By Pepper Parr
August 24th, 2020
BURLINGTON, ON
Reflecting the concern of parents across the province Chair of the Halton District Public School Board wrote the minister of Education to once again ask for some clarity on what the province expected of the school boards.
Using language that is seldom seen at this level the trustee wrote: “We can’t afford to get rental spaces, we have to arrange transportation and we have to do this within, what, two weeks?”
 Andréa Grebenc: “Minister – words matter”
Andréa Grebenc, Chair of the Board of Trustees, Halton District School Board said what many have wanted to say:
“The Trustees of the Halton District School Board are greatly concerned and seeking clarification regarding a number of items that are critical for back to school planning and ensuring stability and confidence in public education. It is an understatement to note that there is heightened stress among all parties in the education sector and beyond due to the ongoing pressures and concern about COVID-19 and keeping everyone safe and healthy. While the health crisis evolves and demands flexibility, now is a time for collaboration and clarity of vision.
“In your August 13 announcement, there were several items that are concerning:
 There will be no music classes as long as the virus is within the community and no vaccine.
The well-being of students, staff, families and the community is the highest priority. In your announcement, you noted that the Province’s Medical Officer of Health has signed off on the current return to school direction regarding existing class sizes in elementary.
You also stated that Boards have the choice to implement greater distancing (finding new spaces) and smaller class sizes than are in that guidance. This is highly confusing and puts our Board in a very difficult position. Elementary class sizes for elementary grades has been a source of broad contention with the Province’s return to school direction to Boards. The announcement created an expectation that would be nearly impossible to meet, particularly before September 8. In Halton, over 1200 new teachers would be required to lower elementary class sizes to 15, and additional space would need to be sourced and outfitted, transportation arranged, etc. In addition to a multitude of logistical challenges, and a lack of rental spaces in areas of need, it is anticipated that the cost to do so would be well in excess of the amount our Board could access from reserves.
Boards are able to utilize a portion of their own financial reserves to implement changes for the upcoming school year. In Halton, reserves have been built over a number of years and earmarked for other high need situations such as upgrading facilities, a home-grown solution to a lack of adequate funding sources for aging schools and administrative buildings.
 This kind of training isn’t going to be possible in September.
In the same announcement, you noted a $50M investment to upgrade/address HVAC systems across the province. While additional investment is appreciated, with 72 Boards in Ontario of varying sizes and needs, it is difficult to say how much would flow to each board. For context, to retrofit an older secondary school with a partial air conditioning system has cost in excess of $1M in the HDSB. Facilities staff have been working tirelessly during the summer months to upgrade and update these systems, and inference of lack of safety is not helpful.
Minister, you have spoken many times about working together. It is very challenging when these announcements come with no advance notice, and Boards hear about them at the same time as thousands of concerned citizens of Ontario who, in turn, expect school boards to have answers. These announcements may trigger complex revision processes that often require additional direction from the Ministry which may or may not come in short order. You have also mentioned “scaling up” a number of times, inferring that other announcements could be coming. Systems and people are under great pressure. At this time, staff need to focus on implementing plans for return to school in just over two weeks.
 Students are going to be deprived of most of the extracurricular activity.
Staff and students of Ontario school boards should be focussing on a safe return to school, and establishing the new learning and health and safety protocols that the COVID-19 pandemic requires. Overlaying this with new curricula (such as elementary math) complicates these processes and draws energy from where it is needed most. As such, the Trustees of the Halton District School Board are adding our voice to the many letters you’ve received requesting that full implementation of the new math curriculum be delayed, in favour of a measured transition with adequate preparation time for staff.
Minister, words matter. This is not a time for finger pointing. All Boards, and the communities they serve are different, and plans have been developed to reflect those unique restraints and needs. We are asking for consistency and clarity of vision so that all resources can be focussed on implementing back to school plans. The Trustees of the Halton District School Board look forward to actively collaborating with the Ministry of Education to help make the school year safe for students and staff so that students can learn, grow and succeed.
It doesn’t get more direct than that, Good on the Chair for telling it like it is.
By Pepper Parr
August 24th, 2020
BURLINGTON, ON
There is a lot of development taking place in Aldershot where ward 1 Councillor Kelvin Galbraith faces a sticky wicket.
There is a development for a six storey structure that is literally around the corner from his house.
He did the right thing by talking to the City’s Corporate Counsel and then declaring a conflict of interest every time the matter was on a Council agenda.
The developer has taken the position that they listened to the residents and made significant changes to the development. Their revised proposal is now before the Planning department.
 While the height was a concern – the massing was terrible. The immediate neighbourhood consists of detached houses, some two storey in a quiet neighbour with a tennis court nearby. The GO train tracks are to the north where the ADI development is well underway but distant enough not to intrude. The six stories were a clear intrusion.
 Proposed revision: The height is still there but the massing is gone. The developer added a number of townhouses on the eastern side. Is this an acceptable improvement? Will it fly?
In a letter to city council the developer said:
These revised plans represent a number of significant wins for both the City and the community over the original proposal. The revision to the plans can be summarized as follows:
1. Building Length: Reduced from 113 meters to two 51 metre buildings with a connecting element;
2. Increased front yard setback (from Masonry Court) from 3 metres to 5 metres;
3. Increased rear yard landscape buffer from 1.51 metres to 5.25 metres;
4. Reduction in surface parking from 49 to 29 parking stalls;
5. Elimination of one driveway entrance/exit from the Subject Lands;
6. The addition of townhouse facade to the St. Matthews elevation to ensure appropriate transition to the homes along St. Matthews;
7. Setback of building along St. Matthews of 4.5 metres as requested by staff, which will align with the setback of the homes to the south;
8. 45 degree angular plane achieved to ensure no adverse privacy or overlook impacts ;
9. Improved building articulation, landscape and amenity areas ;
10. Increased suite mix from 22% two bedroom units to 35% two bedroom units.
Clearwater Street was the location where Marianne Meed Ward threw her hat into the ring and announced (to the surprise of anyone?) that she was running for Mayor.
By Pepper Parr
August 23rd, 2020
BURLINGTON, ON
 Interim Community Development Director Jamie Tellier has a lot of careful explaining to do in the years ahead.
It was just a Receive and File Community Planning transmittal report – it was also a marker as to what the planning department was going to come to Council in the way of an ask when the budget is on the table.
Interim Community Planning Director Jamie Tellier told the Standing Committee that the department was a mess. He was asking Council to:
Approve the Future State organizational structure for Community Planning in principle as identified in the presentation contained in Appendix A. The Gazette reported on that presentation earlier this week.
In September 2019, Council approved a new organizational design for the executive level of the corporation that puts an emphasis on strategic management, risk assessment and public accountability, while also positioning the city to attract and retain employees in a growing and competitive marketplace.
 The north side of a very large complex development that is mired in an LPAT appeal and the problems created with the Interim Bylaw.
The new structure will also enhance and highlight the City’s attention to City-wide customer service and public engagement through business process improvements, corporate-wide training and ongoing transformations such as digital service delivery.
As a natural progression of Phase I, city departments are now considering their organizational designs.
The Staff report sets out the problem in pretty stark language. “The current state of Community Planning organizational structure is out of balance and consists of several staff in contract roles as well as several vacancies. While we are actively recruiting to fill some vacant positions, this level of instability adds to workload pressures while creating challenges to retain talented staff. The current state of Community Planning requires unraveling into a more coherent framework.
“Community Planning must respond to the shift from greenfield policies and development to urban intensification and infill. Increased complexities in legislation, policy frameworks, and development applications are limiting the ability for Community Planning to meet service expectations with the organizational structure and staff resources currently in place.”
There are significant workload drivers from both the development and non-development portfolios of the department. The following are examples
Approximately 50 Active Major Development Files.
About 7000 residential units, 40 Tall/Mid-rise buildings, Employment, Commercial.
30 Major Development Pre-consultations to date.
11 Appeals for Major Developments to LPAT. 31 Appeals to ICBL.
Pre-building permit application volumes are up more than 50% from this time last year.
Adopted Official Plan, Comprehensive Zoning By-law Review, Housing Strategy, Region MCR, Core Commitment, Various Urban Design Guidelines and a Cultural Heritage Strategy.
This is all going to cost – expect it to be major – in the millions.
The city is facing expense pressures on several levels and revenue shortfalls on even more levels. Transit and Parks and Recreation have not produced that much revenue. COVID-19 has eaten into revenue and pushed the expense side up.
 The ADI development in the downtown took up months of planning time. An OMB decision on this development made it possible for developers to propose projects that have already changed to look and feel of the downtown core.
 The Molinaro development in the west end required far less staff time
Phase II for Community Planning will have a financial impact on the corporation. Additional staff are required in addition to reconciling various contract positions into permanent roles.
Due to cost implications, the updated organizational structure of the department cannot occur at once – phasing will be required based on urgency and strategy. Four phases are proposed to implement the future state organizational structure of Community Planning and are outlined with approximate gross and net (tax supported) costs.
Parallel to Evolving the Organization – Phase II for Community Planning, a development application fee study is required to ensure fiscal sustainability of the department and that our fees are reflective of the effort in processing increasingly complex development applications. It is anticipated that the outcome of this study will offset some of the increased costs from the new organizational structure. The cost to undertake this study can be accommodated within the 2020 budget.
The transition from current state to future state of the Community Planning organizational structure over the next three years will result in an increased budget for human resources in particular.
The current state cost for Community Planning is approximately $3.4 Million ($1.0 Million Net Tax Supported).
Factoring in all contracts and above compliment staff, the actual costs for Community Planning is approximately $4.1 Million ($1.5 Million Net Tax Supported). This is an increase of approximately $0.7 Million ($0.5 Million Net Tax Supported) above current state.
 While just a proposed development at this point – this is a large project that will eat up months of planning staff at a time – these create the need for additional planning staff.
The estimated future cost for Community Planning is approximately $5.9 Million ($2.2 Million Net Tax Supported). This is an increase of approximately $1.8 Million ($0.7 Million Net Tax Supported) above actual cost.
Reserve Funds are going to have to be used to address immediate needs.
Service fee adjustments and consideration of business cases through 2021 and 2022 budget process will determine how and when the other phases get done.
Related news story:
Planning human resource problems – the numbers.
By Michele Bogle
August 19th, 2020
BURLINGTON, ON
Over the next few weeks I will be sharing the opinions and concerns of a group of Burlington parents in an on-going series of articles. While you read this and the other parts to this series, I ask, “Do you share these same concerns? Would you like your voice heard?” Chime in, discuss, share; give those making decisions on your behalf another opportunity to hear you.
To start, all three of my children have attended the public school system in Burlington, elementary through high school. They are now at college or university or have moved on into the world of commerce.
 How many of these desks will be filled in September?
There are so many aspects of the move back into the classroom to discuss. Let’s meet the wonderful parents who connected with me through various Burlington Facebook groups to offer their thoughts, concerns and questions. We’ll dig deeper into this subject over the next few weeks. Here are just some of the issues that you may not have thought about.
The names of the people cooperating with me are not real, I have chosen to use aliases for all of them; but let me assure you – they are very real people.
Mary Sawyer and her husband work full time outside their home and have two elementary aged children. With the uncertainty of how successful the entrance back to school is, she wishes that the HDSB allowed for the option to have her children start in Sept, but then opt for Oct – March remote learning as Hamilton schools have this option. Why are the boards not sharing the same models?
Kathy Duncan is a special education teacher who wants to know what the government plans to do for these students. Discussion about children with special needs have been largely left out of any guidelines thus far. Virtual classrooms would be near impossible to coordinate as well as impractical.
 Burlington Transit Youth Ambassadors gather in a bus shelter. Front row: Yas Benoit, Shaan, Billi and Harrison. Back row, BT’s Sandra Maxwell, YA Kayla and Burlington Green advisor Kale Black. Will they be able to take on tasks like this during the school year?
Sandra Parker, a Burlington high school teacher and mother of two high school students would really like a decision made with regard to which of the three presented teaching options to prepare for with just three weeks left before the start of school. Currently the plan is for two cohorts with rotating period classes or, two subjects a day for five weeks then on to the next subject. This would provide the students with a more in depth understanding of the material without interruption. The third option would be homeschooling.
Jeremy and Talia Unger are parents to two children, grades 5 and 8. They will be signing the ‘Intent to Return’ form for their kids. One of their concerns is about the mental well-being of their children. “Socialization is a critical part of their development. Not being able to see their friends, in person, at any time during the day can be distracting as well as distressing.” Safety is of course their first priority.
Susan Grimsby teaches elementary aged kids. While she’s eager to return to class, she has definite concerns about the precautions in place. Who’s policing the policies within the school grounds? In maintaining distance between students, how much anxiety is being created?
 The emotional health and well being of students at every level is a real concern. Will it get the attention it needs?
Theresa Fisk is an EA with one child in high school and another in elementary school. She is concerned with the management of the cohorts and identified a handful of opportunities for expanding cohorts. There are special needs children who also use the before-and-after school program. Due to the shortage of classrooms, many of the same rooms will be used in the course of the day. In the morning, regular class begins the moment after the before-school-program kids leave the room, leaving the classroom unsanitized for the next group.
During the after-school sessions, when there is only a handful of one age group left in one of the rooms, they condense the kids into fewer rooms, thus creating another mixed cohort. The duration of time that students are on the school bus is typically 45 minutes with poor air circulation. Theresa would love to have a staggered entry, giving time for sanitation. As well for the grade 1-3 children to wear masks.
 Are outdoor classes a possibility?
Maria Vanelli is also an elementary school teacher and speaks out about the $50 million provided to improve air quality, better ventilation in the classrooms. Maria tells me that the idea comes too late to implement in time. Her husband is a contractor and from first-hand experience informs her that the HVAC systems take six months to order, then add installation time.
Library Information Technician, Carmen White touched on, among many other items, the math. If class sizes are to be cut in half to allow for safer student numbers such as 15 per class, the reserve fund doesn’t adequately cover the number of teachers needed. Even with funding in place, space is still an immutable variable.
Each of these sets of parents and educators have concerns about very different pieces of this problem impacted by regional policies from the HDSB. Provinces are beginning to change their ideas through pressure from administrators, educators and the public. One thing everyone agreed on is that the answer isn’t to stay home, nor is it safe enough for their kids to return to school yet.
I’d love to hear your thoughts on going back to the classroom. You can reach me by email – bogle@bgzt.ca
Michele Bogle is a Burlington resident who writes for the Gazette on community issues. She has written several children’s books for ages 4-12, which can be found under the pseudonym, ‘Cameron S. Matthews’. Michele received her education in journalism from the University of Pennsylvania.
By Pepper Parr
August 14th, 2020
BURLINGTON, ON
So how deep is the financial hole going to be?
The city treasurer put some numbers on the table – they don’t look all that good.
Earlier in the week the City got a big chunk of money from the federal and provincial governments. More than $4 million was to cover some of the costs of running the City.
Revenue has been low – mostly from the Parks and Recreation services the City provides.
Here is what Joan Ford, City Treasurer gave Council on Thursday.
The city has been very generous on the time people have to pay their taxes. There have been deferrals on due dates – which can get a little confusing. The Table below shows what the shortfall is on the April tax levy.

There is a total of $7, 708,000 + outstanding from the April tax levy. A number of people and organizations enrolled in the Tax deferral the city put in place. That amount comes in at $2,260,000 +
Ford set out for Council what all this was doing to cash flow. The table below shows the Cash flow projections that were in place for the 2018/2019 fiscal year and what Ford and her staff think the projection will be for 2020.

Using the data they have the Finance people set out the estimated revenue loss from tax supported and non-tax supported programs – then added to that what they expect to have to spend on COVID-19 matter. Ford told Council that to date the City has spent about $400,000 on Covid-19 tasks.
Seven million was saved on what they called “expenditure restraint”. Unless it was absolutely necessary – funds were not spent even though they were in the budget.
That still leaves a shortfall of $7,743,834.

Standing back from the detail and looking at the bigger picture – where is the pain? Parks and Recreation. Transit, the orange marker wasn’t as deep but substantial nevertheless The service was offered free of charge. That changes in September but at this point the transit people have no idea what revenue might look like.
The Parks and Recreation revenue losses were a surprise.

The city let all the part time people go shortly after the Emergency legislation was passed. Discretionary spending was cut and almost $3.2 million was saved in other “Business as Usual” expenses.
There is only so much that can be squeezed out of a budget. Also there are found expenses that occur the moment you turn the lights on.

There is a very bright and tough minded crew of people who look at the services that are provided and ask: How can we redesign this service so that the public gets what they expect and we can be more efficient.
The most recent re-design resulted in an additional $1.7 (almost $1.8) million being added. Some savings with leaf collection – always a contentious issue in Burlington – were made.
That now has the shortfall at $9,541 + million.

Getting a handle on the damage COVID-19 is doing to the City’s finances in a situation that is both dynamic and fluid leaves the city with what cannot be described as a pretty picture.
The finance people know that things will not remain the same – normal is no longer a state of affairs that can be seen as certain.
The Finance department did a sensitivity analysis. Starting with what they see happening now that we are into Stage 3 they looked forward and did a calculation based on an additional 5% revenue loss and then a 10% revenue loss.
Those numbers are set out below.

Members of City Council need now to take those projections to bed with them and think long and hard: Are they ready to tell the public that there is going to be a $13 million revenue loss. If they have to make that kind of a statement they had better have some solutions and not just assume that a tax hike will cover that off.
City Council might be approaching that point of desperation that many in the commercial, especially the hospitality sector, are experiencing. City’s cannot go bankrupt nor can they run a deficit. Should they reach that point the province sends in regulators who take over. That’s when a staff reduction is given a hard close look.
By Staff
August 13th, 2020
BURLINGTON, ON
City Council does have to come up with a budget before the end of the year.
The Province of Ontario announced as part of the federal-provincial Safe Restart Agreement that the City of Burlington will receive $4,470,700 to support municipal operating pressures for Phase 1 and Burlington Transit will receive $1,571,213 to support municipal transit systems for Phase 1.
 Joan Ford, the city’s Director of Finance doesn’t have to worry as much about where the money to pay the bills is going to come from.
Senior City staff will be presenting the monthly COVID-19 verbal update to the Corporate Services, Strategy, Risk and Accountability Committee Meeting on Thursday.
At the last monthly update to Burlington City Council on July 9, the City was estimating revenue losses of $18 million. The City was able to mitigate $9.9 million for a projected year end shortfall of $8.1 million before needing to draw from reserve funds.
If memory serves us correctly the shortfall was in the $4 million range
Municipalities will be provided with up to $1.6 billion as part of the first round of emergency funding under the Safe Restart Agreement.
This funding will help municipalities like Burlington protect the health and well-being of residents, while continuing to deliver critical public services to our community and assist with economic recovery.
Through the Safe Restart Agreement with the federal government, $695 million will help municipalities address operating pressures related to the COVID-19 pandemic through the first round of emergency funding, and over $660 million will support transit systems. The province is also providing an additional $212 million through the Social Services Relief Fund to help vulnerable people find shelter.
 There will be money for the transit service – will there be passengers willing to ride the buses – especially if they are crowded.
In addition to the support for municipalities, the government is providing over $660 million in the first phase of transit funding to the 110 municipalities with transit systems. The funding can be used to provide immediate relief from transit pressures, such as lower ridership, as well as for new costs due to COVID-19, such as enhanced cleaning and masks for staff.
In the second phase, additional allocations will be provided based on expenses incurred to ensure the funding meets the needs of municipalities. As part of the Safe Restart Agreement with the federal government, up to $2 billion is being provided to support public transit in Ontario.
Mayor Marianne Meed Ward said: “This is exactly the support we need from our upper levels of government to continue to provide the services our residents need, in the midst of COVID-19. Today’s funding announcement for Burlington will allow us to continue to serve our community without service cuts, unacceptable tax increases or depleting reserves.
Delegating before city council is both a tradition and an important part of citizens getting their views before those elected to guide the city and direct the administration on what they want done.
Burlington has some fine delegators; people who do their homework and believe their role is to hold city council accountable. Yesterday Hunter Lawson delegated on the plans the Region of Halton has for the updating of its Official Plan.
Lawson delegated several hours before Curt Benson, Planner for the Region, talked about the five Discussion papers the Region has prepared. Benson referred to the Lawson delegation several times during the long explanation he gave members of Council. Hunter Lawson had been heard and Curt Benson had listened.
Lawson now gives his opinion on what public engagement is all about.
By Lawson Hunter
August 12th, 2020
BURLINGTON, ON
Halton Regional Council held a workshop on July 8th and a Council Meeting on July 15th to deal with the Region’s upcoming Official Plan Review (ROPR) and how it relates to Planning changes recently made by the Province through the Greenbelt Plan, the Growth Plan and the Provincial Policy Statement.
A City’s Official Plan must conform to the Region’s Official Plan which must conform to several Provincial Bills and Regulations. Over the past two years, the Provincial government has been busy making drastic amendments to Provincial Plans and the Provincial Policy Statement. This is why the citizens of Burlington must be informed and engaged.

Five Discussion Papers were drawn up that form the key themes of the Regional Official Plan Review:
Climate Change;
Natural Heritage;
Rural and Agricultural System;
Regional Urban Structure; and
North Aldershot Planning Area.
I delegated to Council to urge them to go beyond what the Region has planned for Public Engagement. From what I can gather, it is limited to the an online survey and one or two Public Information Centres, which will be difficult given our challenges with social distancing due to coronavirus. I propose that the City of Burlington hold its own Public Engagement strategy to inform the public of the importance of the Regional Official Plan as it relates not only to Land Use but to the Climate Emergency that this Council has declared. We need a ‘made in Burlington’ engagement plan. (Note: Curt Benson, Director of Planning Services at the Region, later told Council that there would be 4 PICs)
Though the Regional Official Plan is not slated to be finalized until Q4 2021, and the Region has hinted that Public Engagement will be undertaken – my concern centres on the fact that public engagement was slated to run from July 15th to Sept. 28th. Summer months are well known to be a slow time to engage the public. The time between July 15th, the day that Regional Council accepted the Discussion Papers, and July 29th, the day that public notice was sent of a request for comments, is a concern. The next Regional Council meeting will be Sept. 16th, when it’s expected Council will discuss public feedback, which is twelve days before the public engagement period ends. Neither inspires confidence that public engagement will be full and effective. (Note: Benson later told Council that Regional Staff would require considerable time to evaluate and prepare a report for Council’s review)
Public engagement is also noted for Phase 3 of the process but by that time Regional staff will have prepared ‘preferred options’ which will limit public discussion, as we have seen over and over again – a public display of an either/or choice or worse, “adopt this or nothing”.
In comparison, the City of Burlington has held extensive public engagement regarding the City’s ‘Adopted Official Plan’ and specifically the ‘Taking a Closer Look at Downtown’. Surveys (online and paper); 7 Citizen Action Labs; 17 pop-up events; outreach to 130 students and the Burlington Youth Council and the Halton Multicultural Council; walking tours; 3 drop-in sessions; and an upcoming online Town Hall on Aug. 18th. An unprecedented amount of effort.
 Scoped Review of the Downtown portion of the affirmed but not yet adopted Official Plan
So I must ask, “Is Downtown Burlington more important than North Aldershot, the Rural and Agricultural System, Climate Change?” Each of the five topics that the Region is seeking public comment on is important in its own right. How much emphasis does the Region and the City place on these planning issues?
The timing of public engagement needs to be pushed back into the Fall to allow for a comprehensive process and full disclosure so that residents can digest, and discuss among themselves, the various reports, some of which are longer than 100 pages.
If the Region is not prepared to do this, then the City of Burlington must insist on these changes so that at least Burlington is prepared to look into the future and make its own Official Plan the best that it can be.
A municipal Official Plan does not inspire most residents to take notice. Despite the endless discussions this Council has had on its ‘Adopted Official Plan’, most Burlington citizens, outside of a few committed downtown residents, have only a vague notion of the significance an Official Plan has on how this city will look and operate for decades to come.
We need the Province to hear more than just a nice letter stating that the Region is discussing Climate Change and Natural Heritage and the rest. Each deserves comprehensive public engagement not only with ‘stakeholders’ but with the public that will be affected by those issues and by the Province’s changes to Plans such as the Growth Plan and the Greenbelt Plan, to specific topics such as lessening Environmental Assessments and removing restrictions that protect Endangered Species and eliminating zoning designations.
This is, perhaps, our best chance to let the Provincial government know exactly how we feel about those changes and how we want our city and region to look, feel, and develop for our children and future generations.
 Appleby GO station – one of the hubs (now called MTSA’s) – Major Transit Service Area – where the city wants intensive development to take place. Think in terms of concentrations of apartments
I’m sure someone will note that it is the traditional practice of the Province to allow public feedback through letters, online postings or the Environmental Registry. But, you also have to admit that several of these changes were made under the cover of the COVID crisis, behind a wall of secrecy or hidden within some omnibus bill.
This is our chance to be heard. Public Engagement needs to reach the highest level we have ever known in this community. We need to pull out all the stops, educate, explain and underscore that changes to legislation and the Official Plan will have a major impact on our community for the next 30 years.
The Official Plan is the most significant tool that a city has to influence how neighbourhoods will look. How and where parks and amenities are located. What mixture of high, low and mid-level housing will be allowed. What transit and transportation methods will have priority. Where and what kind of development will be permitted – rural or urban, greenfield or intensification. Will we have walkable, complete streets or continue to bow to the car culture? Where and what kind of industry and business will be located in appropriate areas?
 Lawson Hunter
All of these things, and more, affect our promise to reduce GHG emissions over that same 30 years. The Land Use policies ‘we’ decide to enshrine will ensure that our air is clean, our neighbourhoods are livable, that we can accept the influx of new residents that we know are coming, 1.1 million residents in Halton by 2051, depending on whose forecasts you choose to accept.
Public Engagement, if done right, represents an unparalleled opportunity to discover what the public really wants our city, region and planet to look like – now and in the future.
Does that not require an extensive, well-funded and timely occasion to inform and listen to what the majority of citizens want?
By Pepper Parr
August 6th, 2020
BURLINGTON, ON
The Mayor and the ward 4 Councilor issued a joint statement this afternoon setting out their take on the LPAT decision to permit the application to build 213 homes on a .90 hectare lot.
 Mayor Meed Ward
Mayor Meed Ward and Councillor Galbraith appeared to want to get their side of the story out, particularly after there were some scathing comments earlier about how some residents felt the Mayor had misled them and that the city’s legal department was less than candid or forthright.
 Councillor Kelvin Galbraith
The Local Planning Appeal Tribunal (LPAT) has approved the National Homes 2100 Brant Street development after the local neighbourhood group Vision 2100 Brant withdrew as an opposing party to the hearing. Two residents with participant status at the hearing also withdrew.
In advance of the hearing on July 28, Vision 2100 advised the Tribunal that it had settled with National Homes, with no further changes to the proposed development. Vision 2100 did not present any evidence nor make any submission at the hearing.
Based on the uncontested opinion evidence from planners for National Homes and the City of Burlington in support of a revised proposal, and the submissions of the remaining Parties (including the Region of Halton), the Tribunal issued an oral decision approving the settlement and the proposed planning instruments and plan of subdivision.
The written decision states: “At a Case Management Conference held on June 4, 2020, the Appellant informed the Tribunal that it had reached a settlement agreement with the City and the Regional Municipality of Halton (“Region”). On July 7, 2020, the Vision 2100 Brant Neighbours Association, which was an Added Party, withdrew from the proceedings. On July 8, 2020, Jim Young withdrew as a Participant from the proceedings and on July 15, 2020, Tom Muir withdrew as a Participant from the proceedings. No opposing Parties or Participants remain.”
 The property, owned for years by the Catholic church, grew hay.
The LPAT’s approval of the 2100 Brant St. development brings this appeal to a close, except for a ruling from the LPAT on a motion from National Homes for costs for preparing to appear in support of the previous settlement approved by the former city council. In November 2018, the previous city council approved a settlement with National Homes after the municipal election when 5 of the 7 members at the time knew they were not returning, but prior to the new Council being sworn in.
The new Council rescinded that settlement in order to work with residents, the applicant and planning staff to make additional modifications that resulted in further revisions and the settlement the LPAT approved.
The Tribunal also gave authority to the City for final approval for the proposed draft Plan of Subdivision, subject to a long list of conditions from various parties, including:
• dedicating the natural heritage system and neighbourhood park to the City free of charge;
• submitting an On-Street Parking Plan to ensure sufficient area is provided for on-street parking;
• implementing the approved Tree Inventory and Preservation Plans, including cash-in-lieu compensation for removal of any City trees;
• submitting a Landscape Plan that incorporates a two-year post-planting monitoring program to ensure the success of the proposed native plantings;
• providing a cash deposit to be used by the City for contracted or in-house expenses for dealing with non-compliance with City requirements for control of mud, dust and debris removal;
• hiring a contractor on retainer to deal with after-hours problems related to unsafe situations in active subdivisions and provide the City with the contractor’s 24-hour/7-days a week emergency contact phone number; and
• a warning clause on all offers of purchase and sale that the current unsignalized entrance/exit onto Brant Street may be restricted to right in/right out by a centre median, at some point in the future.
A phasing schedule for construction must also be provided identifying proposed house construction (start dates/occupation dates), tentative grading, sodding and tree-planting schedules in accordance with the City’s grading and sodding policy and schedule.
 Rendering of some of the units in the development
At some point in the future, National Homes will need to obtain site plan approval for the development of the townhouse component of the plan.
 Why did the Mayor and the Councillor for the ward feel they had to issue a statement on an LPAT decision?
We will continue to update residents as this application moves into its construction phase.
While this development may not be what some residents or council members were hoping for, it was improved upon multiple times throughout the planning process over what was initially submitted. That was the direct result of the input received from our community.
The revised proposal includes more green space than the original application, including a new park, fewer units, less height and density, more variety and senior-friendly options, increased setbacks and better transition to the neighbourhoods to the north and south.
We thank the public for their involvement in the process and for continually providing their feedback and input.
We would also like to thank the resident group Vision 2100 for their hard work and cooperation in achieving an improved development plan. They spent countless hours and finances over the past few years, working with city staff, council and the developer to make changes to the development that we are sure future residents of this new neighbourhood will appreciate.
In accepting the revised proposal, council considered a number of factors, including public input, the improvements made that addressed some of the concerns raised, the planning justification provided by staff, and advice from legal counsel.
Our decision also factored in some practical realities, including the inability to secure a planning witness that was of the opinion that the November 2018 proposal did not overall represent good planning, the likelihood that a hearing would not produce a different result, and the possibility that city taxpayers could be required to pay the entire costs of the applicant at a lengthy hearing. In addition, city staff who supported the November proposal would likely have been required to testify on behalf of the applicant, at city taxpayers expense.
This application was in its third year of review.
The decision to settle with National Homes on the 2100 Brant development was the responsible decision for all parties involved. We achieved the best plan possible for the community. This development brings townhouse, semi-detached and senior-friendly housing, along with a new neighbourhood park and protection of natural heritage features.
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By Pepper Parr
August 4th, 2020
BURLINGTON, ON
We’ve all worked and sacrificed a lot to get us to this new normal.
Businesses are opening up across the Region and life is resuming some sense of normality, including riders coming back to public transit.
There is a dotted line that connects life when we are not using public transit to keeping others safe when you do use public transit.
 Metrolinx senior manager of media, Anne Marie Aikins
Metrolinx senior manager of media, Anne Marie Aikins – who has been acting as the Emergency Information Officer for Metrolinx during the COVID-19 pandemic – connects those dotted lines.
“ At this point in time it is so easy to let our guard down.
“To give in – for a bit – and try not to let the ongoing pandemic rob of us of any more intimate moments of close contact with those we’ve done without.
“But this war on COVID-19 is not over – not by a long shot. It is easy to forget the enemy and leave a door open.
“Our actions in the back yard, or on a restaurant patio, or greeting friends in a park on a bright summer day, carry over into every other part of our days – and the many people we come in contact with or even pass on a GO Transit train or bus.”
Metrolinx began 2020 by initiating their pandemic response plan. It has been over six months since the first person in Canada tested positive for the Coronavirus. And now more than 116,000 people have tested positive and, tragically, nearly 9,000 have died from this virus.
For more than 130 days, at times excruciatingly lonely days, people have faithfully followed the guidance of our public health officials.
 Masks for everyone – everywhere.
“That’s a long time to go without any hugs or handshakes, parties or celebrations, sustained visits or contact with our colleagues, family and friends who nurture, entertain, commiserate and support us throughout our life during the best of times but most especially during the worst of times” said Aikins, who adds: We’ve all been starved of contact and connection.
“We’ve missed all the usual weddings, graduations, vacations and funerals. No video conference call can ever replace the healing power of a single warm embrace.
“No doubt, life has been hard — especially for those on the front lines. Many people have really suffered, lost loved ones to this virus, lost income due to job loss or lost a stable home or relationship. Our collective mental health has taken a beating and many are feeling wounded.
“We’re exhausted by it all and desire some sense of security and peace that only our friends and family can provide.
“I get that. I’m an extrovert that thrives around smart, creative, funny, passionate people – but there is so much to lose if we let our exhaustion give into the desire to throw the health rules under, well, the bus.”
Public health officials have seen some worrisome trends of late — although we’ve continued to make progress on reducing the transmission, the numbers of people contracting the virus still persists and younger people now account for half the growth of cases perhaps related to house parties or other big gatherings.
Convincing our youth to use protection has always been a challenge we’ve often failed at miserably. Risky behaviours, however are not reserved to only the frisky.
COVID is not taking the summer off, so we all, young and not so young, must not let down our guard.
 Go Transit customer S. Thiru, aboard a GO train. (Lorne Bridgman photo)
As ridership increases and physical distancing becomes more of a challenge on our services, face coverings are critical in making people feel safer on their journey and limit the transmission of the virus. Metrolinx has made face masks mandatory. Their customers responded as the good partners they are and most have been wearing their face coverings or non-medical masks faithfully.
There are other equally necessary measures. Continue to stay home if you are sick or think you’ve been exposed. Get tested. It’s easy, just a wee bit uncomfortable in the nose region, and testing is readily available and quick.
Aikins adds: “I hate to burst your bubble, but please choose how many you let into your circle judiciously. You don’t want that moment of glory, of reconnecting with friends, to become regretted and a cautionary tale for others.
“Keep everyone outside your circle at a distance, six feet away specifically whenever possible.
“Wash your hands frequently. Scrub them like you just picked up your pooch’s poo. That works for me better than the birthday song. Use hand sanitizer too — you can find it everywhere now. Keep some in your purse or jacket and throw in some disinfecting wipes. It’s often as easy as toilet paper to find in stores now.
“As you open up your social bubbles, keep your visiting outdoors. Enjoy the nice weather. It’s good for the soul. And the fresh air reduces the virus’ ability to spread.
“As horrific as the tally of illness and deaths has been, the losses could have been so much higher if not for your commitment to protecting public health throughout this pandemic.
“You saved lives.
“Now is the time to double down in your resolve. The celebrations, the public good-byes and the healing will come in time.”
This article draws liberally from a piece written by Anne Marie Aikins, Metrolinx senior manager, Media.
By Pepper Parr
August 3rd, 2020
BURLINGTON, ON
We are on the last day of a long weekend that has given us more rain than we expected.
People able to get out on the Saturday but come the evening the rains came and kept us wet for much of Sunday.
Last Friday we saw the updates of COVID-19 infection data from the Regional Medical Officer of Health. The numbers were acceptable. Now that we are in Stage 3 where people can move about much more – go into restaurants and gather in larger groups, we are about to be tested on just how disciplined we are going to be able to be.
 A graphic depiction of the virus.
The virus is in the community – do we maintain individual personal discipline and wear face masks while outside, wash our hands frequently and maintain that six foot thing when we are amongst people we don’t know?
For a feature that explain just how this virus infect us CLICK HERE.
How well we do will show up in the Public Health numbers in a week to ten days. So we wait.
The Public Health numbers as of the 29th of July are set out below.
In Halton, made up of Burlington, Oakville, Milton and Halton Hills the total number of COVID-19 cases amount to 910, – 827 confirmed + 83 probable.
24 cases currently active among Halton residents – 22 confirmed + 2 probable.

All cases have been graphed according to their episode date, which is used to estimate the date that symptoms began. Counts for the past 14 days should be interpreted with caution (indicated using the grey shaded area on the graph), since there is a delay between when a person becomes infected and when they develop symptoms, get tested and are reported as a case.
Probable cases are individuals presumed to have COVID-19 because they have symptoms of COVID-19 and are travelers returning from an affected area, have had close contact with a confirmed case, lived/worked in a facility experiencing a COVID-19 outbreak, or have indeterminate test results.
For each day, Figure 3 shows the average number of new confirmed COVID-19 cases over the past seven days, including only those cases that are not staff or residents/patients associated with an outbreak in an institutional or congregate care setting. Cases have been graphed according to their collection date, which is the date that a sample was taken from them to be tested for COVID-19. The graph suggests that the average number of new cases per day was highest in late March/early April, with another increase in mid-May. Counts for recent days should be interpreted with caution (indicated using the grey shaded area on the graph), since there is a delay between when a person is tested and when their test results are reported to Public Health and entered into the system.
Residents or patients of an institution experiencing an outbreak made up 9% of all cases – 79 people. 114 cases were people who worked in health care – 13% of all cases.
 Infections by age and gender; This is no longer a virus that attacks just the elderly
Figure 4 shows that by end of the day on July 29, the most COVID-19 cases were among Halton residents aged 40-59 (with 312 cases, or 34%). 499 cases (55%) were female. Two cases with unknown sex are excluded from the graph.
Females have outnumbered the males in terms of who got infected.
 Figure 5 – infections by municipality.
Figure 5 shows that by end of the day on July 29, the greatest number of COVID-19 cases were among residents of Oakville (with 299 cases, or 33%).
 Figure 6: Where the public health people determined the infection came from.
Figure 6 shows the percentage of COVID-19 cases by primary exposure category for Halton’s four municipalities and for Halton overall. For Halton overall, by end of day on July 29, 359 cases (40%) had contact with a confirmed case that was believed to be the source of their infection. 300 COVID-19 cases (33%) had no known travel or contact history, and therefore were believed to have acquired the virus within Ontario, making them community cases. 145 (16%) were residents/patients or staff associated with an outbreak in an institutional, congregate care, or workplace setting. 100 cases (11%) had a history of travel that was believed to have been the source of their infection. These proportions vary by municipality, and six cases with exposure information pending have been excluded.
It is important to note that cases can have multiple exposures, and these data reflect only their primary exposure category based on information gathered during case investigation.
Case and contact follow-up
Figure 7 shows that 100% of Halton cases reported over the past seven days (Jul. 23-28) were reached by Halton Region Public Health within one day of being reported, which exceeds the provincial goal of 90%. Figure 8 shows that Halton Region Public Health reached 92% of contacts identified over the past seven days (Jul. 23-28) within one day, compared to the provincial goal of 90%.
It is important to note that Public Health attempted to reach 100% of cases and community contacts within one day but in some cases could not reach the client within that time span. Common reasons for not reaching clients within one day include incorrect phone number provided or client did not respond to repeated contact attempts.
Case outcomes
99 cases have ever been hospitalized to date – four are listed as currently in hospital.
861 cases have been resolved; 25 people have died to date (12 of the deceased were residents or patients of an institution experiencing an outbreak)
Institutional outbreaks
Figure 9 shows the 21 confirmed outbreaks of COVID-19 in Halton institutions reported by end of the day on July 29. Institutions are defined as long-term care homes, retirement homes and hospitals. All 21 of the outbreaks have resolved. Among the 21 confirmed institutional outbreaks reported to date, 13 (62%) have been in long-term care homes, seven (33%) have been in retirement homes and one (5%) has been in a hospital.
Lab testing
>4,380
Halton residents were tested for COVID-19 within the past seven days of available data (Jul. 19-25)
>53,120
Halton residents are known to have been tested for COVID-19 to date
 Figure 10″ The number of people tested and the percentage that were found to be positive.
The green bars in Figure 10 show the number of Halton residents who were tested for COVID-19 each week, beginning the week of March 1-7. Data for the most recent week (Jul. 19-25) is incomplete due to reporting lags. The number of people tested decreased the week of May 17 compared to past weeks as mass testing of institutional residents was completed. The number of people tested then began to increase again, as the provincial government permitted more widespread testing.
The orange line in Figure 10 indicates the percentage of tested Halton residents who were positive for COVID-19. The percent positivity was highest the week of April 5-11, when 10.3% of Halton residents who were tested for COVID-19 had positive results. In the most recent week (Jul. 19-25), 0.3% of people tested for COVID-19 tested positive, although this number is subject to reporting delays.
Data limitations and Data sources
Halton case data: Case and Contact Management system (CCM), extracted at 7:00 AM on July 30, 2020, to reflect data entered by the end of the day on July 29, 2020
Halton lab testing data: Institute for Clinical Evaluative Sciences, Number of individuals who were confirmed positive for COVID-19, COVID-19 Testing Period: 15 Jan 2020 to 25 July 2020. Received on July 28, 2020.
Ontario case counts: Public Health Ontario, Epidemiologic Summary, COVID-19 in Ontario: January 15, 2020 to July 29, 2020, posted on July 30, 2020 to https://www.ontario.ca/page/2019-novel-coronavirus.
Denominators for Halton and Ontario age-specific rates: Population projections [2020], IntelliHEALTH Ontario, extracted on April 8, 2020.
Data notes
CCM is a dynamic disease reporting system which allows ongoing updates to data previously entered. As a result, data extracted from CCM represent a snapshot at the time of extraction and may differ from previous or subsequent reports. The data only represent cases reported to public health and recorded in CCM. As a result, all counts will be subject to varying degrees of underreporting due to a variety of factors, such as disease awareness and medical care seeking behaviours, which may depend on severity of illness, clinical practice, changes in laboratory testing, and reporting behaviours.
Figures 1 and 2 distinguish between lab-confirmed and probable cases. Probable cases are individuals presumed to have COVID-19 because they have symptoms of COVID-19 and are travelers returning from an affected area, have had close contact with a confirmed case, lived/worked in a facility experiencing a COVID-19 outbreak, or had indeterminate test results.All other figures and numbers include both confirmed and probable cases combined, except Figure 3, which uses confirmed cases only.
All data includes only individuals whose main usual residence is in Halton Region. Cases who have municipality information pending are excluded.
Active cases, resolved cases and deaths are a subset of total cases.
• Cases are considered to be active if the case is open in CCM and not listed as resolved.
• Case outcomes (resolved, deaths) reflect the latest available information reported to Halton Region Public Health and recorded in CCM by the extraction time.
• Resolved cases are persons who have been discharged from isolation at 14 days after symptom onset if they did not have a fever and their symptoms were improving for at least 72 hours OR 14 days from when they were tested if they were asymptomatic. For cases with no significant improvement in symptoms, Public Health continues monitoring until the case meets resolution criteria and the case is closed in CCM. For cases in hospital, a test-based approach may be used and isolation is continued until 2 consecutive negative tests are obtained, at least 24 hours apart.
• Deaths include any death that occurred among a person who tested positive for COVID-19, even if the death may not have been directly attributable to COVID-19.
In subsequent reports, counts in Figures 1-3 may increase as cases are added from past dates as individuals become symptomatic, get tested, and their results are reported to Halton Region Public Health, as well as any past results are added due to delayed data entry or new arrival of lab results.
Cases are considered to be patients or residents of an institution experiencing an outbreak if they are linked to a confirmed Halton institutional outbreak in CCM, and they are not known to be a staff person at the institution.
Cases are considered to work in health care if they are known to have an occupation that involves caring for patients, e.g. physician, nurse, occupational therapist, recreational therapist, chiropractor, paramedic, midwife, orderly, etc. Individuals who work in health care settings but do not provide direct care to patients (e.g. managers, cleaning staff) have not been included.
Exposure type is determined by examining the risk factor fields in CCM to determine whether a case travelled, was a resident/patient or staff member in an institution/congregate care setting/workplace experiencing an outbreak inside or outside Halton, was a contact of a case or neither. A hierarchy has been applied as follows:
• Cases with episode date before April 1: Travel > Associated with any type of outbreak (institutional, congregate care, or workplace) in or outside of Halton > Close contact of a confirmed case > None of the above (indicating community acquisition) > Information pending.
• Cases with episode date on or after April 1: Associated with any type of outbreak (institutional, congregate care, or workplace) in or outside of Halton > Close contact of a confirmed case > Travel > None of the above (indicating community acquisition) > Information pending.
It is important to note that cases can have multiple exposures, and these data reflect only their primary exposure category.
Differences between municipalities have not been assessed for statistical significance. Known cases reflect only individuals who were prioritized for testing prior to the expansion of testing in May, which means that differences between municipalities are currently difficult to ascribe to other factors.
Cases are considered to have been reached within 24 hours if their investigation start date and case reported dates in CCM are no more than one day apart.
Contacts are considered to have been reached within 24 hours if their interview completion date and reported dates in CCM are no more than one day apart.
Our main priority in outbreak management is prevention. Ensuring appropriate measures are being taken by the institutions requires time, in addition to collecting information on the status of the residents. Institutional outbreaks include outbreaks of COVID-19 in settings such as long-term care homes, retirement homes, hospitals and prisons. Outbreaks in congregate care settings (e.g. group homes) and workplaces are not included. Date declared for outbreaks reflects the outbreak classification date in CCM.
Lab testing data reflects only lab tests that have been assigned to Halton Region based on the methodology used by the Institute for Clinical Evaluative Sciences. There are several known limitations associated with this data:
• The unit of analysis is the testing episode (unique individuals tested per day). Individuals tested multiple times on different days are counted once in each week’s counts for the appropriate weeks. Testing episodes after the individual’s first confirmed positive COVID-19 test were excluded from subsequent weekly counts (numerator and denominator).
• The COVID-19 test results were captured in the Ontario Laboratories Information System (OLIS). The testing date represents the date of specimen collection: “observation date” in OLIS. Due to the time required for transportation and processing of specimens, it takes six days for approximately 95% of results to be finalized and reported for a given testing date. Some laboratories did not report all or part of their COVID-19 test results to OLIS. Unconsented test results were excluded;
• Counts less than six are suppressed;
• The location of tested individuals was based upon the test recipient’s postal code (and corresponding health unit) recorded in the OHIP Registered Persons Database (RPDB) for those residing outside a long-term care (LTC) facility, and the LTC address on the OLIS test requisition for specimens collected from LTC facilities. These address assignments lead to misclassification of PHU in approximately 14% of individuals
Data later
New Interactive Halton COVID-19 Dashboard:
Halton’s new interactive COVID-19 dashboard provides a summary of the current local situation and incorporates core epidemiological indicators of COVID-19 activity in Halton to date. Dashboard users can explore Halton’s COVID-19 data on overall case counts, case demographics, institutional outbreaks and lab testing. The dashboard can be accessed at halton.ca/covid19.
Also, please note that as of July 17, Halton Region Public Health is currently in the process of adopting a new provincial COVID-19 database. During this transitional period, all counts should be considered preliminary and are subject to change as information is reconciled.
By Staff
July 28th, 2020
BURLINGTON, ON
The people at GO, the bus and train operation that moves many of us from place to Place did a photo feature that we want to share with you.
At the start of this year, few could have seen the day that wearing non-medical face masks in public would be a very normal accessory. Now, after a week of having to wear them on UP and GO vehicles, the focus is turned on the customer, in a photo feature that pays tribute to their style.
It’s been a week since the use of non-medical masks became mandatory for customers on GO Transit and UP Express. Not that many riders needed much convincing, as most were using them even before they were required as of last Tuesday.
Now as essential as carrying a cell phone or wallet, face coverings have changed the look of everything from transit to shopping to going to the dentist. But while the thin barriers hide the better part of everyone’s face, the personality can still come through.
 That is a very determined and direct look from the young lady with the pink glasses – while on the right the quiet beauty of a GO transit rider.
Here are some faces behind those face coverings.

 Waiting for their ride. Go transit riders have taken to wearing their face masks
By Staff
July 27th, 2020
BURLINGTON, ON
Mayor Marianne Meed Ward passed along some “ great news today when the province announced $4 billion in funding for cities for COVID19-related revenue loss and added costs. The amount includes $2 billion for transit, half from the federal government, match by half from the province.”
 Mayor Marianne Meed Ward with Premier Doug Ford at a Joseph Brant Hospital event.
“This is our tax dollars coming back to our community”, said the Mayor. “These funds will help municipalities avoid service cuts, unreasonable tax increases, or depleting reserves beyond sustainable levels. Our advocacy worked, and our voices were heard.
Let’s wait until the budget is final before taking that statement at face value. Burlington will get a portion of that $4 billion. The Mayor said she “ expects funding to begin to flow in coming weeks.
The funding is a partnership with the federal government for urgently needed one-time assistance to Ontario’s 444 municipalities. This funding will help local governments maintain the critical services people rely on every day, including public transit, over the next six to eight months.
Premier Ford worked collaboratively with municipal partners, fellow Premiers, Prime Minister Trudeau and Deputy Prime Minister Freeland to reach this historic agreement, which includes $777 million from the federal government and $1.22 billion from the province in support for municipalities. Ontario will continue to work closely with its municipal partners to ensure this funding provides the support they need to address budget shortfalls related to COVID-19.
“Ontario municipalities told us they are dealing with a $4 billion shortfall as a result of COVID-19,” said Minister Phillips. “Failing to act could result in cuts to services and higher taxes. That’s why, under Premier Ford’s leadership, Ontario was a strong advocate at the negotiating table to ensure municipalities and transit systems were supported as part of the Safe Restart Agreement. This is a historic level of support that’s being provided during unprecedented times.”
Through Ontario’s leadership, a deal for public transit funding was also secured as part of the federal-provincial agreement. Up to $2 billion will be shared equally between Ontario and the federal government. Transit operators that have seen steep declines in revenues will receive the support they need to help address the financial impacts of COVID-19 and continue their operations in a safe manner.
The Safe Restart Agreement will help ensure a strong and safe recovery for Ontario through investments in testing, contact tracing and data management; health care capacity and mental health; protecting vulnerable populations, including people experiencing homelessness and seniors in long-term care facilities; securing personal protective equipment (PPE); child care for returning workers; and support for municipalities and public transit systems.
By Staff
July 23rd, 2020
BURLINGTON, ON
Earlier this month the Regional government announced that it was going to aim for a budget increase for the 2020-2021 budget of not more than 2%
The 2021 Budget Directions Report provides guidelines to staff to maintain existing service levels for Regional programs with identified pressures, including COVID-19.
 Regional Chair Gary Carr at an event in Burlington
Regional Chair Gary Carr said: “The 2021 Budget Directions Report is an important step in our budget development process as it lays the foundation for our next Budget and Business Plan. Throughout COVID-19, there has been a number of uncertainties, but this Report provides guidelines that help us maintain our strong financial position, keep property taxes low and continue to support residents and businesses in our community as we recover from the pandemic.”
This Report guides the Region’s investments in 2021 to ensure resident access to essential services and supports critical program enhancements and financing plans to address community growth. It also ensures that Halton’s upcoming Budget will align with strategic themes, objectives and outcomes outlined in the 2019–2022 Strategic Business Plan.
Financial pressures related to the COVID-19 pandemic are also identified in the Report. Regional staff continue to closely monitor these pressures in coordination with the Region’s projected recovery plan, to identify any anticipated impacts that may extend to 2021. This will continue the Region’s history of addressing program pressures, reallocating resources to priority areas and maintaining service levels while maintaining tax rate increases at or below the rate of inflation.
Some of Halton’s budget priorities for 2021 include:
Public Health: maintaining service levels while continuing to respond to COVID-19.
Paramedic Services: addressing increased costs associated with inflation, rising call volumes, maintaining response times, population and other growth pressures.
Children’s Services: maintaining service levels following reductions in Provincial funding and uncertainty around funding levels for 2021.
Indigenous initiative, inclusion and diversity: creating an initiative with an Indigenous consultant that will support a comprehensive response to the Federal Truth and Reconciliation Commission’s 94 Calls to Action and the report of the National Inquiry into Missing and Murdered Indigenous Women and Girls.
Climate change emergency: continuing to make corporate operations as carbon neutral as possible, using land use and transportation planning to design climate friendly communities, designing and building climate resilient infrastructure, and planning to respond to weather related events and other emergencies.
Community safety and well-being: continuing to deliver the objectives of the Community Safety and Well-Being Plan (CSWB) in collaboration with community partners on a wide range of issues to support residents who are vulnerable to negative social, economic or health outcomes.
 Skyway Waste Water Treatment plant in the Beachway.
Waste Management: continued planning and implementation for the short-term options recommended in the Solid Waste Management Strategy, and planning for the transition of the Blue Box program to full Producer responsibility with integration into the medium and long-term strategy options of the recommended final Solid Waste Management Strategy.
Transportation: investment to support increased costs associated with road maintenance, the road resurfacing program, and in the state-of-good-repair for existing roads and expansion to accommodate growth.
Growth of the water and wastewater system: support for costs associated with upgrades and treatment plant expansions, further improvements to levels of treatment and new and expanded pumping stations.
 Burlington experienced flash floods in 2014 – managing these natural events is an expensive challenge.
Basement flooding mitigation: continuation of the Region-wide Basement Flooding Mitigation Program to help prevent basement flooding caused by severe weather.
Water and Wastewater state-of-good-repair: continuing to invest in the state-of-good-repair program to maintain the condition of assets as infrastructure ages and expands due to growth.
Staff will continue to focus on core services, ongoing improvement and finding efficiencies across all program areas to achieve these targets.
The 2021 Council Budget Meeting is scheduled for December 9, 2020, and the 2021 Budget and Business Plan is scheduled to be considered for approval by Regional Council on December 16, 2020.
Two percent eh! The proof will be in the pudding
By Staff
July 21st, 2020
BURLINGTON, ON
Donning nose and mouth coverings are now a must on GO Transit and UP Express. Here’s what you need to know, as everyone does their essential best for the safety and health of fellow customers and transit staff.
Covering up is now a must on GO Transit and UP Express.
Starting today (July 21), all passengers on GO trains and buses, as well as UP vehicles, must wear face coverings.
The change isn’t expected to be too daunting, as many customers – as many as nine in 10 – were already routinely wear the added layer of protection during the COVID-19 pandemic.
Metrolinx officials say there will be some riders who will not be able to wear face coverings due to pre-existing conditions, as well as children under two. The transit agency is asking everyone to understand those situations and says no customers will be left behind.
 From Station Attendants to Transit Safety Officers to even Commuter Train Operators, all Metrolinx staff wear face coverings on the job. (Anne Marie Aikins Photo)
Transit staff will be on board trains, buses and in stations informing customers about the need to wear a face covering.
Mandatory face coverings are the latest part of a comprehensive health and safety strategy at Metrolinx.
On-board safety measures continue to expand and evolve as the province moves through a phased return to normal.
They now include rolling out dividers between train and bus seats, hand sanitizer dispensers, and a comprehensive vehicle and station cleaning regiment that has staff constantly wiping down touch-points.
Metrolinx says that while they are closely monitoring ridership throughout the network and making every effort to adjust services to give customers space to spread out, there is going to come a point as the province moves into Stage 3 and more people travel to work and play, when physical distancing is just not possible.
Since late May, the Chief Medical Officer of Health has asked everyone in the province to wear a face covering in areas where physical distancing isn’t always possible, such as on public transit.
So today is the day, no matter the weather, to add that extra layer of protection, before heading on the GO – or to UP Express.
By Pepper Parr
July 13, 2020
BURLINGTON, ON
Tax due dates are be made a little longer, there are deferrals, and there is tax money that is just not coming in
On the other side of the ledger the expenses are not as high. All the part time people were laid off, there was no transit money coming in nor was there much revenue on the Parks and Recreation side
The books were pretty messy.
Treasurer Joan Ford prepared a presentation for a Standing Committee lat week and put two critical numbers forward. $18,091,423.00 and $4,017,732.00

The eighteen million is the total revenue losses and COVID related costs.
The four million is what the Treasurer expects to see as the shortfall – money the city will not have to to pay its bills.
Somehow Mayor Marianne Meed Ward convinced herself that the city was $18 million in the hole. She called it the “delta”.
There was also an Expenditure Restraint amount of $6,572,127 and Other operational savings of $3,330,272.
When these two are added to the withdrawals from Program Specific Reserve funds the shortfall of $4,017,732 which the Finance people are confident can be made up by withdrawing from other reserve funds.
 This graph sets out where the revenue didn’t come from.
Treasurer Joan Ford did point out that treasurers are usually comfortable with total reserves of 15% – those total reserves are now at the 9% level. They are going to have to be built back up at some point.
The general message was that while things are tight – the city feels that they will come though the COVID pandemic with some change in their pockets.
Property tax collection did take a hit – some of the larger properties were either not able to pay their taxes the way they had in the past, several took advantage of the deferral program.
Many of the smaller businesses just didn’t have the cash flow. Burlington has always followed a lenient approach to the collection of taxes – they bend over backwards to help a property owner get their taxes paid. Treasurer Joan Ford told Council that in al her years wit the city they have only had to force the sale of a piece of property because the taxes were not paid.
 Data on the property tax collection level.
That assumes that things do not get worse – and with the current COVID situation – they just don’t know where things will be in 60 days.
The Treasury people have worked both long and hard and very creatively to keep the financial situation quite stable.
By Pepper Parr
July 9th, 2020
BURLINGTON, ON
In her A Better Burlington newsletter Mayor Marianne Meed Ward said: “We received great news from the Province today giving municipal councils the ability to meet electronically and allow proxy votes, allowing court proceedings to be conducted electronically and other measures that will now be permanent post-COVID-19.”
Meeting virtually has limited public participation in the proceedings of council significantly which seems to be acceptable to the current council.
The balance of her newsletter is set out below.
 Mayor Marianne Meed Ward at a Council meeting.
“I had the privilege today of joining mayors across Ontario on a conference call with Premier Doug Ford and the Hon. Steve Clark, Minister of Municipal Affairs and Housing, to hear directly from them about the changes, and additional measures outlined in the COVID-19 Economic Recovery Act.
“These were also outlined in a letter sent to heads of council (Minister’s Letter – COVID-19 Economic Recovery Act – 8 July 2020), and a media release available here.
“Last week, the Halton Regional Chair, on behalf of the four mayors and municipalities of Halton, wrote to the Premier to ask for these changes to be made permanent. To read that letter, click here: Halton Region Chair Letter to Premier re Virtual Meetings – June 29 2020.
“Halton municipalities have been holding virtual meetings throughout the pandemic with great success to conduct the business of our municipalities while continuing to serve our residents and provide opportunities for important public input.
“The Province heard us.
“We are still going through the legislation that covers a range of matters on development, economic recovery, and changes to the community benefits charges. Some of these include changes to the existing Minister’s zoning order to provide more certainty when fast-tracking the development of transit-oriented communities; making it faster to update and harmonize the Building Code so that we can break down interprovincial trade barriers; and permanently establishing the office of the Provincial Land and Development Facilitator to help solve complex land-use issues.
“My team and city staff are still going through the legislation and we’ll provide more details in the coming days, but what we’ve reviewed so far shows the Province has listened to mayors and municipal councils and made positive steps forward.
“This is great news, and I would personally like to thank Premier Ford and Minister Clark for consulting with us, listening and making changes.
“Today’s announcement is important in ensuring the safety of members of Councils, staff and the public while we continue our business of serving our communities.”
By Pepper Parr
July 8th, 2020
BURLINGTON, ON
The Mayor was in a bit of a bind.
She was, uncharacteristically, tip toeing around the issue of face masks.
 Mayor Meed Ward at a council meeting before things went virtual
In her most recent public comment the Mayor set out a lot of rationale and examples of what other municipalities were doing. But she still hadn’t taken a strong position.
She followed that up by saying that the Medical Officer of Health (MOH) wasn’t on side – so she, the Mayor, wasn’t going to take a position.
The Gazette published a very strong opinion piece on that.
When it became evident that there wasn’t much in the way of support for the Mayor’s indecision (Social media was crucifying her) she announced that she was going to put forward a motion requiring people to wear face masks in specific situations.
Hold on chimed in ward 4 Councillor Shawna Stole, who is proving to be a rather strong first term councillor. She was the one who pushed for turning some of the road space over to pedestrians – and that is what we have.
Stolte felt very strong that face masks should be required in public places. Transit requires that riders wear a mask; one 9f the major supermarkets asks people to wear a mask.
 Ward 4 Councillor Shawna Stolte: bringing a stronger sense of purpose to council that was not seen when she was elected.
Stolte felt that the Mayor was undercutting her initiative and she decided, after a flurry of emails between the two, that a face to face meeting was necessary. That is believed to have taken place last Sunday.
Prior to the Sunday meeting, in an email to a resident Councillor Stolte said:
“I am sitting in my office as we speak finishing my Motion to Council seeking Mandating the Wearing of Masks in all indoor spaces that are accessible to the public.
“I had advised the Mayor and other Councillors repeatedly since June 23 that I would be advocating for a Mandatory Mask Bylaw as I am completely on the same page as yourself and 85% of the population of Burlington.
“The decision announced by the Mayor this past Tuesday was a complete surprise to all of us on Council as there had been no input or conversation about the issue prior to the announcement.
“This has resulted in very intense conversations between the Mayor and myself about respect and the decision making process.
“My Motion will still be coming forward this week, there is certainly not consensus on Council, so not sure how the vote will go.
The Mayor announced this morning that she will be bringing her own Motion (different theme than mine) to Council as well this week, so I just finished an email to the City Clerk asking what the procedural process is for this particular conflict.
“We continue to be in interesting times, but I promise you I will be pushing for this.
“By the way, if you have (name redacted) email could you please forward this message to him as well.”
The two worked something out – because today we see a very lengthy motion sponsored by the two woman (with the name of the Councillor placed before that of the Mayor (and that stuff matters in the worlds of politics)
“We have heard from our community and together” said the Mayor in her Newsletter, “we are bringing forward a proposed mandatory mask bylaw for Burlington. It will be discussed at the July 9 Corporate Services, Strategy, Risk and Accountability (CSSRA) Committee, with a final vote at council Monday July 13. The proposed temporary bylaw would mandate the wearing of face coverings in all indoor, public spaces in the City of Burlington.
How did they get to his point and are the issues between the Mayor and her Council patched up? Hard to tell.
 They all loved her on election night.
It looks as if the Councillor and the Mayor ironed out the differences. Those differences are not between just Stolte and Meed Ward. There have been concerns about the Mayor not working with the Council members and not giving them the respect they believe they have earned.
The five members of council elected in October of 2018 wanted to pull together and not only be seen to be working together but actually working together.
How did the Mayor square things with the Councillor who was not a happy camper. We may never know – only time will tell if the Mayor has the capacity to listen to the members of Council.
Not what we thought we were electing as Mayor that October 18th was it?
By Pepper Parr
July 4th, 2020
BURLINGTON, ON
On the matter of face masks that many commercial establishments require you to wear when you enter the premises; that you are now required to wear if you are using public transit in Burlington – the Mayor is being disingenuous.
“Many of you have reached out to ask about a mandatory mask order” she explains in her Newsletter.
The Mayor does not do press conferences where she can be asked questions by media. She instead uses social media and Newsletters plus Statements she makes as Mayor – all of which she controls – no accountability – just what she wants to say.
 Mayor Meed Ward’s A Better Burlington Newsletter
“I understand the concerns people have raised and the desire for a mandatory order. We are all committed to doing everything we can to prevent the spread of COVID-19.
“In all our decisions, we are guided by the advice of our Medical Officer of Health (MOH).
“The communities around us who have issued a municipal or regional bylaw (Toronto and Peel) did so on the advice of their Medical Officer of Health (MOH) , or by direction of their MOH under Section 22 of the Health Protection and Promotion Act (Wellington/Dufferin/Guelph and Kingston).
“Our Halton MOH has not, to date, used her authority under Sect. 22 to issue a mandatory mask order. However, there are ongoing discussions with her, including in the last few days, about using the bylaw tool. With her support we could consider that as an added measure.
This is all just poppycock – the Mayor does not need a blessing from the MOH to issue an order that masks are required when the science is very clear. Burlington is indeed fortunate in that we don’t have that many infections. That isn’t because we are behaving so well – we are a bit of a social backwater in that the people who do go into Toronto aren’t taking public transit – they are driving.
We don’t have that many long term care homes which is where most of the infections are taking place
It is clear that the COVID19 disease is spread from person to person by a virus that enters the body through the nose and the mouth. And the virus that is entering your body comes from another person – not the grass we walk on.
 Marianne Meed Ward – listening.
But the Mayor knows all this.
She just doesn’t want to issue the necessary order. Is she waiting for the MOH to do so – so that she, the Mayor, doesn’t have to do something that is going to annoy people?
Great leadership!
The Mayor adds
“The good news is the voluntary actions of our citizens have, to date, led to the lowest infection rates in our Region and beyond. This has remained true, even as there has been travel to and from other communities for work or other reasons since the beginning of the pandemic, and even after we moved into Stage 2 reopening two weeks ago. Our infection rates have remained among the lowest in the province — that is something to be proud of.
“We have been able to achieve through voluntary compliance what others around us are trying to achieve with a mandatory mask order.
Speaking of that voluntary compliance – does that explain the scores of people wading and swimming in Lake Ontario on Canada Day?
 Not much evidence of six feet of social distancing. These people either do not know we are in the midst of a pandemic or they don’t believe what they are being told.
“Of course, we must remain vigilant, especially as we contemplate moving into Stage 3 reopening. I remain open to further dialogue with our community, elected leaders and our MOH about the potential for a bylaw mandating masks as an added tool to keep our community safe.”
Sophistry Your Worship – pure sophistry and you know better.
Leadership is hard sometimes. The job of Mayor is not to strive to be continually liked – it is to be continually responsible and to do the right thing.
Note that we have never seen the Mayor wear a faced mask. Because she doesn’t believe in the science? President Trump doesn’t believe in the science either. “Please continue to share your thoughts with me, as we consider this potential tool.adds the MAyor
Now here is the funny part in the Newsletter:
“In the meantime, we will lead by example. We have required masks on public transit as of today (July 2), and are discussing whether masks will be required in our city facilities once they reopen. We will continue to encourage people to wear masks in indoor spaces where physical distancing is a challenge. Halton Region is embarking on a public education campaign to encourage mask wearing.”
 Ward 4 Councillor Shawna Stolte, on the right with one of her daughters, wears a mask and carries several in her purse to hand out to others.
This isn’t the woman we saw stand before Council as a citizen demanding transparency and accountability.
This isn’t the woman who forced her colleagues to stand six times at one Council meeting forcing them to put their votes on the record.
Something happens to people when they have power and are in a position to make decision that may not be popular. Do you make the tough decision and lose some of the admiration or do you make the tough decisions and stand by what you know is best for the community.
Masks are best for the community Your Worship: get one, wear one and ask your citizens to do what is best for all of us.
Salt with Pepper is the musings, reflections and opinions of the publisher of the Burlington Gazette, an online newspaper that was formed in 2010 and is a member of the National Newsmedia Council.
By Staff
June 24th, 2020
BURLINGTON, ON
At some point people will begin going back to work.
For those who use public transit or ride an elevator in their office building there is a concern.
For those of us in Burlington who do not ave to experience the Yong Street subway in rush hour – there isn’t a problem. I don’t think I would want to be crammed onto that subway – even if I did have to go to work.
The joys of working iin the Big Smoke.
Metrolinx advises that starting this week, customers will notice more cleaning crews on GO buses, trains and in stations as the transit agency steps up cleaning and disinfecting throughout the day. Certain GO stations are also moving towards a self-serve model. Here’s what you need to know.
 Arm rest, guard rails – anything people are likely to touch will get cleaned – several times each trip. Antonnette Clarke-Thompson wipes off an arm rest as part of her work to disinfect in-service GO trains (Mike Winterburn photo)
Because safety never stops, Metrolinx is stepping up in-service cleaning efforts across the GO transit network.
The transit agency is rolling out a newly enhanced midday cleaning program that complements the existing thorough daily disinfecting work.
By implementing these and dozens of other key safety measures, Metrolinx has kept GO services running safely since the early days of the COVID-19 pandemic.
How does it work?
Metrolinx is stepping up cleaning of GO trains, buses and stations. In addition to regular daily disinfecting, all surfaces customers commonly touch, such as handles, buttons, railings, armrests and ticket vending machines, will be given extra cleaning throughout the day.
In addition to the disinfecting buses already get when not in service, cleaning crews are disinfecting buses before nearly every new trip starting at the Union Station bus terminal, Hamilton GO Centre, Square One, the Jane & 407 bus terminal, Yorkdale and Oshawa GO.
In addition to the disinfecting trains already get when not in service, cleaning crews are riding trains throughout the day to make sure things like seat handles, armrests, buttons, washrooms and railings are cleaned regularly.
In addition to the regular deep cleaning underway at GO stations, station attendants are stepping up cleaning of frequently touched surfaces while also helping customers.
Station staff cleaning surfaces at Union Station
Cleaning efforts are being stepped up at GO Stations, on buses and trains. (Metrolinx photo)
Staffing Changes at GO Stations
 Station staff cleaning surfaces at Union Station. Cleaning efforts are being stepped up at GO Stations, on buses and trains. (Metrolinx photo)
Also starting this week, certain GO stations will become fully self-serve. Ticket sales and PRESTO services at Bloor, Exhibition, Downsview Park, Oriole GO stations will now be exclusively available through fare vending machines.
Starting this weekend (June 27), this will also be the case for weekend ticket sales and PRESTO services at Bradford, East Gwillimbury, Aurora and Maple GO stations.
This doesn’t mean safety or cleanliness will be compromised. All self-serve stations are receiving the same high level of cleaning by mobile station staff.
Safety Never Stops
 A cleaning person disinfects a GO bus. Cleaning crews will now be disinfecting GO vehicles while they are in-service, although customers will not be asked to move. (Metrolinx photo)
Though life feels different, what hasn’t changed is Metrolinx’s commitment to customer safety. More than 40 new safety measures have been introduced since the start of year including thoroughly cleaning and disinfecting trains, buses, and stations every day. There are new innovative measures being developed now and will be rolled out this summer.
Metrolinx is also asking customers to help keep everyone safe by following the guidance of public health officials and use a face covering when on transit.
As admirable as all this effort is – the facts are – Covid19 is transferred from person to person – the respiratory droplets generated when you cough or sneeze are what carry the infection. They come out of your mouth and nose – not the other orifices on your body that are exposed to the public.
That would make masks essential. Mask up folks!
By Pepper Parr
June 24th, 2020
BURLINGTON ON
Mayor Meed Ward is sharing her correspondence from the Hon. Steve Clark, Minister of Municipal Affairs and Housing in which he outlined the proposed changes in population growth numbers issued by the province.
Each part of the province is assigned a number that sets out what the province expects the population to be between now and 2051
The information is in the provinces More Homes, More Choice: Ontario’s Housing Supply Action Plan.
The update is to three major pieces of legislation:
growth targets to 2051;
mineral aggregate operations; and
land-use needs/assessment.
 The two thick black lines at the bottom left mark the data projection. The figures are the number of people that will be added by 2051. The current population of the Region is about 550,000
Here are the direct links to the proposed changes on the Province’s website — the deadline for comments is July 31, and the City of Burlington will be submitting our comments to the provincial government.
According to the proposed growth targets for Halton Region, at the high end it is 1.156 million and at the low end it’s 1.060 million for 2051
Using the highest number, Halton will determine how much of the 1.156 million will go to each municipality: Burlington, Oakville, Milton and Halton Hills.
Given the current population numbers Milton is likely to get the bulk. Halton Hills does not have the water infrastructure that is needed – Milton does.
The current population of the Region is in the 550,000 people.
In his letter the Minister said:
In 2019, our government introduced A Place to Grow: Growth Plan for the Greater Golden Horseshoe (‘the Plan’, ‘A Place to Grow’) as part of the More Homes, More Choice: Ontario’s Housing Supply Action Plan. Today, I am writing to notify you of proposed changes to the Plan including updates and policy changes to the population and employment forecasts, a change to the Plan horizon year, a new Land Needs Assessment methodology, adjustments to the aggregates policy framework, new policies to address Major Transit Station Areas within Provincially Significant Employment Zones (PSEZs), and other policy revisions that support our government’s objectives to increase housing supply, create more jobs, attract business investments and better align infrastructure. We are asking for your input on these proposed amendments to the Plan.
I realize the proposed changes come at a time of uncertainty when many municipalities are managing urgent matters related to our shared work to protect the health and well-being of our residents across Ontario. The Greater Golden Horseshoe (GGH) will be critical to economic recovery from the impacts of the COVID-19 outbreak. The GGH is a key economic driver of both the province and the nation, with more than 85 per cent of the province’s population growth expected in this region by 2051. In fact, we are anticipating that by 2051 this region will grow to nearly 15 million people and accommodate seven million jobs. In order to support municipalities in preparing for this anticipated growth so that you can complete your municipal comprehensive review and official plan revisions, my ministry is proposing these targeted revisions to A Place to Grow to make it faster and easier for municipalities in the region to plan for growth.
Details of the proposed changes are as follows:
The proposed changes would work together to provide more flexibility and foresight to municipalities into demographic, employment, market demand, and housing affordability trends in the GGH. The consultation period will close on July 31, 2020. We look forward to receiving any comments you may have.
The next phase of work on PSEZs, which will begin shortly, will examine how they can support post-COVID economic recovery to support the retention and expansion of existing industrial and manufacturing operations and attract investment. The government continues to view PSEZs as an important tool and looks forward to engaging with businesses, municipalities, Indigenous communities and organizations, and the development industry to maximize opportunities within a PSEZ.
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