 By Staff
April 16th,, 2021
BURLINGTON, ON
 Mayor Marianne Meed Ward Mayor Marianne Meed Ward has called an emergency meeting of Council for 10 a.m. tomorrow morning, Saturday, April 17 that will be held virtually to make some immediate decisions. Council will receive additional COVID-19 updates at the regularly scheduled Council Meeting on Tuesday, April 20 beginning at 1 p.m. A livestream of Council meetings is available from the burlington.ca homepage.
Impacts to City services and programs
City Hall
City Hall, located at 426 Brant St., will remain closed.
 Part of the Burlington Transit fleet. Burlington Transit
Burlington Transit is an essential service and will continue to run as scheduled including specialized transit and trips to vaccination clinics. The transit terminal at 430 John St. will remain open to provide PRESTO services including SPLIT passes. Presto services are available at Shoppers Drug Mart or online at prestocard.ca. Transit schedules are available online at myride.burlingtontransit.ca.
Parking
Parking enforcement is limited to safety-related issues such as fire routes, accessible parking, no parking/stopping areas and blocked parked areas. City parking time-limit restrictions have been relaxed to help those working from home or self-isolating. Parking permits and exemptions are not required until further notice.
Recreation Services, Parks, all Amenities and Facilities
City of Burlington facilities and recreation programming remain closed, and all indoor programs have been cancelled.
Outdoor gatherings in all City parks, such as Spencer Smith Park, Lowville Park and Beachway Park, are limited to members of the same household. Those living alone may join one exclusive household.
 Tyandaga Golf Course. Outdoor recreation amenities will close, effective April 17 at 12:01 a.m., including: playgrounds, sports fields, outdoor courts, skate parks, dog off-leash areas and Tyandaga Golf Course. If you need some fresh air and activity, it’s okay to walk, cycle or jog through your neighbourhood park, but please do not linger. Please stay 2 metres (6 feet) away from everyone else in the park or on a trail and take your waste home with you to dispose of it.
Roads, Parks and Forestry
Essential services provided by the Roads, Parks and Forestry Department will continue as needed. Residents with questions or issues can email RPF@burlington.ca or call 905-333-6166.
Construction
Non-essential construction sites as defined under the Provincial emergency order will be put on hold and closed off for public safety until restrictions are lifted.
Please stay home and only go out for exercise in your own neighbourhood and essentials such as groceries. Let’s continue to work together to keep each other safe from new COVID-19 variants. More than ever, we need to support our local healthcare heroes who continue to care for those who need it and preserve hospital capacity.
As the situation evolves and staff receives and reviews the updated order from the Province of Ontario, we will continue to comply and keep you informed on available essential services and what must be closed to keep City of Burlington staff and residents safe.
By Staff
April 12th, 2021
BURLINGTON, ON
The Ontario government, in consultation with the Chief Medical Officer of Health, has made the difficult decision to move elementary and secondary schools to remote learning following the April break. This move has been made in response to the rapid increase in COVID-19 cases, the increasing risks posed to the public by COVID-19 variants, and the massive spike in hospital admissions.
Details were provided today by Premier Doug Ford, Christine Elliott, Deputy Premier and Minister of Health, Stephen Lecce, Minister of Education, and Dr. David Williams, Chief Medical Officer of Health.
 Medical professionals are being pushed beyond the limits – with triage decisions possible in the weeks ahead. “We are seeing a rapidly deteriorating situation with a record number of COVID cases and hospital admissions threatening to overwhelm our health care system,” said Premier Ford. “As I have always said we will do whatever it takes to ensure everyone stays safe. By keeping kids home longer after spring break we will limit community transmission, take pressure off our hospitals and allow more time to rollout our COVID-19 vaccine plan.”
With appropriate measures in place, schools have been safe places for learning throughout the pandemic, as confirmed by the Chief Medical Officer of Health and local medical officers of health and have demonstrated low rates of in-school transmission. However, increasing rates of community spread pose a threat to the health and safety of school communities. As a result, all publicly funded and private elementary and secondary schools in the province are to move to teacher-led remote learning when students return from the April break on April 19, 2021.
 Classrooms will remain empty – for how long? Depends on how well the public learns to listen. Private schools operating in-person this week are to transition to remote learning by April 15, 2021. This action is being taken in support of the Government’s broader efforts to limit the spread of COVID-19. Data will be assessed on an ongoing basis and health officials will be consulted to determine when it will be safe to resume in-person learning.
Child care for non-school aged children will remain open, before and after school programs will be closed and free emergency child care for the school-aged children of eligible health care and frontline workers will be provided. To protect the most vulnerable, boards will make provisions for continued in-person support for students with special education needs who require additional support that cannot be accommodated through remote learning.
“This was not a decision we made lightly, as we know how critical schools are to Ontario students. Our priority has always been to keep schools open, however sharply rising community transmission can put our schools and Ontario families at risk,” said Minister Lecce. “While Ontario’s plan has kept schools safe, as confirmed by the Chief Medical Officer of Health, we are taking decisive and preventative action today to ensure students can safely return to learning in our schools.”
Case rates, hospitalizations, and ICU occupancy are increasing rapidly, threatening to overwhelm the health care system. The number of COVID-19 hospitalizations in the province have increased by 22.1 per cent between the period of April 4 and 10, 2021.
In addition, during this same period of time, Ontario has seen
the number of COVID-19 patients in intensive care increase from 494 to 605.
Since April 8, the province has been under a provincewide Stay-at-Home order, requiring everyone to remain at home except for essential purposes, such as going to the grocery store or pharmacy, accessing health care services (including getting vaccinated), for outdoor exercise with your household in your home community, or for work that cannot be done remotely. As Ontario’s health care capacity is threatened, the Stay-at-Home order, and other new and existing public health and workplace safety measures, will work to preserve public health system capacity, safeguard vulnerable populations, allow for progress to be made with vaccinations and save lives.
 One has to wonder how much longer Doug Ford can get up every day and continue to tell the people that he is doing everything he can and pleading with people to say home as he watches the numbers of infections rise. With students moving to remote learning, vaccine prioritization of education workers who provide direct support to students with special education needs across the province, and all education workers in select hot spot areas, starting with Peel and Toronto, will continue. Starting today, special education workers across the province and education workers in Peel and Toronto hot spots will be eligible to register for vaccination by calling the provincial vaccine booking line at 1 833 943 3900. More information is available at Ontario.ca/covidvaccine.
It is critically important that as Ontarians receive the vaccine, everyone continues to wear a mask, maintain physical distancing when outside of their immediate household and frequently wash their hands. As well, continue to monitor for symptoms of COVID-19 and get tested if symptoms are present.
“As we continue to see rapid growth in community transmission across the province, it is necessary to take extra precautions and measures to ensure the continued health and safety of students, teachers and their families,” said Dr. David Williams, Chief Medical Officer of Health. “As the fight against this third wave of the pandemic continues, everyone must continue following all public health and workplace safety measures and stay at home to prevent further transmission of the virus, so we can once again resume in person learning in our schools.”
 Minister of Education: Stephen Lecce Steven Del Duca, the Leader of the Ontario Liberal Party who has yet to earn a seat in the Legislature said in a prepared statement that: “Just yesterday, Minister Lecce wrote to parents telling them that all publicly funded schools would remain open after the April Break. One day later, Doug Ford is closing them for weeks. The in-fighting between Doug Ford and his education minister is putting our children and education workers at risk, and Lecce should be fired for it.”
“It’s time for Doug Ford to adopt our Ontario Liberal plan, which includes capping class sizes at 15, investing in urgent repairs to ventilation in classrooms, and vaccinating all education workers over the April Break so that schools can be safe and stay open for good after this closure. It’s time to end Doug Ford’s chaos once and for all by making schools safe.”
And doesn’t Doug Ford wish that it was that easy.
 By Staff
April 10th, 2021
BURLINGTON, ON
 Mayor Meed Ward – welcomes the best to the city The Mayor sent out a note from her Linked In account today, touting how great it is to work for the city of Burlington and pointing to the need for a Manager of Building Inspections and Deputy Chief Building Official. Job pays between $112,000 and $140,000.
If you follow the links that are part of the message the Mayor sent out we learn that:
“As you look through our current job openings, remember: the grass is greener at the City of Burlington. With approximately 890 full-time and 600 part-time employees, we focus on teamwork, collaboration and investing in our co-workers. It’s no wonder our employee turnover rate is less than 7 per cent (that’s good). The City of Burlington is an award winning city, filled with award winning staff. In fact, we put the “greater” in the GTA.
 Laura Boyd, Director of Human Resources “We surveyed our staff and the top reasons why they chose to work/stay with the City of Burlington are the location/commute, the people, benefits and pension. Burlington is located between three major highways, has three GO train stations, public transit, bike paths and change and shower facilities at all main working locations.
“As public servants, our job is to provide excellent public service and good value for taxes. Our staff know this and are proud of the work they do, because as Canada’s best mid-sized city, we’re second to none. Our staff are dedicated, caring, professional and award winning.
“We have excellent benefits and pension as well as flexible work arrangements such as work from home, job sharing/rotations and a compressed work week. If you want to join a forward-thinking organization, apply today. Come for the job, stay for the career. We’ve got it all.”
Having the Mayor out there touting the city is a good thing. And there area lot of exceptional people working at city hall.
A report from the Human Resources department in the not too distant past paints a bit of a different picture.
Links to related news content.
Is Burlington going to have to pay more to attract good people?
Boyd report: trouble in paradise
 By Pepper Parr
April 8th, 2021
BURLINGTON, ON
 City manager Tim Commisso in his Pandemic bunker It was exactly one year ago today that City Manager Tom Commisso and his staff began the practice of giving city Councillors a verbal update on how the city was coping with Covid19 pandemic.
It has been quite a roller coaster ride for all of them.
Director of Parks and Recreation Chris Glenn has learned to do a pivot within a pivot as he and his staff struggle to deal with how they are going to make the parks and recreation facilities available to the public when the rules get changed.
 Chris Glenn Director of Parks and Recreation for the city. Doing pivots within pivots. Glenn started the week being in a modified lock down mode – worked within those rules only to find that the province is now in a Stay at Home mode with being told to stay in their homes – but to also get out and get some exercise and maintain a semblance of mental health.
The only place you can walk and enjoy yourself is the public parks with Spender Smith being a magnet for most people.
So the crowds arrive – expected to wear masks and maintain the six foot distance rule and don’t be part of a group of more than five people
Glenn’s park experience as a young man was as a lifeguard at swimming pools. Not something that would prepare him for the current assignment.
What we are seeing is a staff that is much more in control of what they have to do and thinking several months ahead and trying to anticipate what they might have to do.
Councillors are in closer touch with the constituents and working hard to get the answers to questions.
 Plains Road; an old suburban highway transitions into a vibrant urban main street with flower beds in place Last year the city put plants in less than half of the 130 plant beds in the city.
This year they will have plants in every bed – assuming they can call back the part time staff that were doing this work. Many of them have moved on to other job opportunities.
What is visible is how Staff have upped their game to meet demands that change by the day – at times by the hour.
Staff are coming back with solutions to problems they didn’t even know existed.
Much more to tell about just how they are doing this.
 By Pepper Parr
April 6th, 2021
BURLINGTON, ON
 Halton Region is asking residents to share feedback on how and where our community should plan for provincially mandated growth over the next 30 years.
We know where the people of Burlington don’t want the growth to be.
The Regional consultation period will run until May 28, 2021, and presents Growth Concepts outlining different ways our community could accommodate new residents and jobs. Comments will help inform a review of the Regional Official Plan, which guides land-use decisions in the community to meet the needs of residents and businesses today and in the future.
“From new housing to transit networks and business areas, we are planning for mandated growth as more residents and businesses choose to call Halton home,” said Halton Regional Chair Gary Carr. “By asking for the public’s feedback on what our community may look like in 10, 20 or 30 years, we can ensure planning decisions preserve our high quality of life and keep Halton a great place to live for our children and grandchildren.”
The Province’s Growth Plan requires that Halton plan to accommodate 1.1 million people and 500,000 jobs by the year 2051.
The Region currently has a population of 595,000
 Quite a bit of the ground breaking work has already been done. This is a mammoth undertaking and a challenge to find a meaningful way to include the public. Halton’s review of its Regional Official Plan will ensure it aligns with Provincial policies and remains responsive to changing social, economic, environmental and demographic conditions.
Among the concepts set out in a hefty 618 page document are:
DEVELOPMENT OF GROWTH CONCEPTS
A. Climate Change Lens
B. Land Needs Assessment and Municipal Allocation
C.1 Employment Area Conversion Request Inventory
C.2 Employment Area Conversions: Initial Assessment Summary
GROWTH CONCEPTS TECHNICAL ASSESSMENT
D. Transportation Assessment
E. Water & Wastewater Assessment
F. Fiscal Impact Assessment
SETTLEMENT AREA BOUNDARY EXPANSION STUDIES
G. Agricultural Area Assessment
H. Natural Heritage System and Water Resources Assessment
I. Mineral Aggregate Resources Assessment
J. North Aldershot Policy Area Urban Expansion Assessment
J.1 North Aldershot Water and Wastewater Constraints and Opportunities
Each Growth Concept helps answer questions about the future of the region: How quickly will our community grow and where will growth take place? Will there be more apartments and condos or more single-family homes? Where will the majority of new jobs be?
 Four concepts have been set out – the Region would like to know what you think about those concepts To help residents learn more about the concepts under review, Halton has created a summary webpage and posted a discussion paper on its website. Residents can view maps, charts and other information for each concept that outlines how and where growth would take place. Based on the feedback received, the Region will develop a final preferred Growth Concept for the community.
The survey can be found HERE.
The Region is asking the community to provide feedback by May 28, 2021:
1. Take the online questionnaire: Residents and stakeholders can provide high-level feedback on the Growth Concepts and the factors considered in guiding regional growth.
2. Join a virtual Public Information Centre: Community members will listen to a presentation on the Growth Concepts from planning staff, take part in interactive polls and participate in a question and answer period. More information on the virtual Public Information Centres will be available on the Region’s website in the coming weeks.
To learn more about the Growth Concepts and sign up to receive email updates on the Regional Official Plan review process, visit www.halton.ca/ropr.
The Regional Municipality of Halton serves more than 595,000 residents in the City of Burlington, the Town of Halton Hills, the Town of Milton, and the Town of Oakville. Halton Region delivers quality programs and services, including water and wastewater; Regional roads and planning; paramedic services; waste management; public health; social assistance; children’s and seniors’ services; housing services; heritage programs; emergency management and economic development.
The Gazette will follow the development of this plan – there is a lot at stake. The challenge is to ensure that Halton doesn’t become a Mississauga – a place that former Toronto Mayor David Crombie once said was not much more than a collection of postal codes.
By Pepper Parr
April 6th, 2021
BURLINGTON, ON
The Premier drops the hammer on the province and puts us into a modified lockdown for 28 days starting last Saturday.
Why he didn’t make it immediate is hard to understand: is the situation is as dire as he maintains it is? Actually, it is worse.
The province has said – no more than five people meeting at a time and those five must be part of the same household. No patio dining – take out only.
The city administration has laid their rules on top of the provincial requirements.
 City Hall
Starting Tuesday, April 6, 2021, City Hall, located at 426 Brant St., will be open to the public by appointment, for in-person commissioning services and marriage licences. Walk-ins are not permitted.
Please visit burlington.ca/commissioning, burlington.ca/marriage or call 905-335-7777 to book your appointment. Residents can also visit burlington.ca/onlineservices to access a variety of City services online.
Service Burlington is available to answer questions by phone during regular business hours, at 905-335-7777 and email at city@burlington.ca.
Burlington Transit
Burlington Transit will continue to run as scheduled including specialized transit and trips to vaccination clinics. The transit terminal at 430 John St. will remain open to provide PRESTO services including SPLIT passes. Presto services are available at Shoppers Drug Mart or online at prestocard.ca. Transit schedules are available online at myride.burlingtontransit.ca.
Halton Court Services – Provincial Offences Office
Court administration counter services at 4085 Palladium Way will remain open from 9 a.m. to 1 p.m., Monday to Friday. Visitors to the courthouse must self-screen using the provincial e-screening application at http://covid-19.ontario.ca/courthouse-screening and wear a mask or face covering unless exempted from by the Mandatory Mask Bylaw.
Telephone payments are available at 905-637-1274, from 8:30 a.m. to 4:30 p.m., Monday to Friday. Many online services are also available by email at burlingtoncourt@burlington.ca or by visiting haltoncourtservices.ca.
 The play grounds will be empty. Recreation Services and Facilities
City of Burlington facilities and recreation programming will close, and all indoor programs are cancelled as of Saturday, April 3, 2021. Recreation Services staff are contacting user groups, renters and individuals affected by these changes. User groups who provide childcare are exempt and can remain open as they are able to continue during the emergency brake as per the Provincial Guidelines.
An announcement will be made sometime this week with more detailed information for how this Provincial emergency brake impacts recreation services including
Residents are encouraged to remain active by accessing outdoor recreation opportunities such as walking/biking on trails or visiting parks and playgrounds. For a list of parks, playgrounds and trails, visit burlington.ca/outdoorplay. Options to stay active at home are available online at burlington.ca/activeathome.
Roads, Parks and Forestry
Services provided by the Roads, Parks and Forestry Department will continue as needed. Residents with questions or issues can email RPF@burlington.ca or call 905-333-6166.
 Mayor Marianne Meed Ward Mayor Marianne Meed Ward found this was “difficult news to receive and we’re not out of the woods yet, but we have come a long way from when this pandemic started. This four-week province-wide shutdown indicates how important it is we stay vigilant and do all we can, including wearing masks, staying physically apart where we can, connecting with others virtually or over the phone, and only being in close contact with those in our household. Better days are ahead, particularly with the Region of Halton’s vaccination centres open and administering vaccinations. We will continue strengthening our determination to see ourselves through the other side of this.”
Related news story:
Science made it critical that the lockdown be put in place.
 By Lana Petrovski
April 5th, 2021
BURLINGTON, ON
Playing cards has been part of human civilization for at least a millennium, long before the dawn of technology. Even though many people associate cards with online casino games such as poker and blackjack, there are several themed card games that go beyond the standard 52-card deck.
 It is now all at your finger tips- you can play anywhere – safely. The good news is that you can also enjoy your favourite games on your new iPhone. Here are our Top five card themed games that you can download from the App Store today.
Hearthstone
Hearthstone is a card collection game from the studio that brought us World of Warcraft, and it sees players build decks with powerful cards to summon heroes and minions to gain control of a complex battlefield. Hearthstone merges skill and strategy with the joy of completing a set of characters as the battle unfolds.
 Kittens – a different approach to a game. Exploding Kittens
Probably one of the most successful Kickstarter stories to date, Exploding Kittens transitioned from a fun board game to an even more enjoyable online game. Essentially, this is a game of hot potato that combines equal measures of cute felines and total destruction. Exploding Kittens is a great multiplayer game that makes for a fun and enjoyable night with your mates.
Gwent: The Witcher Card Game
Gwent: The Witcher Card Game is a free-to-play digital collectable card game based on the infamous novel and video franchise. This turn-based game has simple rules for challenging gameplay to collect ‘power’ and win. The cards and game board burst with colour and animations, transporting players deep into this fantasy world as they work to defeat their enemies.
UNO!
Uno has been a family favourite card game for over three decades, and it is still loved by many! The mobile game version, UNO!, keeps the same rules and gameplay in Classic Mode, but also adds a 2v2 Mode where players can team up and strategize together.
 Includes fan favourite characters from the Seven Kingdoms that battle for control of the Iron Throne. Reigns: Game of Thrones
Reigns is a card simulator game set in a fictional medieval world where players need to rule over their kingdom by accepting or rejecting advice from their counsellors. Reigns: Game of Thrones keeps the basic rules of the Reigns franchise, but includes fan favourite characters from the Seven Kingdoms that battle for control of the Iron Throne.
 By Staff
March 7h, 2021
BURLINGTON, ON
Community Development Halton, the social planning not for profit that serves all of Halton is looking for a new Director of Volunteering.
They are seeking a dynamic creative individual with a passion for volunteerism and experience in community development to lead Volunteer Halton through its next phase of growth and development.
 The Director of Volunteer Halton is an effective and experienced community development professional who works with community and nonprofit organizations agencies throughout the Halton region. The Director of Volunteer Halton is a member of the Community Development Halton’s Leadership team.
Community Development Halton (CDH) is a nonprofit organization committed to building a society in which diversity and equity are central to all aspects of our lives. Through volunteerism, community development, independent research, CDH mobilizes action to improve the quality of life of all Halton residents.
The successful candidate will report to the Executive Director, and will be responsible for a wide variety of functions including:
• Research and implement best practice and trends in volunteering internally and externally to the Halton community.
• Develop learning opportunities that build and maintain a core of active volunteers in the community.
• Provide operational and strategic leadership of Volunteer Halton and will be part of the CDH leadership team.
• Develop Volunteer Halton program, including overseeing the planning, development, and evaluation of Volunteer Halton services.
• Community liaison with stakeholders and government agencies related to development of Volunteer Halton.
 The people at the table are not all volunteers – but they are being closely listened to by the Member of Parliament and the ward councillor at the time. The successful candidate will bring to this role the following skills and experience:
• At least 5 years’ experience in a senior leadership role within the nonprofit sector
• A strong sense of community service.
• Post-secondary education in Volunteer Management, Human Resources.
• Leadership skills of integrity, honesty with the ability to inspire others.
• Strategic thinking skills, including project management expertise and an ability to prioritize competing demands.
• Experience in the development and management of online educational and training sessions and webinars.
• Strong Grant and Report writing skills.
• Strong communication and interpersonal skills.
• In-depth knowledge of Microsoft Office365 and virtual platforms.
• Strong public speaking skills.
• Strong motivational skills.
• A high degree of flexibility coupled with an ability to deal with high pressure, sensitive situations.
Application:
Community Development Halton is an equal opportunity employer and encourages applications from qualified individuals inclusive of groups that are traditionally under- represented in employment. Accommodations are available on request for candidates taking part in all aspects of the selection process.
Interested candidates are asked to forward their resume and cover letter, in confidence, detailing their qualifications and reason for applying to: office@cdhalton.ca. Please include position title in the subject line of email.
The Executive Director, Community Development Halton 3350 South Service Road
Burlington, Ontario L7N 3M6
Application Deadline: March 12, 2021
We thank all applicants for applying but advise that only those under active consideration will be contacted directly.
By Staff
February 26th, 2021
BURLINGTON, ON
Mayor Marianne Meed Ward – budget needs more work In her most recent newsletter Mayor Marianne Meed Ward reported that “Council is in the final stages of 2021 budget discussions and is currently sitting at a proposed increase of 4.14%.
“City of Burlington staff and Council all worked very hard to find ways to reduce the impact while still delivering on direct services to residents.
“We shaved approximately $1.49 million off the initial proposed operating budget while adding resources for tree preservation, extending the seniors free transit pilot, additional planning staff and more.
“That said, delivering the highest tax increase of our Council term thus far is not my goal for our community, particularly amidst a pandemic where people are still struggling. We received millions in funding from our upper levels of government over the past year and have been presented with reasonable and thoughtful options for reductions that were brought forward by our City staff. The divided vote yesterday at committee was 4 members of Council in support, and 3 opposed, myself included.
“The recommendations for the proposed 2021 operating budget head to a virtual special council meeting on March 3 for a final vote. With just a little bit more work and discussion, I’m hoping Council can come together to close the gap for a lower tax increase closer to 3.99% and deliver a budget that most, if not all, of us on Council and in the community can support.
By Staff
February 12th, 2021
BURLINGTON, ON
City Hall is preparing to resume some city services and programs following an announcement today by the provincial government that Halton Region, including the City of Burlington, will move to level red in the Province’s COVID-19 framework, effective Tuesday, Feb. 16 at 12:01 a.m.
Under level red, the city services listed below will be delivered as follows:
Burlington Transit
Burlington Transit will continue to run as scheduled including specialized transit. The transit terminal at 430 John St. will remain open to provide PRESTO services including SPLIT passes. Presto services are available at Shoppers Drug Mart or online at prestocard.ca.
Transit schedules are available online at burlingtontransit.ca to download and print, via Google Maps, Apple Maps and using myride.burlingtontransit.ca.
City Hall
Beginning Monday, Feb. 22, the Service Burlington counter at City Hall, at 426 Brant St., will be open to the public to offer in-person payments for the following services:
Parking permits and tickets
Property taxes
Freedom of Information requests
Garbage tags
Dog licenses
Property information requests
Recreation services.
The counter will be open from 8:30 a.m. to 4:30 p.m., Monday to Friday. Anyone entering City Hall must wear a mask or face covering unless exempted from by the Mandatory Mask Bylaw. Residents are asked to bring and wear their own masks.
Payment methods accepted
At this time, customers can use debit or credit card payments for all payments except property taxes. Customers can pay property taxes by debit or cheque. If cash is the preferred method of payment for property taxes, please visit your bank to make the payment.
Residents can also use the drop box outside City Hall, located at the Elgin Street entrance for cheque payments, letters, or small packages.
Marriage Licencing and Commissioning
Service Burlington will continue to offer marriage licences and commissioning services by appointment. Please visit burlington.ca/commissioning, burlington.ca/marriage or call 905-335-7777 to book your appointment.
Service Burlington is available to answer questions by phone, Monday to Friday between 8:30 a.m. and 4:30 p.m. at 905-335-7777 or by email at city@burlington.ca.
Halton Court Services – Provincial Offences Office
Court administration counter services at 4085 Palladium Way will remain open from 9 a.m. to 1 p.m., Monday to Friday. Visitors to the courthouse must self-screen using the provincial e-screening application at http://covid-19.ontario.ca/courthouse-screening and wear a mask or face covering.
Telephone payments are available at 905-637-1274, from 8:30 a.m. to 4:30 p.m., Monday to Friday. Many online services are also available by email at burlingtoncourt@burlington.ca or online at Halton Court Services.
Recreation, Community and Culture Services and Facilities
Programs and services will be gradually re-opened to ensure safety for staff and participants. Programs will be phased in over the coming weeks as staffing and resources are secured, and facilities are reopened.
An announcement will be made once recreation services and programs are ready for registration. Follow @BurlingtonParksRec on Facebook and @Burl_parksandrec on Twitter for updates.
Outdoor winter activities in service include:
Outdoor skating at Rotary Centennial Pond (1340 Lakeshore Rd.) and the artificial rink at Hidden Valley Park, (1137 Hidden Valley Rd.). Pre-registration is required.
Disc golf at Tyandaga Golf Course (1265 Tyandaga Park Dr.)
Outdoor tennis and pickleball at Leighland Park (1200 Leighland Rd.) and Optimist Park (2131 Prospect St.)
Toboggan hills – choose from five locations across the city
Outdoor Play Challenge is running until Feb. 28, 2021
Play Equipment Lending is still available at Brant Hills Community Centre with online reservation and curbside pick-up
For more information about all activities, visit burlington.ca/outdoorplay. For information about the Play Equipment Lending program, visit burlingto.ca/playlending.
Roads, Parks and Forestry
Services provided by the Roads, Parks and Forestry Department will continue as needed. Residents with questions or issues can email RPF@burlington.ca or call 905-333-6166.
This reopening comes with restrictions and stringent protocols to ensure the health and safety of everyone in our City. Continue to be guided in our decisions by physical health, mental health, social and economic considerations.
By Staff
February 12th, 2021
BURLINGTON, ON
In consultation with the Chief Medical Officer of Health, the Ontario government is transitioning twenty-seven public health regions out of the shutdown and into a revised and strengthened COVID-19 Response Framework
“The health and safety of Ontarians remains our number one priority. While we are cautiously and gradually transitioning some regions out of shutdown, with the risk of new variants this is not a reopening or a return to normal,” said Christine Elliott, Deputy Premier and Minister of Health.
 “Until vaccines are widely available, It remains critical that all individuals and families continue to adhere to public health measures and stay home as much as possible to protect themselves, their loved ones and their communities.”
Based on a general improvement in trends of key indicators, including lower transmission of COVID-19, improving hospital capacity, and available public health capacity to conduct rapid case and contact management, the following public health regions will be moving back to the Framework on Tuesday, February 16, 2021 at 12:01 a.m. and will no longer be subject to the Stay-at-Home order:
Grey-Lockdown:
· Niagara Region Public Health
Red-Control:
· Chatham-Kent Public Health;
· City of Hamilton Public Health Services;
· Durham Region Health Department;
 Nothing in the Region will be able to open up – maybe next week. · Halton Region Public Health: includes Burlington, Oakville, Milton and Halton Hills;
· Middlesex-London Health Unit;
· Region of Waterloo Public Health and Emergency Services;
· Simcoe-Muskoka District Health Unit;
· Southwestern Public Health;
· Thunder Bay District Health Unit;
· Wellington-Dufferin Guelph Public Health; and
· Windsor-Essex County Health Unit.
Orange-Restrict:
· Brant County Health Unit;
· Eastern Ontario Health Unit;
· Haldimand-Norfolk Health Unit;
· Haliburton, Kawartha, Pine Ridge District Health Unit;
· Huron Perth Public Health;
· Lambton Public Health;
· Ottawa Public Health;
· Porcupine Health Unit; and
· Public Health Sudbury and Districts.
Yellow-Protect:
· Algoma Public Health;
· Grey Bruce Health Unit;
· Northwestern Health Unit; and
· Peterborough Public Health.
Green-Prevent:
· Leeds, Grenville and Lanark District Health Unit; and
· Timiskaming Health Unit.
After returning to the Framework, public health regions will stay in their level for at least two weeks at which time, the government will assess the impact of public health and workplace safety measures to determine if the region should stay where they are or be moved to a different level.
Visitor restrictions for long-term care homes will once again apply to those homes in the public health regions that are in the Orange-Restrict level or higher. In addition, long-term care homes must implement enhanced testing requirements.
Recognizing the risk posed by new variants to the province’s pandemic response, Ontario is introducing an “emergency brake” to allow the Chief Medical Officer of Health, in consultation with the local medical officer of health, to immediately advise moving a region into Grey-Lockdown to interrupt transmission.
Local medical officers of health also have the ability to issue Section 22 orders under the Health Protection and Promotion Act, to target specific transmission risks in the community.
“While the trends in public health indicators are heading in the right direction, we still have work to do,” said Dr. David Williams, Chief Medical Officer of Health. “Everyone is strongly advised to continue staying at home, avoid social gatherings, only travel between regions for essential purposes, and limit close contacts to your household or those you live with.”
What does level Red mean?
“The goal of Olympism is to place sport at the service of the harmonious development of humankind, with a view to promoting a peaceful society concerned with the preservation of human dignity.” (Article 2 of the Olympic Charter)
 By Ray Rivers
February 10th, 2021
BURLINGTON, ON
There is an open letter signed by parliamentarians from all of Canada’s political parties, indigenous leaders and human rights organizations demanding that, given China’s record of human rights abuses, the 2022 Olympic Winter Games must be relocated away from China.
Those abuses are so significant that the former and current US governments have labelled China’s actions with its minority Uighur population as genocide.
 Hitler hijacked the 1936 Olympic Games – would China do the same in 2022 Not relocating the games would be an unfortunate case of history repeating itself. The 1936 Olympics were hijacked by Adolf Hitler. Opponents of the Berlin games argued that allowing the Nazi regime to host the games would just embolden Hitler and allow him a propaganda victory. Showcasing the international games would demonstrate to the German people that the rest of the world was OK with his policies of second class citizenship, ethnic cleansing and ultimately genocide (eventually) for Germany’s Jewish population.
In addition to the Canadian effort, there is group of 180 international human rights associations calling for a complete boycott of the games. Boycotts are problematic, as history has shown, and they rarely work. For example, after the Soviet Union invaded Afghanistan most western nations boycotted the 1980 Olympics which were being held in Moscow. The games still went ahead; the Soviets continued to occupy Afghanistan for a decade thereafter; and the western athletes, whose careers were on the line, suffered the most.
 Coal being shoveled off rail cars in China for use in generating plants There is a long list of grievances which China’s president for life, Xi Jinping, has been ramping up over recent years. Of course China has a terrible human rights record with respect to its treatment of the Uighur, Falun Gong, Hong Kong and Tibetan populations. China has also replaced the US as the leading source of climate change emissions, and despite participating in the Paris climate agreement, the country is building more new coal burning power plants than the rest of the world combined.
The nation has been developing its military at break neck speed. And with its now powerful navy has claimed sovereignty over the South China Sea which puts it on a collision course with any number of it neighbours and the USA. And of course there is a long simmering cold war with India over their mountainous shared border.
China has threatened war and forced occupation of Taiwan, an island of 24 million people with a democratic government, and which has been independent since 1949. And its history before that, except for a brief period post WWII, had been as a colony of Japan. The USA may have no formal security treaty with Taiwan but has 30,000 troops stationed there. So it is doubtful that the US would stand by and allow the Chinese to invade without a fight.
 Patrons at a wet market in Wuhan, China It has been a year since we first heard of COVID, but World Health Organization (WHO) inspectors have finally been allowed to visit the birthplace of the virus which caused COVID 19. Though, nobody really expects them to discover how this pandemic actually got started. Chinese officials have sanitized the wet (seafood) market which they claim have been location zero. And all of the Chinese citizens or officials who could have shed light on the situation have either been kept out of sight or been velcro-lipped.
The theories propagated by Chinese authorities are that the virus arrived in Wuhan aboard a load of American frozen food or that SARS-CoV-2 originated from a bat virus which transited through an infected pangolin to complete a zoonotic leap into the respiratory tract of an unsuspecting shopper in Wuhan’s extensive wet market.
But neither theory holds water. For one thing neither bats nor pangolins were on sale at the Wuhan wet market at the time. The closest candidate bat would have been a 7 hour train ride away but was probably too busy hanging upside down in its bat cave to make the journey.
Another theory, once advanced by former president Donald Trump, and largely dismissed because of that, is that there was an accidental leakage of the virus from the Wuhan Virology Laboratory. Located just up the street from the wet market, this is China’s only Level 4 bio-safety laboratory with a mandate to study and experiment with these kinds of viruses. And located behind its walls is the greatest collection of dangerous bat viruses ever assembled in one place.
The Chinese obviously deny this lab leak theory. And the team of visiting WHO inspectors say it’s a long shot. But this would not be the first time that WHO has been pressured by the Chinese. And given the lack of transparency and all the secrecy, can one be sure all the inspectors have seen is a really thorough cover-up of the evidence?
For Canada there is another reason to avoid the games in China. Just ask our two Michaels who have been held in miserable captivity for over two years. Their crimes were that they were valuable hostages which China’s strongman thought would make good trading fare for their Huawei executive whom we, in turn, continue to detain. Australia has recently updated its travel advice for China to warn that authorities have detained foreigners on alleged national security grounds and that Australians may be at risk of arbitrary detention.
 The Canadian Olympic Team at Winter Olympic Games The choice for Canada is pretty clear. We need to work with other nations to convince the international Olympic committee to either cancel the games or shift the location to a more appropriate venue in keeping with the mandate, goals and the spirit of the Olympics. Unless that happens Canada should boycott the games in Beijing and seek alternate venues and exhibitions for our athletes.
The last thing Canadians need to see on their television sets next February are our proud athletes marching through Beijing sporting a large maple leaf flag as they pass by prison cell holding one of our Michaels.
As a postscript China is now claiming it will sanction any nation which boycotts the games. Seriously?
What would they do if the games are moved to a more acceptable location?
 Ray Rivers, born in Ontario earned an economics degree at the University of Western Ontario and a Master’s degree in economics at the University of Ottawa. His 25 year stint with the federal government included time with Environment, Fisheries and Oceans, Agriculture and the Post office. Rivers is active in his community; has run for municipal and provincial office.
Background links:
About the Olympics – Olympic Charter – Wuhan Lab –
A Lab Leak – Was it the Lab – More Lab Leaks –
US and Wuhan Lab – A Leak? – Move the Games –
Human Rights Groups – All Parties Call for Moving Olympics –
 By Pepper Parr
February 11th, 2021
BURLINGTON, ON
Part 3 of a four part series
What is the Burlington Lands Partnership?
The Burlington Lands Partnership (“BLP”) is a flexible, multi-dimensional and integrated approach that seeks to address multiple areas of municipal strategic land management including acquisition and development.
For the City, the BLP will initially focus on achieving tangible and measurable community benefits and returns in three areas: supporting economic growth and direct job creation, completing “city building” projects and delivering much needed affordable housing.
Oversight and strategic direction will be provided by a new steering committee that is ultimately accountable to Burlington City Council. The committee is proposed to consist of the Mayor, the City Manager, the Council member serving as current Chair of the Community Planning, Regulation and Mobility Committee, key senior municipal staff, and representation from Burlington Economic Development (both the Board and staff).
Additional partner-based stakeholders such as community leaders, the heads of community organizations, and representatives of private corporations are proposed be part of smaller project specific task forces that are accountable and report out to the BLP Steering Committee.
The Steering Committee, which is the group that will look for partnership opportunities they can research, determine the risk and decide if there is enough in the way of benefits to the city to proceed. If they come to consensus, they take their decision/recommendation to city Council where the decision to proceed will be made.
There doesn’t appear to be much in the way of public participation or opportunities for people to delegate. The Steering Committee meetings will not be public.
Why is the Burlington Lands Partnership Needed?
• There are several strategically positioned and emerging municipal land development opportunities within Burlington, but there is no single entity that has the mandate and resources to realize the opportunities for the long-term benefit of the City.
• There is widespread support for the City to take a greater strategic role in targeting municipal land development in Burlington.
• Burlington has many active community organizations and not-for-profits which could engage in mutually beneficial partnerships to aid in developing communities within Burlington.
• A partnership in this form allows for the City, Burlington Economic Development (Burlington EcDev), and a coalition of public and private sector partners to pursue additional funding and strategic partnerships including but not limited to the Halton Region, Province of Ontario and Government of Canada.
The widespread support is not something that Gazette has heard of or become aware of and this council does not have a mandate to undertake something as large as what is being proposed..
Mandate of BLP
Throughout 2020, urbanMetrics was engaged by the City of Burlington to assess the viability, function and structure of a municipal corporation or other strategic land entity to facilitate the development of City owned lands with a focus on economic development and city building initiatives.
 There was once a house on the corner of this property that was owned by the city. It was torn down to increase parking in the Caroline – John Street intersection. Little thought was given to creating a parking lot with a permeable surface to aid in rain water run off. City bureaucrats seldom have their ear to the ground and are rarely aware of what the public wants. The study was undertaken in conjunction with a governance study conducted by MDB Insight to examine the role of the Burlington Economic Development Corporation. The recommended approach to a strategic land development entity, which was subsequently brought forward and recommended by the City Manager as the Burlington Land Partnership (BLP).
• The internal strategic real estate structure would involve Burlington EcDev, as well as other, potential partners, such as Halton Region, other public agencies, private industry and private and public institutions including not-for-profit community groups, as required.
• Oversite and strategic direction would be provided by a steering committee that would ultimately be accountable to Council. The City Manager, as staff lead, would be responsible for strategic managerial leadership and would serve as chair of the steering committee. Outside consulting expertise would be engaged as needed.
The mandate of the organization or partnership would be on leveraging real estate to:
o Maximise opportunities for economic growth and job creation;
o Develop and implement city building projects; and
o Create opportunities for the development of affordable housing.
Ultimately the BLP should have access to City staff and other resources to seek, identify and develop strategic land opportunities into viable projects; to direct the acquisition and disposition of related City lands; to undertake land and facility development visioning and design; to obtain necessary planning approvals; and to fully engage with outside partners.
• Initially, the BLP should be tasked with seeking, identifying and developing opportunities into viable strategic land projects. A number of opportunities have been presented through the urbanMetrics and Cresa studies. These, as well as others that may be identified in the future, need to be more formally prioritized and envisioned complete with detailed project plans, recommended by the BLP Steering Committee and approved by City Council.
• The BLP would be the first step towards the creation of a municipal development corporation, however this would not occur until 2023 (at the earliest) following a reporting to Council on the activities and accomplishments of the BLP in 2021/22.
• Establishing the BLP as a first step, achieves a good balance among the opportunities, the desire for augmented internal strategic land capabilities, the current resource capacity limitations and the need for due diligence and caution.
The longer term goal is to have the city getting into the the development business. Is there a supportable collection of data that identifies the public buy in on an idea of this magnitude? The is not a small potatoes idea.
After an initial start-up period of two years, the organization should be evaluated on an annual basis, with respect to achieving measurable results related to:
o Supporting job creation, business creation and economic expansion;
o Developing and implementation of community-wide “City building” projects;
o Realizing tangible affordable housing opportunities and increased housing supply;
o Fiscal impact (increased assessment base/taxes, development charges, other fees);
o Enhancing the profile of the City and contributing to the public identity of Best City to Live in Canada;
o Supporting the City’s 25-year Strategic Plan, Council’s Vision to Focus 4-year work plan and community planning and other land related policies; and
o Delivering value for money and cost effectiveness to Burlington taxpayers.
 The city basically built the Pier twice. Seeing a set of benchmarks that would be used would certainly help the public decide if the idea has merit and serves the public and not the career aspirations of the bureaucratic cohort at city hall.
Remember the Pier.
BLP Working Groups
To be determined by the Steering Committee with approval by Council on a project- by-project basis as part of a separate project brief/plan.
Duration and Transition
The Burlington Land Partnership will function during an initial “pilot period” of two years including 2021 and 2022. A report on the strategic activities and outcomes of the BLP will be presented to Council prior to the end of their 2018-2022 terms and will include recommendations for consideration for the 2023-2026 term of Council.
The BLP represents a transitional approach that allows for the expansion of organizational capacity and a build-up of expertise that will in turn enable further consideration by Council of a formalized municipal development corporation (MDC) in line with other municipalities in Ontario and utilizing the powers allowed under the Municipal Act related to municipal corporations.
Overall, the Steering Committee will make recommendations to Council and decisions (where applicable) in the best interest of the City as a whole.
Agendas and Meeting Notes:
Agendas (including confidential materials as it related to property and legal matters) will be published ahead of meeting date, including attached documents required for discussion and decision making. Deadlines for attachments need to be respected to provide adequate time to read all required material to allow for comprehensive participation. If required, agenda items may be deferred at request of BLP member if materials are not distributed by deadlines.
BLP agendas and meeting notes will managed/prepared by the City Manager’s Office (CMO) and shared confidentially with Steering Committee members, City Clerk and Council Members.
The only thing left to do is order the new business cards.
Part 1 of a 4 part series.
Part 2 of a 4 part series
By Pepper Parr
February 3rd, 2021
BURLINGTON, ON
In a report to Council today Chris Glenn, Director of Parks and Recreation advised that the City has been asked to provide up to three facilities for Phase 2 (March/April to July/August) and Phase 3.
Everything of course depends on just when the vaccine is available.
This task will move very very quickly once the Vaccination Task Force knows when the vaccine will be available.
Burlington Fire Chief Karen Roche said there is preliminary work that is being done now to determine where the locations should be and how they should be operated.
The decisions will be made by the Regional Council on the advice of the Public Health Unit.
The Region has identified a list of criteria for the consideration of immunization sites. Among the locations are schools and private properties that meet their criteria as suitable locations..
• Fairness and equity will be central to these decisions
• City user groups and program providers will be displaced which will further reduce the facility inventory; already operating at a deficit due to current lack of use of school gyms
The region has identified the following as their criteria for selecting a vaccination centre location:
• One room at least 800m2 in size, preference is for 1200m2 (e.g. arena ice pad, 3-4 single gyms)
• Ample parking (minimum 100 spots) adjacent
• Space to be dedicated to the clinic. Separate entrance and exit required for people flow
• Facility must be accessible
• Exclusive use of facility is not required – other components of a multi-purpose facility can continue to be used for community activities
• Emergency power (minimally for refrigerators, preferably for entire facility so clinic can proceed without interruption)
• Accessible via Public Transit
• Heating, Cooling and Ventilation
• WIFI
• Hours of operation: 7 days a week, 8-12 hours a day
• 800-1400 people to be vaccinated at each site daily: goal 140 per hour.
Now which facilities? That’s when different ward Councillors began to speak up for their communities.
 The Skyway Area is probably out of the question – the Forestry department is using the space – not that easy to find a new place for them. A major concern is where is the population located – looking through an age lens. These are the people that are at a higher risk and they may need some help getting to vaccination locations.
The map below provides a look at where the population is by age, and how close they are to possible vaccination locations:
 This is where the people are by age – are their sites near them. Chris Glenn, Director of Parks and Recreation is involved on the city side with site selection determination.
He did say that the Public Heath Unit expected to be able to have people make appointments.
By Pepper Parr
January 29th, 2021
BURLINGTON, ON
 Oakville North-Burlington MP Pam Damoff in full election mode Pam Damoff, the MP for Oakville North Burlington will be holding an on-line Town Hall on the federal budget.
The event is part of the federal government’s pre-budget consultations and will take place on Thursday, February 11, 2021, from 6:00pm – 7:00pm.
All residents of Oakville North-Burlington are welcome to attend. To register for the virtual Town Hall and for additional details about the discussion please click here.
At this point in time the federal government is throwing billions into the economy to keep things as stable as possible while everyone works at beating the COVID19 virus which keeps sprouting variants which makes the job very difficult.
Damoff explains that “when COVID-19 is under control, our government has a plan to make smart, targeted investments to jump start our economic recovery, restore growth, create jobs, build a greener, more competitive, inclusive and resilient economy and repair the damage done by the pandemic.”
Over the coming weeks, the government will host virtual round tables with diverse groups of people from a range of regions, sectors and industries, including those hardest hit by the pandemic, to allow our government to hear the best ideas from Canadians and experts across the country about how Budget 2021 can best support Canadians through the pandemic and help us build back better. The round tables are an opportunity to discuss the very real challenges Canadians are facing and listen to the ways that the government can ensure a robust recovery that leaves no one behind.
Participants will be able to share their ideas and priorities about how the government can best invest to create jobs, strengthen the middle class, and build a greener, more competitive, more inclusive, more innovative, and more resilient economy.
Pam Damoff: “After the virtual Community Town Hall, my office will compile a report detailing the suggestions from Oakville North-Burlington residents to submit to the office of Federal Finance Minister and Deputy Prime Minister the Hon. Chrystia Freeland. The number of participants is capped at 100 and priority registration will be given to residents of Oakville North-Burlington.
“All Canadians are invited to share their ideas through an online questionnaire at LetsTalkBudget2021.ca, which will be available until February 19, 2021.
“In last year’s 2020 Fall Economic Statement, our government committed major federal transfers to the Provinces. Below, I have outlined the federal transfers to Ontario for reference.
“In Ontario:
• $16.2 billion through the Canada Health Transfer, an increase of $616 million from the previous year; and
• $5.8 billion through the Canada Social Transfer, an increase of $182 million from the previous year.
• $5.1 billion for Ontario through the Safe Restart Agreement:
o $1.2 billion support with the costs of increasing testing capacity, perform contact tracing, and share public health data that will help fight the pandemic;
o $466.0 million to support health care system capacity to respond to surges in COVID-19 cases and to support and protect people experiencing challenges related to mental health, substance use, or homelessness;
o $287.4 million to address immediate needs and gaps in supportive care and provide health and social supports for other vulnerable groups;
o $776.6 million to support municipalities with COVID-19 operating costs
o $1 billion to ensure critical transit services are maintained;
o $1.2 billion to ensure health and non-health workers have access to the personal protective equipment that they need; and
o $234.6 million to address the reduced availability of childcare spaces and the unique needs stemming from the pandemic.
• Up to $763.3 million available through the Safe Return to Class Fund
• $1.1 billion through the Essential Workers Support Fund
Pillars of Canada’s COVID-19 Economic Response Plan by the Numbers in Ontario:
• Canada Emergency Business Account: as of January 21, 323,617 loans provided to businesses, worth a total of $16.35 billion.
• Canada Emergency Wage Subsidy: as of January 10, 791,810 applications, for a total of over $23.32 billion in subsidies paid out, helping protect 1.72 million jobs.
• Canada Emergency Response Benefit: as of October 4, over 3.5 million Ontarians supported. In a population of 14.7 million, this is nearly 1 out of every 4 people.
• Canada Recovery Benefit: as of January 10, $3.3 billion provided to 682,080 Ontarians.
• Canada Recovery Sickness Benefit: as of January 10, $94 million provided to 110,220 Ontarians.
• Canada Recovery Caregiving Benefit: as of January 10, $375.2 million provided to 106,690 Ontarians.
By Pepper Parr
January 28th, 2021
BURLINGTON, ON
The Operations draft budget suggests a tax increase of 4.99%.
The Mayor doesn’t like the look of those numbers and has said that she could live with a 3.99% increase and asked the Finance department to come back with some suggestions as to how this might be done.
Members of Council will be given Budget Action Requests (BAR) which is how the members of council ask (tell?) Finance where changes can be made to get the required number.
It is not at all certain that every member of this Council is as married to the 3.99% number as the Mayor. It difficult to see but the word we have from council sources (given to us as background and on a not-for-attribution basis) is that Council would like to have their views being equal to the Mayor’s.
The budget is far too big to do a really deep analysis – we certainly don’t have the resources to do that work and we are not at all sure that very many people would read through it all. So we have picked 10 items to comment upon, and asking the question – why this spend?
The Gazette doesn’t want to overwhelm with detail so we are going to do three at a time over the next few days.
First: a spend of just under $50,000 for a part time audio visual person. Why?
Information Technology Services (ITS) is seeking to hire a part-time A/V Specialist to support audio and video technology within the Council Chambers, web streaming of Committee and Council sessions and virtual meeting services required due to COVID.
The ITS department currently has a single A/V Specialist and has no effective backup that would be able to support a meeting of Council in the event that this sole resource becomes ill or is otherwise unavailable.
 The Mayor, the City Clerk and Dave – the AV guy are the only people in the Council Chamber when the meetings are “virtual”. Without Dave – no one would know that there was a council meeting taking place. The part-time A/V Specialist will also provide backup and supplementary support of other types of public engagement meetings and corporate A/V including the Emergency Operations Centre, Halton Court Services, general meeting rooms and training facilities.
There a significant risk that a Council meeting could not be easily held and could only be conducted in a very constrained and modified fashion that would fail to meet the expectation of Council and the public. There currently is no viable plan B.
This spend is a must – vital actually. Right now a man named Dave Thompson runs the audio visual system that delivers council meetings to the public as a web cast on the city website.
Dave is run ragged every time there is a Council or Standing Committee meeting. There are at time some minor mistakes – they are usually corrected very quickly.
If Dave were to become victim of COVID-19, or slip on a banana peel somewhere, a council meeting would not be broadcast – and if it isn’t made public – is the meeting still deemed to have taken place?
We think Dave is pretty close to the hardest working man in the city – quite why a backup person wasn’t hired six months ago defies explanation.
Approve this one in a flash and find a way to get it approved before March – which is when the budget is expected to be approved.
The people who concern themselves with Risk Management certainly dropped the ball on this one.
Where do the numbers come from ? Figure this one out.
Municipal Finance people do accounting differently. All too often people with strong private sector experience and a lot of experience handling budgets and balance sheets are stunned when they look at city financial statements.
Frank McKeowan, the one-time Chief of Staff for Rick Goldring when he was Mayor once said that municipalities don’t have balance sheets or Profit and Loss Statements. To some degree he was right.
There is an item on the budget for $116,700..It is described as the cost for a service that is being delivered.
 The Seniors pushed for years for a better transit deal. It took six years but with a new progressive thinking transit director and a council that saw transit as a necessary service – changes came about. The service being delivered is free use of transit between 9:00 am and 2:30 pm Monday to Friday. Seniors will board any bus in the city use their Presto Pass and not be charged for the trip they are taking.
So what does the cost of $116,700 represent?
The buses are already on their routes – there is no additional expense. Does the $116,700 represent money the city thinks it would have received if those seniors had been required to pay a fare ?
The free fare program has proven to be very popular – ridership numbers soared when it was first introduced.
Those ridership numbers do increase what the city gets in the way of gas tax rebates from the province.
The city seems to be budgeting for funds it would normally get at the fare box, and because it will not be getting these funds, the city has put in a figure of $116,700 to offset the loss!
Before the pilot began, seniors accounted for approximately nine percent of the transit ridership.
Key successes from the pilot include:
• Almost 70,000 rides were provided for seniors for free from June to December 2019
• Mid-day boardings increased by over 2.5 times, this is directly co-related to the increase in the number of seniors using transit
• Ridership did not change outside the free period, seniors who already used transit did not shift their travel times to the free period
• Senior ridership increased by 41% between June 2019 and February 2020
•• The growth in seniors made up approximately 35% of Burlington Transit’s overall ridership growth from 2018 to 2019
• Increased ridership could potentially increase provincial gas tax by $13,000
Based on the success of the program, it is recommended to continue this program on a permanent basis.
Great idea – but what does the $116,700 that the budget book shows as a project cost amount to. How does not getting paid amount to a cost?
So why is the $116,700 figure even in the budget book.
Hiring another lawyer? Afraid so.
Ideally the person hired will save the city a reasonable amount of money and a lot of grief.
Local Planning Authority Tribunal (LPAT) hearings amount to groups of lawyers arguing the merits of the developers’ plans while the city lawyer argues why the LPAT appeal should be dismissed.
One additional solicitor position is being requested for the Planning, Development & Real Estate practice group in order to support the on-going work of Community Planning. At present, the practice group is led by one Deputy Corporation Counsel and consists of one Solicitor assigned to real estate law, and one Senior Law Clerk supporting planning, development and real estate. The demands for legal service has been steadily increasing and there simply isn’t sufficient capacity in the current staffing level to continue to “do it all”.
The Key Drivers of the growing demand for legal service support for Community Planning are the same drivers that are impacting Community Planning organizationally. Legal works very closely with Community Planning on policy initiatives, at the front and back ends of development files, and on any resulting appeals. As has been identified, Community Planning is expected to grow from current staff complement of 29 to 51 over the next 3 years.
 Every development requires input from the legal department. This development has been “in the works” for at least six years. – approximately 50 active major development files (7,000 residential units, 40 Tall/Mid-rise buildings, employment, commercial)
– 30 major development pre-consultations to date
– pre-building permit applications are up more that 50% over last year
– # of application approvals “on hold” due to ICBL continuation
– major policy development work either in progress or anticipated in the forseeable future including comprehensive zoning by-law review, housing strategy, Regional municipal comprehensive review, various urban design guidelines, cultural heritage study, adjusting the Urban Growth Centre and removing the MTSA from the downtown .
The addition of one solicitor position would resource the planning and development practice group to take on the day-to-day legal support for Community Planning.
The additional resource will create capacity for the Deputy Corporation Counsel to manage the sheer volume of LPAT work that is coming out of the planning and development area. The government has reversed changes made to the Planning Act with respect to how hearings are conducted. The legislative changes will result in more appeals for the municipality to defend, and lengthy and expensive hearings de novo.
The sheer volume of appeal work will be handled by a combination of internal and external legal resources. The magnitude of the job to be done requires a great deal of internal coordination. The nature of the appeals demands that the appeals are handled consistently so that the city doesn’t lose sight of the inter-relatedness of much of the work that is underway.
Finally, the additional position allows for greater succession planning in the Planning, Development and Real Estate practice group. The City is at a point where it will have a new official plan and new comprehensive zoning by-law. Bringing on a new solicitor will allow this individual to start “on the ground floor” as these new instruments are applied and tested. Building that internal capacity is important in a small department like Corporate Legal Services.
Failure to expand Corporate Legal Services internal capacity will have negative consequences for the City:
-Risk of failing to deliver key results on Council’s Strategic Plan (defend the new OP, defend the changes to the planning instruments, defend changes to the comprehensive zoning by-law, development of MTSA’s along major transit corridors)
– Risk of failing to provide timely advice to Community Planning on a day-to-day basis.
– Heavier reliance on the use of external counsel which is more costly to the municipality.
– Failure to develop our internal talent to the detriment of the individual and the corporation. Succession management is critical given that specialized positions have proven difficult to fill in the past.
– Reputational risk to the department if we are unable to meet the needs and expectations for legal services.
– Potential for increased legal risk to the corporation. Having legal involved early on in planning issues makes for better decision-making.
There are key applications being processed such as the Nelson Quarry expansion that may have environmental impacts. Dealing with these types of issues requires a lot of planning and legal resources and have the potential to end up in major, lengthy hearings.
By Pepper Parr
January 21st, 2021
BURLINGTON, ON
The number of people taking part in the Virtual Town Hall Wednesday night was better than any other virtual event the Mayor has hosted.
 Michelle Dwyer – handled the questions coming in and kept the program going. Despite not having access to the actual operating budget there were a number of very good questions: “awesome”, and The city communications people have come up with a format that works well. Someone from the Communications department handles the questions that come in – some live, others submitted beforehand – and determines who they should be handed off to. Michelle Dwyer was the Vanna White for the evening and she made it work quite well.
The problem to this observer was that I wasn’t sure the Mayor, who took part in literally every question that was asked, was really hearing what people were saying.
The concern over the spending was very real. Each time someone asked if a particular spend was necessary the Mayor and or the Staff member would come back with ‘we are providing the services that people tell us they need’.
A number of people – maybe 25% – were saying that perhaps some of the services weren’t needed all that much, especially given the tax increase will be 4.99% if the staff budget is adopted and 3.99% if the Mayor manages to push them enough to cut it another 1%.
 Should the Performing Arts Centre and the Art Gallery be shuttered while the province is on lock down? Each get $1 million from the city to help out with operating costs. One resident wanted to know if the city was going to close the Performing Arts Centre and the Art Gallery until things were back to normal. They were closed for a period of time explained the Mayor but they are back offering virtual programming. The city still has $2 million in the budget – $1 million each.
Additional staff are needed in the Building permit department because there has been a 10% increase in the number of building permits for decks and swimming pools.
Transit has taken a huge hit as a result of COVID – the exceptionally adroit management that Director Sue Connor provides has resulted in the department providing the service that is needed and slowly rebuilding.
 Director of Transit Sue Connor has to deal with two big problems: limits on the number of people she can put on a bus and a traffic count that is on the low side. COVID has Connor operating big buses with just 15 passengers – that is the COVID limit. Connor explained that she has to keep a bus on standby in Burlington and another in Hamilton. The technology she has tells her when a bus has 15 passengers – telling her that another bus is needed on the route.
Parks and Recreation is taking a big big hit on the revenue side while still trying to provide something in the way of service. They are in a very difficult situation with not much in the way of wiggle room.
Two members of Council were on the line but did not participate. One member of Council thought it might have been wiser to wait until the public had more access to information on just what the Operations budget was all about. Another said she was unable to provide a response to the question asked.
Lisa Kearns pointed out that “From December 2 – January 15 questions could be submitted about the Budget to City Staff through GetInvolvedBurlington.ca The Virtual Town Hall is the public opportunity to hear those answers and ask additional questions about the 2021 Budget.
The budget book is now available on line HERE
It is a 436 page document in a pdf format and takes a little time to load.
The on-line Town Hall was recorded and will be posted to the city web site soon.
By Pepper Parr
January 18th, 2021
BURLINGTON, ON
It is a bold proposal.
Create a housing strategy for a city that is one of the more expensive places in the province to live – save Toronto.
And get the policy in place before the end of the current term of this council.
The timeline suggests this is going to be THE platform the Mayor creates for her re-election in October of 2022. If she does it right the rest of Council might ride back into office on her coat tails.
The principal objective of the project is to develop an innovative Housing Strategy for the City of Burlington that sets out policies, tools and actions to address housing needs now and in the future.
The Housing Strategy will build on and support the Region’s Housing Strategy through the development of local solutions to housing issues in the City of Burlington.
The key outcomes of the City’s Housing Strategy include:
• Understanding the key players and their respective roles in housing;
• Understanding the current state of housing in Burlington and identifying current and future housing needs;
• Establishing a toolbox of best practices in housing, focusing on innovative practices and new, pioneering ideas;
• Developing of a set of action-oriented housing objectives and an associated implementation plan;
• Establishing where the City wants to focus or prioritize efforts to address housing issues in the City.
The creating of a strategy will provide an opportunity to look for creative and innovative solutions to address local housing issues through the consideration of a variety of planning policy and financial tools, partnership, collaboration and advocacy opportunities, strategies and initiatives.
The players
 The federal government has a finger in the pie – they create a national strategy, provide some funding and let the provinces work it out. Each province develops its plan, sometimes with funding. Burlington is part of the Halton Region – the Region creates the policy and for the most part, runs the plans. Burlington appears to want to break that pattern and do something unique on its own. Just about everyone is in the housing game.
The federal government has been chipping away at a federal program with CMHC (Central Mortgage and Housing) playing an innovative leadership role.
The province’s Ministry of Housing has their fingers in the mix and, depending on the stripe and colour of the government, it can be developer-driven or something a little more liberal and progressive.
Toronto has always been a leader.
The Regional governments have played a role but in Halton’s case it was never very driven or creative.
The Region produces an annual report on what exists, what it costs and where the shortfall is.
That shortfall is always on the lower end of the economic scale.
Halton has a policy of buying units in high rise developments and renting those out. The co-op movement, including Habitat for Humanity, builds housing that puts homes in place.
During her first term as Councillor for Ward 2 Marianne Meed Ward was instrumental in convincing the Molinaro Group to work with the Region. The result was 15 units being sold to the Region which became part of their inventory.
And then there is the individual investor who might own a small apartment complex or a couple of triplexes.
In Burlington the development community has found the high end condominium market to be their sweet spot.
 There is a clear division on what the governments will subsidize and what they leave to the private sector. Burlington is a lower tier municipality within the Region of Halton; social housing is a Regional responsibility.
This current city council has decided they want to do better than the Regional policy partly for ideological reasons and partly to create housing for people in the local labour force.
Many people at the Fearman’s plant can’t afford to live in the city. Same with the hospital – Burlington is an expensive city.
There really isn’t anyone committed to building housing for the lower, affordable market. These are not houses for people on welfare; these are homes for people who want to get into the market and live in the city.
What exactly is this to phase of the project setting out to do within the next 18 months?
The City of Burlington’s new Official Plan recognizes that housing is fundamental to the social, economic and physical well-being of the city’s residents, and promotes a land use pattern that supports a full range and mix of housing options across the city. The identification of an urban structure and the establishment of a growth framework in the new Official Plan identifies areas in the city where growth and transition is expected.
These areas identified as the most appropriate locations for intensification will support the provision of a wider range of housing options in addition to jobs and more mobility choices. Other housing policies within the new Official Plan relate to housing supply, including the use of surplus lands; housing tenure including rental conversion policies, as well as policies to support the development of affordable, assisted and special needs housing.
The new Official Plan also contains an updated policy framework for additional residential units and provides direction for the development of a city-wide housing strategy that will consider a number of elements, including strategies, financial incentives and tools such as an Inclusionary Zoning by-law program.
 Burlington works from the policies set out in the Strategic Plan, which is a document with a 25-year time frame. Every term of Council (4 years) has a Vision to Focus (V2F) which sets out what city council hopes to achieve while they are in office.
Each year the city creates two budgets: One for Capital Expenses and a second for Operations expenses.
The Housing Strategy is something this council wants to have in place for the next municipal election. They will pay for the work out of the current budget which is expected to be a whopper, due in large measure to expenses due to Covid and revenue losses as a result of Covid.
The City’s Housing Strategy project has been divided into two phases.
 Phase 1 of the project will be consultant led and will deliver the necessary background information, data, analysis of needs and trends, and insight on best practices and more broadly new ideas to address local housing issues.
The Phase 1 deliverable will be the development of a made in Burlington innovative Housing Strategy, which will include a set of city-wide housing objectives supported by recommended action items, each with an associated implementation and monitoring plan.
The project consultant will also provide a recommended approach for phased implementation of the action items (short, medium and long term) for Council’s consideration.
Phase 2 of the project involves the implementation of the recommended actions contained within the Housing Strategy developed through the Phase 1 work and approved by Council.
Community engagement.
Council will always find time to talk about engaging the community.
The challenge is, when coming up with an engagement plan that actually engages, something falls between the cracks.
The Engagement Plan is a key deliverable to support the development of the Housing Strategy. The Plan is a strategic public document that will be developed and led by City staff and informed by feedback from Council, ChAT, the project Steering Committee, the Housing Strategy working group and other key stakeholders as outlined in the recommendation above. Additional resources may be required to deliver the Engagement Plan. Those additional resources will be identified at the time of the preparation of the Engagement Plan.
 A Housing Strategy working group will be established with a maximum membership of 20 people with volunteers from a variety of sectors including government, not for profit, co- op, the business community, as well as residents working together to support the development of the Housing Strategy.
Additionally, the working group will include the Mayor and at least one additional member of Council designated through an expression of interest brought forward by the City Clerk.
The working group will advise on local issues, be champions for the project, provide key insights given their diverse backgrounds, and will contribute to the refinement and implementation of the engagement plan.
An internal Housing Strategy Steering Committee comprised of city Staff will be established to give strategic advice on matters related to this project. The work of the Steering Committee will be guided by a Committee Terms of Reference to be developed at the time of the preparation of the Engagement Plan.
The Engagement Plan will identify opportunities for all interested parties to engage throughout the entirety of the process.
Although the details of the Engagement Plan will emerge in 2021, Staff have prepared a draft decision statement that guides engagement and communication strategies and tactics:
 In 2022, Burlington City Council will vote to endorse a City of Burlington Housing Strategy to increase options for housing across the city.
The tab for this one will be $300,000 that will go to Council on Januaryclsua 19th, which is the day that the book with the Operational budget gets placed in the hands of council.
The day after the public will get a chance to take part in a virtual Town Hall on the Budget.
A housing Strategy is a good idea. $300,000 is a lot of money to spend at a time when the budget the public will see later this week is going to have a lot of surprises.
Much more to learn about this latest idea from the mind of the Mayor and her Council.
By Staff
January 15th, 2021
BURLINGTON, ON
In a media release sent out by City Hall we learn the following:
Earlier this week, the Province announced a State of Emergency, with additional restrictions to help control the spread of COVID-19. The State of Emergency began Thursday, Jan. 14 at 12:01 a.m., including a Stay-at-Home Order in place for all regions of Ontario, including Halton Region, for at least 28 days.
Impacts to City services and programs
City Hall
 City Hall, located at 426 Brant St., remains open for in-person service by appointment only for commissioning services and marriage licences. Walk-ins are not permitted.
Please visit burlington.ca/commissioning, burlington.ca/marriage or call 905-335-7777 to book your appointment. Residents can also visit burlington.ca/onlineservices to access a variety of City services online.
Service Burlington is available to answer questions by phone during regular business hours, at 905-335-7777 and city@burlington.ca.
Building staff are processing building permit applications. Anyone wanting to apply for a building permit or follow up on an existing building permit application can email building@burlington.ca. Staff are responding to requests and are assisting applicants with the building permit process. For more information, visit burlington.ca/building.
Burlington Transit
Burlington Transit will continue to run as scheduled including specialized transit. The transit terminal at 430 John St. will remain open to provide PRESTO services including SPLIT passes. Presto services are available at Shoppers Drug Mart or online at prestocard.ca. Transit schedules are available online at burlingtontransit.ca to download and print, via Google Maps, Apple Maps and using myride.burlingtontransit.ca.
Halton Court Services – Provincial Offences Office
Halton POA administration counter services are currently closed. Telephone payments are available at 905-637-1274, from 8:30 a.m. to 4:30 p.m., Monday to Friday. Many online services are also available by email at burlingtoncourt@burlington.ca or by visiting www.haltoncourtservices@burlington.ca
Recreation, Community & Culture Services and Facilities
Leaving your home for outdoor exercise is allowed under the current provincial regulations, as long as 2 metres of physical distancing is maintained at all times from anyone outside of your household. Exercise is an essential need for everyone. It is important to stay active for both physical and mental health.
Outdoor recreational parks and open spaces that are allowed to stay open include City-sanctioned toboggan hills, neighbourhood rinks, multiuse courts, playgrounds, trails, Burlington Rotary Centennial Pond and parks. Equipment lending (curbside pick-up) can continue.
Please cooperate with others using the outdoor space and follow all public health measures and posted signage.
Outdoor Skating
 The Rotary Centennial Pond at 1340 Lakeshore Rd. is open for skating daily from 8:30 a.m. to 10 p.m. Residents wishing to use the rink must pre-register and complete the online screening at burlington.ca/screening. Capacity on this rink is 35 people and meets the provincial regulations.
A new artificial outdoor rink at Hidden Valley Park, 1137 Hidden Valley Rd. is open for skating daily from 8:30 a.m. to 5 p.m. All users must pre-register and complete the online screening at burlington.ca/screening. Capacity on this rink is 10 people and meets the provincial regulations.
For both skating rinks, as per new provincial regulations, additional measures are in place for outdoor activities that require the use of masks. Visitors must wear masks while standing in line and it is highly recommended during skating. For more information, follow @Burl_ParksRec and visit burlington.ca/pond for updates.
Outdoor Winter Play Challenge
Residents can also take the Outdoor Winter Play Challenge and see how many free activities they can complete by Feb. 19, 2021. Learn more at burlington.ca/playoutside.
Active at Home
Options to stay active at home are available online at burlington.ca/activeathome, including a series of virtual activities from fitness to crafts for everyone to enjoy. All videos are free and new videos are added frequently. Follow @BurlingtonParksRec on Facebook and @Burl_parksandrec on Twitter for the latest updates and videos.
Roads, Parks and Forestry
Services provided by the Roads, Parks and Forestry Department will continue as needed. Residents with questions or issues can email RPF@burlington.ca or call 905-333-6166.
By Staff
December 23rd, 2020
BURLINGTON, 0N
The province-wide shutdown, with additional restrictions to help control the spread of COVID-19, is beginning Saturday, Dec. 26 at 12:01 a.m. The shutdown will be in place for all regions of southern Ontario, including Halton Region, until Saturday, Jan. 23, 2021.
Impacts to City services and programs
City Hall
Starting Jan. 4, 2021, City Hall, located at 426 Brant St., remains open for in-person service by appointment only for commissioning services and marriage licences. Walk-ins are not permitted.
Please visit burlington.ca/commissioning, burlington.ca/marriages or call 905-335-7777 to book your appointment. Residents can also visit burlington.ca/onlineservices to access a variety of City services online.
Service Burlington is available to answer questions by phone during regular business hours at 905-335-7777 and email at city@burlington.ca.
Burlington Transit
Burlington Transit will continue to run as scheduled including specialized transit. The transit terminal at 430 John St. will remain open to provide PRESTO services including SPLIT passes. Presto services are available at Shoppers Drug Mart or online at prestocard.ca. Transit schedules are available online at burlingtontransit.ca to download and print, via Google Maps, Apple Maps and using myride.burlingtontransit.ca.
Halton Court Services – Provincial Offences Office
Court administration counter services at 4085 Palladium Way will remain open from 9 a.m. to 1 p.m., Monday to Friday. Visitors to the courthouse must self-screen using the provincial e-screening application at http://covid-19.ontario.ca/courthouse-screening and wear a mask or face covering unless exempted from by the Mandatory Mask Bylaw
Telephone payments are available at 905-637-1274, from 8:30 a.m. to 4:30 p.m., Monday to Friday. Many online services are also available by email at burlingtoncourt@burlington.ca or by visiting www.haltoncourtservices@burlington.ca
Recreation Services and Facilities
City of Burlington indoor recreation facilities will close, and all programs are cancelled. Recreation Services staff are contacting user groups, renters and program participants affected by these changes. Residents are asked to please be patient during this time as it will take two to four weeks for staff to process the large volume of cancellations.
Those who paid using a credit card will receive a pro-rated refund to their card where possible. This applies to rentals and program participants. All other payment methods will receive a credit to their recreation account.
Cheque refunds can be requested by emailing liveandplay@burlington.ca. Please be sure to include your full mailing address in your request.
Individuals with questions can follow up with their sport provider or user group or call Recreation Services customer service at 905-335-7738.
Residents are encouraged to remain active by accessing outdoor recreation opportunities such as walking/biking on trails or visiting parks and playgrounds. Residents can also take the Outdoor Winter Play Challenge and see how many free activities they can complete by Feb. 19, 2021.
Learn more at burlington.ca/playoutside. Options to stay active at home are available online at burlington.ca/activeathome.
Rotary Centennial Pond is open for skating, however all users must pre-register and complete the online screening at burlington.ca/screening. Capacity on the rink is 25 people. Please follow our social media channels and website for updates.
Roads, Parks and Forestry
Services provided by the Roads, Parks and Forestry Department will continue as needed. Residents with questions or issues can email RPF@burlington.ca or call 905-333-6166.
Mayor Marianne Meed Ward made the following comments:
 City Hall is an essential service – but you can’t just walk in. Appointments necessary. “I support additional measures to curb the spread of COVID-19 and appreciate that the Province listened to our voices (and those of others) calling for capacity limits based on size, including for big box stores, supermarkets and malls. Essential services will remain open, with restrictions.
“What has changed in the last few days is the need to look at health indicators beyond a single public health unit as we have in the past, especially for hospital capacity. We will continue to make decisions based on health evidence, and adapt quickly in light of new information that can change daily, sometimes hourly.
“Having recently spoken with the President/CEO of Joseph Brant Hospital, we’re supporting communities around us, so it’s critical to bring the numbers down across the entire GTHA region.
“It’s also clear the current measures in lockdown/grey areas are not sufficient – their numbers are not coming down. More needs to be done to stop the spread at source. New measures must be effective, enforced and based on health evidence. More must be done to protect long-term care homes, essential workers, and improve workplace safety.
“The City of Burlington is an essential service and is prepared to enter the Province’s shutdown. Our staff will continue to work from home serving residents, and we have established safety protocols for those staff required to be on site.
“I remain grateful to our residents and businesses who’ve followed health advice to keep yourselves and others healthy. Your efforts are working, and we will continue to do our part to assist regions around us.”
Quick Facts
• To report an incident of non-compliance with the provincial emergency orders in Halton, please call the Halton Regional Police Service COVID-19 hotline at 905-825-4722.
The hotline will accept non-compliance reports for the following Provincial emergency orders:
o Restrictions associated with level grey/lockdown of the provincial COVID-19 Response Framework
o Indoor/outdoor gathering limits
o Consolidated Mask Bylaw 47-20
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