By Pepper Parr
December 4th, 2022
BURLINGTON, ON
At the beginning of each term, the Mayor provides recommendations to Committee and Council for appointments for Committee Chair & Vice Chair; Deputy Mayor rotation; and Agencies, Boards & Committees.
This term Mayor Meed Ward has found a way to allow members of council to grow their skill sets. In the past she had some difficulty getting her colleagues on side with a plan to make the role of Deputy Mayor more than what was a ceremonial fill in for the Mayor.
She has created the role of Deputy Mayor with portfolio, to leverage the skills, backgrounds and interests of council in specific areas of focus that align with the city’s Vision to Focus Strategic Plan and ongoing initiatives and priorities.
There will still be a need for the regular Deputy Mayor rotation for ceremonial events and emergencies, should the Mayor not be available.
Outlined below are:
1. Deputy Mayor with Portfolio proposals for the term
2. Deputy Mayor for Emergencies/Ceremonial rotation for the term
3. Chair/Vice Chair rotations for the term
4. Proposed appointments to Agencies, Boards and Committees for the term.
1. Deputy Mayor with Portfolio:
The Deputy Mayor with Portfolio is a new model of governance for this council.
The roles will evolve as the term progresses. Each member is encouraged to make the role their own and build on it, in conversation with the Mayor. The Deputy Mayor will lead on initiatives and work closely with the Mayor and the Mayor’s Office on the areas of focus in their portfolio, and with other Deputy Mayors where their portfolios include complementary activities.
Whatever the Deputy Mayors propose it is clearly going to have to meet the Mayor’s agenda – nothing new there.
All roles will include:
• being the point person for community liaison on these items
• leading on motions or resolutions to committee & council
• participating in intergovernmental meetings & delegations
Kelvin Galbraith
Deputy Mayor for Business & Red Tape Reduction: Ward 1 Councillor Kelvin Galbraith
This assignment builds on Councillor Galbraith’s extensive experience as a business owner, and the Co-Chair with the Mayor of the Red Tape Red Carpet Task Force established in the last term of council. The portfolio will include:
• Reviewing progress from the Red Tape Red Carpet Task Force – those meetings have already begun
• Co-sponsor on planning process improvements & legislative changes (with the Deputy Mayor for Housing), to get more housing, built faster at our strategic areas like aging retail plazas and our GO stations
• Cutting red tape for all businesses, and our rural area, to ensure a robust agricultural economy.
• Participating in intergovernmental advocacy on planning and legislative changes related to housing, economic development and quarries.
Lisa Kearns
Deputy Mayor for Community Engagement & Partnerships. Ward 2 Councillor Lisa Kearns
This assignment builds on Councillor Kearns’ experience in resident’s groups even before being elected, her professional experience in corporate stakeholder management, and her Institute of Corporate Directors governance designation. The portfolio will include:
• Reviewing our current community engagement models, including our advisory committee structure, with a view to community capacity building.
• Liaising with our partner agencies/boards/committees on governance, and ensuring strong connections with the city, and council
• Co-sponsor with the Deputy Mayor for Recreation & Community Services on community funding opportunities at the City and Region and private sponsorship opportunities for city projects.
Rory Nisan
Deputy Mayor for the Environment: Ward 3 Councillor Rory Nisan
This assignment builds on Councillor Nisan’s experience bringing the Climate Change Emergency Declaration last term of council, and his advocacy on transit. The portfolio will include:
• Implementation of our Climate Action Plans
• Implementation of our Integrated Mobility Plans, including transit, cycling and walking
• Restarting discussions with the school boards on free transit for students, which was put on hold during COVID.
• Participating in intergovernmental advocacy on transit and quarries.
Shawna Stolte
Deputy Mayor for Housing: Ward 4 Councillor Shawna Stolte
This assignment builds on Councillor Stolte’s passion for attainable housing, and her experience as Chair of the community Working Group on Housing this past term. The portfolio will include:
• Implementation of our housing strategy which includes affordable and attainable housing
• Building on the work of the Burlington Lands Partnership to leverage new land acquisition for housing, where appropriate, including surplus school sites
• Liaison with Halton Region on assisted housing
• Co-sponsor on planning process improvements & legislative changes (with the Deputy Mayor for Business & Red Tape Reduction), to get more housing, built faster
Paul Sharman
Deputy Mayor for Strategy & Budgets: Ward 5 Councillor Paul Sharman
This assignment builds on Councillor Sharman’s extensive experience as a professional accountant and internationally known instructor for strategy and business process improvements. The portfolio will include:
• Oversight of implementation of our Vision to Focus strategic plan
• Development of Key Performance Indicators and progress reports so we know how we’re doing
• Guidance on process improvements and culture change across departments
• Expert advice and assistance with multi-year budget preparation
Angelo Bentivegna
Deputy Mayor for Recreation and Community Services: Ward 6 Councillor Angelo Bentivegna
This assignment builds on Councillor Bentivegna’s decades of volunteerism in our community, including with the hospital, sports clubs, and the Gift of Giving Back – Canada’s largest youth-led food drive. This also builds on his work on our Accessibility Advisory Committee and Inclusivity Advisory Committee. This portfolio will include:
• Involvement in the review and implementation of our Recreation and Cultural Master Plan, which will occur this term. This review will determine park needs and community amenity needs going forward
• Liaising and support to the charitable sector, and connecting non-profit organizations with City Hall and City Council
• Promoting community pride and inclusion. This includes new ways to support all our diverse communities and cultures within our city and region
• Co-sponsor with the Deputy Mayor for Community Engagement & Partnerships on community funding opportunities at the City and Region and private sponsorship opportunities for city projects.
For every upside there is a downside. If the DM’s pull it off, they will all enjoy the upside. Should a DM crash and burn, well that will be on them, with no downside to the Mayor. The question to be answered is, in the unlilkely event all DM’s crash, does that then negatively reflect back on the Mayor? I am sure the Mayor thought that one through.
“• Development of Key Performance Indicators and progress reports so we know how we’re doing” Hmmm just one example of the Mayor listening to Anne’s 2022 – 2026 platform plans in terms of necessary changes drawing on her quality assurance/audit experience well referenced at the national level. Sad though that nothing this Mayor or her council members or staff does will make one iota of a difference to the well-being and best interests of families and business until the correct attention is paid to the specific duty of the Audit Committee “to study and report to Council on……….. compliance with laws, regulations and polices”.
The best current example we can think of is an audit of the 2014 municipal election process in terms of compliance with laws, regulations and policies that Committee agreed would go to the February, 2017 Audit Committee. It was pulled by the City Manager with permission of the Mayor and Chair of the Audit Committee, according to a letter we have in our files. The current city auditor was a member of the Audit Committee at that time and raised no objections.
It is only through fulfilling this duty that has been part of the Audit Committee duties since; we believe it came into existence, that the real issues that face the city will ever come to light. One audit that began to go down the right path was the Ethics Audit from the 2010 – 2014 term, we believe, in 2015 or perhaps 2016 (these webcasts are no longer available for us to reference) we referenced it and the low compliance rates, close to failure by the city Auditors set standard, in a webcast delegation. It went to the City Manager’s (James Ridge) office for some action (just like our recent hand delivered letter to Mr. Commisso) but do not believe it was ever heard of again.
A city can make as many dressing changes it likes but it is its duty to the families and businesses of Burlington and Halton and to itself that paints the true picture rather than a clean fancy dress or suit over dirty underwear!