What budget information could look like

By Pepper Parr

July 3rd, 2024

BURLINGTON, ON

 

Yesterday the city released a document that set out how the 2025-26 budget would be presented. Along with that document were a number of templates that were used as examples of how data would be made public.

The templates were a good example of how information that can be understood will be presented to the public.  Set out below is an example of what information on the Fire department could be shown.

The data is shown is for the purposes of illustration only. These are templates that each department will use.

Sets out what the department does and the financial challenges it is meeting during the fiscal year.

This template sets out the fundamentals.

With this level of data people can ask questions that are focused on a specif cost.

 

The part of the budget where staff can expand on what has been presented.

 

KPI’s Key Performance Indicators – The public hasn’t see data like this about the fire department.

 

 

The thinking on budget/finance matters at this point is to dedicate a period of time during every Council meeting cycle (once a month) that will focus on budget issues.  Opening that up to the public would be very useful as well.  Let the public know that this is the occasion when people can send in their questions.

Did this improvement in the flow of information to the public come about because of the pressure from angry tax payers or was the change the result of new leadership within the Finance department?  Does it matter?   What does matter is that the people picking up the tab have an opportunity to comment when it matters.

Related news story:

The Mayor’s budget – a different look

Return to the Front page

JBH recruiting people to join the Patient Family Advisory Team

By Staff

July 3rd, 2024

BURLINGTON, ON

 

Joseph Brant Hospital (JBH) is recruiting community members, who in the last three years have been a patient or are a family member of a patient at JBH, to join the Patient Family Advisory (PFA) Team.

PFAs volunteer their experience and feedback to work with JBH leaders and staff to ensure the perspectives of patients, families, and caregivers are considered and integrated into hospital service and quality improvement initiatives. By actively involving patients and their families, JBH teams better understand their unique experiences and identify opportunities for improvement.

“Being a PFA allows you to represent patients and families, ensuring their voices are heard and their needs are met,” said Hanadi Almasri, PFA and member of the Patient Family Advisory Council (PFAC). “Working alongside healthcare professionals and other committee members fosters a collaborative environment where diverse perspectives are valued and considered to enhance inclusion within healthcare settings.”

Over the past year, JBH successfully implemented 50 design and improvement initiatives all influenced by the valuable input of the PFAs, such as reviewing the visitation policy, new inpatient food services vendor selection, accessibility at JBH, Diversity, Equity and Inclusion (DEI) and the endorsement of JBH’s Patient and Family GuideIt’s an interesting document – you might want to take a look at it.

The engagement of PFAs is important in driving positive change, fostering a person-centred approach to care and shaping the future of healthcare delivery at JBH.

“This role gives you the opportunity to influence healthcare policies and practices, ensuring they are patient-centred and family-friendly,” said Almasri. “The input you share can lead to tangible improvements in the quality of care provided, and your experiences will influence positive changes. You will feel so proud of the achievements you see.”

We recognize that individuals in underserved and underrepresented communities bring unique and valuable perspectives to healthcare. We encourage people from these communities to apply to join our Patient Family Advisory Team. Your feedback and perspectives are crucial in helping us improve our hospital and better serve our community. We look forward to working alongside you.

Learn more about this role and apply here: josephbranthospital.ca/pfac

About Joseph Brant Hospital

Joseph Brant Hospital (JBH) is a full-service, academic community teaching hospital located in Burlington, Ontario, along the picturesque banks of Lake Ontario. It is a modern, state-of-the-art facility, serving residents in Burlington as well as surrounding communities of Halton Region, Hamilton, Waterdown, Flamborough, and Stoney Creek.

JBH’s skilled staff of 194 physicians, 2,062 full- and part-time staff and 200 volunteers are committed to providing exemplary care and living the hospital’s core values of Compassion, Accountability, Respect and Excellence.

JBH is a Clinical Education site in conjunction with McMaster University and a partner member of the Burlington Ontario Health Team. It is honoured to be recognized as one of Hamilton Niagara’s Top Employers for eight consecutive years.

 

Return to the Front page

5 Considerations While Sending Money to a Bank Account

By Cameron Fisher

July 3rd, 2024

BURLINGTON, ON

 

Sending money to a bank account, whether domestically or internationally, has become a routine task in our interconnected world.

However, there are several important considerations to keep in mind to ensure that your transaction is smooth, secure, and cost-effective. After all, it’s your hard-earned money, and you don’t want anything to go wrong in the process. To help you out in making secure transactions to a bank account, here are five key factors to consider.

1. Exchange Rates and Fees 

One of the first things to check when sending money to a bank account is the exchange rate and any associated fees. Exchange rates can vary significantly between providers and can impact the amount received by the recipient.

Look for services that offer competitive rates and transparency regarding fees. Sometimes, a seemingly low fee might be offset by a less favourable exchange rate, so compare the total cost of the transaction across different providers. This way, you can send money to bank account by ensuring the lowest possible cost of the transaction.

2. Transfer Speed 

Consider how quickly you need the money to reach the recipient’s bank account. Transfer speeds can vary from instant transfers (often with higher fees) to several business days for standard transfers.  Also, instant transfers require extra transaction fees as compared to normal ones.

Factors such as the destination country and the provider you choose can influence transfer times. If time is critical, opt for services that offer expedited or instant transfers, but be prepared to pay a premium for this convenience. This option can come in handy when you are sending money to meet emergency expenses.

3. Security and Reliability 

Look for reputable companies with a track record of reliability and positive customer reviews.

Security is paramount when it comes to transferring money. Ensure that the service or provider you choose has robust security measures in place to protect your financial information and transactions.

Look for reputable companies with a track record of reliability and positive customer reviews. Avoid unverified or lesser-known services, especially for large transactions, as this will increase your risk of anything going wrong with your money.

4. Recipient Details and Verification 

Accurate recipient information is essential to ensure the funds reach the intended bank account. Double-check the recipient’s bank account number, IBAN (International Bank Account Number), SWIFT/BIC code (for international transfers), and any other relevant details required by the service provider.

Many providers also require identity verification of both the sender and the recipient to comply with regulations and prevent fraud. Make sure to provide the correct details to the service provider in order to prevent fraud.

5. Regulations and Restrictions 

Make informed decisions and achieve your financial goals effectively.

Different countries have varying regulations and restrictions on money transfers, especially for international transactions. Familiarize yourself with any limits on the amount of money you can send, reporting requirements, and potential taxes or fees imposed by authorities.

Ensure that your chosen service provider complies with these regulations to avoid delays or complications with your transfer.

Whether you are sending money for personal reasons, business transactions, or other purposes, these considerations will help you make informed decisions and achieve your financial goals effectively.

Return to the Front page

City plans for the sending of six people to Japan to celebrate a twinning relationship.

By Pepper Parr

July 2nd, 2024

BURLINGTON, ON

 

Burlington celebrates the 35th Twinning Anniversary with Itabashi, Japan this year. To commemorate the milestone, Itabashi Mayor Takeshi Sakamoto and other city officials will visit Burlington over the Canada Day weekend (June 29 – July 2, 2024), and Mayor Meed Ward along with other city representatives (six of them) will visit Itabashi, Japan in October 2024.

A twinning agreement between Burlington and Itabashi was signed at Burlington City Hall by Mayor Roly Bird and Mayor Keizo Kurihara on May 12, 1989. The relationship has flourished and remained strong since then through official delegation visits, citizen exchanges, gift exchanges, student pen pal and art exchange programs and memorable anniversary celebrations.

A luscious garden in the city that commemorates the relationship with twin city Apeldoorn.

The City of Burlington is also twinned with the City of Apeldoorn, the Netherlands since May 2005.

Burlington’s twin city relationships are actively supported by members of the Burlington Mundialization Committee – an established committee of Burlington City Council. Volunteer members of the committee coordinate a number of events annually to promote the twin city cultures with a broader goal of promoting Burlington as a world community dedicated to the United Nations philosophy of peaceful cooperation between people of the world through the understanding of different cultures.

The Mundialization Committee hosts the annual Sakura Festival and Canada Netherlands Friendship Day events and organizes pen pal and art exchanges with elementary and high school students. They also coordinate cultural events in cooperation with the Burlington Public Library such as haiku, ikebana and anime workshops. The Mundialization Committee fosters relationships with the Consul-General of Japan’s office and the Japan Foundation and Japanese cultural groups. The work of the Mundialization Committee is a major contributing factor to the strength of the relationship for more than 3 decades.

Another major contributor to the strength of the twinning relationship has been the bond with citizens. The late Itabashi citizen Taroo Enomoto made an annual financial contribution to Burlington, directed to charities benefiting women and children, for more than 30 years. He also donated the Rhododendron Garden found at Paletta Mansion. The late Kan Nakazawa donated the Sakura trees found at Spencer Smith Park and along Itabashi Way. He has also given generously to the Burlington Art Centre Building Fund and funds a scholarship for international studies presented annually by the Rotary Club of Burlington – Lakeshore each year. The ongoing activities and exchanges have contributed to the strong twinning relationship that exists between city officials, staff and citizens.

Mayor Meed Ward was strutting her stuff in a parade that took place on the streets of Itabashi the last time a twinning event took place.

On February 26, 2007, Council approved clerks department report and the framework for managing twin city relationships. The framework outlines the parameters for hosting twin city delegations and for participating in official visits to Burlington’s twin cities. The 2007 approved framework outlined that the City of Burlington would celebrate the anniversary of twin city relationships once every five years, including the 25th year, and that after the 25th year, twinning anniversary celebrations would only occur every 10 years.

On December 11, 2017, Council approved an amendment to the City of Burlington framework for managing twin city relationships to permit the celebration of twinning anniversaries every five years.

2024 marks the 35th anniversary of the twinning relationship between Burlington and Itabashi. Planning has been underway for several months with staff at the City of Itabashi – Culture and International Exchange Foundation. Events being planned at this time include:

  • An Itabashi official delegation visit to Burlington during the Canada Day weekend from Jun. 29 – Jul. 2, 2024.
  • A Burlington official delegation visit to Itabashi to participate in twinning celebrations being held from October 17 – 20, 2024.

Both cities are arranging commemorative events that showcase the twinning relationship and the respective cultures to their citizens, and both cities will present a city gift with the maximum value of the gift agreed to mutually between cities.

In accordance with the approved framework for managing twin city anniversary celebrations, an official Burlington delegation to Itabashi would consist of the Mayor (or designate), the Council’s appointed representative to the Burlington Mundialization Committee (or designate), Chair or Vice-Chair of the Burlington Mundialization Committee, Chair of the Itabashi sub-committee and two city staff responsible for the twin city relationship.

In accordance with the approved twinning framework, the City of Burlington will cover the airfare, accommodation, transfer and per diem costs for 6 delegates to travel to Itabashi, Japan to participate in 35th anniversary twinning celebrations. The City of Itabashi has defined Oct. 17 – 20, 2024 as their hosting dates. The cost of an official city gift will also be covered. During the visit to Itabashi, Mayor Meed Ward will present an official gift to the City of Itabashi.

The late Kan Nakazawa donated the Sakura trees found at Spencer Smith Park and along Itabashi Way. He has also given generously to the Burlington Art Centre Building Fund and funds a scholarship for international studies presented annually by the Rotary Club of Burlington – Lakeshore each year.

A current estimate for the travel expenses for one individual travelling to Itabashi (air, hotel and transfers) is approximately $3000.00. This number is subject to change. Once the travel cost per person is identified, any change fees or additional travel arrangements will be at the expense of the individual.

The purchase of the city gift is generally in the range of $1200 to $1500 and is sourced locally.

Travel expenses for the Burlington delegation and purchase of the city gift will be funded from the Mundialization Reserve Fund. The uncommitted balance in the Mundalization reserve fund is $223,759 as of March 31, 2024.

A couple of questions:

Is this the time to be doing something like this?  Tax payers are beginning to holler about spending levels.

The cost of the trip comes in at about $20,000 – that total doesn’t appear in the report from the City Clerk.

And  why is there $223,759. in the  reserve fund?

Might this be a good time to revert to the once every ten year celebration that was the practice ?

 

Return to the Front page

Fireworks/drone presentation: City wants to know if you like it - Telling the public how much was spent might help people decide what they are prepared to pay for.

By Pepper Parr

July 2, 2024

BURLINGTON, ON

 

With what passes for a snappy headline the city communications people want to know what you thought of the fireworks/drone presentation on Canada Day?

How much did this cost?

Canada Day fireworks and drone display – y’eh or n’eh?

The City is looking for feedback on the use of drone and firework displays for Canada Day through an online survey at getinvolvedburlington.ca/dronesurvey. The survey is open now until July 9.

This year was the first time the City has used a drone display as part of the Canada Day festivities. The drone display was done before the traditional fireworks display.

The feedback gathered from the survey will be used to evaluate the two displays’ effectiveness and measure residents’ desire to expand the use of drones or continue with a traditional fireworks display in future years.

A report to Council was submitted March 4. A follow-up report will be going to Council with a recommendation on future use of drones and fireworks in the fall.

Telling the public how much was spent might help people decide what they are prepared to pay for.

To take the survey, visit getinvolvedburlington.ca/dronesurvey.

Angela Paparizo, Manager of Arts and Culture asks: Should we combine drones and fireworks again, or choose just one? That’s what we need to hear from residents.”

 

 

Return to the Front page

Would the Liberals have won Toronto St Paul if they had moved from 'first past the post' system we now have?

By Pepper Parr

July 2nd, 2024

BURLINGTON, ON

 

Minister of Democratic Institutions Karina Gould stands during Question Period in the House of Commons on Feb. 1, 2017. (Fred Chartrand/Canadian Press)

“Seven months after her predecessor described the current electoral system as “antiquated,” and one week after the Liberal government abandoned its pursuit of reform, the new minister of democratic institutions defended first-past-the-post during an appearance before a House of Commons committee.

Serving as Minister of Democratic Institutions in 2017, Karina Gould stands during Question Period in the House of Commons (Fred Chartrand/Canadian Press)

This was back in 2017, February 7th actually, Karina Gould MP for Burlington, said:

“The first-past-the-post system may not be perfect — no electoral system is, … But it has served this country for 150 years and advances a number of democratic values that Canadians hold dear, such as strong local representation, stability and accountability.”

The decision to abandon the Liberal Party’s commitment to implement a new electoral system was “difficult” but “responsible,” Gould said, citing a lack of consensus around the options.

Had the government stood by its commitment “to implement a new electoral system” the results of the election in Toronto St. Paul would have been a lot different.

It would be interesting to hear what Gould would have to say about the statements she made in 2017.

We will ask and see what comes back in the way of a response.

To Ms Gould: Looking back at the decision you announced in 2017, that the federal government was not going to change the existing ‘first past the post’ method of determining who had won an election and looking at the results of the recent Toronto St. Paul by election would you comment on the way things worked out?

The word ‘Ironic’ sums it up rather well.

We sent Dave Meslin – an authority on ranked balloting, asking what he thought the outcome in Toronto St. Paul would be:  His reply; “It’s impossible to know for sure how voters might have ranked their ballots…. but yes, it’s quite likely that the Liberals would have won St Pauls.  It’s the most likely outcome.

No response yet from Karina Gould

 

 

 

Return to the Front page

The Mayors' Budget: It will look a lot different and be laden with promises

By Pepper Parr

July 2nd, 2024

BURLINGTON, ON

 

For those who want to see a zero budget increase – listen to what Mayor Meed Ward is asking her colleagues to do.

She wants them to endorse the following direction she will give the Acting Chief Financial Officer.

The Strong Mayor powers act requires the Mayor to produce a budget. Her directions are:

 Mayoral Direction

Direction to the Acting Chief Financial Officer (CFO) pertaining to the 2025 Budget

Ensure any proposed changes to budget (increases or decreases) are done in accordance with the following four principles: Affordability, Livability, Sustainability and Transparency.

In accordance with subsection 284.3 and 284.16 of the Municipal Act, 2001 (the “Act”), I, Marianne Meed Ward, Mayor of Burlington, hereby directs the Acting Chief Financial Officer (CFO) to:

    • With direction from the Mayor and in consultation with the CAO, and Deputy Mayor of Strategy and Budgets, prepare a summary of the draft 2025 budget for public consultation and input by September 13.
    • Prepare one Community Budget for release Nov. 4, considering feedback from the community, members of Council in both their council and Deputy Mayor roles (as outlined below), input from the Deputy Mayor of Strategy and Budgets, the needs identified in the 2025 financial needs and multi-year forecast (Financial Forecast) (F- 25-24) and direction from the Mayor.
    • Ensure any proposed changes to budget (increases or decreases) are done in accordance with the following four principles that balance providing for today while preparing for our future: Affordability, Livability, Sustainability and Transparency.
    1. Affordability:
      1. Residents are struggling with rising costs of living, which are also affecting costs of city The city’s financial plan must continue to include year over year decreases in the property tax increase to ultimately align with inflation plus state of good repair, as we catch up on priority needs while ensuring long term financial sustainability.
      2. Ensured any proposed increases are focused on community-identified essentials while ensuring the city stays on track to catch up with infrastructure investments and community amenities for our growing population.
    • Maintain or enhance the low income property tax relief program, free transit, fee subsidy, and other programs to ensure income is not a barrier to participation in community life and to make life more affordable for Consult with the Deputy Mayor for Environment on additional free transit.
    1. Ensure a competitive cost of doing business in the City of Burlington, and look for additional opportunities to provide grants, rebates or other incentive programs to business.
    2. Explore investments that will increase the city’s assessment base through new housing development and business attraction, which keeps property taxes down for residents and Consult with the Deputy Mayor of Housing and the Deputy Mayor of Business and Red Tape Reduction on budget initiatives aimed at increasing housing and business assessment growth, as well as reducing costs for housing delivery and businesses.
    1. Livability:

Before any increases in staff or resources are contemplated seek to fund these through efficiencies, re-allocation of existing funds, use of technology, new revenue sources, or other revenues that don’t rely solely on tax or fee increases.

Burlington is the number one community in Ontario and top five across the country because of the great quality of life and services we provide. That’s why people choose to live, work, invest and visit. Our budget must ensure we maintain our great quality of life by:

    • Maintaining community service levels and standards while accounting for inflationary pressures
    • Enhancing services where identified as priorities by the community; Consult with the Deputy Mayor of Recreation & Community Services on enhancements to service offerings and non-tax revenue opportunities through sponsorships or other sources
    • Invest in infrastructure growth in the community through capital and land enhancements that support Council Approved Master Plans in accordance with the Multi-Year Community Investment Plan (F-24-24).
    • Prioritize investment of additional staff or resources in front line service delivery;
    • Before any increases in staff or resources are contemplated seek to fund these through efficiencies, re-allocation of existing funds, use of technology, new revenue sources, or other revenues that don’t rely solely on tax or fee increases.
    1. Sustainability:

Our budget must provide for present needs while preparing for our future. We can’t postpone investments today and send future generations the bill. All our decisions must have an eye both to affordability for the present and sustainability for the future, as follows:

    1. Invest in State of Good repair for community assets, with a minimum 1% infrastructure levy on the total tax bill (2% increase to budget) to ensure the right repair at the right time. This saves taxpayer money from delayed maintenance that costs up to10x This proposed levy is in accordance with the council-approved Asset Management Financing Plan (F-20-23)
    2. Stay on track with continued incremental investments in facility maintenance to improve customer satisfaction and reduce the risk of unplanned facility closures or service disruptions.
    • Maintain Burlington’s overall financial health considering a range of factors including debt, revenue, reserves, debt to revenue ratio and other
    1. Before considering any increase to rates, fees or property taxes, increase revenue and/or reduce costs through improved service, reprioritization of activities, efficiencies, technology advancements, sponsorships, or other
    2. Ensure rate and fee adjustments are aligned with inflation, market comparators and/or service enhancements requested by the community and justified only after exhausting other means to increase revenue or reduce costs.
    1. Collaborate with the city’s Government Relations team to secure Burlington’s share of funding programs from federal and provincial governments and related agencies; and to advocate to upper level governments to pay their fair share of community services and infrastructure which have been downloaded to the municipal property tax base. Report the impact of these costs to the community in a clear and transparent way.
    • Prepare a multi-year simulation in respect of multi-year costs, increased assessment revenue and other assumptions to ensure future generations aren’t saddled with today’s known In providing the simulation, provide a clear and transparent list of the assumptions driving the simulation (line items, as well as specific amounts).
    • Transparency:

Residents have asked for a simpler, easier to track and understand, presentation of the budget, to foster better community engagement. As such, staff are directed to:

    1. Present the budget book by department to include:
      • all specific costs of delivering the service
      • sources of revenue by type
      • reserve balances, draws or contributions
      • summary of cost pressures (if any)
      • new budget requests and rationale for how this will improve community services
      • select key performance measures and progress towards meeting them
    2. Ensure performance measures focus on service outcomes and benefit the community.

      Ensure performance measures focus on service outcomes and benefit to the community of the service provided, and how any change in proposed budget or staffing will benefit residents.

    • Align the community engagement and budget presentation and approval schedule with the 2025 financial needs and multi-year forecast (Financial Forecast) (F-25-24), while allowing for additional opportunities for community and council engagement.
    1. Consult with the Mayor and Deputy Mayor of Community Engagement and Partnerships on enhanced opportunities for community input and communications on the budget.

This delegation takes effect on [insert date] and remains in effect until modified or revoked.

That insert date will be added when Council meets later in July; assuming that it that Council actually endorses – this Mayor has had problems getting her Council to go along with her on a number of issues recently.

Sample of the template that will be used to create the budget book were part of the announcement – there are quite a few pages – they will be published as a seperate article.

 

 

 

 

Return to the Front page

What impact will the construction of Hwy 413 have on your use of the creeks, streams and rivers the road will cross?

By Staff

July 2nd, 2024

BURLINGTON, ON

 

Now that the decision has been made the province wants your thoughts and concerns about the impact construction of Hwy 413 will have on navigable waterways.

A link to the survey the government asking people to complete is HERE

The Environment

Learn about the Environmental Assessment process for the Highway 413 Project and how Ontario protects the environment when building new infrastructure.

The proposed Hwy 413 will cross creeks, streams and small rivers. What are your thoughts on how this might impact you?

Environmental and Agricultural Considerations

Ontario’s Greenbelt Plan recognizes the importance of infrastructure for people’s economic well-being, health and quality of life and it permits new projects provided they service the significant growth and economic development expected in southern Ontario. The province is committed to maintaining strong environmental oversight of the Highway 413 Project to minimize impacts on natural terrain. Ontario is also, taking steps to expand the Greenbelt to protect environmental, groundwater and agricultural resources for future generations.

Public protests and solid opposition within the legislature turned the Greenbelt plans around – same does not appear to be happening with the 413.

The preferred route for Highway 413 was chosen in part to minimize impacts to the Greenbelt, and as the project moves ahead, Ontario would carefully consider all impacts of the project and its construction. For example, the protection of major watercourses, including the Credit and Humber rivers was a top priority when determining the preferred route. Proposed watercourse crossings would be designed with the intent to minimize the impacts to the watercourses, the valley lands, floodplains, fish habitat, wildlife and trail networks. This would help to minimize the project’s impact, maintain fish passage and habitat, minimize vegetation loss and protect Species at Risk.

Protecting agricultural lands is also a top consideration. While a new transportation corridor cannot completely avoid impacting agricultural land, Ontario will be undertaking an Agricultural Impact Assessment to help understand and minimize the impacts on the region’s agricultural land.

Navigable Waterways

One of thew many streams that the 413 will cross.

Plans for work in or around any navigable waterway may require authorization from Transport Canada.

A navigable waterway, as defined in the Canadian Navigable Waters Act (CNWA), is “a body of water, including a canal or any other body of water created or altered as a result of the construction of any work, that is used or where there is a reasonable likelihood that it will be used by vessels, in full or in part, for any part of the year as a means of transport or travel for commercial or recreational purposes, or as a means of transport or travel for Indigenous peoples of Canada exercising rights recognized and affirmed by section 35 of the Constitution Act, 1982, and

  • there is public access by land or by water;
  • there is no such public access, but there are two or more riparian* owners or
  • His Majesty in right of Canada or a province is the only riparian owner.”

* Riparian refers to relating to or situated on the banks of a body of water.

Initial Screening

Within the Study Area, the Project Team has identified 24 stream or river locations that may be navigable.

As part of the assessment to initially determine the navigability of the watercourses crossing the proposed Highway 413, Hwy 410 and Hwy 427 extensions, fluvial geomorphic data (channel definition, hydraulic flow regime, and channel dimensions) were used to set the criteria for this initial assessment. This initial screening assessment is based on a previous navigable waters requirement that a channel must be at least 3.00 m wide and about 0.30 m deep across the channel.

The below mapping provides the results of this initial screening assessment. However, further consultation and field investigations will be needed to complete the assessment for the navigability of the initially screened water crossings. Please use the numbering on the map to identify the corresponding watercourse potentially used for navigation.

Provide Your Input

The Project Team requires input from Indigenous communities and members of the public to confirm past, present, or potential future uses of waterways. Please tell us about waterways within the Study Area that you previously or currently use with a canoe, kayak, stand-up paddleboard or other watercraft. This information will help verify the number of current navigable waterways and develop plans to avoid or mitigate any effects the Project may have during construction or operation.

The Project Team will work to avoid and/or minimize potential impacts to navigation and follow the processes outlined in the CNWA. This process will include ongoing consultation with Transport Canada, Indigenous communities and the public as the Project progresses through Preliminary Design.

The survey will be available for a 30-day comment period from July 2nd to August 2nd Input and feedback will be summarized in a finalized report on the Highway 413 website.

Link to the survey is HERE

Return to the Front page

Ontario Casino Near Burlington Celebrates 30 Years

By Julieta Belen Correa

July 1st, 2024

BURLINGTON, ON

 

Caesars Windsor Casino, celebrating its 30th anniversary, stands as a landmark in Canadian gaming history. Over the past three decades, the landscape of gambling has evolved significantly, with advancements such as the advent of online casinos. These platforms have revolutionized how people engage with casino games, offering convenience and accessibility from the comfort of home or on the go. Moreover, the availability of various payment options, such as secure platforms like Gigadat, ensures that players can transfer funds safely and efficiently to enjoy their gaming experience (source: https://gigadatcasinos.com/). However, traditional establishments like Caesars Windsor Casino near Burlington are worth celebrating, especially as they achieve milestones like celebrating 30 years in business.

Lady Luck

Located in Windsor, Ontario, just a few hours’ drive from Burlington, Caesars Windsor has been a pivotal part of Ontario’s gaming landscape since its inception on May 17, 1994. Originally housed in the renovated Art Gallery of Windsor as the temporary Casino Windsor, it quickly became a magnet for gaming enthusiasts, drawing long lines of eager patrons, predominantly from nearby American states.

The casino’s establishment marked a significant milestone not only for Windsor but for Ontario as a whole, being the first of its kind in the province and operating through a public-private partnership. Despite initial skepticism, its popularity led to expansions, including the introduction of the Northern Belle casino boat in 1995 to handle the overwhelming demand.

In 1998, Caesars Windsor found its permanent home on Riverside Drive, undergoing further expansions over the years to include a hotel tower, the Colosseum entertainment venue, and extensive dining and entertainment options. These developments transformed it into a premier gaming and entertainment destination, employing thousands and attracting visitors from both sides of the border.

Caesars Windsor has facilities to handle gaming that includes smaller private groups as well as large slot locations.

Ken Lewenza, former president of CAW Local 444, highlighted the casino’s impact on the local community, emphasizing how the unionization of employees marked a milestone in diversifying the local workforce and establishing a presence in the burgeoning gaming sector.

Today, Caesars Windsor continues to thrive as a cultural and economic cornerstone in the region, employing thousands and attracting visitors from across Canada and the United States. Its role in pioneering casino gaming in Ontario underscores Windsor’s significance in Canadian gaming history, showcasing how strategic partnerships and community collaboration can drive economic growth and cultural enrichment.

Originally located in an art gallery Caesars Windsor now has extensive gaming facilities, fine dining options as well as hotel.

Caesars Windsor offers a premier gaming experience in Ontario, making it a convenient destination for those seeking excitement and entertainment. Whether enjoying a day trip or a weekend getaway, Burlingtonians have easy access to world-class gaming, dining, and live entertainment at Caesars Windsor, reinforcing this casino’s status as a leading destination in Ontario’s vibrant gaming industry. With a rich history, experts believe this casino will likely see another 30 successful years, or more, serving its customers.

While traditional gaming in establishments like Caesars Windsor is still alive and well, online gaming is inching upward in popularity. As mentioned above, players now have the option to wager in-person or online. There are even anonymous casinos online that allow players to wager without sharing too many personal details. With so many options, it’s likely that the casino industry and iGaming industry will continue to grow side by side in the coming years.

As Caesars Windsor celebrates its 30th anniversary, it remains a testament to Windsor’s resilience and innovation in gaming. The casino’s ongoing success underscores its enduring appeal and its role in shaping the future of gaming entertainment in Canada.

 

Return to the Front page

Preferred Concept for Civic Square released

By Pepper Parr

June 29th, 2024

BURLINGTON, ON

Council will hear an update on the Civic Square and Brant Street renewal project that aims to visualize, design, and implement the renewal of Civic Square, City Hall Entrance, and adjacent streetscapes to contribute to a healthier and more vibrant downtown core.

Not sure how improvements to Civic Square will result in a more vibrant downtown; the plan seems to be that if we continually say downtown is vibrant it will become vibrant. The final preferred concept design is an evolution of Concept 2 – Atrium with modifications to include some design features from the other two concepts.

The project is now transitioning into Phase Three of the engagement plan that includes informing stakeholders and the broader community of the final preferred concept design and will continue through September 2024.

View from Elgin Street with 400 Brant restaurant to the right. It looks like the clock is going to be located at the entrance to the smaller parking lot.

The upcoming project schedule includes detailed design, permits and approvals from July 2024 to March 2025, tender period in February – March 2025, and construction period from June 2025 to June 2026.

The budget for the project is approximately $7.6 million, with funding from the Government of Canada, Government of Ontario, and the city.  The Government of Canada is investing $1,984,900. The Government of Ontario is investing $1,653,917. The city has already committed capital funding of $884,744 with an additional $808,750 forecasted in the 2025 Budget.

Capital funding in the amount of approximately $2,365,000, to support changes to City Hall related to this project, was approved in the 2024 Budget.

A rendering showing what Civic Square could look like. The flag poles will be beside the entrance the City Hall.

Public Art

Through the City’s Public Art Program, LeuWebb Projects has been selected by a community jury of artists and arts professionals to join the project team. LeuWebb will lead the fabrication and installation of the public art, in consultation with the project team.
Next Steps

Next steps for the project team include:

  • Phase Three engagement
  • Advancing the preferred concept design through detailed design
  • Discussions with internal and external stakeholders and outside agencies on key detailed design requirements.

A preference for the following design features emerged from the decision matrix:

  • Overall preference for Concept 2 – Atrium, with a vestibule entrance as per Concept 3
  • Focal points, double and single story, at Brant Street and James Street
  • Focal point at Elgin Street
  • Continuous canopies as per Concepts 1 and 2
  • Size, configuration, and flow of Concept 2
  • 50% parking reduction as per Concepts 1 and 2
  • A variety of seating opportunities as per Concept 1
  • Flag poles at building entry as shown in Concept 1
  • Water jets as shown in Concept 3
  • Trees and planting areas as shown in Concept 3
  • Waves paving pattern as shown in Concept 1

The project team received a significant amount of useful stakeholder and community input over the course of ten months. With the presentation of this preferred concept design, the opportunity to influence the concept design is complete. Public participation will now focus on informing stakeholders and the broader community of the preferred concept design.

The preferred concept design will be available for review on Get Involved Burlington with promotion on social media. The project team plans to attend the Food for Feedback event in September 2024 to inform attendees on the preferred concept design.

Related news story:

The three concepts

 

Return to the Front page

Nobody Won the US Presidential  Debate - America Lost

By Ray Rivers

June28th, 2024

BURLINGTON, ON

 

It was a sad exhibition – in fact disgraceful on all counts.  Donald Trump was true to form.  He had bragged earlier about not needing to prepare and that was because he just made everything up.  He lied incessantly as if there were no consequences to lying – and when it comes to politics there doesn’t appear to be anymore.  He is a showman and speaks with an almost credible slickness, his lies and non sequiturs notwithstanding.  And he is such an animated performer it would be hard to guess his age.

Joe Biden: constantly searching his memory as he closed his eyes – as if to discover the place where he had lost the too many facts and figures he had been instructed to memorize.

That was in sharp contrast to the motionless and expressionless ghostly figure standing across the room from him.  Joe Biden looked terrible last night.  He was pale and uneasy, constantly searching his memory as he closed his eyes – as if to discover the place where he had lost the too many facts and figures he had been instructed to memorize.  Blame his prep team for expecting an 80 year old, whose last political debate was almost four years ago, to memorize and recite all the trivia normally found in his briefing notes.

The question is why Biden even bothered trying to argue facts with Trump.  He might have won the debate had he been able to lie as fluently, lucidly and articulately as his opponent.  The bigger the lie the more people will believe it.  And that is especially true today thanks to social media where more and more Americans, and Canadians, than ever get their news.

Over 70 million Americans watched this TV debate according to the Nielsen ratings, making it the third most watched debate in U.S. history.  And nobody could miss how Joe Biden embarrassed himself and hurt the election chances of all the other democrats who had thrown their support behind him.

America lost as these two presidential candidates battled it out for 90 minutes.

There was a lot of pressure to perform and Biden’s nervousness throughout showed it.  He actually appeared to freeze up at one point.  The sterility of the debate format, amplified by the absence of a live audience, was something the Biden team had requested.  It likely added to the tension in the air and was just another mistake on his part.

Former president Donald Trump wore a smirk much of the time when the camera was just on him.

As President, Biden has scored an impressive record of achievements on the economy and foreign relations.  That he failed to get that across is a major set back for his campaign.  And his failure to adequately defend his immigration record has become his Achilles heel, if indeed it is even defensible.   So Trump made some points on immigration but just spread BS on everything else.

There is an almost unprecedented chorus of Democrat pundits calling, though mostly still respectfully, for Biden to go.  And for the sake of the country and all the issues at stake in the upcoming election that would be the best thing that Biden could do for the country he cares so deeply about and has served so well over the years.

There comes a time when we all have to realize that is time to let it go – to let the next generation step in to do the heavy lifting.  That sober advice applies to Mr. Trump equally.

Ray Rivers, a Gazette Contributing Editor, writes regularly applying his more than 25 years as a federal bureaucrat to his thinking.  Rivers was once a candidate for provincial office in Burlington.  He was the founder of the Burlington citizen committee on sustainability at a time when climate warming was a hotly debated subject.   Ray has a post graduate degree in economics that he earned at the University of Ottawa.  Tweet @rayzrivers

Return to the Front page

Public gets first look at plans for 1200 King Road Alinea site

By Pepper Parr

June 27th, 2024

BURLINGTON, ON

 

It was described as “transformative”; the first public look at what the 1200 King Road property would look like based on architect renderings.

King Road on the right.

 

Aldershot GO station on the right.

This was an early look at what the site that would house 9125 people when the site has been built out.

A rendering of the park area of the 1200 King Road site. On the right, Mayor Meed Ward meeting with Paul Paletta during the viewing of the plans.

Return to the Front page

Fire damaged Paletta structure will be demolished and a new corporate head office will rise.

By Pepper Parr

June 27th, 2024

BURLINGTON, ON

 

It has been an eyesore for years.

But changes are in the work.

Fire damaged all of the east side of the building during the December 6th

The burned out hulk of the former head office for Paletta International will be torn down and a new building put in place that will be the head office for Alinea.

The company has site plan approval; they are currently working with the architects on last minute changes to the new building.

No firm date yet on when shovels will be in the ground.

The site covers 18 acres and the company is preparing longer term plans that will be driven to a significant degree by market demand.

 

Just a shell of what was once the headquarters for Paletta International.

 

Return to the Front page

Grants totalling $45,300 given to Burlington groups

By Staff

June 26th, 2024

BURLINGTON, ON

 

The provincial government announced grants for seniors in communities across the province.

Creative Community Hive

$20,300

Burlington

This project will enable Creative Community Hive to host open crafting sessions for Seniors in the Halton region.  You can reach them and learn more  infohive2021@gmail.com

Conservation Halton

$25,000

Burlington

This project will help to develop the “Green Legacies” program, designed for seniors in five residences in the region of Halton. Supported by older adult volunteers, the project aims to enhance physical activity and community engagement among 900 participants through workshops, garden installations and field trips.

Return to the Front page

United Way releases Impact Report - celebrates the raising of 12.5 million

By Staff

June 26th, 2024

BURLINGTON, ON

 

United Way Halton & Hamilton celebrate a historic milestone – raising $12.5 million — the largest amount ever raised for the community’s critical programs and initiatives. This remarkable achievement underscores the collective commitment to supporting those in need, right here at home.

2023-2024 Impact Report at uwhh.ca.

The 2023-2024 Impact Report highlights the important work being done to address critical issues and improve lives in our community, showcasing the tangible impact of your contributions through compelling data and personal stories of those with lived and living experience.

Some of the results include:

220,568+ Individuals and Families Supported

117 Programs delivered to the community through 61 Agency Partners: Community members received the critical support they needed.

92,198 Children and Youth: Accessed basic needs and empowerment48,747 Seniors: Improved their wellness and sense o

45,598 Women: Overcame systemic barriers to inclusion and

$969,128 In-Kind Donations: Distributed from the Community Donation Warehouse to community

1,763+ Volunteers: Mobilized to support initiatives and drive community

Brad Park, President and CEO of United Way Halton & Hamilton

Brad Park, President and CEO of United Way Halton & Hamilton, expressed his gratitude for the past year, stating, “I would like to thank our community for a historic year, standing with us to help bring people and resources together to build strong, healthy, and safe communities for all. United in ACTION, we’re helping ensure a better path forward for our community.”

Looking Ahead

United Way Halton & Hamilton is energized in its commitment to building a brighter future for Halton and Hamilton. United in ACTION, the organization is focused on addressing the pressing issues facing the community, from housing and food insecurity to accessing essential services. With continued support, United Way Halton & Hamilton aims to build a community where everyone has the opportunity to thrive.

In looking ahead to the upcoming year, Park adds, “We’re committed to working tirelessly to help alleviate the waitlists of our agencies, reduce the complexity of the issues impacting our neighbours, and work towards lowering the demand for social services. When we rally together, we create actionable change that helps our neighbours in a critical time of need.”

To discover the impact United Way has had on the community, please read the 2023-2024 Impact Report at uwhh.ca.

 

Return to the Front page

Vehicle license plates can now be renewed automatically

By Staff

June 26th, 2024

BURLINGTON, ON

 

More than eight million drivers in Ontario will be able to have their licence plates renewed automatically;  The change takes effect on July 1, 2024

The Ministry  of Transportation first  eliminated licence plate sticker fees for passenger vehicles, saving drivers $120 a year for every car they own. Now, the province is saving drivers valuable time and making their lives easier by automatically renewing licence plates.

Licence plates for passenger vehicles, light-duty trucks, motorcycles and mopeds will renew automatically 90 days before expiry if the vehicle owner has valid insurance and no outstanding fines or tolls. If a licence plate cannot be renewed automatically, the vehicle owner will be notified and required to manually renew online or in person at ServiceOntario.

Until automatic licence plate renewals take effect, vehicle owners are required to manually renew their plates at no cost. Ontarians can check their licence plate status at ontario.ca/platerenewal.

Vehicle owners can ensure they do not miss digital notifications about issues related to automatic renewal by signing up for ServiceOntario reminders at https://reminders.ontario.ca/en or 1-800-387-3445.

  • Vehicle owners who have signed up for ServiceOntario digital notifications will be sent notifications through email, text, or voicemail if their licence plates cannot be renewed at 90, 45, and 10 days before expiry, and again at 72 hours after expiry.
  • Vehicle owners who have not signed up for digital notifications will be sent paper notifications by mail 90 days before expiry and 72 hours after expiry.
  • The introduction of automatic licence plate renewals will not change the way the province, municipalities or the 407 ETR collect unpaid fines and tolls.

 

 

 

Return to the Front page

Canada Day: Fire works; a drone display; three dog shows and Japanese Taiko drumming 

By Staff

June 26th, 2024

BURLINGTON, ON

 

Burlington is celebrating Canada Day on Monday, July 1, 2024, in Spencer Smith Park. The celebrations, sponsored by Bunzl, will begin at 11:30 a.m. and offer activities throughout the afternoon. The event officially kicks off at 4 p.m. with the Burlington Teen Tour Band, remarks from Burlington Mayor Marianne Meed Ward, special guests and Itabashi, Japan Mayor Takeshi Sakamoto. The City of Burlington is hosting a delegation from Itabashi, Japan, celebrating the 35th anniversary of twinning between Burlington and Itabashi.

This year, the City is introducing a family zone with activities during the day. This new feature includes an Inflatable Zone sponsored by Harb Plumbing, dog shows, food vendors, activity providers and entertainment.

The drone show: How do they work: https://www.verge.aero/everything-about-drone-light-shows

Event attendees can observe a one-time pilot with a 10-minute drone show before the fireworks. A drone light show is a display that uses a group of drones with lights to create different patterns, shapes and images in the sky. After the drone and fireworks show, event participants and residents can take a quick survey to help the City plan for future Canada Day events.

The survey will be open the evening of July 1 at getinvolvedburlington.ca/dronesurvey.

July 1 events at Spencer Smith Park 

  • 9 a.m. – Yoga in the Park 
  • 11:30 a.m. to noon – Dog Show #1 
  • Noon to 7 p.m. – Inflatable Zone 
  • 1:30 to 2 p.m. – Dog Show #2 
  • 2 p.m. – Citizenship Ceremony 
  • 3 to 3:30 p.m. – Dog Show #3 
  • 4 p.m. – Opening Ceremonies 
  • 5:15 p.m. – Bharatham Academy of Indian Dance 
  • 6 to 7 p.m. – Nagata Shachu, Japanese Taiko drumming 
  • 7:45 to 10 p.m. – King Cruff, Bob Marley’s grandson, reggae, Soca, dancehall style 
  • 9:30 p.m. – Drone show 
  • 10 p.m. – Fireworks 

This schedule may change. For the most up-to-date schedule, visit burlington.ca/canadaday.

Canada Day Shuttle and Burlington Transit 

Downtown parking is in high demand during Canada Day festivities. Residents are encouraged to consider other transportation options such as cycling, walking, carpooling or taking Burlington Transit

An accessible, free shuttle service will run from noon to 11:30 p.m. The shuttle will pick-up and drop-off people at Mainway Arena (4015 Mainway) and the downtown John Street Bus Terminal. Free bike parking will be available near the Waterfront Hotel for cyclists to secure their bikes.

Burlington Transit is running a Sunday schedule with routes ending between 8 and 10 p.m. on July 1. Plan your trip on myride.burlington.ca .

Volunteers Needed 

Volunteers are needed for the Canada Day event. Various positions are available for anyone 14 years and older. Volunteer positions include set-up, tear down, inflatable assistant and event support.

To volunteer, visit burlington.ca/volunteer, click on Festivals and Events to register and apply.

Angela Paparizo, Manager of Arts and Culture

“Our Canada Day celebration is always an event that offers something for everyone. It’s free and Burlington’s waterfront is a beautiful place to bring your family and meet your friends. The dog show is back and is always one of the most popular events of the day, second only to the fireworks. We’re excited to try a drone show for the first time ever and hear what people think of it, said Angela Paparizo, Manager of Arts and Culture

Links

burlington.ca/canadaday 

burlingtontransit.ca  

getinvolvedburlington.ca/dronesurvey  

 

Return to the Front page

City gets a good mark on financial assessment/review - significant financial challenges ahead

By Pepper Parr

June 25th, 2024

BURLINGTON, ON

 

Every four years BMA Management Consulting Inc., prepares a financial condition assessment report for the city.

The BMA people prepare similar reports for many municipalities in the province which gives them a deep understanding on how well or poorly the municipalities are doing financially

The report is an analysis of the City’s current financial health and position, observations and review of the city’s existing financial policies and comparison to the last financial condition assessment, which was completed in 2019.

The intent of the BMA report is to provide a systematic process to monitor and evaluate a municipality’s financial outlook and performance using several recognized financial indicators, which are structured into the following three sections:

  1. Growth and Socio-Economic indicators
  2. Municipal Levy, Property Taxes and Affordability
  3. Financial Position

The analysis includes a comparison of Burlington’s results against recognized industry standards, provides historical trend information, as well as a comparison to seven peer municipalities, being Oakville, Milton, Markham, Whitby, Oshawa, Kitchener and St. Catharines. The same municipalities were also used in the previous study as comparators.

For each of the three sections, this report summarizes in a table the financial indicators for Burlington based on the consultants’ review. In addition, a comparison to the 2018 results is provided to denote changes/trends as follows:

  • Positive: an alignment with the City’s goals, policies and industry standards. At or above the targeted performance indicator and/ or trending positively
  • Neutral: a situation where the City is not yet fully aligned with the City’s goals, policies and industry standards. No target indicator and/ or stable trend.
  • Caution: indicates that a trend has changed from a positive direction and is going in a direction that may have an adverse effect on the City’s financial condition and/ or trending negatively. This is also used to indicate that, although a trend may appear to be positive, it is not yet in conformance with the City’s goals, policies or industry standards.

Below are some highlights of BMA’s evaluation.

Major Civic Square design upgrade – paid for with a combination of grant money and funds in a reserve.

1.          Growth and Socio-Economic Indicators – Summary

Growth and socio-economic indicators encompass various economic and demographic characteristics including population, employment, household income, assessment, construction and business activities.

Highlights

  • From 2006 to 2022, average annual population growth in the city is 1%. Much of the new growth in the city will be through intensification, impacting future service delivery
  • The city is in the midst of a demographic shift with a growing population of adults 65+, impacting the ratio of working-age people to seniors to 2.7 in 2021 which is lower than the provincial average (3.3). Resulting in fewer working taxpayers, and a greater proportion of residents on fixed incomes
  • Commercial vacancy rate has increased substantially from 5% in 2019 to a high of 23.1% in 2022, driven by the increasing work from home trends
  • Residential / non-residential construction activity is a 61/39 split (over the last five years), representing a good balance between these two types of development, signifying a well-diversified assessment base to support municipal programs
  • The City’s weighted assessment per capita is the third highest in the survey, an indicator of the community’s ability to pay for services and support municipal programs
  • Annual average net assessment growth in the city has declined sharply to 0.62% which may be an ongoing challenge
  • Growth will continue in the city driven by intensification to facilitate the provincial housing pledge of 29,000 units by 2031

2.          Municipal Levy, Property Taxes and Affordability – Summary

This section provides an overview of the cost of municipal services (property taxes) in the City and affordability compared to peer municipalities.

Highlights

  • 69% of revenues were from property taxes in 2023, compared to 65% in 2018, reflecting a growing reliance on property taxes
  • The tax burden tends to be low for all property classes except for multi-residential, commercial shopping and industrial in comparison to the other municipalities in the comparator group, this is partially due higher tax ratios in Halton Region for these property classes.
  • The levy per $100,000 of weighted assessment is less than the average of the municipal comparator group, reflecting a lower level of municipal spending in relation to the assessment base
  • Property taxes as a percentage of household income in Burlington are the third lowest in the survey average of municipal comparators, thereby reflecting residential affordability as it relates to municipal taxes in relation to the current service levels
  • The city has roughly the same level of tax spending as the peer average on a per capita basis. It will become increasingly difficult to reduce the increase in costs for providing municipal services at the current experience of inflation

Financial Position – Summary

Reserves and reserve funds when used in conjunction with debt policies are a critical component of a municipality’s long-term financial plan and financial health.

Reserves and reserve funds provide tax rate and cash flow stability when the City is faced with unforeseen or uncontrollable events. It ensures cash flows are sustained and allows for internal financing for temporary or one-time expenditures. Furthermore, these funds provide the City flexibility to manage debt levels and allows for planning future liabilities.

The city has four categories of reserves and reserve funds.

  • Stabilization Reserves and Reserve Funds
  • Capital Reserve Funds
  • Corporate Reserves and Reserve Funds
  • Program Specific Reserves and Reserve Funds

The city also maintains reserve funds for Local Boards, which were established in response to specific programs for each board. Their operating surpluses are used to fund their respective reserve funds.

Stabilization Reserves & Reserve Funds

 These types of reserves and reserve funds are used to mitigate the risk of raising taxes or reducing service levels due to temporary revenue shortfalls or unanticipated expenditures. It is restricted to unforeseen or temporary events, which can include the previous year’s operating deficits.

Overall, the target balance for the consolidated stabilization reserve funds (excluding Building Permit Stabilization Reserve Fund) is set at 10%-15% of the City’s own source revenues. As of 2022, the consolidated balance of these reserve funds is below target at 9.3%.

Capital Reserve Funds

As stated in the City’s Strategic Plan, all city infrastructure will be maintained in a state of good condition. Annual contributions that are consistent and predictable to capital reserve funds is vital for the future rehabilitation and replacement of assets to be able to meet this goal.

The city’s capital reserve fund policy recommends that as a general principle a consolidated target for capital reserve funds should be a minimum balance of 2% of the total asset replacement value. Based on the city’s 2021 total asset replacement value of

$5.2 billion, this equates to $104 million. As of 2022, the City’s uncommitted consolidated year-end balance in capital reserve funds is approximately $28 million, well below the intended target. Furthermore, the consolidated balance in capital reserve funds has decreased by 31% over the last five years.

Capital reserve funds are a critical component of the city’s 2021 long-term asset management financial plan (F-34-21) and are conservatively employed to minimize impact to financial flexibility and overall liquidity. Declining capital reserve funds along with escalating inflation and greater expectations of quality programs, as highlighted in Appendix A, suggest an increase to the dedicated levy at a quicker pace to avoid further increases in the infrastructure gap. This is in line with the recommendations in F-20-23, Asset Management Financing Plan Update, emphasizing continued importance on sustaining and growing the dedicated infrastructure levy to build reserves and create financial sustainability.

Corporate Reserves & Reserve Funds

These reserve and reserve funds are used to manage current costs that will be transferred to future generations, as the City incurs liabilities that do not have to be paid immediately.

Reserve funds in this category include the Employee Accident, Benefits and Insurance reserve funds.

Contributions to Corporate Reserve/Reserve Funds should take into consideration the liability associated with these funds. A sufficient budget allocation is required to fund the WSIB costs and employee benefits so that the Employee Accident Reserve Fund and Benefits Reserve Fund can eventually be replenished to cover the liabilities.

Program Specific Reserves & Reserve Funds

Program specific funds are established from time to time by Council based on needs of the community. Some examples are the Community Heritage, Culture, Forestry and numerous Parks & Recreation related reserve funds.

Growth Related Reserve Funds

Development charges (DC) will be applied to the full extent permitted by legislation. Currently, there are seven DC reserve funds under the city’s existing by-law for transportation, storm drainage, fire, transit, library, parks and recreation, and development related studies.

Community benefits charges (CBC) replace the former section 37 provisions under the Planning Act. Municipalities can use CBCs to fund capital costs, of any public service, that are related to the needs associated with new growth if those costs are not already recovered from development charges and parkland provisions.

Park dedication is used by the city to provide land for park or other public recreational purpose. This is accomplished through dedicated parkland as part of a development application or through cash-in-lieu received which the city uses to purchase land for parks and other recreational facilities.

Based on the financial assessment completed by Watson & Associates   the passing of Bill 23 legislation will have a significant financial impact on the City’s revenue collection for development charges, community benefits charge, and park dedication (cash-in-lieu/land conveyance). This will restrict the city’s ability to fund growth-related infrastructure in a timely manner and exert pressure on the city’s operating budget to support complete communities.

Debt Management

The city’s debt policy limits the total debt charges as a percentage of net revenues to 12.5% (provincial legislated limit is 25%). As of December 31, 2022, the City’s total debt charges as a percentage of own source revenue is estimated to be 13.64% (as per report F-06-23 – Quarterly Status Report).

In 2020, in order to create a more flexible and adaptable policy, while continuing to allow for quality investment decisions, meet legislative obligations and respond to community needs in a timely manner, the city updated its debt policy to provide for a temporary overage. The city’s debt policy contains an allowance to temporarily exceed the 12.5% to a maximum of 15% for no more than three (3) consecutive years. The corresponding recovery from the overage should also be sustained for a minimum of three years. The city’s current debt limit is within the parameters as defined by the policy.

The under construction Skyway community hub was funded by taking on additional debt.

The city makes every effort to minimize the impact of debt-servicing costs and manage future debt levels. Debt financing is primarily limited to specific project types such as new capital initiatives, land acquisitions, projects tied to third-party matching funds and should be considered only as a last resort for asset replacement as per the city’s debt policy.

As master plans are coming to completion, and the city is working towards updating the Multi-Year Community Investment Plan (MCIP), the city expects to see elevated debt levels to assist in implementation of community needs. Prioritization and sequencing of capital needs will be imperative to use the city’s debt capacity and reserve funds most effectively.

Highlights

  • Financial reserves are municipal piggy banks

    The City’s reserves and reserve funds (excluding obligatory reserve funds) have increased by 5.5% since 2018.

  • The consolidated 2022 stabilization reserve fund balance as a percentage of own source revenues (excluding the Building Permit reserve fund) is below the targeted range of 10-15%, and currently at 9.3%
  • Unfunded liabilities continue to exist in the city’s corporate reserves. Since liabilities do not come due at the same time, it is reasonable to have some unfunded liabilities, yet gradually address the liabilities to ensure it does not continue to grow
  • Asset Consumption ratio is higher than the peer average reflective of older assets and the need to increase the city’s capital reserve The consolidated balance in the capital reserve funds has decreased by 31% since 2018.

Strategy/process/risk

Challenges & Risks in the BMA report

In summary, the City in many respects continues to maintain a strong financial position, however, there are key areas identified throughout the report which require close attention. Further challenges lie ahead that will undoubtedly lead to financial risk and requires on-going monitoring. As evidenced in the report, the city relies heavily on property taxes to manage the city’s day to day operations, however, these revenues are being stretched as a result of limited assessment growth and increasing service demands displayed by a changing demographic and intensification. Growth in the city will only continue and moving forward the city’s growth funding tools are being limited by provincial regulations namely impacting development charges, and park dedication revenues. This affects the city’s ability to provide capital infrastructure to support growth in communities in a timely manner and places an increasing reliance on the city’s existing assets to deliver service.

This results in further pressure on the city’s tax revenues firstly, to support increasing debt financing costs for future capital investments and secondly, by way of accelerating the dedicated infrastructure levy to combat cost pressures, manage an increasing infrastructure gap, and to adequately contribute to capital reserves to support the aging infrastructure.

The City recognizes the need to re-evaluate the decisions around municipal finance and where necessary modify the plan to ensure the sustainability of the city’s financial capacity. Prioritization and sequencing of community investments will be of utmost importance to effectively utilize the city’s debt capacity and ensure reserve fund balances over the long-term continue to deliver value-added services to residents. To assist in this regard, preparation of a long-term financial plan should be considered to consolidate the various challenges and opportunities in one platform.

Next Steps

As concluded above, significant financial challenges are ahead for the City of Burlington as objectives of increasing growth, enhancing services and rising inflation collide. It will be important for the city to prioritize and sequence community needs to keep taxes affordable while effectively delivering services to the community. Moving forward, the city is updating its Multi-year Community Investment Plan to provide a thorough view of capital needs that are being brought forward with the completion of major master plans and strategies. Staff anticipate bringing forward a list of needs that are sequenced over a long- term planning horizon with an evaluation of existing funding sources to assist in the implementation of the city’s overall strategic objectives.

Furthermore, staff will be working towards bringing a comprehensive long-term financial planning document forward as per BMA’s recommendation above. Together, the multi- year community investment plan (MCIP), 2025 Asset Management Financial Plan and the multi-year operating budget simulation will provide a holistic view of the multiple financing strategies, the fundamental needs, and overall management of risk considered into one platform; ultimately, aligning with the strategic objectives of the city’s approved long-term financial planning framework. Staff anticipate bringing this forward in Q1 2025, to coincide with the completion of individual financial plans and related strategies.

Financial Matters:

The Financial Health Report prepared by BMA Management Consulting Inc. was completed at a cost of $28,500, which was funded by Financial Management Services’ operating budget.

Engagement Matters:

The results of this study will be shared with the Treasurer/Director of Finance from each of the seven comparator municipalities and the Region of Halton.

No mention of plans to share it with the public.

 

 

 

 

 

Return to the Front page

Evidence at OLT hearing supports the decision to approve Millcroft development

By Pepper Parr

June 25th, 2024

BURLINGTON, ON

 

When an Ontario Land Tribunal decision goes against what many wanted to see the howl from the community is that the government doesn’t respect the wishes of a community and that the province is calling the shots when it comes to decisions made by a Tribunal.

Understanding the process and paying attention to the evidence given at a Tribunal hearing should persuade a reasonable, rational person that Tribunal decisions are based on the evidence of the expert witnesses.

The Ontario Land Tribunal held a 17-day hearing regarding appeal proceedings brought by Millcroft Green Corporation (“Applicant”) under the Planning Act (“Act”) for the failure of the City of Burlington (“City”) to make a decision within the prescribed timelines regarding applications for an Official Plan Amendment (“OPA”), Zoning By-law Amendment (“ZBA”) and a Plan of Subdivision (“(PoS”). The appeals all relate to the properties located 2155 Country Club Drive and 4274 Dundas Street (“Subject Lands”).

The applications sought to reconfigure the existing 18-hole golf course in a manner that would create five parcels of developable urban lands (Areas A through E).

The developers bought the Golf course with the intention of developing parts of the property that were suitable for housing.

For the following reasons, the Tribunal grants the appeals in part, having found that the proposal represents good land use planning, and is in the public interest. The reasons are as set out herein after careful consideration of the policy and legislative framework, the appeal documentation and the evidence.

That policy and legislative framework  and the evidence are what mattered.

Some examples of how the Member hearing the evidence arrived at a decision.

The member said:

Glen Wellings, the Planner representing Millcroft Greens, the developer had certainly done his home work. The hearing Member chose to prefer the evidence Wellings gave – because he was right and better prepared most of the time.

Mr. Wellings a land use planner for the Applicant, testified the suggestion that the golf course was intended as a permanent land use at the time it was first developed, is incorrect. This suggestion he noted is also inconsistent with restrictive covenants contained in offers of purchase and sale advising homeowners that the golf course may cease to exist in the future.

Mr. Wellings testified the policies of OPA 117 including those specifically related to the golf course, were not carried forward in OP 1997 or OP 2020.

Mr. Wellings advised that from the language of the amendment, one can conclude that while the golf course was intended as a significant feature within the community, there was an acknowledgement that its configuration and indeed its existence at all, might be subject to change in the future.

Mr. Wellings advised OPA 117 references those portions of the golf course containing creek features which are part of the stormwater management system would remain as open space. Mr. Wellings emphasized the applications, the creek features and associated hazard lands will remain designated and zoned as ‘Open Space’.

The Tribunal has heard the evidence and submissions of the Parties and finds that although Mr. Manett and Mr. Ramsay provided significant arguments on several policies, the Tribunal prefers the compelling evidence of expert witnesses Mr. Wellings, Mr. Fleming, Ms. Lawrence and Ms. Baron.

Another example:

In regard to transit, although there are limited bus routes in the Millcroft community and the walking distance to each was raised as a concern, the Tribunal is satisfied that the level of intensification will assist in increasing ridership and support existing transit routes across the City. The Tribunal finds the proposed development will also promote other modes of transportation such as walking and cycling as described through the evidence of Mr. Fleming.

On another example:

The five blocks of land the developer would build housing on.

The Tribunal agrees and prefers the evidence of Mr. Wellings who advised the applications were the result of a comprehensive planning assessment and review, which included the integration of selected development parcels within the golf course redesign. The Tribunal would also note the extensive reports and plans provided for in this application and does not find the proposed development was completed in a “piecemeal” or “ad hoc” fashion.

The Tribunal finds that the applications respond to s. 2(n) which speaks to the resolution of planning conflicts involving public and private interests as the proposed housing and the maintaining of the 18-hole golf course (re figured) provide for a balance of interests by meeting the necessity for housing while maintain the open space value of the golf course.

On another:

The Tribunal is satisfied through the evidence of Mr. Wellings, the applications will provide needed housing close to educational, health and recreational facilities. Since lands are not within a PMTSA, the Tribunal notes there no policy requirements for an affordable housing compliment.

On another:

The Tribunal finds the draft PoS is not premature and is in the public interest as it seeks responds to various matters of public interest including the protection of natural heritage and natural hazard features while adding to the provision of housing opportunities through intensification. The land is suitable for the purposes for which it is to be subdivided and the dimension and shape of the proposed lots is appropriate and consistent with the existing pattern of development that surrounds the Subject Lands.

Therefore, the Tribunal also finds that the draft PoS has appropriate regard for the criteria set out in s. 51(24) of the Act.

On another:

The Tribunal prefers the expert evidence of Mr. Wellings, Ms. Lawrence, Ms. Baron and Mr. Richard in regard to the PPS.

The Tribunal finds the City and MABD did not sufficiently demonstrate that the proposed development is an overdevelopment, does not promote intensification, does not provide adequate community connectivity, is not transit supportive, and does not promote open space.

Block B

The Tribunal is satisfied through the evidence of Mr. Wellings, that the proposed development is located within a Settlement Area, represents an efficient land use pattern, and promotes intensification.

The Tribunal finds that in regard to intensification, Areas A-D are located within the delineated built-up area. The Tribunal agrees with Mr. Wellings, the proposal promotes intensification and increased density in support of complete communities, and it accommodates growth that is compact and transit supportive.

In regard to intensification policy the Tribunal prefers the evidence of Mr. Wellings, that the effect of the proposed development, Areas A-D conform to policies in the GP which speak to focusing growth in the delineated built-up boundary.

The Tribunal finds that the Applications support the achievement of complete communities and will offer a mix of residential land uses and housing options, provide an opportunity for existing and future residents to purchase a home in the Millcroft community, and support a more compact built form that is compatible with the existing community and appropriately responds to the impacts of climate change

The 6 storey building is directly across the street from a high school, a public library and some of the best recreational space in the city.

The Tribunal prefers the evidence of Mr. Wellings and Ms. Baron. It has clearly been demonstrated that the natural features will be protected. In regard to the ROP policies and objectives related to lands and specifically trees, the Subject Lands are not considered significant tree covered areas and do not represent economic opportunities related to trees (e.g., logging, maple syrup production).

Findings on Compatibility/Character

The Tribunal prefers the evidence of Mr. Wellings, Mr. Richard and Mr. Montgomery. The expert witnesses testified the proposed development is consistent with the OP 1997.

Mr. Wellings testified, the Millcroft Greens Golf Course is a privately owned and operated recreational and leisure facility that is open to paying patrons of the golf course, but not open to the general public. The golf course has been described through testimony, as a semi-private golf course. While the applications propose to develop portions of the Millcroft Greens Golf Course, the 18-hole private golf course will remain in a reconfigured format

Findings – Parks and Open Space

The Tribunal finds there was no dispute that the Millcroft golf course does not form part of the City’s municipal parks system.

The Tribunal prefers the evidence of Mr. Wellings that the 1997 OP’s policies that are in force and effect, respecting open space do not rely upon and do not require private outdoor recreational facilities to remain in situ in order to service the public space needs of their surrounding communities.

On another:

There will be no need for the Pump House – the pond will be drained.

According to Mr. Wellings through the Justification Report, the existing pond at present has limited storm water management controls and was not specifically designed to provide for such controls. The pond’s current function is to provide for the irrigation needs of the golf course. Quality and extended detention controls are not currently provided.

 

 

Return to the Front page

No Safe Seats Left for Trudeau

By Ray Rivers

June 25th, 2024

BURLINGTON, ON

 

Carolyn Bennet

There was a federal by-election yesterday. Carolyn Bennet, the Member of Parliament for the federal electoral district of Toronto-St Paul’s, had accepted an appointment as our new ambassador to Denmark and resigned as MP. She had held that riding ably for a quarter of a century. Dr. Bennet once told me, jokingly, that she was always confident of winning her riding because, as a practising physician there, she had delivered half of the babies for the voters.

But no more. Voters in one of the safest Liberal ridings have sent a clear message to the prime minister. They want to change the channel. Enough of actions to fight climate change. Enough of expanding the social safety net for the most needy Canadians. It’s time to turn the clock back as Ontario did when it booted out the Wynne government.

Federal child care, dental care and pharmacare. These programs, forced onto the Liberal agenda by the NDP, are all on the table as we move to an election as early as next year. The exact date will depend on whether the NDP pull the rug out from Trudeau’s minority government, as Jack Layton once did to Paul Martin almost two decades ago.

There is a message to the NDP from this by-election. They have long known that they are unlikely to ever become a governing party in this country. Perhaps it is time they finally make their current co-operative arrangement with the Liberals permanent. The biggest threat to the continuation of progressive government is the splintering and back fighting among the progressive parties, including the Greens and Bloc. Though the separatist Bloc has a bigger agenda in their sights.

The question hanging over this by-election was whether the polls, which show the Liberals about 20 points behind the opposition Conservatives, would materialize into the ballot box. Losing this safe riding should tell Mr. Trudeau that they have. Those polls aren’t lying.

Trudeau will pay the price for breaking one of his fundamental promises – to make 2015 the last first-past-the-post election.

Pundits had called this election a referendum on Mr. Trudeau’s leadership. The question is what comes next. Unless something changes Mr. Trudeau will pay the price for breaking one of his fundamental promises – to make 2015 the last first-past-the-post election.

All of the Liberal initiatives over the last decade, including the huge reduction in child poverty, more progressive taxation and the climate change initiatives are at risk if the Conservatives win. Though a Conservative political platform is yet to appear, Mr. Poilievre has been pretty clear about his disdain for the progressive slate of issues the Liberal have carved out for us over the last decade. Proportional voting would have muted that possibility of loss. But that is a door Mr. Trudeau closed on his own accord.

The ballot in this by-election was the longest in history, with over 80 candidates to choose from. It was a protest fittingly intended to reinforce why so many Canadians would like to see us go to a more representative form of democracy. And ironically it kind-of worked, even though most of those 80 candidates had little to do with the final outcome.

The odds were against the Tories taking this, one of the safest Liberal seats. And progressive Canadians are almost as shocked as the winning Tories who can’t believe their luck. And for the Liberals that’s a twofer.

We lost the battle to win the Stanley Cup as well.

Ray Rivers, a Gazette Contributing Editor, writes regularly applying his more than 25 years as a federal bureaucrat to his thinking.  Rivers was once a candidate for provincial office in Burlington.  He was the founder of the Burlington citizen committee on sustainability at a time when climate warming was a hotly debated subject.   Ray has a post graduate degree in economics that he earned at the University of Ottawa.  Tweet @rayzrivers

 

Background links

Polls –   Outcome

Return to the Front page