing the premier of ignoring the lessons we have learned about the risks and dangers of privatization.
Right now, the Ford government is forging ahead with Bill 175, Connecting People to Home and Community Care Act 2020. The Act will result in the handover of almost all government oversight of home care and care provided in retirement residences by personal support workers (PSWs) to private companies. It will do nothing to address the critical shortage of PSWs or improve their working conditions.
 The Ontario Health Coalition has been calling for a halt to the Bill, saying it will impact more than 730,000 Ontarians who use home care services and many thousands more who require community care services. The coalition says the new legislation would allow the Ontario government to make changes without Legislature approval, dismantle all remaining public governance and control of home care and hand it off to provider companies, including for-profit companies, and expand privatization not only of home care, but also potentially of parts of hospital and long-term care.
It’s time, said theOntario Health Coalition, that we take the words “private” and “profit” out of how we care for our seniors.
 By Staff
June 12th, 2024
BURLINGTON, ON
Halton District School Board students will take part in the 37th annual Special Athletics Track Meet on Friday, June 14, 2024, at Garth Webb Secondary School (2820 Westoak Trails Blvd, Oakville
The track meet for athletes with physical and developmental challenges will take place from 9:30 a.m. – 1:30 p.m. Opening ceremonies begin at 10 a.m.
 It’s the effort that counts. More than 530 athletes are expected to participate in-person, a significant increase from the original 12 athletes who participated when the event began in 1987. Coaches, school staff and home school peers, friends, family members and volunteers provide support and encouragement for the athletes.
The Special Athletics events include 100 metre races, basketball, T-ball, soccer, bowling, obstacle courses, bean bag toss and additional sensory stations.
This event provides athletes with special needs with an opportunity to demonstrate their skills and celebrate their successes with fellow students, friends and family. The Optimist Clubs of Halton Hills, Milton, Oakville and Burlington will be donating and serving hot dogs, hamburgers and cold drinks at the meet. Students from Emily Carr PS will be volunteers.
 By Pepper Parr
June 12, 2024
BURLINGTON, ON
UPDATED There was an error in the first version of this article. We went with the information we were given by one of the Parties to the hearing. story. The community was not held responsible for the costs of the develop who made the application. A copy of the decision was not available to us at the time this story was published.
The Millcroft community got a hard kick in the wrong place today.
 The Ontario Land Tribunal found for Argo development saying the application to add 90 homes to golf course lands saying, in a 146 page decision, “that it is good land use planning with conditions.”
The OLT Member included a significant number of pages of conditions to the decision.
More to follow.
By Pepper Parr
June 11th, 2024
BURLINGTON, ON
For the first time in my 12 years of covering city council meetings I watched a council listen intently to a delegation and then interact with the delegation on what the community needed in the way of community engagement – which isn’t what the public has been getting so far.
Doreen Sebben is from Millcroft, so she knows who Angelo is, adding that she has not worked with him , for over the 25 years that I’ve been living in Millcroft. So I’m from Millcroft. This Saturday is my 25th anniversary of living here
“I come from the private sector. I spent 26 years at IBM; I’ve been an entrepreneur, I’ve been a consultant.”
After telling Council who she is and what she does Sebben gets into what she wants to talk about.
“We have almost a half a billion dollar budget. We have almost 200,000 people. And you have about, I don’t know what the latest count of employees is, but let’s call it 1500 so this is a big business.
“I’m semi retired now. I did a little bit of digging. I wanted to understand some of the numbers. I was very happy to see the fact that there’s a rigorous budget process, there’s dates, there’s times, there’s approval process, there’s community engagement.
 I just pay my tax every year. I don’t ask questions. I found your budget. It was 700 plus pages. “I didn’t engage. Shame on me. I just pay my tax every year. I don’t ask questions. But now that I’m semi-retired, I’m looking at my budget, my personal budget, a little bit more carefully. I’m delighted about the community engagement. I’m delighted about the fact that there’s a budget, there’s a team, lots of people, working on it.
“I found your budget. It was 700 plus pages.
“I love to work with numbers, and it took me a long time to digest about 50% of that huge document.
“It’s not resident or community consumable, it’s very detailed, so there’s an element of trust that you’re doing a great job, because there’s lots of detail. But when I asked myself, so how’s the city doing? How are we doing? I looked at the budget, and then I was happy to find that there’s this online budget open data site.
“ I found it Friday, spent half of my day digging into stuff, and then I realized there’s a disconnect on the numbers. I saw a 350 operating budget in this big document, and then I saw 240 4 million on this really nice, clean site, but not a lot of detail. So the average resident will not figure out that the rest of the budget, in addition to property taxes, is made up of the senior grants, is made up of external, internal commercial revenues.
“I bridged the numbers. It took me a while, but I did it. The average person will not sit down to do what I did on Friday afternoon. Okay? I have a simple ask. It’s really, really simple, and it doesn’t matter if you’re in private or public sector, make sure you tell your community, your residents, who are your shareholders? How we’re doing.
“So I like the budget process, but I don’t see financial metrics anywhere. Year to date, budget variants, KPIs, like just some simple stuff. We call that a scorecard, right? So if there’s a task force that may, you know, be an outcome of this session. I would be on it from a community perspective. I have limited time now because I’m paying pickle ball a couple times a week, but I would put time into this because I want to leave a legacy for the next generation, just like you do.
“I’m asking for a financial update. I’m not even calling it budget.
“Forget the budget. That’s just one element of finance. So I went digging through all your agendas. Okay? My husband thought I was nuts.
“Yesterday, I went through the agendas from January to May, and only saw budget in April. In fact, it was April, whatever it was April, something where you said, we’re preparing for the 2025 budget. I also saw something on March 4 that talked about the December financial statements.
You moved some money from retained earnings to wherever, and there was some development stuff. And I said, okay, so they talk about it, but they don’t talk about it every month. They don’t give the community a barometer, a pulse, of how we’re doing.
“That’s why nobody’s engaged. People don’t understand. But eventually, when you have an economy like this, they start to understand, because they’re on a fixed budget, somebody lost their job, they might be getting older, and all of a sudden, 10.21% resonates.
“It’s resonating in Millcroft. Let me tell you, it’s resonating in 14 holes. It’s resonating at pickleball. I’m coming here today, and I guess I timed it right, because I had some time and the budget was on the agenda today.
“My ask is, is that we have a regular cadence. You have a scorecard. I mean, this e3 is awesome, but it’s going to take a while starting with a simple scorecard, where somebody comes to tell the community how we’re doing and make it available. Succinct. I don’t want 700 pages. I want a summary, so I’m optimistic that somebody’s listening at City Hall, because there is a website.
“It’s just probably not finished yet. So if they need some input, we could help with that, because I’ll tell you what I want to see, but I’m sure a lot of people want to see something else, but it wouldn’t come when it comes to taking money out of your pocket, when you take 10.21% out of my pocket, out of your pocket, out of everybody’s pocket.
“In an economy like this, people start to disengage. People start to wonder, why am I here? I am asking Council, and I’m glad to hear that Lydia asked the same thing. She obviously has a lot more detail. She’s probably way ahead of me, but I love the data, and I’ll sink my teeth into it. But for now, I’m asking for one thing to add financial update on the agenda. Why now? Because the 10.21 is resonating.
“You guys need to re-establish credibility and trust with the community. There’s going to be an election in a couple years. You have some time to rebuild that trust.”
“We need to keep a regular pulse on almost half a billion dollar business. We’re your shareholders. You are as well. You live here, you pay taxes. So I just think that’s a reasonable ask. It’s a fiscal responsibility of every leader to establish a regular pulse of their business, whether it’s private or public or not for profit.
“And so that way, you know, if we need some more money or we have to move some money, you can see some of those things a little bit earlier. We’re not going to eliminate all surprises, but let me tell you, when you’re proactive, you could be reactive as well, but I think we can actually do a better job of staying connected as partners.
“The benefits of having financial update on every community of the whole and community of Council is there’s a pulse, there’s a cadence. People will pay attention, but don’t give them a $700 a 700 page document. Give them something net that they can consume, that they can understand, because then it gives you an opportunity to rebuild that partnership between Council and the community, because we’re all here for a reason.
“Some of the noise that I’m listening to, I’m actually annoyed. That’s why I’m here today, because this is a simple ask. It’s proactive versus reactive, which makes us all more productive and enhances the transparency and accountability of Council.
“In summary, I’m not asking for five things. I’m not asking for three things. I think I’m asking one of the things that Lydia asked for is a regular cadence for the community that’s succinct, that’s consumable, that we can take action on and that we can partner on. It’s not you versus us, it’s all of us working together.”
In terms of letting Council know where they are failing it doesn’t get much better than this.
 Kearns: “What are some of those metrics that you would want to see …” Counsellor Lisa Kearns said she was really interested in “the way in your that you’re approaching this. What would be viewed as a scorecard or a summary deck or sort of a snapshot. This is very much a private sector thing where you would get that quarterly or monthly from all the different departments that would roll up into a scorecard.
But just use that word for simplicity, what are some of those metrics that you would want to see on that I heard about, sort of how the how the investments are doing, where we are, variance, reports, things like that. What else would be digestible to the community?
Doreen: “So, being accountable, so if we’ve approved a budget to your point, the variance the year to date, on operating and capital, right? They don’t need a full financial statement. You just need a pulse. But I think it’s for council and the community to decide what that scorecard is. I mean, I could work with somebody. That’s not a problem.
“I’ve done many scorecards, and in some organizations, it’s like a weekly thing, right? So monthly is the roll up of your financial team and this team and budget. And so there’s people that are doing this work anyway, but they’re not putting it together in a summary format, and it doesn’t need to be like one page, right year over year, right, variance and then your key performance indicators.”
 “What kinds of things would you like to see on a monthly basis…” Councillor Bentivegna: I guess I’m going to see you soon. I like your some of the wording you put on your slides, and I like the word proactive versus reactive, and that’s sometimes more difficult to identify.
“What kinds of things would you like to see on a monthly basis, other than just, you know, budget is the category, and not necessarily monthly, but whenever, quarterly or whatever, what would you like to see specifically.
Doreen: “On a regular basis, you want to see KPIs. You want to see here’s where our financial spending for XYZ is. What’s some of the information that would make it easier for residents to understand a little bit more?”
Bentivegna: “I really like the way you talk about a community that moves a safe community.
Doreen: “So if you look at those pillars of your business, those are your lines of business. So there should be a level of you know what’s going on in each of those, but that’s kind of the summary, right? I look at a scorecard in quadrants, right? So we talk about the money.
“The group needs to decide how much we tell them. But telling too much in 700 pages is too much like nobody will look at it. That’s, you know, that’s why I went looking for more. So operating budget, the things I just mentioned by Lisa Kearns, but I would also put a community element. What are we doing in the community? And you can think of the third and fourth quad, so that it’s not just about the money, it’s about the city and the people.”
Bentivegna: “My second question is, you mentioned engagement and council Kearns touched on as well. Would you like to see more of a citizen engagement? Or would you like to see it more a committee of the whole discussion each month, each every two months, whatever it is, how would you like to see that proceed?”
Doreen: “I’m of the mind that we have to crawl, walk, run, so I’m not going to give you the answer, but it’s a partnership, so it has to include the community, and it has to include Council. And I’ll, I’ll give you an analogy, right? So we talk about diversity inclusion, and so every organization is focusing on Diversity and Inclusion, and so they stick it on the org chart on the side, just like they did security five years ago. Now, security is part of the organization. The CEO is responsible, right? There’s credibility. If you bring things down and you don’t have a plan, you should lose your job, right?
I think the only way to do that is keep everybody accountable on the money, because at the end of the day, the residents know the buck stops with them.” “In the sense of diversity, inclusion, it’s just like the financial partnership. It should be part of the whole so I don’t I’m always worried about committees and teams and all of that, but it has to be all of us. It can’t just be Council, and it can’t be Council appointed people, because I’ll tell you, I found the audit committee, right, and I looked at it, and it’s great.
“And I looked up these people, they’re Chartered Accountants. Not everybody in Burlington is a chartered accountant, so we need to make it simple and easy to digest. I don’t know if I answered your question then some, but you know, this is a work in process. I’ve just come here for the first time in a long time, so I met some of you during the MAD (Millcroft Against Development) scenario, but we can work together. I have confidence, but I will tell you, the community doesn’t have as much confidence as I do. There’s a lot of naysayers out there. There’s a lot of skepticism. People aren’t listening. So this community engagement is bigger than you think, and it’s bigger than I thought it was.
“I know a lot of people. We do a lot of things together. I would like to do something positive for the community that impacts the whole and I think the only way to do that is keep everybody accountable on the money, because at the end of the day, the residents know the buck stops with them.”
 “I’m sure we can try and commit to getting some of the information.” Councillor, Galbraith: “ I too, am from the private sector and I like to see monthly updates, but it’s usually, typically revenue expenses, like an income statement, and that’s what we want to see.
“But it’s a little bit different here, we do receive quarterly updates from our finance staff, but you have triggered some questions, and I will certainly ask them in public. So if you’re around or listening, I’ll try and get you some of those answers as to what that detail is, exactly what you want to know.
“What exactly would you like to see we get, you know, our our revenue, our biggest portion is from our taxpayer. So we get updates on how much of that is collected. You know, we get percentages of what’s collected, what’s not, what’s in arrears, like, what, what other detail in terms of revenue collection?”
Doreen: “I don’t think we need a lot. I mean, if somebody really wants to know they’ll read your financial statements. I’m looking for timely information. It’s kind of like, where are we against plan so Budget Variance, right? If people aren’t paying their bills, that’s another opportunity to go back to the public. If you have some advocates to say, Hey, why aren’t you paying your bills? Do you need some help? Right? Like, I don’t know what your AR looks like, but if I know I have an AR problem, then I go figure it out, right? So I’m not suggesting that the public sector adopt everything that we do in the private sector, but some of the stuff makes sense, like they’re shareholders residents, right? I would suggest a balanced scorecard, so it’s not just about the money, but there has to be something there. There has to be something about community, and I’m sure there’s a lot of smart people in this room that we could figure out a balanced scorecard. Then there’s something for everybody, but not just the accountants.”
Galbraith: “I’m sure we can try and commit to getting some of the information that we do now and then we could have a further discussion, or at least, you can have the discussion with Angelo at his table next time you see him.
Doreen: “What I want to reiterate is, that my ask is to have the finance and a financial update of whatever it is or whatever it morphs into, on a monthly basis at Council and community like this council of whole as well, so that there’s a regular pulse, because that I did not see. And to Lydia’s point, you know, she has some good data there, right? And there’s some things that we can, all, you know, work together on, but she’s two months behind, which means we’re all behind now, right? So that’s part of the proactive part. If there’s an acting, if there’s an active agenda item, talked about money, I think people would get more engaged, but right now they can’t find it.”
Mayor Meed Ward: “Thank you so much for being here. Both you and the previous delegate have given us a lot to think about. So the good news is that we are where you are. We recognize that a 700 page book is tough to digest for anyone, including us. One of the things that is currently in discussion with our communications team, CAO, Staff, Council as well as the Deputy Mayor of budgets, Councillor Sharman, is to show each service by at minimum, revenue by source.
“It would show government fees, whether we’re pulling from reserves set aside for that purpose, rates and fees, the cost of the service, any risk areas and performance measurements really breaking that down into a two pages to present to the community, community. Would that be helpful? Would that be a helpful way to display our budget? And you can still have, we’ll still have all the numbers. That’s a legislated requirement, by the way, so we still have to give you those other pages. But would that be a start? And would that be a helpful way to display the information?”
Doreen: “I think it would be a starting point, for sure. I think you need to tell people that there is a one page or two page, and so, you know, half the battle is finding it right.
Mayor Meed Ward: “It would be in the front of the book, right up front.”
 Doreen Sebben: I found gaps in your agendas, right? I went back as 2023 and, like, it’s very heavy in the back end of the year, it’s very light in the front end of the year. Doreen: “But not to take away from the fact that that the financials should be on a regular agenda item here, because there’s so much that happens in between. And so that’s where I found gaps in your agendas, right? I went back as 2023 and, like, it’s very heavy in the back end of the year, it’s very light in the front end of the year. That’s when we should be talking. So instead of, you know, me looking for a sponsor and convincing Angelo that I want to delegate, like, that’s admin for me too, right?
“I’m now. I’m lobbying. I’m selling to him, I’m trying to get on the agenda, and then you say yes, and I have to wait till August. So to net it out, I’m glad I came today, because I figured out the delegation form online. I didn’t have to talk to you, Angelo, but I will again, for sure. I think we should work together on this. I haven’t answered all your specific questions because I think we would need to work on it, but I think we’re in agreement that it needs to be met, accessible, transparent and easy to understand on a regular basis.”
Mayor Meed Ward: “The good news is we’re also on that page. So one of the things that’s being discussed as well is we call it an ops review. Operations review, as Kelvin mentioned, we get the financial updates quarterly. So at least every three months there’s an opportunity, and sometimes more often than that, but looking at potential for monthly operations reviews that would have really the kind of scorecard that you are looking for. I was really pleased that you mentioned some of our pillars which come from our vision to focus 25 year strategic plan.
“I’m interested in your thoughts around some of the key performance measures that are in there. And you don’t have to give it to me all now, but I’m very interested in, you know, what you think about the performance measures that we’ve identified in that plan, which would be the basis for those monthly or quarterly or every month, every other month, operations reviews that we would get.”
Doreen: “I would love to help, because I think, like I said, it’s all of us. We’re all in it together, and it should be a positive partnership, like I’m done listening to people complaining. I want to do something, so that’s why I’m here.
Meed Ward: “Awesome. Thank you. Welcome. All right, not seeing any other questions. Thank you.
Council discussed this delegation at some length – we will report on that later in the week.
It was refreshing to hear and really solid back and forth between a delegator and members of Council.
Related news story:
Lydia Thomas delegation
 By Staff
June 13th to 16th
BURLINGTON, ON.
Sound of Music – Burlington’s gift to the province.
45th Annual event.
Three stages: two in Spencer Smith Park and one in the Performing Arts Centre
Tickets: Click HERE
This is the 45th annual Sound of Music event. It has become a pivotal event for the event. Financial problems, governance problems and a new relationship with the Performing Arts Centre that does not appear to have been thoroughly thought through.
Has the Sound of Music run its course? City Council is going to be taking a hard look at this event once the 2024 event wrap up has taken place.
The parade route: The Parade commences at 11:00AM, Saturday June 15, from Central Park at Drury Lane; travels westbound along Caroline St. to Elizabeth St.; south on Elizabeth St. to James St.; westbound on James St., then marches north on Brant Street to Baldwin St.; ending at Central High School before 1:00PM.
Click here for the full event schedule.
By Staff
June 12th, 2024
BURLINGTON, ON
In honour of Father’s Day on Sunday, the province is offering free fishing this weekend.
 Cast a line June 15 and 16 to celebrate Father’s Day.” “Father’s Day weekend is a great time to get out on one of Ontario’s beautiful lakes or rivers and enjoy fishing,” said Graydon Smith, Minister of Natural Resources. “Fishing is a fun activity for everyone in the family and it’s a great way to spend time together, so I encourage you to cast a line June 15 and 16 to celebrate Father’s Day.”
Right now, you can fish for many species, including yellow perch, common carp, northern pike, lake trout and walleye in most of Ontario. Some water bodies have exceptions; be sure to check the Fishing Regulations Summary before heading out so you are aware of all limits on how many fish you can keep.
If you are fishing for free during this period, you need to carry identification issued by the provincial or federal government, showing your name and date of birth.
- Over one million licensed anglers spend $1.75 billion per year on recreational fishing in Ontario.
- The last annual free fishing event this year is Family Fishing Week (June 29-July 7) to celebrate Canada Day.
- Ontario fishing licences can be purchased online at huntandfishontario.com. If buying online, always look for the Ontario logo. You can also purchase in person at participating ServiceOntario or authorized licence issuer locations.
- Outside of free fishing periods, most Canadians between the ages of 18 and 65 must have an Outdoors Card and a fishing licence.
- Veterans and active Canadian Armed Forces members residing in Ontario can enjoy free recreational fishing in the province all year. •
 By Pepper Parr
June 12th, 2024
BURLINGTON, ON
Lydia Thomas was one of two women who gave excellent delegations before Council this week. The two delegations should be read at the same time – these women are talking about your taxes and your city.
Lydia Thomas was back before City Council talking about taxes.
This time she wanted council to think in terms of the process they used to determine what taxes were going to be.
 Lydia Thomas: “Good principles of budgeting can be used no matter what city or corporation we are talking about regardless of the services provided” In her delegation Thomas used the way Markham adopts their budget as ab example hoping that Burlington would at least take a look at what Markham was doing and consider a similar approach for Burlington. Thomas didn’t suggest that people from Burlington pay the folks in Markham a visit and learn what they could.
Thomas made the point that she didn’t want to adopt the Markham budget but did want to adopt the principles of budgeting from Markham. “Good principles of budgeting can be used no matter what city or corporation we are talking about regardless of the services provided” she said
The key thing to remember about Markham’s E3 process is that it involves every department and every single spend. These 4 pillars must be applied to all areas of Burlington City Hall – not just 1 or 2 spend cut targets.
My name is Lydia Thomas living in Aldershot Burlington.
During the 2024 budget process, there were many residents including myself who identified the need to stop property tax increases and accelerate cost cutting.
Despite the fact that more than 40 motions were brought forward and some were passed, the budget increase miraculously remained the same at 10.2%. Some quotes from the mayor which I found discouraging were we can “use savings of $1M to fund new Full Time Employees in IT department” and in another instance – that is a good way to “save to help fund the transformation” project.
The end result was that the 10.2% increase remained the same despite the cost savings motions that were passed. It was clear to me that there was absolutely no intent in trying to reduce resident’s property taxes despite the public outcry for prudence.
 Budget goals – Thomas believes they are possible This tells me that we the public need to get involved earlier and more frequently. And so, my Expectations of this council are much higher but very attainable.
For 24 years The City of Markham has received the Distinguished Budget Award and received an A- rating from the CD Howe Report for their Budget fundamentals. In comparison Burlington has received none of these awards and although not rated in the CD Howe Report, Burlington would be comparable to Hamilton’s F rating or at best Oakville’s D- rating.
 Not a comparison the Burlington taxpayers are going to be comfortable with. Markham has a history of low property tax increases with an average of 2.17% increase over 20 years. Burlington’s is almost double that at 4.28%. PAUSE
 Graphic shows what Markham tax rates have been. Burlington had six years of 0% tax increases – it is still paying for the catch up road maintenance that wasn’t done when taxes were 0%  Lydia Thomas: Got involved last year when a 10% plus tax increase was imposed. Markham’ highest tax increase in 20 years was 3.98%. They also had 4 years of zero % increases.
So YES, it can be done.
Burlington City council has approved tax increases of 15.5% in 2023 and 10.2% in 2024.
Markham’s 3 year compounded tax increase has been 7.8% while Burlington’s was 32%! That is more than 4x that of Markham!
 Why the reliance on residential property for tax revenue? Not enough in the way of commercial yet the city is reducing the size of the employemt lands. 71% of Burlington’s revenue comes from Property taxes while the average Canadian municipality is 48%. Burlington is overly reliant on property taxes to fund initiatives and so we are overtaxed.
So what is the secret to Markham’s success in hitting 0% property tax increases? –
Markham devotes an abundance of time and energy towards cost cutting and revenue generation otherwise know as an E3 program Excellence in Effectiveness and Efficiency. As you can see on this slide, their hard work represents $35.8 Million in savings since 2009 and represents 28% tax avoidance for Markham residents.
Burlington’s 2024 budget savings were 0.2% while Markham’s was 2% in each of the first 2 years of the E3 program.
 Markham has a bigger population than Burlington but a lower operating budget – why? Here we see that although Burlington and Markham have the same size budget of around $434M , Markham is serving a population that is 71% LARGER !!!! with an operating budget that is 20% SMALLER !!! It is clear that cost savings are available in Burlington.
I am proposing that through the leadership of our Council that we create a Burlington Excellence through Efficiency and Effectiveness (E3) task force that works with Markham to implement their program in Burlington. The goal would be 1.5% or $6.5M in spend cuts and revenue generation and would be directly allocated – NOT towards new spend projects but towards reducing property taxes to 0%.
Zero % is possible if we learn from Markham.
This E3 goal of $6.5 M towards 0% property tax increases will be the most important budget ask from the community. It will be how we measure this Council’s success.
Last year the online survey clearly stated that 57% of respondents wanted services cut to maintain or reduce taxes. And yet you did the opposite – you increased property taxes to enhance services. Cut spending to reduce taxes was far and away the #1 request over and above density, transportation or any other important theme.
If I look at Burlington’s 2024 budget document, cost cutting is not easy to find. I had to dig for the numbers in the appendix. Markham on the other hand has it stated as a priority and mandate within the first 15 pages of their budget. Cost cutting needs to be more of a focus and will require some tough decisions but if Markham can do it so can we -let’s learn from them.
 Four key areas to focus on. In order to hit our E3 goal of 1.5%, we can focus on 4 key areas:
The first area is process improvements.
Process Improvements – the key here is that a Task Force called the “Make it Happen” task force should be created to drive the E3 process and provide progress reports back to council and the public. One key area to focus on is process mapping to reduce redundancies and cut workload.
Technology -The City of Burlington has spent millions of dollars in technological investment which should translate to time savings and efficiencies to redeploy head count. And yet, we have increased headcount at an alarming rate with 111 hires in the last year and 57 more planned. This should be another Focus of the Make it happen Taskforce- working with the software selling company’s team to accelerate efficiencies and drive costs down.
Increase Revenues – service user fees, by law enforcement, business tax collection, library fees, parking fees, timing of fee payment and investment funds have revenue increase potential. There are many revenue opportunities but the key thing is to do it without increasing head count.
Centers of Excellence- the 3 previous slides should lead you to re-examine org structures, reduce reporting levels, redeploy resources, retraining and succession planning all for cost savings.
The last and most important thing I want to talk about is lock step community engagement through this process including all budget related decisions all year. Getting us involved in September clearly did not work last year.
 Give the taxpayers what they asked for. We have a charter of Public Engagement that clearly agrees to: and I quote: (1)“ partner with the public in each aspect of the decision including the development of alternatives …” (2) “ place the final decision-making in the hands of the public” (3) “we will implement what you decide”
Since November when I brought up the point that these values were missing from the 2024 budget process, all of a sudden I see that you are talking about changing the charter with discussions in September. The charter is just fine the way it is. You only need to walk the talk and live up to the promises you made when you created it.
 Thomas: Walk the Talk with the Charter of Community Engagement The public deserves to be lock step involved in every aspect leading up to the budget. Specifically, we would like the Budget to be a standing agenda item at all Community of the whole and Council meetings.
We would like biweekly progress reports from the “Make it Happen” task force and the right to comment as department budget proposals are being submitted and not as they are approved. We want to be engaged every step of the way January to December as per the charter of public engagement.
So to summarize, the ask is to adopt Markham’s E3 Model with a 1.5% goal.
-Walk the Talk with the Charter of Community Engagement- don’t change it, execute it exactly as you promised and as I suggested
-Adopt Markham’s budget format and transparency of language particularly in the first 15 pages
-Commit to ZERO % tax increase- 32% in the last 3 years should be enough
And lastly
-Increase the property tax subsidy from 600 households which is negligible to 5000
There was a brisk back and forth discussion with Council after the delegations. Both Doreen Sebeen and Lydia Thomas were saying much the same thing – change the way you are doing things and improve on the way you engage the public.
Because both women, who knew each other when they attended high school in Stony Creek, had important things to say, we will do a wrap up of the comments that took place between each of the women and City council in a separate article.
By Staff
June 11th, 2024
BURLINGTON, ON
Next week, the City of Burlington and BurlingtonGreen are partnering to host a tree planting event at Bromley Park.
 People are invited to participate in planting 250 small native trees in the park to grow Burlington’s urban canopy.
Date: Wednesday, June 19, 2024, rain or shine
Time: 10 to 11:30 a.m.
Location: Bromley Park, 217 Maureen Ct., Burlington, ON L7L 4A4
Advanced registration is required.
Participants can sign up at BurlingtonGreen.org
Participants are asked to bring their own shovels, trowels and gardening gloves.
- The City has more than 85,000 trees.
- In spring 2024, Burlington City Council approved the City’s updated Urban Forest Master Plan and Woodland Management Strategy
- As part of the City’s Urban Forest Master Plan and Woodland Management Strategy, the City is working to maintain its current forest and increase the tree canopy to 35 per cent by 2060. The City needs to plant 10,000 new trees and restore four hectares of woodland each year to meet this goal.
- The City is focusing on:
- increasing Burlington’s urban tree canopy,
- maximizing how long trees live and
- offering more chances for the community to get involved in protecting and growing trees across the City.
Enrico Scalera, Director of Roads, Parks and Forestry Departmentmakes the point that “This community tree planting event at Bromley Park is just one way we’re meeting the goals in our updated Urban Forest Master Plan. When we asked residents what to include in the Urban Forest Master Plan, we repeatedly heard that the community would like to help in tree planting events. We appreciate the community’s interest in protecting and growing our urban forest and encourage local residents to come to Bromley Park for this event. Dedicating a few hours at a community tree planting event is a great way to make a lasting impact on our environment.”
 Amy Schnurr, Co-Founder/Executive Director, BurlingtonGreen Amy Schnurr, Co-Founder/Executive Director, BurlingtonGreen has been planting trees for a long long time and is excited to partner with the City of Burlington to offer an opportunity for the community to come together to plant over 200 trees to beautify the city while strengthening local biodiversity and helping to address climate change.”
Links and Resources
 By Staff
June 11th, 2024
BURLINGTON, ON
To support construction of a new train bridge that will increase GO Train service on the Lakeshore West Line, there will be a full closure of Burloak Drive for 10 days beginning this Friday, June 14 until Monday, June 24, 2024.
 When completed – this is what drivers and pedestrians can look forward to. This work is being completed in collaboration with the City of Burlington and the Town of Oakville and is vital to supporting more frequent two-way, all-day GO service for customers on the Lakeshore West Line.
Once completed, the new bridge – known as a grade separation – will allow vehicles to pass safely under the train tracks, enhancing pedestrian and motorist safety while allowing trains to pass over the area without interruption.
What locals can expect:
- The closure will take place on Burloak Drive from Harvester / Wyecroft Road to Prince William Drive / Superior Court. The sidewalk and bicycle lane will also be closed.
- The road closure will begin at 7:00 p.m. on Friday June 14. This will be a complete closure except from 3:00 p.m. to 7:00 p.m., Monday to Friday (June 17-21) when it will be open for southbound traffic only to alleviate peak afternoon traffic.
- The intersection of Burloak Drive and Prince William Drive will remain open to traffic during the closure.
- To ensure continued access to local businesses, two temporary lanes will be maintained, one in each direction, from Prince William Drive to the plaza at 700-728 Burloak Drive.
 This kind of experience will come to an end. During construction, traffic control measures will be implemented to help manage traffic.
Detail on the important update can be found hereon the Burloak Drive Grade Separation project in Oakville.
For further details regarding the temporary closures on Burloak Drive, please refer to the construction notice HERE.
 By Pepper Parr
June 11th, 2024
BURLINGTON, ON
We sent Peter John Vandyk a note last July – he got back to us this morning.
Stunning news.
 Peter John Vandyk with MP Karina Gould and Mayor Marianne Meed Ward at a presentation event. “I have attached the financial statements to confirm the summary below. They are a non -profit but have not broken even the past 4 years and there are other problems in this organization.
Membership revenue is declining
- 2020 – $345,000
- 2021 – $316,336
- 2022 – $321,918
- 2023 – $289,680
The membership total has gone down several hundred since 2020. However in the annual report they are claiming to have grown by 67 members. How can you report growth when the membership fees paid have gone down by over 10% or $32,238?
Salaries are going up
- 2020 – $439,300
- 2021 – $534,634
- 2022 – $535,955
- 2023 – $603,947
 Chamber of Commerce president Terry Caddo at a Chamber sponsored event. Professional fees
- 2020 – $8,498
- 2021 – $7,987
- 2022 – $54,046
- 2023 – $61,641
Why is the BCC is spending $115,687 on lawyers and accountants the past 2 years?
Bad debts
- 2020 – $26,005
- 2021 – $10,793
- 2022 – $32,930
- 2023 – $9044
The BCC has written off $78,772 of bad debt over the past 4 years. In 2019 this amount was $2,030
Interest and bank charges
- 2022 – $17,190
- 2023 – $17,835
Prior to 2022 the BCC did not borrow money or pay interest charges. They have spent $35,025 in the past 2 years.
 Scott Bridger, Director of Membership and Business Development. In Summary the Burlington chamber has lost $507,860 over the past 4 years.
- 2020 – ($61,802)
- 2021 – ($179,109)
- 2022 – ($134,954)
- 2023 – ($131,860)
I have been an active member of the BCC since 1992.
It appears that the Chamber really did need th rent reduction they asked the city to give them earlier this week.
Related news story:
Chamber of Commerce asks city for a rent reduction
 By Staff
June 11th, 2024
BURLINGTON, ON
Help us make Burlington Public Library the best it can be! This is your chance to tell us how we’re doing, what we can improve, and what’s important to you. Your feedback will help us better understand and meet your needs.
The survey is anonymous and runs from Monday, June 10, to Sunday, June 23. It includes three sections: demographics (optional), customer satisfaction, and community well-being. Please scroll down inside the survey box below to answer all the questions. A paper copy of the survey is available on request at our branches.
This anonymous survey will take roughly three minutes to complete. The survey closes on Sunday, June 23.
Take the survey now!
By Pepper Parr
June 11th, 2024
BURLINGTON, ON
A full day for City Council. Not only will they handle an agenda that has some major items – there will also be a Special Meeting of Council during which the Sound of Music people will be before Council with their tin cup – looking for a short term loan – they have run out of money and need some cash in the bank to cover operating costs until revenue from events comes in.
This was a desperate close to last minute request.
Items to be considered at the Special Meeting of Council: 6.1 Sound of Music Festival – 2024 Loan Request (RCC-14-24) 1 – 4 Approve a short-term loan to Sound of Music Inc. in the upset amount of $125,000 to support cash flow requirements for the 2024 Sound of Music Festival.
Huge crowds – but no cash Sound of Music Inc. (SOM) is a non-profit organization that has been bringing people to the City of Burlington’s waterfront to celebrate live music for over 40 years. They host the Sound of Music Festival each June. This event is made possible by the support of local levels of government, sponsors, and volunteers. The event provides cultural and community value to Burlington, while also providing a strong economic impact to local businesses.
SOM has had challenges in past years including but not limited to pandemic recovery, shift to a more sustainable event model including a new paid event and overall turnover in staff and their Board of Directors (BOD).
The current BOD is working diligently to ensure that this year’s event is a success. SOM is estimating a revenue neutral budget for 2024 and is optimistic about its projected merchandise and food and beverage profit from the event. As is the case with many outdoor events, weather is a critical success factor. Due to a grant application that went in late, mainly attributed to the various changes in personnel, SOM is 3 weeks late for funding approval.
Many vendors require upfront payment and thus creating a cash flow issue for the festival and as such, SOM is requesting a short-term loan from the City of Burlington to cover various pre-festival expenses.
Strategy/process/risk
The recommendation is for the City to provide a short-term loan in the upset amount of $125,000 to the SOM to help with their immediate cash flow situation. This option will not affect the operating budget but would result in a loan receivable on the City’s books from SOM. The loan would be repayable within a 6-month period.
In addition, City staff, coordinated through the Festival and Events team are providing some additional support to SOM for this year’s festival. Staff will be reporting back in the fall of 2024 to re-cap the event, summarize the in-kind and other support provided by the City as well as discuss sustainability options for the festival.
Financial Matters:
The City’s annual operating budget provides a grant to support the SOM festival. For 2024 this grant was $150,000. On a typical year, the City provides additional “in-kind” support, such as;
Event logistical support (this support is enhanced for the 2024 festival).
RPF and Transportation staff time and resources used for planning and the management of multiple road closures throughout the event.
ITS provides WiFi access through the City’s provider.
The use of Central Park field for SOM parade staging.
Additional power used in Spencer Smith Park for the event.
Other City fees associated with the events, such as permits and licenses, are billed directly to SOM.
The Gazette has information regarding the flow of funds from the Sound of Music to an individual we cannot name at this point. There appear to be some significant failures in how the financial side of the Sound of Music is being handled.
Is this the beginning of the end of Sound of Music as a signature event for Burlington?
By Staff
June 11th, 2024
BURLINGTON, ON
By the numbers
 Gardner Expressway. 60 Months
—
The average lease term for office deals in Canada in 2023.
18,612
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The number of new listings in the GTA in May, marking a 21% increase year over year.
42.5%
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The sale-to-new-listings ratio in Greater Vancouver in May, indicating that the market is moving in favour of buyers.
25 Minutes
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The time it now takes to drive between Jarvis and Dufferin (approximately five kilometres) along the Gardner, up from 11 minutes before construction on the aging highway forced lane closures that are expected to last until 2027.
$2,200
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The record-breaking average rent Canadians are paying, according to Rentals.ca and Urbanation.
60%
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The percentage of Canadian mortgage holders who aren’t consulting a broker before renewing or refinancing. Here’s how to stay out of that stat.
By Pepper Parr
June 10th, 2024
BURLINGTON, ON
Terry Caddo, president and chief executive officer the Burlington Chamber of Commerce appeared before Council representing the Chamber, the Burlington Downtown Business Association, Burlington Economic Development and Tourism.
 Terry Caddo, president and chief executive officer the Burlington Chamber of Commerce The four organizations are housed on the second floor of 441 Locust Street. The have been co-located at that address, next to the parking garage for over 20 years. They are described as Team Burlington.
They were advised recently that they are required to pay “market rate rents” and want a reduction from the market rate.
Caddo, explained that as a not for profit organization, they generate the bulk of their revenue. A rent increase would mean less for the services they deliver to the commercial/services community in the city.
Secondly, the co-location of Team Burlington members serves a crucial purpose. It creates collision opportunities, generating synergy and efficiency. It is essential for all of us to remain near one another, to effectively coordinate our efforts and maximize impact.
In the last week alone, we’ve had a new chamber member who’s looking to open a new restaurant in Burlington, and we’re able to connect them to Economic Development and direct them to the Aldershot area. WE ARE looking forward to a new Thai restaurant coming into Aldershot, which would never happen without our collision opportunities and getting to know each other better.
Additionally, in two weeks, we’re going to have a restarted Bay Area Economic Summit, where the Chamber, along with Economic Development, will host the Premier, the mayor of Burlington and the mayor of Hamilton, to talk about the size of the economy in Burlington. This wouldn’t happen without our collision opportunities and being co located.
I’m asking you, on behalf of my colleagues to support our request for a rent reduction. By doing so, you will continue Mayor Malkovich and subsequent Council’s vision to reinforce a thriving, collaborative and inclusive Burlington.
 The Chamber of Commerce doesn’t appear to have any financial pressures. Half a million for a staff of five. Office space + less than $80,000. These are 2022 end of year numbers. There were no questions. The request would be taken up later in the meeting.
The motion memorandum regarding the lease rate reduction came from Councillor Sharman who had sent his regrets and wasn’t attending the meeting. Councillor Galbraith moved the item and spoke to it.
 Kelvn Galbraith, Councillor Ward 2 It’s all in the report, but it’s basically rate reduction to keep those Team Burlington members in that facility. As Terry Caddo spoke to it, there is lots of additional benefits to having them working together; collisioning, is the way he put it, is very beneficial to their organizations. We do not want them looking elsewhere throughout the city and splitting up our team. So this is a way to keep the nonprofits in there and working together. So the rest of it’s in the report in the motion. If you have any questions, ask away. There were no questions on the motion.
Mayor Meed Ward commented: first of all, I want to thank staff and Emily Cote and her team for bringing this creative idea forward. We do have nonprofit group rates in a number of our facilities so it really does follow an existing policy. And as Councillor Galbraith said, this will allow our folks to remain co located, but also in a downtown location which would normally go for a premium rate. So we want them close and they we want them there, and they do great work for us. So this reduction will actually allow them to deploy additional resources right back into the community, doing the work that we couldn’t provide.
 Lisa Kearns, Councillor ward 2 Councillor Kearns had a question for the finance staff. “I wanted to be sure I understood the funding piece. So the reduced rate, for the qualifying not for profit, is $25,000. Will this cost be reported at the end of the year in the annual variance surplus disposition. Is the $25,000 an annual cost, or is that the remainder of the year budgetary impact that will be reflected in the variance or surplus disposition.
Finance staff reported that is an annual cost. So we would anticipate six months impact in 2024 and it would need to be built into our 2025 budget.
Kearns: Will this come in under a budget motion memo or a budget line.
Finance Staff: It would be an adjustment, if you’re approving it here today, we would automatically build that into the 2025 budget. Okay?
The actual rent amounts to $2083 per month is that split between the four organizations?
Councillor Bentivegna said he was aware of the Motion and would normally want to see it coming at budget time for the following year, in this particular case, seeing that it is a business operation in the city, a very large business operation that attracts new business, and it is vital for us to continue to increase our employment program here, especially moving forward with the growth going on. So I do support this moving forward. I’m not going to say it’s not a lot of money, because every nickel counts. And in this case, tourism dollars will be created. Hotel dollars will be created, which give us more funding as well. And from an employment standpoint, BDC, working with Chamber of Commerce and Tourism, is a great fit, and has been for many, many, many years, and I think that’s one of the reasons why I’m supporting it. So thank you for that.
There were no further questions or comments; they turned to the vote – a simple show of hands, all those in favour, any opposed, seeing none that does carry unanimously.
It will go to Council later in the month.
What wasn’t clear is – does the reduction apply to just the not for profit organizations – or are they all not for profit organizations.
What this appears to amount to is the city collecting rent from not for profits that are doing work the city is unable to do? Right?
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