 By Pepper Parr
BURLINGTON, ON May 9, 2012 If the team overseeing the review of the city’s Official Plan thought they were going to be able to give transit a once over – they learned Monday that Walter Mulkewich, a former Mayor, was not going to let that happen.
The city may have a Transit Advisory Committee and Ward 2 Councillor Meed Ward might have a group in her community taking a close look at transit as well, but Mulkewich and his crowd are going to be sure that the city fully understands the link between transit and the social welfare of the city.
 Walter Mulkewich will bring years of experience and a committement to social justice will be brought to bear on how transit is treated in the Official Plan Review. Being a former Mayor won't hurt either. Mulkewich delegated to the Special Council meeting held to hear delegations on the Official Plan Review
The committee has some of the best citizen transit thinkers in the city and they fully intend to ensure the Official Plan review gets a full ear on transit matters
Mulkewich was there to speak for an Interim Steering Committee, which is a group of citizens who are in the process of organizing a broad based coalition to advocate for better transit as a apart of the Burlington transportation system.
This is a group that is citizen based, that has people with a solid background in transit and the ability to not only lay their hands on the data that tells what is happening with the transit system but also the ability as well to do the analysis and draw conclusions from which evidence based decisions can be made.
 Transit is more than just busses - some people would be delighted if bus transit got the attention and the funding it needs. Mulkewich set out the premise the group is working from when he said “we support the significant point in the staff report that a long-term view of the city’s transportation system is a necessary part of the Official Plan. Our hope and expectation” he added, “ would be that the parallel Transportation Plan would include all modes of transportation, including transit, walking and cycling as well as automobile and truck transportation.
Mulkewich noted with interest that all six major topic areas that staff has identified to date will require a consideration of a significant role of transit.
The six major topics Mulkewich refers to are those that the team leading the Official Plan review think need attention. The six Neighbourhoods; Downtown; Nodes and Corridors; Metrolinx and Mobility Hubs; Movement and Connectivity and Community Infrastructure. We will expand on each of these in some detail later in the process and follow each for the two years (mercy) the city expects to require for the full review of the Official Plan.
 By Pepper Parr
BURLINGTON, ON March 24, 2012 Every year the provincial government requires municipalities to publish the names of those people who earn more than $100,000 during a year, along with whatever supplementary amounts are paid, usually travel or training amounts.
Former city Manager Roman Martiuk is on the list because, believe it or not, he is still on the city payroll. Figure that one out.
Burlington has a very expensive fire department, partly because the firefighters are required to put in a significant amount of overtime.
During the last budget cycle Council did not give the Fire Chief authority to hire the additional four fire fighters he said he needed for the new #8 fire station. He now has to juggle the staff he has and pay a significant amount of overtime.
Some of the amounts being paid raise more than an eyebrow. Some of the increases paid over the previous year almost make one gulp. We did not have access to our figures for last year, but next year we will lay in a year to year comparison.
Disclosure for 2011 under the Public Sector Salary Disclosure Act, 1996: Municipalities and Services
Those in the private sector will look at the salaries being paid and look at what they pay their staff and, in some office there will be some head shaking.
 General Manager Scott Stewart doesn`t miss much. One of the most highly paid civil servants in Burlington – worth every dime we give him There will be those at city hall who will see their name on the list for the first time and be quite proud of the achievement – and they should be. Breaking the $100,000 salary level is significant. There are a lot of people at city hall who earn every dollar we pay them. General Managers Kim Phillips and Scott Stewart carried the senior level of administration for the four months we were without a city manager. Burlington doesn’t have a bonus system or give merit pay, had we had such a policy they would have been at the top of that list.
 General Manager Kim Phillips, along with Scott Stewart, carried the administrative load while the city was between city managers. Well paid with taxpayers getting value for money. There are salary levels on the list that quite frankly surprise us – several that stun me. The value for money just isn’t there – some perhaps will not be on the list next year.
Council members don’t appear on the list because a large part of their income comes from the Region and that is a different list. We covered those salaries in a separate story.
For some reason, none of the people at the Economic Development Corporation don`t appear on the list nor is the Librarian. No one from the Performing Arts Centre or the Burlington Art Gallery. we will dig into that when people are at their desks on Monday.
What is clear from this list is that public sector jobs pay very well
 There is a reason for calling the civil servant salary listing the Sunshine List. It was created by the Mike Harris government in 2006. Read carefully in every municipality.
Here it is – THE list.
ALDHAM Judy Field Serv. Supervisor $109,088.86 $1,672.81
ALLDRIDGE, Brian Platoon Chief $114,318.08 $628.68
ANSELL, Daniel T Captain $109,417.89 $577.68
ANTONIOW, Phil Manager $104,156.19 $579.59
BAKOS, Michael Captain $107,309.72 $563.58
BARRY, Phillip Captain $104,788.32 $566.01
BAVOTA, Deputy Fire Chief $129,670.30 $2,165.36
BAYLOR, Mark Captain $109,718.32 $563.58
BAYNTON, Steve T . Captain $109,719.33 $585.84
BEATTY, David . Deputy Fire Chief $122,285.21 $2,130.54
BEDINI, Chris District Supervisor $103,966.34 $642.78
BENNETT, Randy Manager of I T $112,435.50 $622.74
BENNITT, James District Supervisor $101,829.73 $791.25
BIELSKI, Bianca Manager $131,727.94 $735.30
BIRCH, Charles . Captain $114,620.31 $577.68
BOYD, Laura Manager HR $101,698.11 $560.70
CAUGHLIN, Deborah Manager $101,018.52 $561.37
CHOLEWKA, Chris Captain $101,795.79 $535.26
COULSON, Anne Marie Manager $118,422.63 $637.20
CRASS, John Manager $107,364.79 $596.55
DI PIETRO, Manager $117,961.02 $648.48
DONATI, Derrick K Firefighter $105,870.45 $475.50
DOWD, Timothy Captain $109,267.69 $564.69
DUNCAN, John Manager $116,221.86 $1,593.16
EICHENBAUM, T Director $161,136.28 $883.56
EVANS, Frances Manager $106,505.20 $577.68
FORD, Joan Deputy Treasurer $149,695.03 $778.80
GLENN, Christopher Director $130,710.51 $639.54
GLOBE, Darren Captain $104,130.69 $557.34
GOLDRING, Rick Mayor $159,645.38 $3,401.86
GOTTSCHLING, Fred Coordinator $101,499.64 $572.10
GRISON, Gregory Captain $107,255.05 $577.68
HAMILTON, Scott Manager $109,050.72 $589.90
HAYES, Dennis Captain $108,213.16 $563.58
HEBNER, Peter Captain $111,039.78 $577.68
HURLEY, Blake Solicitor $132,139.12 $622.21
JONES, Sheila City Auditor $114,217.17 $645.72
JURK, Robert Project Leader $105,971.50 $585.45
KELL, Donna Manager $114,812.92 $608.10
KELLY, John Captain $107,762.39 $563.58
KOEVOETS, Matt District Supervisor $108,527.14 $1,362.95
KRUSHELNICKI, B Director $159,662.99 $888.04
KUBOTA, Erika Solicitor $136,966.60 $640.76
LAING, Bruce Captain $109,417.88 $585.09
LAPORTE, Jason Captain $100,008.70 $459.54
LASELVA, John Supervisor $104,929.73 $567.72
LONG, Mark Captain $107,106.03 $563.58
MACDONALD, Gary Captain $109,417.87 $577.68
MACKAY, Michael J Captain $109,417.88 $591.58
MAGI, Allan Ex Dir $176,238.07 $960.06
MALE, Roy Executive Director $176,560.52 $985.50
MARTIUK, Roman City Manager $223,221.17 $2,575.63
MCGUIRE, Chris District Supervisor $105,115.55 $598.10
MCNAMARA, Michael Captain $114,223.52 $586.07
MERCANTI, Cindy Manager $104,306.52 $557.88
MINTZ, Shayne Fire Chief $149,779.99 $6,172.98
MONTEITH, Ross Platoon Chief $125,082.15 $642.90
MORGAN, Angela City Clerk $128,022.39 $674.04
MYERS, Peter Captain $109,417.88 $577.68
NICELIU, Kenneth Firefighter $100,832.37 $489.90
NICHOLSON, Alan Captain $110,738.74 $577.68
O’REILLY, Sandra Coordinator $104,015.69 $563.58
PEACHEY, Robert Manager $108,917.26 $609.33
PHILLIPS, Kim General Manager $196,500.29 $9,132.78
POLIZIANI, Matthew Captain $100,608.90 $499.02
POWELL, Lynn District Supervisor $100,902.29 $526.28
REILLY, Peter Captain $106,811.82 $563.58
ROBERTSON, C Director $142,056.62 $1,264.58
ROCK, Jeffrey Captain $106,811.82 $563.58
SCHMIDT-SHOUKRI, J Manager $133,555.64 $713.05
SHAHZAD, Arif Engineer $101,492.56 $555.12
SHEA NICOL, Nancy City Solicitor $161,722.85 $784.50
SHEPHERD, Donna Director of Transit $156,382.79 $880.74
SHIELDS, Lisa Solicitor $108,597.68 $627.93
SLACK, Craig D Platoon Chief $125,082.17 $642.90
SMITH, Clint Platoon Chief $122,658.32 $642.90
SPICER, Mike Transit Manager $115,644.78 $646.50
STEIGINGA, Ron Manager $111,791.58 $614.52
STEVENS, Craig Supervisor $100,806.65 $516.54
STEWART, Scott General Manager $197,697.29 $10,199.63
SWANCE, Jeffrey Captain $109,417.88 $584.30
SWENOR, Christine Director $154,679.63 $840.18
TAGGART, David Manager $113,845.03 $586.08
WEBER, Jeff Deputy Fire Chief $130,247.96 $9,288.98
WEIR, Kenneth Supervisor $103,473.76 $474.21
WHEATLEY, Ryan Captain $101,388.82 $483.15
WIGNALL, Mark Firefighter $111,196.08 $505.46
WONG, Betty Controller- $129,804.94 $716.42
WOODS, Douglas Captain $109,417.88 $577.68
ZORBAS, Steve Executive Dir. $193,149.38 $6,839.64
ZVANIGA, Bruce Director $135,711.05 $764.64
 By Pepper Parr
REVISED
BURLINGTON, ON March 22, 2012 A little dis-jointed would be stretching the way the meeting went. Out of the loop for the most part would be another observation of the Burlington Transit Advisory Committee. They were apparently unaware that the city`s budget committee had actively debated a fare increase but that the motion had not passed. They just don’t know what is happening at the Council level to whom they are supposed to be advisers.
 Lots of talent at the BTAC meeting; Eric Pilon, on the left, former Director of Transit for Oakville has worked with Burlington's Mike Spicer who is heading up the public participation part of the Master Transit Plan. Mike Spicer, Transit Manager for Burlington Transit sits in on BTAC meetings and commented that “Transit very much wanted a committee like BTAC in place to give us feedback”, however the committee’s role is not to provide feedback to the transit people but to advise city council on transit matter. This Committee seems to have lost touch with its mandate and doesn’t appear to have any sense of “Mission`. They don’t seem to know what they are supposed to do or even how to do their job.
The mandate is pretty clear and its set out on part of the city`s web site.
Provide input to Council and staff on initiatives and strategies affecting public transportation services ….
Review the city`s Accessibility Plan on an Annual basis …
Encourage and establish partnerships that assist with improving accessible transit service and decreasing gaps in service with agencies such as Halton Peel District Health Council … local taxi services
Consider matters related to Dedicated Gas Tax Funds.
These are just a few of the 10 points set out in the BTAC Mandate. Taxi rates are up for discussion at the Community Development Committee this week – (March 26th if anyone at BTAC wants to attend) How the city is going to manage the use of the Gas Tax Refunds from the federal government was part of the vigorous Budget Committee debate but the subject didn’t get a single word of mention at the BTAC meeting – that`s what you call being out of touch.
 Sparsely attended Transit Advisory meeting - staff talent shows up - members appeared to have missed the bus. The committee did go through a significant membership shuffle – three out of 12 members were returned to the committee last February. The biggest problem seems to be getting a quorum and holding meetings regularly. Prior to the March 20th meeting the committee had not met for five months – unacceptable by any standard and what had committee member Kevin Rahmer voicing opinions that were a little tough for Chair Joanne Vassell-Pittman to handle. Other members of the committee – there were just five of them in attendance at the meeting – repeatedly had to ask Rahmer to be more positive and not keep rehashing old issues.
There was apparently an occasion when Rahmer was to address the committee at some length but he failed to appear – which seems to be an ongoing problem for this committee.
BTAC has a new clerk who is more “den mother” than committee Clerk; that description is intended as a compliment. Danielle Pitoscia is one of the best Clerks the city has – I’d go so far as to say THE best Committee Clerk. The BTAC crowd are going to need a lot of help if they are ever to get to the point where they are relevant and know how to operate as a committee and be able to provide city council with useful advice. Right now it seems to be a place where people meet to talk about transit but seldom have a quorum and can`t do anything.
Scheduled to meet once a month, the Committee met last in September and didn’t have a quorum at that time. The twelve member committee has six appointed members and six members from the stakeholder groups. The committee is currently looking for new members – if you’ve a yen for transit matters and you have experience with a re-growing a committee that needs direction badly – this is a place for you.
At least one new Advisory committee member had not seen the Term of Reference for the committee, which is sort of like wanting to drive a car but not having a driver’s license. It didn’t appear as if the committee was fully aware of the scope of their Terms of Reference and the opportunities they had to inform the policy side of transit in the city.
During the last round of serious concern over member participation all the committee members said they wanted to continue serving – then they don`t show up and meetings don’t take place.
Smart thing to do with this one is shut it down – they do have a representative on the Transit Master Plan Steering Committee but Peggy Russell didn’t attend the meeting and was unable to report.
The BTAC didn’t delegate to the Budget Committee on things transit. Other than bicker at their meetings – it`s hard to see what they actually do.
Eric Pilon, a former Director with Oakville Transit sits on the committee; Burlington Transit always send their top people. At times both the Transit Director, Donna Sheppard and Mike Spicer the Transit Manager take part in the meetings. It is the Committee members who aren’t pulling their weight. Joanne Vassell-Pittman, Chair, runs a decent meeting – she doesn’t have a vice chair, that`s vacant. The student representative hasn’t been replaced either.
 Kevin Rahmer, who certainly knows the transit file very well, doesn't make it easy for a chair to run a meeting. Vassell-Pittman is a practiced chair, who is ready now to move on, and has advised her Board that she will not stand for re-election as chair but will finish her term. During the Tuesday meeting she struggled to keep Rahmer under some control; he certainly knows the transit file, but has great difficulty staying focused and disciplining himself. He had to be reminded several times that his comments were disrespectful of the chair.
Peggy Russell, Maureen Van Ravens along with Ward 1 Councillor Rick Craven are on the committee – all missed the bus.
There is a public out there that wants a good, well operated efficient transit service and they have opinions. Having an Advisory Committee that can collect and marshal those opinions and take them to Council would be effective community engagement. BTAC’s not there yet.
 By Doug Brown
BURLINGTON, ON March 7, 2012 There are five parts to the vision that Doug Brown, probably the best informed citizen on transit matters the city has, which he sets out below.
Every citizen would have access to good transit service. This means that everyone would be within a short walk of a bus stop, and that Burlington’s bus routes and schedules would enable everyone to get to their destination in a reasonable amount of time and at a reasonable cost.
That transit along with walking, cycling, and other active modes of transportation become the favoured modes of travel thus reducing car traffic resulting in reduced expenditures on parking and roads, and less traffic accidents, cleaner air, and a healthier community.
While reaching this state will involve some public investment in improving our transit system, it will lead to significant savings in public expenditures on roads (Halton Region has approved over $2 Billion on road expenditures over the next 20 years); and additional parking spaces (at an average cost of $30,000 per space).
 Doug Brown wants an affordable, frequent, reliable transit service. Is the city prepared to pay for it? My vision is that we become a caring and inclusive city that provides good transit for those that are very dependent on the system. This includes the young and the old, the disabled, and those that cannot afford the high cost of car ownership. Currently, the City of Burlington spends considerably less on transit per capita than other communities of its size. This is true not just for conventional transit – but for handi-van service as well. Underfunding has led to lower service levels and consequently lower ridership. Burlington citizens, who are dependent on transit, or want to use transit, deserve at least the same service levels as other communities.
My vision is already largely set out in Burlington’s principle planning documents. Our Official Plan requires that Burlington quadruple its transit use by 2030 in order that we can accommodate further growth through intensification.
Our Strategic Plan calls for an “increase the number of people who cycle, walk and use public transit for recreation and transportation. What will it look like?
– There are fewer cars on the road because more people are using public transit, walking or cycling” The Strategic Plan’s expected results include “a common vision and co-ordinated plan to decrease reliance on vehicles; public awareness of, and support for, the vision; and “more people are using public transit, walking or cycling”
The Strategic Plan sets out the following expectations for the current Transit Master Plan update:
– improved transit service
– more use of Burlington Transit
– better mobility in and out of the city
We have adopted the vision in words – let’s now take the action needed to transform our city.
Editors Note: And that of course is where the rub is. The city has not and will not “walk its talk”
 By Pepper Parr
BURLINGTON, ON February 17, 2012 Burlington has a practice of taking its budget proposals out into the community to both explain the document and get feedback from the community. The city holds information sessions at different locations. There were about 30 people at one of the city sessions.
 Councillor Dennison explaining the budget to a constituent at his Ward meeting. Jack Dennison, Ward 4 Councillor held a session and got a turnout of 14 people. It is reported that Ward 5 Councillor Paul Sharman got a turnout of 5 people and John Taylor got a zero turn out. We were not able to get a response from Councillors Lancaster or Craven. Of the six Council members Taylor has the most loyal following, spends the least on getting elected knows as much as anyone about the budget numbers.
Meed Ward has a dedicated Ward Advisory Committee she will have briefed fully. She gave them the workbooks handed out at the public meetings to take home and fill out. She adds: “I encouraged residents to attend the open budget meeting held in Ward 2 at the BAC.”
Dennison’s ward event was held at his office on Cumberland. I’ve never quite understood why these aren’t held at a more neutral location. I don’t think a constituent should have to go to the council members commercial office for a meeting. What if you were an unhappy customer at the Cedar Springs Sports and Racquet Club? The setting was nice enough and the gas fireplace in the Heritage Room made it pleasant – but methinks there’s something wrong with using a commercial location. Dennison however has never stayed all that close to the rules and the proprietaries of things.
For the most part Jack Dennison knew his numbers and his penchant for repairing the roads came through loud and clear. The city does have a problem digging out the money it needs to keep the roads in an acceptable state of repair and as Dennison continually tells people – “if we don’t do the repairs now we will have to do them later and it will cost us more”. He focuses on the “shave and pave” approach – a way to manage the maintenance of roads that is cost effective. Burlington’s problem is that the city is so far behind – some $17 million a year behind – and getting caught up means taking money from something else. Jack took his audience through his solutions.
The federal gas tax, the funds municipalities get from the federal government share of gasoline taxes – Dennison wants to change the way this is split. Currently 70% goes to roads and 30% to transit. Dennison wants that shifted to an 80/20 split which will move $500,000 into roads. Don’t expect the transit advocates to buy this one, especially with a major transit revue about to take place.
Take money out of the Land acquisition fund. Dennison sees $400,000 coming from that source.
 Jack Dennison speaking to "his people" Dennison wants to see $1 million scrounged out of the different departments and applied to the road repair deficit. His task now is to convince his fellow Council members.
His audience, mostly seniors or very close to being a senior, were certainly aware of the issues and while there were differences of opinion this crowd knew what they wanted. The city’s plans for an “egov” service would not be in the budget for this crowd – $600,000 plus saved there in this budget. Dennison wanted the $2.3 million that is scheduled to cost spread out over five years but he explained that $600,000 has to go in during the first year. This is one project that has a better than even chance of getting pushed back a year.
Dennison thinks less money should be put into the Land Reserve Fund but he was OK with the 2% increase that would be given to local boards: The Art Centre, Tourism and the Performing Arts Centre. He was even comfortable with the $500,000 losses the Art Centre and the Performing Arts Centre rack up each year.
 Ward 4 residents at community meeting working through their differences. Dennison is not a big fan of the arts – don’t get him going on the “orchids” on Upper Middle Road and if you come up with a cheap way to get rid of the Joseph Brant Museum – Jack wants to hear from you.
Council instructed staff to come up with a tax increase of between 2% and 3.5% – they came back with a suggested 3.4% increase. Dennison wants that walked back to less than 2% and he set out how he would do it.
One constituents wanted to know why the city was hiring firemen at $107,000. a year; another wondered why the city is re-developing the hospital and also why the words Phase 1 was on the sign – Is there a phase 2, he wanted to know. Another felt the new hospital in Oakville could serve Burlington’s needs very well – they have all kinds of room to grow but Burlington has very little if any room to grow and the property is prime for residential development. “Turn the existing hospital into a long term care facility” was his recommendation.”
These comments all make their way to the Council chamber where you can bet the mortgage payment that Jack Dennison will make mention of them. Council members look to their community for input and comment. One council member is fond of the phrase “the word on the street is” but there is no sense of how many people are talking to her.
Dennison has always had a thing for the two parking lots in the downtown core – the lot off Brant and the lot next to the bus terminal. He sees selling that land and using the money to build a parking lot as a big benefit for the city and has been promoting the idea of curtailing the length of John Street and getting some class A office space into that part of town. Dennison has been pushing this one for more than ten years.
 It may have been Councillor Dennison's meeting but the Mayor worked the room. Mayor Goldring popped into the room for part of the meeting and would join the conversation to clarify or make an important point. An issue that came up a number of times was the salaries, benefits and pensions paid to civil servants at city hall. Tough to talk about how much you’re paying the people that run the city but Goldring is pretty consistent in his comments. He points out that municipalities just can’t afford what they are currently required to put up.
OMERS, the Ontario Municipal Employees Retirement System, has a “defined benefits” program which sets out what an employee is going to get paid come pension time. If the investment fund, which is made up of employer and employee contributions, doesn’t produce enough income to meet the pension obligations, OMERS goes to the municipalities to pony up the difference which for Burlington is going to be $600,000 for 2012 $600,000 for 2013 and $1.8 million for 2014. Ouch!
The investment program OMERS runs, requires an annual return of 7% if they are going to meet their payout schedule – do you know anyone getting that kind of a return, regularly? When the investment portfolio doesn’t deliver that level of return – OMERS turns to the municipalities and requires them to top up – for Burlington that has means, Mayor Goldring points out that this just isn’t financially sustainable nor does he see it as equitable. But, as he points out “there isn’t much an individual Mayor can do”. However, there is strength in numbers and Goldring is meeting with an association of other mayors to discuss what some of their options are. Goldring did explained to the audience that the rules that govern the OMERS plan are up for review in 2013 – bet on the municipalities concern being raised to a howl.
The 2008 recession is still dragging down the economy of many small municipalities. Taxpayers are unhappy with a situation where their taxes support a retirement program that is much, much better than the retirement programs most people have. Goldring expects to play a leading role in the effort to bring about changes. It’s financially complex but Goldring’s financial planning background will serve him well.
The low ridership on the transit service took the usual hit – “I often see just one person on the bus” is a standard comment which Mayor Goldring corrected when he explain that in the Quality of Service survey the city had done 25% of the population uses the bus service; not every day but the service is used. There is a major transit study in hand with three public information session planned for the next few weeks.
The Pier – hardly a mention. One could almost hear the sigh of relief from Goldring on that one.
It was a friendly evening but there was an interesting point raised by Dennison: five to six years ago the attendance was closer to 45 people. Why the drop off?
By Pepper Parr
BURLINGTON, ON., September 22, 2011 – Coming to a high school near you: keen, environmentally conscious Burlington Transit Youth Ambassadors prepared to wean a generation of students off the car and convince them to get on the bus.
 Burlington Transit Youth Ambassadors gather in a bus shelter. Front row: YAs Benoit, Shaan, Billi and Harrison. Back row, BT’s Sandra Maxwell, YA Kayla and Burlington Green advisor Kale. “Today’s youth are sensitive to the environment and know that to preserve the planet for generations to come we need to change behaviours today,” said Donna Shepherd, director of Burlington Transit. “Our Youth Ambassadors are the keenest of the keen. They know how important reducing our carbon footprint is, and they’re ready to spread the word.”
Known as BT YAs, five young ambassadors recently attended their first orientation session at BT headquarters, and there are more to come. To date, the program has three schools signed on – M.M. Robinson High School, Aldershot High School and Robert Bateman High School – with the aim of spreading the program into the remaining Burlington high schools this fall and winter.
 Teaching students that QEW traffic can be avoided? A totally different lifestyle change would be needed to make that happen – and that is what the Ambassadors are setting out to do.
The BT YAs will spend the school year organizing and running transit promotions in their schools in a peer-to-peer approach designed to give the YAs flexibility and control over their events. “We encourage them to take ownership of the program and to really throw themselves into,” said Sandra Maxwell, BT’s marketing co-coordinator. “For this to work, it really has to be students talking honestly to students. We need to keep it real.”
“A sustainable environment is a major part of Burlington’s plan for the future,” said Mayor Rick Goldring. “It is encouraging to see young people picking up the sustainability banner and working hard to convince their peers to use active transportation alternatives and to think twice before relying on the car.”
One of the first BTYA events was in support of World Car-Free Day. They were out in force on September 22, asking students, teachers and parents to leave the car at home.
By Pepper Parr
 BURLINGTON, ON August 10, 2011 Taken the bus in Burlington recently? Not that many people do take the bus. Students use public transit because they have to; seniors sometimes have to because they don’t drive and people on limited incomes just can’t afford a car – so it’s public transit for them.
 New bus cuts through a ribbon at the opening of the new Transit Operations Centre. Lot of city hall talent on hand to cut a ribbon. How much did it cost to have them all there to get their picture taken? Did they take the bus or did they drive individual cars? Burlington is a car city – most houses have two cars in the garage or driveway. If you want to get around Burlington quickly – you drive. The city gives its employees the choice of a transit pass or free parking. Guess which most choose ?
The city spends a lot of money on its transit system and many feel the busses we have on the road aren’t effectively used. Council member Paul Sharman got himself electe4d on a transit issue and he is the most forceful member when it comes to talking about transit at Council and committee meetings.
Burlington decided a number of months ago that a detailed study of what we have in the way of transit service and brought in a consulting form to finds out who uses the transit service and what the public feels they should have in the way of transit services.
Mayor Rick Goldring is a big advocate for greater use of public transit but he drives a car provided by the city and says that he uses his bicycle but I’ve never seen even a picture of him on his bicycle. If asked when they last used public transit very few, if any, members of Council would tell you they use the public transit system.
The city wants to develop a Transit Master Plan. The consulting that will precede the development of a Plan is being called The Road ahead. When the proposals for the consulting contract came in Council members later said they knew almost instantly which firm they were going to go with. The details and ideas in the proposal from Dillon Consulting were so far superior to all the others that it was a pretty simple exercise to choose who to go with.
 The John Street terminal can get really busy at rush hours – yes there are actually rush hours at this location. Advertising pulls in some revenue for the city. There will be significant public input – and that means the public gets to make comments. Think about what we need in the way of transit; what would it take to get you to use transit ? Do you know what the bus routes are in your community? Does public transit even matter to you?
Burlington as a city is now much more attuned to public engagement – city hall staff (not all of them yet) are learning to listen and to go out to the community for comment and ideas. The public needs to get better at responding to these opportunities to participate in the decision making process.
The purpose of the Transit Master Plan is to attempt to get a sense as to what the public will want in the way of public transit – and with gas well above $1.25 a litre transit has to get at least a look. The purpose of the plan is to conduct a comprehensive review of Burlington’s conventional transit services and to develop a Transit Master Plan covering the period 2012 – 2021.
The main objectives of study is to provide recommendations that will significantly increase the use of transit, improve the overall efficiency and effectiveness of transit service in Burlington, develop technology and marketing plans and review options for the downtown terminal.
The Route Ahead will include an implementation plan that will lead Burlington Transit to the next level of ridership growth. A key component of this study will involve consultation with transit customers, community groups/organizations, and the public at large to determine their views of the Burlington Transit system and obtain input on strategic directions.
The first of the several methods of getting involved in this study and providing input will be the Let’s Talk Transit” Drop in Centre that will hold two sessions on August 24th. One at the Burlington Seniors Centre from 2:00 to 4:00 pm. Deputations will begin at 2:30 pm. The second session will take place at City Hall in the evening from 6:00 to 9:00 pm Room 247
Dillon Consulting will be hold a series of Focus Groups in September and October with residents and stakeholders that have an interest in transit services. These two sessions will be facilitated discussions focused on the overall vision for Burlington Transit, key markets for increasing ridership and strategic directions for moving forward. Participants are not required to be transit users; only to have an interest in the future of Burlington Transit.
If you would like to participate, send an e-mail under the subject of “Focus Group” to TheRouteAhead@burlington.ca and provide a brief description of your interest in this study. Participation is voluntary and numbers will be limited.
In mid September, there will be an Onboard Transit User Survey. Passengers will be able to complete a survey that will probe key information on demographics, trip making characteristics and attitudes concerning transit.
A Public Information Session will be held in the late fall to present consultation results, study findings and potential directions and obtain feedback from the public prior to finalizing study recommendations.
The Study is expected to take approximately six months to complete. The presentation of the study recommendations to council is scheduled to occur in mid December 2011.
Comments from the public are both welcomed and encouraged. I would add they are expected.
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By Pepper Parr
 BURLINGTON, ON March 7, 20100 – Perhaps the best comment made at the last of the public input meeting on the 2011 City of Burlington budget was made by a woman who said: “Everyone who writes a letter should have to attend these meeting.” Some 50 people were in the room at the Burlington Arts Centre with at least a quarter of the crowd made up of city staff who presented and then led workshops at which people discussed and commented in detail on their view of the spending plan for the city in fiscal 2011.
Four tables were set up with a staff person facilitating while people used a workbook the city had prepared. At the end of the hour session as a group, each reported back to everyone attending on what their views were.
There wasn’t a huge complaint over the level of taxes. The concerns heard that Saturday morning were transit and culture. The people in the room seemed to be saying that they understood money was needed to pay for services and that all they really wanted was to have the tax money spent wisely.
While many people in the room had a special interest it wasn’t a noisy crowd; they were there to listen and then to share there views with other citizens. A typical well behaved, thoughtful Burlington audience.
 Citizens gathered into workgroups and were led through a workbook with a staff facilitator. One concern that was suggested was that the city spend less on roads and more on transit which suggested there was not a clear understanding of what the city is faced with in terms of the shortfall in funding to pay for road maintenance. The current operating budget provides just 68% of the money the city staff feel they need to keep the roads we have in decent condition.
Some might argue that the standard the roads department works to is a bit too high but the fact remains is that the roads are there and the city can’t shut down or decommission a road – people live on those streets. So to spend less on roads and more on transit as a suggestion was a bit difficulty to understand.
The session was ably led by Acting Director of Finance Joan Ford and her staff with a few other senior staff on hand. The Mayor Goldring was also in attendance and moving from table to table to get a sense of the way the discussions were going. Rick Goldring probably left the room pleased with the way the 2011 budget was being accepted. Now to get it to his full council where the competing interests of the community come into play and council members debate what should stay in the budget and what should be cut.
 Mayor Rick Goldring listens from the side lines as citizens discuss the budget he has to get through his council. It is interesting to note that there was no talk of actual budget cuts or mention of facilities that the city staff have suggested be de-commissioned.
Of note also is the fact that both public sessions were held in the more populated parts of the city. The first at Tansley Woods on Upper Middle Road and the second at the Burlington Arts Centre on Lake shore road. Many, if not all of the Council members will hold public sessions in their Wards and staff will attend these.
The city is going to spend $190 million on its day to day operations with the bulk of that money going to pay salaries and benefits. One person wanted to city to explain the impact of what the spending was. ‘We need to be educated on what the sending is going to do to us or for us rather than be give just the number of dollars or a percentage.”
The city has provided the following to help understand where the money they spend comes from and then what they do with that money when they get it. The lady who made the Letter to the Editor comment was more to the point than she may have realized.
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 By Staff
September 10th, 2024
BURLINGTON, ON
John C. Munro Hamilton International Airport (Hamilton International) will conduct a full-scale emergency exercise on September 10, 2024, between 9:00 a.m. and 1:00 p.m. The mock exercise is designed to test and enhance the preparedness, coordination and response capabilities of airport personnel, local emergency services and other airport stakeholders.
 Photo from the Gazette photo bank The simulation will involve collaboration between Hamilton International, the City of Hamilton including Hamilton Fire Department, Hamilton Police Service, Hamilton Paramedic Service, and Transit (HSR); Hamilton Health Sciences; WestJet; Canada Border Services Agency; St. John Ambulance; Mohawk College; Canadian Warplane Heritage Museum; Executive Aviation and other agencies. Participants will engage in a variety of activities, including emergency response coordination, medical triage and treatment, incident command and communications.
Members of the public may see increased activity around the Airport during the exercise and should not be alarmed. Airport operations will not be impacted as a result of the exercise. Only authorized personnel will be admitted into the exercise area, and the exercise is not open to media participation.
“The Airport’s top priority is the safety and security of Hamilton International employees, passengers, tenants, partners and other visitors at all times,” said Cole Horncastle, Executive Managing Director, Hamilton International. “The Airport and its partner agencies hold regular emergency exercises to test and refine procedures, communications and response plans. Such exercises are critical to ensuring that the Airport and its partners are well-coordinated and ready to respond effectively in the event of a real emergency.”
 By Julieta Belen Correa
August 22nd, 2024
BURLINGTON, ON
After leading the organization for almost four years, Martha Otton has announced her impending retirement, which will be effective at the end of the year. As the inaugural Chief Executive of iGaming Ontario, she’s been in charge of regulating Ontario’s online gambling market and ensuring casino operators abide by the industry standards.
 Martha Otton: iGaming Ontario to retire Considering the size and potential of the gambling market in this area, she’s had her hands full. Ontario is home to crypto casinos and no KYC sites, which generally offer fast payouts, ensuring Canadian gamblers have plenty of options at their disposal. These sites allow players to have their winnings in their accounts almost instantly in some cases, or at least within a day.
Clearly, as iGaming Ontario’s CEO, Otton is the one with the biggest responsibility when it comes to player safety and satisfaction.
Now that she is stepping down from a leadership position, the Board of Directors will be tasked with finding a successor who will follow in her footsteps and do as good of a job at managing and developing Ontario’s iGaming market.
Otton has achieved impressive results during her 4-year career at iGaming Ontario. Not only did she oversee the regulation of online gaming in Ontario but she also contributed to the province’s iGaming market growth, which resulted in even bigger revenue for the government.
 OLG – Ontario Lottery and Gaming Corporation has been a leader in research on gaming practices. One of the most notable accomplishments during her tenure is the establishment of the Ontario Gambling Research Center—a research facility that’s tasked with learning about the impacts of gambling on society. This center has yielded many studies that have helped shape the online gambling industry and its regulatory decisions.
Otton’s career will not only be remembered for her work on responsible gambling initiatives, which have transformed how people view gambling but it will also be marked by her efforts in expanding iGaming Ontario’s reach to worldwide markets. Due to her initiative, expertise, and guidance, the organization was able to launch a number of new online gambling platforms in different parts of the world, thus boosting revenue beyond all proportions.
Speaking of Otton’s career, she’s had quite an impressive run even before becoming the head of iGaming Ontario. She’s spent several decades working for numerous sectors within Ontario, including alcohol and gaming.
Before her job at iGaming Ontario, Otton was the CSO at the Alcohol and Gaming Commission of Ontario (AGCO). Her responsibilities within the organization varied, but her main role was to be a part of strategic planning. Likewise, she helped with the expansion of AGCO’s regulatory responsibilities, which later went on to include horse racing and cannabis.
 There’s no telling how Otton’s departure is going to affect the industry, but the lack of her presence will surely be felt. She has pledged her full support to whoever happens to be her successor, as she wishes for a smooth transition in leadership. However, it’s her vision that has been key to iGaming Ontario’s growth and success, and her legacy will undoubtedly be remembered in the years to come. The timing of her retirement might also make it harder for her successor to adjust, as there’s a lot of activity happening in Ontario’s iGaming industry, including new casino operators joining the province.
By Pepper Parr
August 20th, 2024
BURLINGTON, ON
Pot holes and recreation services are a large part of what a municipality is about – has been until population intensification got to the top of the municipal news hit parade.
The municipality you live in provides the services that matter most on a day to day basis. And usually your municipal councillor is someone you pass on the street or see in the supermarkets – the exception for Burlington being ward 3 Councillor Rory Nisan who moved from where he was elected into ward 2.
The federal government issues your passport and collects taxes, the province is expected to ensure there is a robust economy that provides the good paying jobs that leaves enough to pay the taxes.
From time to time a citizen will have a concern with something a level of government has done and they want more in the way of information.
 Freedom of Information request have been the process uses at every level of government.
A front page article yesterday the Globe & Mail published a report based on work done by the Secret Canada, Globe & Mail national investigation on how well the Freedom of Information process was working – the consensus – not all that well.
Much like their federal and provincial counterparts, municipalities across the country must adhere to freedom of information (FOI) laws, which are intended to promote transparency by allowing individuals to request documents from public institutions. These laws require institutions to disclose requested information with limited exceptions.
A Globe and Mail audit of Canada’s 53 largest municipalities (from which most of this article was sourced) has found vast differences in how local governments perform on FOI. While they completed access requests in 25 days, on average – twice as fast as provincial and territorial ministries, and more than three times as quickly as federal departments – some cities still took much longer, including Edmonton (69 days), Hamilton (66) and Greater Sudbury (50).
The audit also reveals that some municipalities apply redactions much more heavily than others. Mississauga, for instance, released 78 per cent of its files in full – that is, without any redactions whatsoever. Halifax, by comparison, released just 2 per cent of its files in full.
To assemble this national picture of municipal access performance, The Globe filed requests to every municipality in Canada with a population of at least 100,000 people, asking for data on FOIs completed between July 1, 2022, and June 30, 2023. The findings reflect the performance of 53 municipalities across eight provinces. (Three additional cities – Thunder Bay, Lévis, Que., and Ajax, Ont. – were excluded from the analysis because they said they had no FOI tracking system, claimed they could not produce the requested information or provided incomplete data.)
 Burlington ranks in the top half – doing better than Hamilton which isn’t a metric you want to be measured by. Kevin Walby, a criminology professor at the University of Winnipeg who also studies freedom of information, said some of the audited municipalities’ performance was “just abysmal – like, their FOI offices should be put into receivership, or something like that.”
 “Some of the lack of compliance is just totally wild,” he continues. “There aren’t a lot of sites where you get great compliance. Great compliance, I think, would be where you have most of the records released in full, and most of the disclosures released within 30 days, or in a reasonable time.” Prof. Walby says the findings are evidence that some municipalities haven’t adequately resourced their FOI offices. “It’s a really contradictory message for an apparatus of the state to be sending: You guys comply with all these other laws, but we don’t have to follow the laws that pertain to us.”
“How do they expect Canadians to want to believe in the legitimacy of the state and believe in these kinds of transparency initiatives when you see this kind of lack of compliance across the board?”
Kristan Cook, a former FOI director for Edmonton, says municipalities make decisions that “actually affect” people’s day-today lives. “It’s people wanting to know, why is my bus route changing? How much did this bridge cost? Why is the train going through my yard?”
Ms. Cook, who is now the director of privacy at PBC Solutions, a health benefits technology company, says that Canada has thousands of municipal governments across the country, and despite their varying sizes, they follow the same access rules as higher levels of government. “Whether you’re a government administration of three people or 300, that three-person government administration still has to provide the same service under FOI.”
Municipalities handle FOI very differently from provincial or federal governments: City clerks usually act as ranking officials on FOI matters, and local governments tend to have fewer layers of review – that is, fewer people who need to approve the release of a document – before an FOI response goes out the door, which likely speeds up the process, Ms. Cook says.
The FOI requests received by municipalities are also very different from those going to the provinces or federal government. “So many dog bites, like, an incredible number of dog bites,” Ms. Cook says. “Fire inspections, that’s a big one. And then requests about infrastructure, things like bridges and buildings and mass transit – those have a very municipal flavour.”
Ms. Cook says that these contrasts in timeliness often come down to records management practices.
“If you don’t know where your records are, then you can’t locate them and you can’t respond to an FOI request,” she says.
“Organizations of a significant size have hundreds of systems that store records. Some of these systems talk to each other, and some of them don’t. So it really depends on where the information is stored and how easy it is to gather the information and put it into the form that an applicant is seeking.”
After assembling the documents relevant to a request, FOI offices read through the records to identify information that must be redacted under access law. Some responses are released as-is, without redactions, while others can be withheld in their entirety. The final status of an FOI package, also known as its “disposition,” is a useful indicator of how much information a public institution is actually releasing.
Mississauga released 78 per cent of its FOI responses without any redactions whatsoever, the highest full disclosure rating for any major Canadian municipality. Halifax, meanwhile, released just 2 per cent of its files in full.
(Some of these disclosure statistics are complicated by the types of FOIs they are processing. Winnipeg, for instance, also processes files for the Winnipeg Police Service, and police requests often carry personal information redactions. The Globe’s analysis aimed to measure how municipalities were responding to their requests, so it kept the request data it received mostly as-is, removing only FOIs that were abandoned or transferred to another public institution.)
Ms. Cook says that the variation in how extensively local governments redact records could be read many ways. Take a city that has high full disclosure rates: “Maybe it’s an organization that believes in transparency, or maybe it’s an organization that isn’t paying attention,” she says. Meanwhile, a municipality with high redaction rates may be “more on the cautious side of releasing information.”
Over all, municipal governments outperformed federal, provincial and territorial ministries across all FOI metrics in the audit. They closed requests more rapidly – 25 days on average, compared with 47 provincially/territorially and 83 federally – and completed the lion’s share of their files within 30 days. Municipalities also released files in full much more frequently: 38 per cent of the time, compared with 20 per cent provincially and 24 per cent federally.
To Ms. Cook, these differences can be explained in large part by the complexity of a public institution’s bureaucracy. People empowered to make final FOI decisions – the ones given “delegations of authority” – often have more levels of oversight at the provincial and federal level, she says, slowing down the process considerably.
“In some delegations, the people who are actually the people that you’re talking to when you’re doing the access request, they have the authority to sign something and send it out to you themselves,” she says. “In other places, they don’t. So, any time you have that – more people, more levels – the amount of time that it’s going to take for you to get something is going to increase. That’s a really important difference between municipal, provincial and federal.”
While several municipalities fared well in this audit, some stood out for how quickly and fulsomely they responded to requests. Red Deer, Alta., and Mississauga released more than 70 per cent of their files in full, and managed to do so while keeping FOI responses to an average of 22 and 23 days, respectively.
Nearly every request completed by Longueuil, Que., within the audit window was closed within 30 days – despite the municipality having completed more than 1,500 requests during the period.
Several Quebec municipalities achieved exceedingly fast completion times. Montreal wrapped up FOIs in an average of 15 days; Gatineau closed files in 13 days, on average, and Quebec City and Longueuil averaged 12 days.
Hamilton had the second slowest average response time (behind Edmonton), but it also ranked poorly across other metrics: It closed 40 per cent of its files within 30 days (third-worst, after Richmond, B.C., and Saguenay, Que.) and released 19 per cent of its files in full (13th-worst).
In a e-mailed statement, Hamilton city clerk Matthew Trennum said the municipality “takes its role as a steward and guardian of personal and confidential information very seriously,” and that Hamilton is “looking to invest in modernized freedom of information request tracking software to assist in managing timelines and more generally for project management.”
 Marianne Meed Ward made transparency the watch word that got her elected – the phrase fell out of use when she was elected Mayor. During the 2018 municipal election Burlington Council member Marianne Meed Ward running for the Office of Mayor began to suspect some of the information that was coming their way.
A member of the campaign team filed a Freedom of Information request related to correspondence between the then Director of Planning and to some degree the then City Manger. Shortly after the FOI was filed the city said they required a deposit of $700 to do all the work that was required.
While stunned at the amount the individual paid the deposit. We expect to have more detail on thus later in the month – we do know that some of the deposit was refunded.
We have been advised of another Burlington situation where the person filing the FOI request was asked to pay a deposit of more than $1000. They gave up at that point.
Burlington position on the list is at about the midpoint – better that Hamilton, which isn’t saying very much.
 By Staff
August 19th, 2024
BURLINGTON, ON
Speaking to the Association of Municipalities of Ontario (AMO), Marit Stiles, Leader of the Ontario NDP, promised to reverse three decades of provincial downloads and deliver a new deal for municipalities when she becomes Premier.
“Affordable housing, quality infrastructure, and open ERs are a necessity in Ontario, not a luxury,” said Stiles. “Municipal leaders shouldn’t have to beg the province to do their job – but that’s exactly what’s happening right now. Our municipal partners and the communities they serve deserve better”.
 Marit Stiles, NDP Leader of the Opposition Stiles’ plan for Strong and Caring Communities: A New Deal for Ontario’s Municipalities includes a commitment to reverse decades of unfair provincial downloads and funding cuts.
“Cities and towns invest billions each year in vital services and infrastructure,” said Stiles. “In return, they’re asked to take on skyrocketing costs and increasingly complex social and economic problems. I’m committed to working in partnership with municipalities to build strong and caring communities and a stronger economy.”
Marit Stiles and the Ontario NDP’s plan would reverse unfair provincial downloads and bring stability to municipal finances through fair cost-sharing of municipal-provincial priorities. This New Deal will include:
- A province-wide Social and Economic Prosperity Review of how infrastructure is funded in small, rural, and Northern municipalities that are facing disproportionate challenges with fewer financial resources in a changing climate.
- Upload back provincial financial responsibility for affordable housing, shelters, and homelessness prevention programs, while maintaining locally focused delivery by municipal service managers.
- The restoration of 50% provincial funding for municipal transit net operational costs.
- A commitment to get Ontario back to building affordable homes through Homes Ontario – the Ontario NDP’s plan to provide significant new provincial investments in public, non-profit and co-op housing, in partnership with municipal service managers.
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- The application of a rural and Northern lens to the development of this new partnership that recognizes the unique challenges and opportunities facing those communities.
By Staff
April 19th, 2024
BURLINGTON, ON
Premier Doug Ford spoke to to AMO in London this morning
His address is set out in full below.
“Well, good morning, everyone.
Thank you, Martin, for that kind introduction.
And before I get started…
I want to congratulate you Colin…
And the outgoing AMO Board of Directors…
For all the work you’ve done over the last two years.
Thank you for your partnership…
And for your service to the communities you serve.
 Premier Doug Ford at AMO earlier today. Friends,
I’m thrilled to be back at the AMO conference…
And to celebrate AMO’s 125th anniversary.
It’s an amazing milestone.
A milestone built on a long legacy of bringing people together…
In service of finding common ground…
And delivering real solutions…
To building stronger communities…
Where people and families can live, thrive, and prosper.
And folks…
I don’t hesitate to say…
That AMO’s vision…
Its mandate…
Has never been more important.
That’s because Ontario is growing faster than it ever has before…
Some reports suggest that our population growth could be as high as eight hundred thousand.
That’s like adding a city the size of Mississauga
In a single year.
In a word…
This kind of growth is explosive.
People from across Canada…
From around the world…
Are moving to Ontario…
Eager to be part of the thriving communities we’re building…
Excited about the Ontario dream.
These newcomers…
They also want to participate in our growing economy.
An economy that’s added more than 800,000 new jobs since we came into office in 2018…
With 160,000 new jobs added since the beginning of this year.
In fact…
In recent years…
Ontario’s economy has attracted tens of billions of dollars in the tech sector…
$4 billion in life sciences…
And more than $44 billion in electric vehicle and battery plants.
What I’m most proud of…
Is that these new investments…
These new jobs…
Are being created in communities across the province.
Take for example our auto sector.
We can’t forget the dire shape it was in six years ago.
Sky-high energy prices…
And an uncompetitive business environment…
Forced plants to close…
And take jobs 300,000 jobs south of the border.
What a difference a few years and a pro-worker, pro-business government makes.
Over the past four years…
We’ve welcomed new battery plants in Alliston and St. Thomas…
With major investments across the electric vehicle supply chain in Brampton…
Brantford…
Port Colborne…
Windsor…
And Napanee…
To name just a few.
It’s so important to our government…
To ensure that the economic growth we’re experiencing…
Benefits the entire province.
That no matter where you live in Ontario…
You have the same opportunity to access a better job with a bigger paycheque.
So, today…
I’m excited to announce a new online tool…
Developed by Invest Ontario…
That will help local and international investors better connect with municipalities.
Through our new Partner Portal…
Municipalities will be able to upload information about commercial and industrial properties in their communities…
And provide companies with information about the property…
Including demographic trends, market analysis and First Nations treaty areas.
It’s going to be a powerful resource…
To help local governments and communities attract investments and jobs.
But friends…
As I’ve said before…
As we rebuild Ontario’s economy…
As our population grows…
We have to build the infrastructure needed to support this growth…
And ensure that it’s sustainable for generations to come.
We can’t make the same mistakes that previous governments made.
We have to plan for the future…
And build the roads…
Highways…
Public transit…
Hospitals…
Homes…
Schools…
And energy infrastructure we need.
That’s exactly what we’re doing…
With the most ambitious plan to build in Ontario history.
We’re investing nearly $100 billion to expand and improve transit, roads and highways.
In the north…
We’re widening Highway 17 from Kenora to the Manitoba border…
And making upgrades to Highways 584 and 11.
In Windsor, we’re building the Banwell Interchange…
And a new interchange connecting Highway 401 to Lauzon Parkway.
Here in Ottawa…
We’re providing funding for the design and planning for the Barnsdale Interchange.
In the GTA…
We’re building Highway 413 and the Bradford Bypass.
Shovels are in the ground…
To widen Highway 3 between Essex and Leamington.
We’re building a new Highway 7 between Kitchener and Guelph.
Folks…
I could be here all day.
This list of projects goes on and on and on.
We’re building more…
We’re building faster.
In health care…
We’re investing $50 billion over the next ten years on more than 50 hospital projects.
In education…
We’re investing $16 billion to build, repair and expand schools.
And we’re making record investments to ensure people and businesses have access to reliable, clean and affordable electricity…
For generations to come.
I know…
Over the next couple of days…
You’ll hear more about these infrastructure investments from my Cabinet and caucus colleagues.
But I want to take a couple of minutes here…
To talk about housing.
Since we came into office in 2018…
I’ve heard time and time again…
A lack of housing-enabling infrastructure…
Is the biggest barrier to getting more homes built.
Mayors…
I want to say…
We hear you…
We’ve heard you loud and clear.
That’s why…
At this conference last year…
I announced the Building Faster Fund…
A $1.2 billion program…
That rewards municipalities for reaching annual housing targets.
The Building Faster Fund has a been a huge success.
Over the past several months…
I had the privilege of visiting so many of you…
Too many to name…
To deliver big cheques…
With big dollar figures…
That municipalities can use for infrastructure projects…
To lay the groundwork for more housing.
In our most recent budget…
We also announced record investments in our Housing-Enabling Water Systems Fund…
And the Municipal Housing Infrastructure Program.
This new money…
Totalling nearly $2 billion…
Is going to be a game-changer…
For so many of your communities.
Earlier this month,
We announced the first round of investments from the Housing-Enabling Water Systems Fund…
A total of $970 million…
That will be distributed to 54 projects…
Across 60 municipalities…
Helping to build more than 500,000 homes.
But we’re not stopping there.
We can’t stop there.
We’re going to keep working with you…
To build the housing-enabling infrastructure you need…
To meet and exceed your housing targets…
And to bring the dream of home ownership into reach for more people.
As we build more homes…
As you welcome more people to your communities…
We also recognize the need to invest in the public spaces that foster a strong sense of community and belonging.
That’s why…
As part of our 2024 budget…
We announced a $200 million investment to help municipalities build and renew sport and recreational facilities.
I’m pleased to announce…
That applications for this new fund…
The Community Sport and Recreation Infrastructure Fund…
Are now open.
Municipalities…
Local services boards…
And not-for-profit organizations…
Can apply for up to 50 per cent of funding for projects…
And Indigenous communities and organizations can apply for up to 90 per cent.
I can’t wait to visit your communities…
To stand with you…
As we invest in the sports and recreation facilities…
Where so many new memories will be made.
Friends…
Ontario is growing…
Like never before.
This kind of growth isn’t without its challenges.
But it also opens the door to incredible opportunities.
In order to seize these opportunities…
And ensure every region…
Every municipality prospers…
We need to work together to build the roads, highways, transit, homes, hospitals and schools our growing communities need.
We need to continue to create conditions to attract new investments…
To create better jobs…
And yes…bigger pay cheques.
And we need to keep costs down for hardworking families.
Ontario is the envy of the world.
And we have every single thing we need to succeed.
We have the talent…
We have the resources…
We have the determination.
All we need is to keep working together…
Always in service of the great people of this province.
Let’s build a better Ontario…together.
Let’s get it done.
Thank you again for inviting me to speak today.
And may God bless the people of Ontario.”
Does this sound like the kind of speech that gets made during a re-election campaign?
 By Pepper Parr
August 12th, 2024
BURLINGTON, ON
If you are a woman who is considered low income, you may be eligible for pre-employment, pre-apprenticeship and entrepreneurship training through the Women’s Economic Security Program (WESP).
The training will help equip you with the skills, knowledge and experience to improve your economic security. If you are interested in applying to a WESP training program, please contact one of the organizations listed below to determine your eligibility.
This is an excellent program – well worth at least looking into. If it isn’t for you – pass it along to someone you think might fit.
There is training in four streams:
skilled trades
entrepreneurship for self-employment
information technology
general employment training
All programs include additional supports so you can focus on participating in the training programs. Supports may include:
food throughout the training day, and/or access to a food bank
transportation to and from the training program
support in finding child care
referral to mental health and wellbeing supports, counselling, housing and legal support
If this is something you want to follow up on here is the link to the people that can help.
Some projects also provide specialized programming and supports if you’ve experienced intimate partner violence or are at risk gender-based violence. Learn about intimate partner violence and how to get help.
 Women in skilled trades
There is a great need for workers in the skilled trades and many jobs in the trades are high-paying and can offer long-term economic opportunities.
If you’re interested in exploring a career in the skilled trades, you can find women in skilled trades training programs at:
Canadore College – General Carpenter Pre-Apprenticeship
Centre for Skills Development and Training – Enhanced General Carpentry
Collège Boréal – Programme de préapprentissage en Charpenterie
The Conestoga College Institute of Technology – Women in Skilled Trades: Enhanced General Carpentry Program
CWB Welding Foundation – Women of Steel: Pre-employment Program
George Brown College – Women Transitioning to Trades and Employment (WTTE)
Humber College – Plumbing Pre-Apprenticeship for Women
Six Nations Polytechnic – We Are Welders Women’s Program
Women’s Enterprise Skills Training (WEST) of Windsor – Industrial Mechanic Millwright CNC Pre-Apprenticeship Program
WoodGreen Community Services – CNC/Precision Machining Skills Training Program
 Entrepreneurship for women’s self-employment
You can find entrepreneurship training programs for women’s self-employment at:
10 Carden Shared Space – Opening Opportunities
Connecture Canada – Hairstyling Entrepreneurship Training
Elizabeth Fry Society of Toronto – My Start-Up Program
Heritage Skills Development Centre – GTA Women Jumpstart to Success
Kingston Employment Youth Services – Creating Enterprise Opportunities
OASIS centre des femmes – Entrepreneurship Launchpad
PARO Centre for Women’s Enterprise – ParoBiz – Women’s Business Development and Microloan Program
Scadding Court Community Centre – WE Hub
 Women in information technology
You can find a Women in Information Technology training program at:
The Redwood Shelter – Women in Technology: IT Help Desk Technician
Seven Generations Education Institute – Azemiinagoziwin Telecommunications Program
YWCA of Greater Toronto – Mobile Application Development
General employment training for women
If you are interested in employment training, you can find courses and programs at the following institutions and organizations:
George Brown College – Fashion Exchange (FX) Women in Fashion TECH
YWCA Greater Toronto – Moving On To Success (MOTS)
La Cité Collegiale – Programme de préparation à l’emploi pour femmes francophones à faible revenu
Minwaashin Lodge – Courage to Soar Program
Again – if you’re interested here’s the link
By Harry Wilson
August 11, 2024
Burlington, ON
Yazan al Homsi Provides Insights Into Investment Trends in ESG and Technological Innovations: A Venture Capital Perspective.
 Environmental, Social, and Governance: It is the way business is now being done. In recent years, Environmental, Social, and Governance (ESG) investments have become a significant focus for venture capitalists. ESG investing refers to the practice of incorporating these three crucial factors into investment decisions, aiming to generate sustainable and ethical returns. This shift reflects a broader societal move towards more responsible and impactful business practices. The growing awareness of climate change, social equity, and corporate governance has spurred investors to look beyond mere financial returns, considering the broader impact of their investments.
The venture capital landscape has seen a notable rise in ESG investments. This is driven by a combination of regulatory changes, increasing consumer demand for sustainable products, and a genuine concern for the planet’s future. Governments worldwide are implementing stricter environmental regulations, and companies are under pressure to comply with these standards. At the same time, consumers are becoming more conscious of their purchasing choices, favouring brands that demonstrate a commitment to sustainability and ethical practices.
Yazan al Homsi, a renowned expert in the venture capital space, highlights the topicality of ESG investments, stating, “Everyone wants something that’s topical. So whether it’s the plastic upscaling or plastic pollution, green hydrogen, or AI for health tech, these are very topical topics.” This reflects the market’s appetite for innovations that address pressing global issues. Investors are not just looking for profitable ventures; they are seeking opportunities that align with their values and can make a significant positive impact.
The integration of ESG factors into investment strategies is not just a trend but a strategic imperative. Companies that prioritize ESG are often better positioned to manage risks and capitalize on opportunities in the evolving market landscape. This holistic approach to investing helps mitigate potential risks associated with environmental regulations, social unrest, or governance failures. Moreover, ESG-focused companies tend to attract a loyal customer base, enhancing their long-term profitability and resilience.
 ESG is a growing trend – bears keeping an eye on. In conclusion, the rise of ESG investments in venture capital signifies a profound shift towards more responsible and sustainable investing. This trend is expected to continue as regulatory pressures increase, consumer preferences evolve, and the global community becomes more attuned to the urgent need for sustainable practices. Investors like Yazan al Homsi are at the forefront of this movement, recognizing the dual potential for financial returns and positive societal impact.
Technological Innovations Driving Green Energy and Plastic Recycling
The push towards sustainability has spurred remarkable technological innovations in green energy and plastic recycling. These sectors are witnessing a surge in venture capital investments, driven by the urgent need to address environmental challenges and the potential for substantial returns. Innovations in these areas are transforming the landscape, offering solutions that are not only eco-friendly but also economically viable.
Green energy, encompassing renewable sources like solar, wind, and green hydrogen, is at the forefront of this technological revolution. Startups in the green energy sector are developing cutting-edge technologies to harness these renewable sources more efficiently. For instance, advancements in solar panel efficiency, wind turbine designs, and energy storage systems are making renewable energy more accessible and affordable. These innovations are crucial for reducing our reliance on fossil fuels and mitigating the impacts of climate change.
 Recycling plastic is one of the most challenging environmental issues. The venture capital community is interested. Plastic recycling is another area where technological advancements are making a significant impact. Traditional recycling methods have often been criticized for their inefficiency and limited scope. However, new technologies are emerging that can recycle a broader range of plastics and do so more effectively. Techniques such as chemical recycling break down plastics into their molecular components, allowing for infinite recycling without degradation of quality. This not only addresses the issue of plastic waste but also reduces the demand for virgin plastic production.
Despite the promise of these technologies, ventures in green energy and plastic recycling face several challenges. Scalability remains a significant hurdle. Many innovative solutions work well on a small scale but encounter difficulties when scaled up to meet global demands. Financial viability is another critical issue. While these technologies are advancing, they often require substantial initial investments, and the path to profitability can be uncertain.
Yazan al Homsi provides a nuanced view of the financial aspects of these sectors, noting, “People want things that are a bit more mature in the sense that they have revenue and are closer to profitability. My argument to that would be, well, there are not many companies in these spaces that are actually in revenue and profitable.” This highlights the balance that investors must strike between supporting groundbreaking innovations and ensuring financial returns.
Success stories in green energy and plastic recycling serve as inspirations and proof of concept for these sectors. Startups that have managed to scale their operations and achieve profitability demonstrate the potential of these technologies. For example, companies developing advanced recycling methods are securing partnerships with major corporations, showcasing the commercial viability of their innovations. Similarly, green energy startups are entering into large-scale projects and receiving government support, further validating their business models.
In summary, technological innovations in green energy and plastic recycling are driving significant changes in the venture capital landscape. These sectors offer immense potential for environmental impact and financial returns. However, investors must navigate the challenges of scalability and profitability to realize these benefits. As Yazan al Homsi suggests, the maturity of these ventures plays a crucial role in attracting investment and achieving sustainable growth.
The Health Tech Boom: Balancing Innovation with Financial Viability
The health tech sector is experiencing an unprecedented boom, driven by technological advancements and the growing demand for innovative healthcare solutions. From artificial intelligence (AI) to remote patient monitoring, health tech startups are transforming the healthcare landscape, offering improved patient outcomes and operational efficiencies. Venture capitalists are keenly investing in this sector, recognizing its potential to revolutionize healthcare delivery.
AI in health tech is one of the most promising areas, with applications ranging from diagnostic tools to personalized treatment plans. Machine learning algorithms can analyze vast amounts of medical data, providing insights that were previously unattainable. This not only enhances diagnostic accuracy but also allows for more tailored treatments. Startups focusing on AI-driven health solutions are attracting significant venture capital funding, reflecting the sector’s potential.
Remote patient monitoring is another rapidly growing area within health tech. The COVID-19 pandemic accelerated the adoption of telehealth and remote monitoring solutions, enabling patients to receive care from the comfort of their homes. These technologies reduce the burden on healthcare facilities and offer continuous monitoring, which is particularly beneficial for managing chronic conditions. Investors are supporting startups that develop wearable devices and telehealth platforms, anticipating long-term growth in this space.
 Generating revenue and achieving profitability are two different things. However, the financial viability of health tech startups remains a critical consideration for venture capitalists. While the potential for innovation is high, these ventures often face challenges in generating revenue and achieving profitability. The development and deployment of advanced technologies require substantial capital, and the path to financial sustainability can be fraught with obstacles.
Yazan al Homsi emphasizes the importance of robust management in navigating these challenges: “The key in my career has always been management. You always have to check management has to be on top of the ball. The three companies I’d say that all of them share that in them.” Effective management teams are crucial for steering health tech startups through the complexities of the market, ensuring that innovative solutions are translated into viable business models.
Moreover, the early-stage nature of many health tech ventures means that they often lack immediate revenue streams. This can be a deterrent for investors seeking quicker returns. Al Homsi points out, “The issue is like a lot of plastic recycling or healthcare for AI, there has not been real… There’s been a lot of talk and actual companies that execute on talk are far and few.” This highlights the need for thorough due diligence and a focus on companies with strong execution capabilities.
In conclusion, the health tech sector offers immense potential for transformative innovations and significant returns on investment. However, achieving financial viability remains a challenge. Investors must prioritize effective management and be prepared for a longer-term commitment to realize the benefits of their investments.
The Future Outlook: Security, Management, and Market Opportunities
As venture capital continues to flow into ESG and technological innovations, the future outlook for these sectors appears promising. However, several factors will influence the trajectory of investments, including security, effective management, and market opportunities. Understanding these dynamics is essential for investors seeking to capitalize on emerging trends.
Security is a paramount concern in the venture capital landscape. The volatility of financial markets and the unpredictability of technological advancements necessitate a focus on risk management. Yazan al Homsi underscores the importance of security, stating, “The benefit that we have is that in our industry people want more security. But the benefit that we have is you don’t know when interest rates are going to get cut, but the minute they get cut, all these growth stock names are going to get a lot of attention.” This highlights the need for investors to balance the potential for high returns with the inherent risks of innovative ventures.
Effective management remains a cornerstone of successful investments. Startups with strong leadership are better equipped to navigate the challenges of scaling operations and achieving profitability. Al Homsi’s experience demonstrates that companies with robust management teams are more likely to succeed: “A lot of people got cleaned out during the last two years because a lot of people could not sustain. They already had investments in other spaces e-gaming and growth companies just can’t turn from a growth phase to ‘We want to focus on revenue and profitability.'” This insight underscores the importance of selecting ventures with capable and adaptable leadership.
Market opportunities in ESG and technological innovations continue to expand, driven by ongoing advancements and increasing societal awareness. Investors are particularly interested in companies that can either be acquired by larger firms or transition to major stock exchanges. Al Homsi explains, “The ultimate game is you want to be involved in companies that ultimately are going to be either bought out by a major or they’re going to be moving to major exchanges. Those are the two ways to make meaningful alpha.” This strategic approach highlights the importance of identifying companies with clear exit strategies and significant growth potential.
 Additionally, the perception and reception of recycling and other green technologies play a crucial role in their market success. Al Homsi notes, “People still look at the, especially when there’s been so much negative media about recycling, people think that the only thing… I think there was a segment by CBS that said the only thing that got recycled is them recycling the lie of recycling.” Overcoming such skepticism requires transparent communication and demonstrable results from green tech companies.
In summary, the future of venture capital investments in ESG and technological innovations is shaped by security, effective management, and strategic market opportunities. Investors must remain vigilant and adaptable, focusing on companies with strong leadership and clear paths to profitability. By doing so, they can navigate the complexities of these sectors and achieve substantial returns while contributing to sustainable and impactful innovations.
 By Pepper Parr
August 1st, 2024
BURLINGTON, ON
 Doors Open is a province-wide event running from April to October where residents and visitors are invited to discover first-hand, the historical, heritage, natural and cultural resources in participating communities across the province. Doors Open is a program of Ontario Heritage Trust. From historical houses to modern marvels of construction, Doors Open Ontario showcases the buildings, natural spaces, infrastructure and cultural landscapes that shape and define our communities.
On Saturday, August 10, from 10:00 am to 2:00 pm, visit heritage sites, noteworthy buildings, and interesting locations all over Burlington – FREE of charge. Many of these buildings and locations will offer special activities and behind-the-scenes tours.
 Burlington’s Heritage Week runs from the 3rd of August to the 10 – a nice smooth transition to Open Doors. The list of events taking place during Heritage Week can be found hear.
A plaque next to City Hall will get you started on what Burlington is all about
By Staff
July 31st, 2024
BURLINGTON, ON
Another post secondary institution is setting up camp in Burlington.
 Mohawk College serves more than 32,500 full-time, part-time, apprenticeship and international students at four main campuses in Hamilton. Mohawk College announced its intent to expand facilities into the City of Burlington. The college has formalized a Letter of Understanding with the City of Burlington and Burlington Economic Development to establish new Mohawk College learning hubs and campuses in Burlington.
Interestingly – there is no mention in the media release of Alinea Lands, the people developing the massive King Road property. Their long term plan for the King Road site includes educational facilities
Mohawk College has been educating and preparing highly skilled graduates since 1996.
The recent launch of Mohawk College’s School of Climate Action, the continuing shortages in Ontario’s healthcare system, and growing demand for more people and training in skilled trades and technology are all priorities for the college.
Additional classrooms, labs, shops and applied research facilities will be required to meet the demand in these growth areas. Burlington is an ideal location to achieve this growth. Many locations within the city are easy to access through public transit and it is closer to home for many Mohawk College students who commute to Hamilton campuses from other communities.
 Mohawk College – Fennell Campus – Hamilton The college already has a presence in Burlington through its partnership with Schlegel Villages, with a Living Classroom located at The Village at Tansley Woods. The site is used to deliver the Personal Support Worker (PSW), Practical Nursing (PSW to PN Bridging Stream), and the Occupational Therapy Assistant and Physiotherapy Assistant (OTA/PTA) programs.
The proposed expansion aligns with the City of Burlington’s Strategic Plan. Burlington City Council has identified the attraction of a post-secondary institution as an objective that will contribute to the overall health of the city. It supports Burlington’s goals of developing complete communities, expanding its youth population, and providing an educational environment to attract startups and grow businesses. The City is supportive of post-secondary opportunities for its residents.
 Mayor Meed Ward: “We’re partnering with Mohawk College to ensure our future is as bright, innovative, and as forward-looking as our community.” “Burlington is open for business,” said Mayor Marianne Meed Ward. “We welcome post-secondary institutions and satellite programming as one way to boost local employment and support business. We’re partnering with Mohawk College to ensure our future is as bright, innovative, and as forward-looking as our community.”
Mohawk joins the Brock University involvement where they will occupy much of the Bateman currently under massive renovation site.
“There are promising opportunities in Burlington in healthcare, in industry, and across the regional economy,” said President Armstrong. “Students are looking for rewarding, fulfilling careers in desirable communities and employers are looking for well-educated and well-trained workers. Mohawk College is excited to create pathways to employment, preparing future-ready graduates for bright careers in Burlington and beyond.”
This planned expansion will roll out in phases over several years, with a variety of programs being offered in different locations. Mohawk will work with Burlington Economic Development to explore take shape and the requisite agreements are finalized. potential locations and uses. More specific information will be provided in the coming months as plans take shape and the requisite agreements are finalized.
 Anita Cassidy, Executive Director of Burlington Economic Development Anita Cassidy, Executive Director of Burlington Economic Development sees the Mohawk College’s plan to expand their facilities into Burlington as very exciting news. “Mohawk College has supported our local business community for a long time, through access to applied research areas, experiential learning hubs, and of course connecting employers to top talent. We look forward to working with them in the coming months to find the ideal location for their students, faculty and staff to thrive here.”
Mohawk College educates and serves more than 32,500 full-time, part-time, apprenticeship and international students at four main campuses in Hamilton, Ontario and learning hubs across Hamilton through City School by Mohawk, as well as at the Mohawk College Mississauga Campus in partnership with triOS College.
The college was formed in 1966. It came out of what was once the Hamilton Institute of Technology and the Provincial Institute of Textiles.
Burlington Economic Development (Burlington EcDev) is an agency of the City of Burlington that works to attract high-value companies to Burlington, support the expansion of existing businesses, and encourage the start-up and growth of new companies.
No word yet on just where the campus will be located.
 By Jacob Robinson
July 23rd, 2024
BURLINGTON, ON
The transformation from static to dynamic learning materials in education is not just about integrating technology—it’s about revolutionizing how we engage, understand, and retain information.
Gone are the days when learners passively consumed information from textbooks. Today, interactive education is at the forefront, changing how educators teach and students learn.
The Shift to Interactive Learning
 Working from a computer instead a blackboard opens up a world to students where they can interact in a way that isn’t possible in a classroom The traditional educational model, which often relies on textbooks and teacher-driven lectures, has been effective to a certain extent but does not always engage every student.
This is especially true in a world where digital natives are increasingly accustomed to interactive and multimedia content. The transition to interactive learning is designed to close this gap by transforming students from passive recipients of information to active, engaged participants in their own learning processes.
This shift involves integrating a variety of multimedia elements that cater to different learning preferences and speeds, which is particularly important in diverse educational environments. Tools such as videos, interactive simulations, and gamified learning experiences play pivotal roles. Videos can illustrate complex concepts in a visually digestible manner, simulations offer hands-on experience in a virtual format, and gamification introduces elements of play that can significantly increase engagement and motivation.
For instance, incorporating simulations in science classes allows students to conduct experiments in a virtual lab setting, enabling them to explore scenarios that would be impossible or impractical in a real-world setting.
Utilizing Technology to Enhance Learning
In today’s educational landscape, technology is not just an enhancer but a fundamental component of how learning is imparted. Interactive eBooks, educational apps, and Learning Management Systems (LMS) are just the beginning. These platforms transform traditional text into interactive experiences with clickable links, embedded assessment tools, and multimedia content that make learning dynamic and more accessible.
 A book with an unlimited number of pages that are updated in nano-seconds. One highly effective approach is the creation of a blended learning environment, where digital and traditional teaching methods intersect. This model allows educators to leverage the best of both worlds—combining the personal touch of face-to-face teaching with the customization and flexibility of digital media. For example, a teacher might explain a concept in class while directing students to an online platform where they can explore additional multimedia content and complete interactive exercises that reinforce the lesson.
Blended learning environments are particularly adept at catering to various learning styles—visual learners can benefit from video content, auditory learners can benefit from recorded lectures and discussions, and kinesthetic learners can engage with interactive elements that make learning a more tactile experience.
This diversity in content delivery not only helps in catering to the individual needs of students but also prepares them for a world where digital literacy is paramount.
Tools That Make a Difference
Several tools have been instrumental in transforming static documents into dynamic learning resources.
For instance, Smallpdf’s PDF-to-Word converter allows educators to take static resources like PDFs and convert them into editable Word documents. This capability is crucial when updating or customizing learning materials to include interactive elements like hyperlinks, videos, or animated explanations that engage students more deeply.
Another tool transforming learning is virtual reality (VR), which can transport students to different times and places, enhancing their understanding of complex subjects through immersive experiences.
Similarly, augmented reality (AR) can bring diagrams in textbooks to life, providing a three-dimensional understanding of complex structures like the human body or solar systems.
The Role of Gamification
Gamification transforms traditional education by integrating game design elements that foster motivation, engagement, and a strong sense of community among learners.
 A leader-board graphic – a stock item provided by Adobe – a tool that engages people. Particularly effective in virtual classrooms, gamification strategies combat the challenge of online learner disengagement by making learning interactive and rewarding. Points systems, leaderboards, and achievement badges make education enjoyable and tap into learners’ competitive spirits, encouraging a healthy rivalry and continuous engagement.
For instance, apps like Duolingo harness the power of gamification by setting daily goals and rewarding learners with points and badges for achieving streaks. This approach keeps the learning process exciting and motivates learners to return regularly, thereby enhancing language acquisition and retention.
Moreover, gamification can be tailored to individual learning paths, providing personalized challenges that meet learners at their level of proficiency and push them to expand their boundaries. Such adaptive learning experiences are crucial in maintaining student interest and ensuring that each learner feels both supported and challenged.
Creating Content That Resonates
To effectively engage modern learners, educational content must resonate on multiple levels. Today’s learners seek materials that are interactive and dynamic, succinct, visually engaging, and directly relevant to their lives and future careers. To create content that truly resonates, educators need to adopt a design-thinking approach, prioritizing the user experience in every aspect of material creation.
Incorporating storytelling into educational content is one method that significantly increases engagement and relatability. Stories can transform abstract concepts into concrete learning experiences that are memorable and impactful.
Of course, integrating real-world challenges through project-based learning makes learning more relevant and enhances skill application and retention. This approach encourages learners to apply their knowledge to solve practical problems, preparing them for real-life challenges.
Challenges and Considerations
Despite the clear advantages of interactive and dynamic learning environments, several challenges can impede implementation. Access to reliable technology remains a significant barrier, particularly in under-resourced areas where learners may not have regular internet access or the latest digital devices.
Additionally, there exists a considerable gap in digital literacy among educators, which can hinder the adoption of new technologies and methodologies in the classroom.
To overcome these obstacles, targeted professional development is essential. Educators must receive ongoing training and support to build confidence in using advanced digital tools and incorporating innovative teaching strategies.
Only through concerted efforts to address these challenges can the promise of interactive education be fully realized.
 Gamification, more than a word – it’s a process. Transforming static learning materials into dynamic, interactive educational experiences is essential for keeping pace with global educational trends and meeting the needs of today’s learners. By embracing technology, incorporating gamification, and designing content that resonates with students, educators can create more engaging, effective, and inclusive learning environments.
This transformative journey is about using new tools and rethinking how education is delivered to foster more profound and lasting learning outcomes. As we continue to navigate this path, we should always focus on enhancing educational experiences to prepare learners for a rapidly changing world.
By Pepper Parr
July 12th, 2024
BURLINGTON, ON
Nanos, a national polling organization and the Oakville, Milton and District Real Estate Board, released a report on opions people held about housing issues.
Ward 5 Councillor Paul Sharman brought it to the attention of Council members and commented on the content at some length.
 Sharman points out what densification has come to mean to Burlington: the city is required to be 82% high rise buildings; 12% mid rise and 6% low density. The high rise and mid-rise will be infill because we have had essentially no greenfield land to build on. The Alinea properties did provide some extra green field land.
Were local governments making the right decisions?
RATING LIFE IN THE REGION
Residents of the regions gave the top rating to their community as a place to raise a family (Oakville mean of 8.3 out of 10, Burlington mean of 8.5, Halton Hills mean of 8.2, Milton mean of 7.5), and also gave high ratings to their region’s overall quality of life and as a safe place to live. All regions receive lower grades on being a place to take public transit, with a very poor grade in Halton Hills (mean of 3.4) and Milton (mean of 4.2). The region as a place where one can afford to buy a home scored the lowest (mean of 3.4 overall).
DIRECTION OF THE REGION
Residents of the Towns of Oakville (52%), Halton Hills (54%) and the City of Burlington (53%) are more likely to say the region is moving in the right direction than the wrong direction (35%, 33%, 33% respectively), while residents of Milton are split with 46 per cent who say the Town is moving in the wrong direction and 43 per cent in the right direction. Asked why they have that opinion, residents who think things are moving in the wrong direction mentioned the construction/development and the population growth that they believe is happening too fast (29% each).
REASON THEY LIVE IN THE REGION
Residents most frequently say the main reason they live in their community is because they grew up there and have been there a long time (high of 31% in Halton Hills, low of 21% in the Town of Oakville), or that they like the area and they believe it to be a nice place to live (14% overall). Just over one in ten also mentioned they live in the region because their family/friends live here (13%) or for jobs/work (11%).
PIECE OF ADVICE FOR THE REGION
The most frequent piece of advice residents had for their region was to ensure the City/Town grows at a manageable rate (24% of residents). This was followed by improving public transit and improving infrastructure/ roadways (nine per cent each) and improving traffic (eight per cent).
Key Findings – State of Housing
HOUSING AFFORDABILITY IN THE REGION
A majority of residents from the Towns of Oakville (71%), Milton (70%) and Halton Hill (74%) and the City of Burlington (68%) say housing affordability in their community has worsened or somewhat worsened compared to five years ago. An additional one in ten say it has somewhat worsened (Oakville: 11%, Milton: 10%, Halton Hills: 9%, Burlington: 13%).
PREFERRED HOME TYPES OVERALL
About two thirds of residents of the region report living in a single detached family home (63% overall, 77% in Halton Hills). And additional one in ten say they currently live in a Town house (13%). Asked which type of housing they would want to live in, three quarters say they want to live in a single detached family home (74% overall, 85% in Halton Hills).
PREFERRED HOME TYPE IF DOWNSIZING
Asked which type of housing they would prefer to live in if they were to downsize, residents say they would want to downsize to a smaller single detached home (32% overall, 43% in Halton Hills, 28% in Burlington). Just over one in ten want to downsize to a Townhouse (11%).
SUPPORT FOR BUILDING SECONDARY/GARDEN SUITES
Residents of the region are more likely to support or somewhat support allowing homeowners in their community to build a secondary or garden suite on their property (Oakville: 56%, Halton Hills: 66%, Burlington: 56%) than oppose or somewhat oppose this (Oakville: 28%, Halton Hills: 26%, Burlington: 33%). On the other hand, residents of the Town of Milton have split opinions on this topic (43% support/somewhat support; 42% oppose/somewhat oppose).
PREFERRED APPROACH FOR NEW HOUSING*
Asked which approach they prefer for new housing in Oakville, opinions were shared between having a mix of units being added to existing homes on residential streets and high-rise apartment/condo towers being build around GO stations (32%) and Building high-rise apartment towers around GO Transit Stations and limiting units being added to existing homes (31%). Nearly one quarter prefer adding units to existing homes and limit high-rise apartment towers around GO transit stations (22%).
CONVERTING SINGLE-FAMILY HOMES
One third of residents say single-family homeowners should be able to convert their home into a duplex (34%). This was followed by under one in four who say they should be able to convert their single-family homes into a semidetached home (23%), a triplex (20%), a fourplex (18%) and a Town home (17%). Of note, nearly one third say homeowners should not be able to convert their single-family home in any of the above (32%).
By Pepper Parr
July 11th, 2024
BURLINGTON, ON
Members of CUPE Local 966 (Canadian Union of Public Employees) addressed Region of Peel councillors over concerns about the Ford Government’s secrecy around recommendations made by the Peel Transition Board, including the possibility of privatizing necessary public services like the region’s water and wastewater.
 What does this matter to the City of Burlington? What Premier Ford decides to do in Peel is what he is likely going to want to do with the Region of Halton. A Legislative Standing Committee is currently research and deliberating on what should happen to the Region of HAlton going forward.
 Whatever gets decided for Peel Region will impact decisions made about Halton Region. Planning at the Regional level is in the process of being shifted to the municipalities.
“While Doug Ford has backtracked on plans to dissolve the region entirely, plans for the future of the region are still being kept a secret,” said CUPE 966 President Salil Arya, who represents municipal workers in the Region of Peel. “Important decisions that will affect Peel residents and our members like the privatization of public services are being made in the dark without transparency or public knowledge and it’s unacceptable.”
Last month, news broke that the Peel Transition Board could be recommending the privatization of water and wastewater, a decision that could impact on the quality of the region’s water and take control of its most valuable resource out of public hands.
“Peel residents pushed back last year when the province wanted to dissolve the region, and Ford backed down,” said CUPE Ontario President Fred Hahn. “The stakes are even higher if Ford is planning to privatize Peel’s water, because we’re talking about a necessity of life. If it takes another fight by residents to keep Peel water in public hands, CUPE Ontario will be there.”
CUPE 966 called on the Region of Peel to demand that the Ford government release the recommendations made by the transition board, and to reject any plans to privatize public services.
 Halton Waste Water treatment plant. There are a number of services that are Regional: Social welfare; some roads, water and waste removal as well as some services that should perhaps be Region wide, such as transit.
There are changes taking place that the province isn’t saying very much about. We are of course being told about being able to buy beer and mixed drinks at the corner store soon and we are supposed to be impressed with not having to take care of license plate renewal.
The Ontario Science Centre has to be torn down, based on some very conflicting reports.
Shifting to a political perspective, Tom Parkin, writing under a headline that declares: No premier has been able to escape defeat since at least 2011 when their approval rating is 31%; data that came from the Angus Reid Institute quarterly survey data.
 At 31 per cent, Ford now has the lowest job approval score of any premier surveyed, according to the latest quarterly survey, released June 26. The quarterly Premier approval survey excludes only Prince Edward Island.
 Premier Doug Ford: Not a happy camper; public is hearing a lot of bluster – no clear vision other than silly tricks that add little to the quality of life for most people. The 31 per cent level appears to mark the edge of a political black hole for premiers and prime ministers. Since at least 2011, no premier or prime minister whose job approval score passed below 31 per cent has been able to escape the pull of defeat.
During June, Ford revealed a controversial and expensive plan to shut The Beer Store and give its sales to grocery and convenience stores, faced continued opposition to his plan to shutter the Ontario Science Centre, and began to fuel early election speculation. Unemployment also rose to 7.0 per cent, well above the national average and the number of full-time jobs declined by 7,400.
Despite Ford’s low personal score, his PC Party’s support remains high on his opponents’ troubles.
 Marit Styles, Leader of the NDP opposition is doing a superb job. She has yet to break through in terms of a profile that people will like once they get to know her. Polls show that as people get to know NDP leader Marit Stiles her positive score rises, but nearly half still cannot make a positive or negative assessment.
 Bonnie Crombie: Liberal Party leader looking for a seat in the Legislature hasn’t found the traction many thought would make her a natural to lead the province. Voters are getting to know Ontario Liberal leader Bonnie Crombie faster, but as they do, her negatives rise and her positive impression score remains stalled.
It’s messy.
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