What Do Canadians Look for in an Online Casino?

By Bjorn Thorson

March 28th, 2022



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.


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41st edition of MUSIC HALL opens at Drury Lane

By Staff

March 28th, 2020



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

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.

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Ukrainians meet in Polish Hall pleading for the governments to save their homeland from a dictatorship

By Pepper Parr

March 26th, 2022



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.


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Is Ontario falling behind the Electric Vehicle Opportunity?

By Connor Fraser

March 27th, 2022




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.






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Mayor forms a Fan Club

By Pepper Parr

March 26th, 2022



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.


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Minister Gould sprinkles $30,000 plus to Library and BurlingtonGreen

By Pepper Parr

March 25th, 2022



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

  • Sue Alksnis, Volunteer & Fundraising Manager with Burlington Green explaining how the funds they received would be used.

    $14,209 was invested to fund BurlingtonGreen for Clean Up Green Up – Expanding Vulnerable Community Connections project

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.
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New Covid19 Outbreak at Joseph Brant Hospital - two staff tested positive

By Staff

March 25th, 2022



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.

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V2F - the mess re Waterfront hotel rests with the city manager and this council

By Pepper Parr

March 25th, 2022



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:

        1. Improving Workplace Culture including Staff Engagement and Positive Attitudes
        2. Achieving Job Market Wage and Salary Competitiveness
        3. Improving Employee Retention and Attraction
        1. Advancing Employee Health and Safety Program
        2. Implementing an updated Performance Management Framework
        3. 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.


















City Manager Key Objectives #2 and #3




2: Improving Employee  Retention and Attraction





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




10                                                                   RATES


-+-City of Burlington


12                                           – – 2022 City Manager Objective                                                   8

10                                             9.4


——-7                   r 7


– – 2022 City Manager Objective









0                                                                                                                                                                     0

2018     2019     2020     2021     2022          2018     2019     2020     2021 2022- YTD











City Manager Objectives: Existing as per Vision to Focus (V2F – July 2019 Version)






City Manager Objectives: Existing per V2F  

Key Strategic Actions

Revised Target













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.




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






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.



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.







City Manager Objectives: Existing per V2F  

Key Strategic Actions

Revised Target




accountable corporate












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




Ensuring that strategic initiatives and corporate projects are resourced and



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











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




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.







City Manager Objectives: Existing per V2F  

Key Strategic Actions

Revised Target




including quality of life, city programs and services, value

for taxes and governance





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.




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.




Delivering on efficient and effective project management and accountable corporate



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.











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.



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







City Manager Objectives: Existing per V2F  

Key Strategic Actions

Revised Target




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






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.







On Track



Needs Attention



Not Yet Started




Off Track or At Risk




Summary of Key Outcomes

Council Standing Committee: CSSRA and Audit

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
2 2022 Budget approval by Council: Capital and Operating
3 2023 Budget approval by Council: Capital and Operating
4 City service information sessions (pre-budget)
5 Annual internal audit work plan and IC reports (KPIs Audit Committee TOR, Internal Audit Charter)
6 Annual external audit work plan and reports to Audit committee
7 City of Burlington bi-annual community attitudes survey – report
8 Major corporate project updates and risk assessments (ERP, EAMS, CRM)
9 Council advisory committee review and updates including work plans/budget
10 Presentation of Year-end financial statements, surplus confirmation and retained savings
11 Burlington Hydro/Burlington Enterprises Corporation – Business Plan report approvals
12 Quarterly litigation report (closed session)
13 Corporate strategic planning – high level work plan and Council updates/workshops
14 City Council Vision to Focus (V2F) Work Plan – integrated status reporting and plan updates
15 City of Burlington 25 Year Strategic Plan Update/Risk Assessment
16 COVID 19 emergency response strategy and service redesign process; Note: monthly service redesign

updates (presentations and recommendations) completed April 2020 – June 2021

17 COVID 19 financial update including Safe Restart/other Senior Government funding confirmation
18 Major financial policy review and recommendations (debt, reserves/reserve funds, investment and


19 Diversity and inclusion program update
20 Multi-year budget framework/integrated business planning approval and pre-consultation with


21 Designing and evolving our organization update and ongoing approvals
22 Risk governance framework and enterprise risk strategy (includes workshops and approvals)
23 Pending legislation consultation/recommendations to Council (Bill 197) – Updated DC, Park

Dedication and Community Benefits strategy

24 Corporate accountability and transparency measures report
25 Customer experience (CX) implementation plan and updates







On Track



Needs Attention



Not Yet Started




Off Track or At Risk




Summary of Key Outcomes

Council Standing Committee: CSSRA and Audit

26 Cyber Security Strategy – update to Joint CSSRA/Audit
27 Corporate Employee Safety and Wellness Update – annual update
28 Human Resources – Annual strategic risks – update
29 Human Resources – Leadership team member recruitment process (City Clerk, City Auditor, CIO)
30 City of Burlington Lobbyist Registry
31 City of Burlington 2022 Municipal Election Symposium and Planning Reports
32 City of Burlington Public Appointments Policy
33 City of Burlington Information Management Strategy and Policy
34 City of Burlington Council Renumeration Review Working Group Report (2018 – 2022 Council Term)
35 City of Burlington Delegated Authority By-law Update







On Track



Needs Attention



Not Yet Started




Off Track or At Risk




Summary of Key Outcomes Council Standing Committee: CPRM

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
37 BEDC strategic plan update and annual priorities
38 Housing and Development Liaison Committee review and terms of reference
39 Integrated Mobility Plan updates and approvals
40 Mayor’s Red Tape Red Carpet initiative quarterly update
41 Pending legislation consultation/recommendations to Council (Bill 108)
42 COVID 19 Emergency Response Strategy related (BERN approval)
43 Major community planning policy review and recommendations (wind and shadow study)
44 BEDC Governance Review
45 Burlington Lands Partnership new structure – approval including reporting on Strategic Land Projects
46 Burlington Downtown UGC and MTSA designations – review and recommendations
47 Halton Region Official Plan (ROPA 48) related reports and recommendations including discussion


48 Scoped re-examination of Burlington Downtown – Official Plan modifications
49 Burlington Transit 5-Year Business Plan – approval
50 Brownfield Community Improvement Strategy – approval in principle and implementation next steps
51 Halton Region Integrated Growth Plan – updates and recommendations re: discussion paper
52 City of Burlington Housing Strategy (TOR and stakeholder engagement)
53 City of Burlington Housing Strategy (Needs and Opportunities Report, Inclusionary Zoning, Surplus

School Strategy, and Final Housing Strategy Report)

54 City of Burlington Cycling Plan
55 City Speed Limit Policy – update
56 MTSA area specific planning process – reports and recommendations
57 Human Resources – Leadership team member recruitment process (Director of CP, Director of

Transportation, Executive Director of CPRM)

58 Sustainable Building and Development Guidelines Policy Report
59 Development Application Fee Review







On Track



Needs Attention



Not Yet Started




Off Track or At Risk




Summary of Key Outcomes Council Standing Committee: EICS

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)

61 Private Tree By-law – approval and annual updates/review
62 Corporate Tree Protection and Enhancement Policy
63 Policy Framework for Community Recreation – approval
64 Storm Water Design Policy Guidelines – updates and approval
65 Construction Management and Mobility Plan – update and approval (includes low density residential)
66 Corporate Energy and Emissions Management Plan – update and approval
66 Burlington Fire Master – updates and approvals
67 Corporate Asset Management Program and Financing Plan – updates and approvals
68 Tyandaga Golf Course Review – approval
69 Cootes to Escarpment Strategic Plan and Eco Park Management Plan
70 Parks Master Plan – updates and approvals incl. P1 land provisioning
71 New Skyway Community Centre – project update
72 City Hall One-Window Design – updates and approvals (RTRC related)
73 Community Recreation Facilities Needs Assessment and Master Plan – updates and approvals
74 Community Facility Joint Venture Policy – review and approvals
75 Human Resources – Leadership team member recruitment process (Directors of RPF and Engineering

Services, Fire Chief)

76 Winter Control Service and Policy Update
77 City of Burlington Park Dedication Policy Review (includes cash-in-lieu rates)


Table 2: Summary of Council Key Outcomes 2020 – 2022 Planned












































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City has found a way to permit the Holland Park development: settlement agreement goes to OLT May 6th

By Staff

March 25th, 2022


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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AGB: dramaturgy - a theatrical art form - something to be experienced

By Staff

March 25th, 2022



This is the last month to see The Characters: Act III by Erdem Taşdelen at the Art Gallery of Burlington.  Closing April 16th, the The Characters: Act III is the final act of a three-part audio installation.

An exercise in dramaturgy and dystopian reflection, the works are based on the narratives of 30 stock characters and performed by voice actors from scripts developed by the artist.

These fictional characters are recognizable archetypes representing a specific set of behaviours or thoughts. Their defining traits are borrowed from the work of Theophrastus, a Greek author of the 4th century BCE, who produced the first known set of character sketches in history, describing types of people such as “The Pennypincher,” “The Faultfinder,” and “The Grouch.”

Peculiarly, all these 30 types, together titled The Characters, depict negative traits.

Some scholars have speculated that a supplementary volume comprising positive types must also have existed, or at least been planned. In the absence of these, however, Taşdelen’s reading takes on a comical and poignant quality through its rather bleak representation of human nature. Curated by Natasha Chaykowski, the first two acts of The Characters were presented in Calgary, Alberta at The Bows (formerly Untitled Art Society) in partnership with EMMEDIA (2019) and in Saskatoon, Saskatchewan at AKA Artist-Run (2020).

Tuesday – Friday 12 PM – 5 PM
Saturday 10 AM – 5 PM
Sunday & Monday CLOSED


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Temporary Road Closure - Locust Street, March 28 to April 25, 2022

By Staff

March 25th, 2022



Locust Street will be temporarily closed between Elgin Street and Lakeshore Road

Locust street – just north of city hall

Monday, March 28, 2022 to Monday, April 25, 2022

for excavation works related to pipeline repairs by Trans-Northern Pipeline Inc.

Access to adjacent buildings, including the municipal parking garage, will be maintained from Lakeshore Road and through traffic will be detoured around the block.

This might be a good time to do a major re-routing of this pipeline.

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GO train weekend service gets upgraded - every half hour now.

By Staff

March 24th, 2022



As riders return to GO Transit Metrolinx is bringing back service in phases, starting by resuming and adjusting some service starting Apr. 2.

The changes will offer more flexibility for customers going to events, work, and for reconnecting with family and friends.

Lakeshore East and West Lines
30-minute service or better, all day long – including on evenings and weekends on the Lakeshore West and Lakeshore East Lines.  This is an increase from the hourly service that was in place on evenings and weekends

While train service is increasing on the Lakeshore West Line, there is construction happening on Sunday April 3 and Sunday April 10 which means GO buses will replace most trains on those two days. Trains will be replaced by buses so crews can carry out important work for the Hurontario LRT near Port Credit GO – this work can only be done when trains aren’t running. Stay tuned for more information on this construction work in the coming days.

Beyond adding service, teams continue to monitor ridership on each bus and train closely to identify which train trips need extra coaches and which routes need more buses. That work to lengthen certain trips has started and will continue.

A healthy reminder – masks continue to be mandatory on GO Transit and UP Express vehicles and inside stations. Ensure your mask properly covers your nose and chin.

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Notice of Public Open House and Statutory Public Meeting - this is the second set of Public information meetings and a second Statutory meeting.

By Staff

March 24th, 2022




Under the heading “Public Open House and Statutory Public Meeting,” the story provides the date and time of the Public Open House with the log-in information of the Statutory Public Meeting.

This would cause readers to enter an invalid passcode when trying to attend on April 6.  The corrected information is set out below.,

Public Open House (Virtual)

When: Wednesday, April 6, 2022 at 7 p.m.

Description: The purpose of the Open House is to provide the public with the opportunity to review and discuss the proposed Amendment. To submit questions in advance, email ropr@halton.ca or call 311. Please check halton.ca/ropr closer to the meeting to download a copy of the presentation and follow along.

Meeting ID: 998 6917 9299 | Passcode: 682244 (if requested)


Statutory Public Meeting (Virtual)

When: Wednesday, April 13, 2022 at 9:30 a.m.

Description: The purpose of the Statutory Public Meeting is to provide the public with the opportunity to provide comments to Council on the proposed Amendment and for Council to consider the feedback prior to making a decision on the Amendment.

Meeting ID: 999 8275 2781 | Passcode: 624381 (if requested)

To join (applies to both sessions):

  • Online: On the date of the event, visit halton.ca/ropr.
  • By phone: Call 1-855-703-8985 (Toll Free) or 1-647-374-4685 and use the Meeting ID and Passcode above.


The Climate Change people won the battle the last time the Integrated Growth Management Strategy was debated at the Region.

The vote was a pretty convincing 15 – 9 against what the Regional Planning people had put forward.

This time around they will be debating a Proposed Amendment to the Regional Official Plan“ROPA 49:

There were 58 delegations the first time this was debated.

An Amendment to Implement the Integrated Growth Management Strategy”Halton Region is holding a Public Open House and a Statutory Public Meeting in connection with Draft Regional Official Plan Amendment No. 49 (ROPA 49).

ROPA 49 is proposed as a component of Halton’s Regional Official Plan Review and municipal comprehensive review process pursuant to the Provincial Growth Plan for the Greater Golden Horseshoe and Section 26 of the Planning Act, as amended.

Purpose and Effect of ROPA 49

The purpose of proposed Regional Official Plan Amendment 49 (ROPA 49) is to help define where and how Halton will grow. It is the second Amendment to be considered by Regional Council as part of the Regional Official Plan Review (ROPR) and builds on the Regional Urban Structure defined by ROPA 48.

It proposes to implement the results of the Integrated Growth Management Strategy and Regional Council’s direction to accommodate population and employment growth within Halton’s existing Regional Urban Boundary to 2041 and to develop a framework for planning for growth from 2041 to 2051.

ROPA 49 also proposes changes that support Halton’s growth strategy, including updates to policies and mapping related to Settlement Area boundaries, the Regional Urban Structure, Strategic Growth Areas and Employment Areas, as well as forecasts and targets for population and employment growth, intensification, density and phasing.

The proposed ROPA applies to all lands in the Regional Municipality of Halton.

Public Open House and Statutory Public Meeting


Public Open House (Virtual)Statutory Public Meeting (Virtual)When: Wednesday, April 6, 2022Time: 7 p.m.


The purpose of the Open House is to provide the public with the opportunity to review and discuss the proposed Amendment. To submit questions in advance,

.Meeting ID: 999 8275 2781

Passcode: 624381 (if requested)

To join:Online: On the date of the event, visit halton.ca/ropr.

By phone: Call 1-855-703-8985 (toll-free) or 1-647-374-4685 and use the Meeting ID and Passcode above.

While the argument was about saving farmland – the issue was really Climate Change

How to Participate in the Statutory Public Meeting

Any person may attend the Statutory Public Meeting and make submissions concerning the proposed Amendment. If you wish to make a written submission or to make a verbal submission at the Statutory Public Meeting, please email regionalclerk@halton.ca and ropr@halton.ca by 4:30 p.m. on April 12, 2022. Written submissions provided by lettermail can be addressed to:c/o Regional Clerk Graham Milne1151 Bronte RoadOakville ON L6M 3L1Advance registration is strongly encouraged for those who wish to make a verbal presentation during the meeting.

To preserve the integrity of the meeting, anonymous or offensive Zoom account names will not be allowed to speak. Halton Region is not responsible for unstable internet connections that may impact your ability to provide your comments. Participants who are disruptive or who speak on a subject other than the stated purpose of the meeting may be removed from the meeting without warning

.All information including names, addresses, opinions, presentations, reports, documentation, etc. provided for or at any public meeting are considered public records. This information may be posted on Halton Region’s website and/or made available to the public upon request. The Statutory Public Meeting will be streamed and a video of the meeting will be made available on halton.ca/ropr.

If you wish to be notified of the decision of Halton Region on the proposed Amendment, you must make a written request to the Regional Clerk.Additional Information. Information and material relating to the proposed Amendment, including a copy of Draft ROPA 49, will be available for public inspection by visiting halton.ca/ropr or by contacting Planning Services by email at ropr@halton.ca or by calling 311.

To ensure staff are able to consider and address comments on Draft ROPA 49 for Regional Council’s consideration, please provide all submissions by May 13, 2022. Submissions not provided for the purpose of the Statutory Public Meeting can be emailed directly to ropr@halton.ca.For more information about this matter, including information about appeal rights, contact Planning Services by email at ropr@halton.ca or call 311.

If you require an alternative format or need accessibility-related accommodation to access or comment on ROPR materials, please email accesshalton@halton.ca or call 311, 1-866-442-5866 or TTY 905-827-9833.Copyright © 2021 Halton Region, all rights reserved.Our mailing address is:Halton Region1151 Bronte Road Oakville, On L6M 3L1CanadaQuestions or concerns:Call 311 in Halton or 905-825-6000Toll free: 1-866-442-5866 Monday to Friday, 8:30 a.m. – 4:30 p.m.

Related news stories:

Regional Council takes a pass on Staff proposal on Integrated Growth Management Strategy

Councillor Sharman offers his opinion on intensification and what it will mean

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City planners reported to have refused the two tower development for Brant and Lakeshore Road.

By Staff

March 24th, 2022



The city planning department is going to say NO to the proposed two tower development at Brant and LAkeshore.

That decision will surely take the application the the Ontario Land Tribunal, where, in the past the city has not done very well.

Public Meeting Information
You are invited to attend a Public Meeting to consider the recommendation report concerning this application.

City staff have reviewed the application along with the comments from the public and technical agencies received to date. Staff will be recommending refusal of the amendments to the City’s Community Planning, Regulation and Mobility (CPRM) Committee.

Due to COVID-19, this Public Meeting will be held virtually. Only the Chair of the meeting, a clerk, and audio/visual technician will be in Council Chambers. All other staff, members of Council, and delegations will participate remotely. This meeting will take place on:

Meeting Date: April 12, 2022
Time: 1:00 P.M.
Location: Virtual Meeting held Online

If built – they will be the tallest buildings in the city on what the developer called Ground Zero

What is Proposed?
Burlington 2020 Lakeshore Inc. has made an application to amend the Official Plan and Zoning By-law for the property located at 2020 Lakeshore Rd.

The application proposes to demolish the existing six-storey hotel and develop two mixed-use tall buildings of 35 storeys (west tower) and 30 storeys (east tower) with five-storey podiums. The two podiums would be connected at the fifth storey.

The six storey podium that will be the base for the two towers – one 35 and the other 30 storeys will loom over over Lakeshore Road

The proposed development includes 4,445 square metres of commercial space, 4,348 square metres of office space, 557 residential apartment units, and a hotel with 122 guest suites. The residential apartment units consist of 23 studio units, 212 one-bedroom units, 166 one-bedroom + den units, 138 two-bedroom units, and 18 three-bedroom units.

The application proposes 598 parking spaces in four underground levels. Driveway access for parking and loading will be provided from Elizabeth Street. The existing driveways from Lakeshore Road would be removed.

The application proposes an outdoor mid-block connection from Lakeshore Road to Spencer Smith Park, in line with John Street. This publicly accessible, privately owned connection would pass beneath the fifth-floor connection between the two podiums.

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A Westinghouse operation in Burlington is going to be part of a big push to create small remote nuclear units

By Pepper Parr

March 24th, 2020



Last week we reported on an event where two cabinet Ministers and two members of parliament got all excited about an energy development that was set up in Burlington.

Westinghouse Electric has its testing site for their eVinci product in Burlington.

The idea of using small nuclear devices to generate safe, inexpensive energy in locations that are stuck with diesel creates an opportunity for nuclear.
The Climate Change challenge makes nuclear necessary.

Remote sites across Canada that are off the grid and rely on diesel to provide electricity.

When the Westinghouse people talk about small they mean a device that can fit into three shipping contains and operates remotely with no maintenance or need for repairs.  After eight to ten years of service the units are removed and refurbished.

The design, computational analysis, and state-of-the-art testing will be done at the Burlington location. Manufacturing will be done in Peterborough.

A proven technology to which Westinghouse has added their patented technology and some licensed technology.

Westinghouse has developed and continues to advance the heat pipe into a reliable nuclear reactor heat removal technology.

Westinghouse has also developed proprietary manufacturing processes based on strict quality-controlled techniques, procedures, and tooling. These heat pipes are tested in-house and analyzed for performance and longevity.

A demonstration unit of a Small Modular Remote Reactor

Westinghouse’s high-quality manufacturing processes, including fabrication in inert environments, clean-room grade processing, inspection checkpoints throughout assembly, and leading material sourcing promote success for a scalable technology based on proven science and demonstrated components.

Heat pipes manufactured using this process have set performance records for long-term operation, and progress made through separate and integrated testing programs such as the Electrical Demonstration Unit (EDU) are paving the way for the first commercial eVinci micro reactor which has been sold to a Saskatchewan corporation..

It is now clear that nuclear is going to have to be part of energy mix – sustainable will play a large role but they cannot provide all the energy that is needed as the world moves away from fossil fuels and coal use ends.

Small Modular Remote reactors that can be put together in less than a month and operate for 8 years, ten years in some cases –without any need for service. A single unit can provide power for 4,000 homes.

Westinghouse is not the only company going after this market. Rolls Royce is in the game,

Has been used for over 50 years
Millions of recorded operating hours in extreme, high temperature environments, including aerospace Simple design and operation principles make heat pipes ideal candidates for safe, passive cooling Operates at sub-atmospheric pressures and requires no active pumping, eliminating
typical failure modes

The eVinci™ Micro Reactor uses sodium-filled heat pipes configured within a core block to transfer heat from the reactor core to a heat exchanger. Heat pipes operate on a simple evaporation/condensation cycle, making them a reliable choice for passive high temperature cooling. Nuclear-generated heat conducts through the heat pipe wall, evaporating sodium at the liquid-film interface on the inner wick surface (the left side of the diagram above). Vapor then flows to the condenser region where its energy is absorbed by the primary heat exchanger, and the vapor condenses back into a liquid pool. To complete the cycle, the wick acts as a passive “pump”, transporting the liquid back to the evaporator via capillary forces. The simplicity of heat pipe operation principles makes them predictable and robust, allowing for multiple years of uninterrupted service.

Related news story:

The funding announcement.

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City Hall is Now Open - With a Much Different Look - Ground Floor is a Construction Site

By Pepper Parr

March 24th, 2020



The city is opening up – no need to flash your plastic card proving when you were vaccinated.

No need to wear a mask – you can go almost anywhere.

If you find that you need to go to city hall – you will have to use the Brant Street entrance to get in and – open your eyes – the main floor is under renovation.

Service Burlington, which is the city’s central customer contact centre, located at City Hall and has temporarily moved to the second floor of City Hall.

The Service Burlington counter at City Hall, at 426 Brant St., is open to the public to offer in-person payments for:

• Parking permits and tickets
• Property taxes
• Freedom of Information requests
• Garbage tags
• Dog licenses
• Property information requests
• Recreation services

The counter is open from 8:30 a.m. to 4:30 p.m., Monday to Friday. Commissioning and marriage licensing services are also available by appointment.

Payment methods accepted:

Debit card payments and cheques are accepted for all payment types. Credit cards are accepted for all payment types except property taxes. If you would like to pay property taxes in cash, please visit your local bank to make the payment.

Related news story
First look at a new ground floor for city hall.

Related news story:

First look at what the city planned.

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Is there a change coming to the way Council handles CLOSED sessions ?

By Pepper Parr

March 24th, 2022



Getting any information about what takes place in a CLOSED session of Council is  a little like squeezing that last little bit of toothpaste out of the tube.

You run your fingers along the sides and squeeze to get the toothpaste to the top of the tube and onto the tooth brush.

City Solicitor Nancy Shea Nicol

That was the image that came to mind as I listened to Nancy Shea Nicol, City Solicitor, as she  explained to Council that she would have a report to them on what came out of the closes session on Tuesday.

Someone somewhere in city hall has decided that this going into CLOSED session on almost any matter had to come to an end – the public had a right to know what was taking up so much time in the legal department.

Nancy Shea Nicol is an old  school lawyer – say nothing or at least as little as possible.

There are occasions  when a CLOSED session is required for a property matter.

Ward 4 Councillor Lisa Kearns – wants a more transparent approach to CLOSED sessions of Council

Ward 2 Councillor Lisa Kearns wanted to know why the public could not at least have the address of the property that was being discussed.

There appear to be changes in the wind.  It would really be nice if the Mayor made a statement explaining that a change was necessary and setting out what the public had a right to know what the business of the city was about.

The city is in the process of buying the old Bateman High School property.

The School Board has said they want to sell because they have no use for the space.  They do however want to rent some of the space from the purchaser.

Brock University has been talking to the city about renting some of the space to set up a teacher training program.

The city wants to put some of the space to use as well; library and something for the seniors in the east end of the city.

These are all public organizations – why all the secrecy?

Old habits? It was just the way things were done?

A fresh wind appears to be blowing through the legal department.

About time.

Salt with Pepper is the musings, reflections and opinions of the publisher of the Burlington Gazette, an online newspaper that was formed in 2010 and is a member of the National Newsmedia Council.





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Creating an Electric Mobility Strategy - your part is to let the city know what you think

By Staff

March 23rd, 2022



BurlingtonGreen is working with the City of Burlington to complete an Electric Mobility Strategy to develop a ‘made in Burlington’ pathway to increase the local adoption of electric cars, bikes and scooters and their associated infrastructure.

“Low carbon transportation is key to achieving Burlington’s net carbon neutral target by 2050. Electric mobility is an opportunity for the community to address climate change through personal choices.

All season cycling – a bit of a stretch for a Canadian city.

Understanding the barriers and opportunities to higher EV uptake in the community is the first step to developing the strategy”, says Program Manager Marwa Selim.

Transportation is the largest source of greenhouse gas emissions in Burlington and thus prioritising walking, cycling, transit and e-mobility as the preferred modes of travel for residents will be essential in helping to advance the objectives and goals of Burlington’s Climate Action Plan.

The City’s Get Involved Burlington online engagement portal is currently hosting 3 surveys inviting community input on electric vehicles, e-scooters, and e-bikes, remaining open until March 30th, 2022. You can find and complete the surveys here.

Some E-mobility Did you Know? Facts:

Lynn Robichaud, Manager of Environmental Sustainability, City of Burlington

● The City has installed 27 electric vehicle ports on city property with more in the planning stage.
● Charging is free at the publicly available stations, however, a parking fee may apply depending on the lot and time of day.
● The City is planning for the installation of a level 3 or fast charger in the downtown core later this year.
● Research has shown that people who ride e-bikes tend to ride further and more frequently.

Lynn Robichaud, Manager of Environmental Sustainability, City of Burlington said: I’m excited to see the results of the surveys to hear from residents and understand the opportunities and barriers as we develop the Electric Mobility Strategy and work towards
being a net carbon neutral community.


Established in 2007, BurlingtonGreen is a community-based, non-partisan environmental charity. Through awareness, advocacy, and action we collaborate with all sectors of the community to protect the natural environment, mitigate climate change and to help make Burlington a cleaner, greener, more environmentally responsible city.

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A question ... how would?

By Pepper Parr

March 23rd, 2022



A question:

The Chain of Office – worn by a Mayor when they are Chairing a City Council meeting.

Were the municipal election to take place tomorrow and both Paul Sharman and Marianne Meed Ward were running for Mayor – how would the other five Council members vote ?

Think about that one – don’t assume anything.

Of the other five – Meed Ward would be hard pressed to get the vote of three of them.


Paul Sharman

Marianne Meed Ward









Salt with Pepper is the musings, reflections and opinions of the publisher of the Burlington Gazette, an online newspaper that was formed in 2010 and is a member of the National Newsmedia Council.

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Council approves a small home energy efficiency retrofit program - if it proves to be viable look for a 50,000 + homes to be involved

By Pepper Parr

March 23rd, 2020



Council decided to support the implementation of a small-scale home energy efficiency retrofit program that would include a virtual delivery centre/support for homeowners and loans through a Local Improvement Charge (LIC) mechanism.

The city has some 58,000 homes that do make efficient use of the energy needed to heat their homes.

Expect this one to become a major issue during the October municipal election.  It’s big and it is important

The report setting out the details and the specifics will get back to Council in 2023 well after the 2022 municipal election.

Much of the ground work on this project came out of The Centre for Climate Change Management at Mohawk College (CCCM) where a feasibility study was completed for a home energy efficiency retrofit program.

Staff recommend a small scale home energy efficiency retrofit program with specific measures to reduce the carbon footprint in the residential sector.

There will be an interest-bearing loan program for up to $10,000 per household to cover the cost of an air source heat pump and leak sealing to improve energy efficiency.

Starting with a small scale program (about 20 households) will give staff the experience and knowledge required to work on scaling up a program to engage more homeowners.

As part of the 2023 budget process, staff will present a business case to include funding for an FTE (full time employee) to coordinate the program and allocate funding to support retrofit loans to homeowners.

A website (Better Homes Burlington) will also be launched as a one stop shop for homeowners.

The eventual goal is to scale up the program to support Burlington homeowners in completing energy efficiency retrofits of their homes; there are many variables which can impact the next steps:

• Competing priorities to be assessed during the 2023 budget process and final outcome;
• The level of demand by residents for a city loan (subject to interest) to finance their energy retrofit;
• The extent of interest and commitment of other municipalities to partner with Burlington on a regional program;

This came out of the decision by Council to declare a climate emergency in 2019 and a target for Burlington to become a net carbon neutral community by 2050.

Implementation of a home energy efficiency retrofit (HERO) program is one of the key program areas identified in the Climate Action Plan. The plan includes a target of over 50,000 existing homes (singles, semis and towns) requiring energy retrofits, including the installation of heat pumps. The challenge becomes how to educate, encourage and incent homeowners to undertake a retrofit to reduce their carbon footprint.

Council approved the $182,000 budget but also encouraged staff to apply to the Federation of Canadian Municipalities’ (FCM) Community Efficiency Financing (CEF) initiative for funding to support the HERO project.

Staff worked with the CCCM on a funding application and were successful in securing a $100,000 grant to support the project. FCM’s CEF initiative supports feasibility studies, program design, and project implementation for municipal HERO projects.

The city’s funding application was focused on assessing the feasibility of a home energy efficiency program with elements of program design included. It is important to note that the FCM funding primarily supports full program development (via homeowner loans offered through Local Improvement Charge (LIC) loans), scaling and implementation, but not pilots unless they are innovative and unique.

Home energy efficiency retrofit program:
Refers to a project or upgrade to a home that reduces energy use and/or greenhouse gas emissions (ie. adding insulation; upgrading heating and air conditioning equipment; and/or adding renewable energy options, etc.). Over the past few months, the CCCM with support from the Bay Area Climate Change Council, has developed a program based on these values:

• Support for upgrades with high emission reduction potential
• Manage (minimize) costs to reduce emissions
• Program equity to address energy poverty
• Promote transparency and consumer choice
• Create market confidence for home upgrades

The overall goal of the program is to implement a home upgrade program to reduce greenhouse gas emissions from Burlington homes. Co-benefits of a program include local employment opportunities; reducing energy poverty; and improved home comfort and enjoyment.

The idea certainly has merit – but it has a long way to go before it is ready for a full scale roll out.

The CCCM forecasts growth over a number of years in home energy efficiency, specifically related to the Burlington program air source heat pump conversions and leak sealing initiatives:

Program Year Homes Upgraded per Year

Some residents may pursue other programs offered through Enbridge Gas and Natural Resources Canada.

In the event that the budget business case (for 2023) is not approved to support the initial proposed program, staff will provide limited support to homeowners by continuing to promote options available and host informational webinars with community partners. However, individual support to homeowners would not be possible without a full time position to support the program. Staff will continue to discuss regional partnership opportunities with nearby municipalities with the potential to present a subsequent business case for consideration during the 2024 budget.

The CCCM led the process to assess the feasibility of a HERO program for Burlington. It started with background research of best practices across many jurisdictions where home energy efficiency programs are offered. There was a coordinated effort with the Bay Area Climate Change Council to interview local stakeholder groups, city staff, municipal staff (from other communities), and 3rd party delivery agents. A homeowner survey was completed with both online and telephone respondents. Demographic and housing data was assessed along with home energy audit data (audits previously completed in Burlington) to help narrow down home energy efficiency measures for Burlington.

Regular updates were provided to a small staff team with the Executive Director of Environment, Infrastructure and Community Services; the Manager of Environmental Sustainability; and representation from the Finance department. Updates were also provided to the Community Stakeholder Advisory Committee for the city’s Climate Action Plan and the Bay Area Climate Change Council’s Implementation Team (focused on home energy efficiency retrofits) who provided guidance and acted as sounding boards.

Total Financial Impact
It is recommended that the city develop necessary measures to support a small scale program with LIC loans and communications and marketing. This is a preliminary budget and a business case will be submitted for the 2023 budget cycle to support the operational elements for a small scale program, including one full-time staff member to administer the program.

Feasibility and Program Design Budget:
Council approved $182,000 in September 2020 to support this project. In addition, staff were successful in securing an additional $100,000 in a grant from the Federation of Canadian Municipalities for a total of $280,000. Staff received council direction to transfer $60,000 to the development of the Climate Adaptation Plan (Climate Resilient Burlington), leaving $220,000 available for the HERO feasibility and program design project.

The agreement with CCCM for their work has a budget of $174,000, leaving $46,000 in available funding for climate related initiatives. The final remaining amount is subject to change based on the final review and reconciliation of expenses with FCM.

The Better Homes Burlington proposal is a key measure identified in the city’s Climate Action Plan. Support for homeowners to improve energy efficiency and reduce their carbon footprint will assist Burlington in becoming a net carbon neutral community and showing leadership on climate action.

Related news story:

It works – story of an example

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