This Op-ed was published in The Hamilton Spectator on Saturday, March 3, 2018.
The City of Burlington has had many Official Plans, but none have received as much attention as our current draft Plan that council is set to adopt in April.
City building is constantly evolving, and we all want our city to grow thoughtfully and carefully. City Council is no different.
As mayor, I certainly want what is best for the entire community. I hear from residents that they want a more vibrant downtown and are supportive of the protection of our rural lands and those who are concerned about the future of our city.
This was most apparent when late last year City Council approved a 23-storey building across from City Hall at 421 Brant St. I voted against this development for three reasons; it is the wrong location for a 23-storey building, where the adjacent roads are narrow, this approval would lead to similar requests for similar height, and from a policy perspective, this was inconsistent with the proposed 17-storey limit identified in the City’s earlier draft Downtown Precinct Plan.
While residents are trying to digest this decision, we were recently informed of the decision by the Ontario Municipal Board to approve the ADI development at Lakeshore Road and Martha Street. The board sided with the proponent on a proposed 26-storey highrise plan. Again, in my opinion, this is the wrong location for the height of the building, and I am very disappointed that the OMB did not prefer a height that was comparable or lower to those in this area.
It is more important than ever that we approve our new Official Plan. The city’s current Official Plan is out of date and doesn’t conform to provincial policy which is one of the significant reasons why the OMB did not agree with the city’s opposition to ADI’s 26-storey proposal. Clearly, our current Official Plan is unacceptable in planning for an Urban Growth Centre.
With two tall buildings recently approved in the downtown, I understand why residents feel anxious about what is going to happen in the future. I disagree with the decisions to allow the 23 and 26-storey downtown buildings. However, I am supportive of well-planned and justified intensification in appropriately targeted areas of our city.
Burlington is not an island unto itself. We are part of the Greater Hamilton Toronto Area that currently has 7 million people and will grow to 10 million within 23 years primarily because 40 to 50 per cent of newcomers to Canada want to live in this area. We must accommodate our share of growth.
We also need to be realistic and acknowledge that Burlington is a highly desirable place to live with an amazing waterfront and rural areas that includes the Niagara Escarpment, great neighbourhoods, wonderful festivals and events that contribute to the creation of an inclusive and caring community. In addition, interest rates are low, undeveloped land supply is depleted, and single family house prices are high. This has made condominium apartments an attractive housing form to all demographics for different reasons.
It is simply not true that we will have tall buildings at every corner of our downtown. It would be wonderful to protect our downtown and limit growth to exclusively low-rise buildings, but this approach is simply not realistic. By only allowing low-rise buildings, we are making downtown very exclusive to those that have significant wealth.
After listening and considering input from residents, Burlington City council made many important amendments to the proposed new Official Plan. We reduced permitted heights and increased building separations, and heritage building preservation is addressed.
Once the high-level vision of our new Official Plan is approved, we can get to work completing the details to be included in area specific plans. City staff is currently working on new transportation, transit, cycling and parking plans. We will dramatically improve our transit system to provide reliable and frequent service along our key areas, including our GO stations.
I am confident that Burlington will successfully evolve to meet our growing population and economic needs. We will be champions for great design and continue to give careful attention to all the important city building details that have made Burlington the city we are so proud of. We need to plan for our children and grandchildren so that Burlington is an inclusive, environmentally and fiscally sustainable city for generations to come.
Today, the Ontario Municipal Board (OMB) released its decision on Adi Development Group’s proposal at 374 Martha St.
I am extremely disappointed by this Ontario Municipal Board decision. In my opinion, the Board approved height is excessive and is not good planning for the site or for Burlington’s downtown. I know that many residents will be very unhappy with this decision and I share this reaction.
I want to thank the City’s staff, consultants and legal counsel for their work and effort defending the City’s position at the OMB.
When I held my Reverse Town Hall on January 18th, I received many questions from residents about the draft New Official Plan.
Some I answered at the meeting and some I decided to answer on my blog because I didn’t want to take away the time that was dedicated to resident speakers.
It has taken longer than I had hoped to get this out, so thank you for your patience.
Q & A
Can the citizens of Burlington count on the city planning department to support present regulations of the Official City Master Plan?
There is a perception with some people that once an Official Plan is in place, there should be no changes to the plan.
The Ontario Planning Act outlines a specific process to amend the official plan.
The Planning Department has to professionally consider all Official Plan amendments that are brought forward.
Each official plan amendment is unique, and the planning department must consider the effect of a proposed amendment in terms of:
• Consistency with the Provincial Policy
• Achieve intent of the goals and objectives of the Official Plan
• Impact on the neighbouring properties and overall compatibility and
• The fiscal and functional impact on infrastructure, services and transportation.
In September 2017, Edward Keenan of the Toronto Star wrote a column for the paper about this specific issue regarding the Zoning Bylaw. He contrasts the view that Official Plans and Zoning Bylaws should never be changed versus the need for change to achieve specific city objectives and to be consistent with Provincial Policy.
One of the challenges we have in Burlington is that our Official Plan is over 20 years old and the last major review of the downtown portion of the Official Plan was over ten years ago. There has been much change in the city over this time which suggests the need for a new Official Plan. The Official Plan must be up to date for it to be more defensible with the Ontario Municipal Board and the new Local Planning Appeal Tribunal which replaces the Ontario Municipal Board.
I live at 360 on Pearl. I currently have one parking spot but two cars. I’m already struggling to find parking. With new developments coming, where are we all going to park?
I heard many comments about parking at the Reverse Town Hall meeting. Parking in downtown Burlington always creates discussion.
Public parking in downtown Burlington was never intended to be for downtown residents. The spots are meant to be for customers and employees of the businesses.
People that live downtown have to consider their parking requirements the same way one would consider the need for a certain number of bedrooms. I am aware of some people who moved out of downtown Burlington because the development they lived in only provided one parking space and they needed two.
Any thoughts on moving the City Hall along the QEW corridor?
There are no thoughts to do this. Moving City Hall would remove about 400 jobs out of the downtown core and would take the economic impact of those jobs out of downtown. The cost of a new city hall would dissuade me from supporting a move.
If we have already satisfied the province’s growth for Burlington to date, why do we need to continue to grow?
Although the province’s minimum growth target will be met, the Greater Toronto Hamilton area that Burlington is part of is expected to grow from 7 million people to 10 million over the next 23 years primarily as a result of the national trend of immigration.
Halton Region (Burlington, Oakville, Milton and Halton Hills) which is part of the GTHA is currently 550,000 and is targeting to grow to 1,000,000 people in 23 years.
Growth is happening all over the GTHA, and we are expected to accept our share. Our target for 2031 is 193,000 people, and our 2041 target will be defined by Halton Region in 2019.
Let’s assume that we were in a position to say no to growth. What would be the impact?
• Our real estate prices would increase at a greater rate than currently simply as a result of supply and demand. This would make it even more challenging for younger people to get a toehold in the Burlington real estate market.
• The percentage of people over 65 in Burlington is 19.3% which is near the highest in the GTHA. Without increasing the amount and variety of housing stock, ageing seniors would stay in their traditional homes longer than might be the case not allowing for more renewal or older neighbourhoods with younger families.
• Some stores would likely close as the percentage of the population that are seniors grows. Seniors spend less money than the family formation years of 25-55.
• School enrollment will be negatively affected if we are not attracting or keeping younger families in our city.
• Taxes could increase at higher rates than they might normally as growth in the number of housing units spread the costs of operating a city.
Why is Downtown designated as an Anchor Mobility Hub?
I will do my best to provide some history on this.
Back in 2006, when the Places to Grow Act was passed in the Provincial Legislature, a Downtown Urban Growth Centre was defined for Burlington
Below is text from the Metrolinx website defining Anchor Hubs.
Anchor Hubs have strategic importance due to their relationship with urban growth centres and/or their role as major international gateways.
Anchor Hubs contain current or planned major regional destinations such as major institutions, employment centres, town centres or regional shopping centres, and they have significant potential to attract and accommodate new growth and development. Anchor Hubs have the potential to transform the regional urban structure and act as anchors of the regional transportation system.
In 2006 and 2008, it was clearly expected that downtown had the potential for more residents and more jobs which would require better and more frequent transit than exists now.
The last page of the document that you can access from the link below states that the Downtown Burlington Mobility Hub would have the lowest amount of transit activity when compared to other Anchor Hubs.
Even if the Anchor Mobility Hub designation were removed, it would not lessen the pressure for growth as the overarching designation is the fact the Downtown Burlington is defined as an Urban Growth Centre in the Places to Grow Plan.
How do you grow without a solid transit plan?
The bottom line is you don’t.
The City of Burlington has underinvested in transit for many years and the time to change that is now.
The first step is to stabilize the current service we have and address the operational deficiencies that were outlined in a very detailed report in 2017. Council supported an increase in the 2018 budget to do this.
Transit staff is working with external consultants on a longer-term transit plan, and we will see their preliminary work in the spring. I suspect it will take another 18 months before there is a meaningful increase in the level of service Burlington Transit is providing.
The City needs to make transit more attractive for more people and the way to do that is to improve the quality and quantity of service as well as market the service better than we have done in the past. You can have great service, but it needs the confidence of riders to be encouraged to use it.
Is the City doing enough to defend Zoning and Official Plan limits? Why are the rules changing and why are developers forcing special considerations – profitability?
The City is legally obligated to accept Planning applications when they are deemed complete.
This means that applicants can apply for whatever they decide. Developers, however, do not force the requested changes. Planning staff review applications and make recommendations that are based on good planning.
These recommendations can lead to amendments to the Zoning By-law and Official Plan. This is common planning practice in all municipalities and is a result when planners view changes to be in the public interest.
Planning staff make professional recommendations to Committee for a decision. Concerning defending limits, I would refer to Council’s refusal (staff report PB-100-16) in December 2016 of the applications for Official Plan and Zoning By-law amendments for two-19 storey apartment buildings and 612 residential units at 4853 Thomas Alton Boulevard. This development is now before the OMB.
What are we gaining in a rush for intensification and what tools are available to keep it under control?
I heard from the concern/question that the Official Plan should be deferred until after the municipal election. Committee did not agree to this proposal.
There are significant benefits to having a decision sooner rather than later. This will better address the significant public concern and interest for establishing greater certainty in the planning process and is noted in the above question.
A new Official Plan means we can move away from the site by site negotiations and instead, bring clear expectations to our planning. This is what residents have been telling us, delaying the Official Plan approval would only create more instances where unexpected outcomes can occur, similar to the reaction which led to 421 Brant Street (Council approved 23-storey building across from City Hall).
The staff has also confirmed that the City will be in a better position to plan within a clearly defined policy framework with an updated Official Plan that can be defendable by today’s current standards.
Staff will be able to use the new Official Plan when working with developers even though the Official Plan won’t be approved by the Halton Region until some time in the next 12-18 months. While it will be informative and not determinative, clearly we heard from staff that, with the Committee amendments, we are better off proceeding with the approval rather than delaying.
By moving forward and not delaying, it also means staff can start now begin to work on the detailed Downtown Area Specific Plan which is a more detailed plan that will include matters such as transportation, transit, cycling, parking and servicing. Many of the concerns that residents had will be addressed. The only way to get to this step is to adopt the draft Official Plan.
I believe that it is not only an important decision for the entire city but a responsibility of this Council to bring certainty to our downtown planning without unnecessary delays. Our current council has the critical knowledge and understanding of the draft Official Plan and Strategic Plan. It’s important that we complete this critical work.
Good morning everyone. I would like to offer a warm welcome to the annual Mayor’s State of the City Address.
Thank you all very much for joining me this morning. It means a lot to have so many people here.
I would like to recognize the Burlington Chamber of Commerce for hosting this event, as they have done for many decades.
In particular, thank you to Keith Hoey and his team, Marty Staz and the board of directors, along with the volunteers and membership.Together, you facilitate many different programs and events throughout the year that helps bring the community together and build relationships that are essential to the prosperity of business in Burlington.
And thank you to all of today’s sponsors.
Congratulations to Bell for another successful “Bell Let’s Talk Day”. Your efforts since 2010 are making a significant impact in de-stigmatizing mental illness.
Before I commence my remarks, I do want to comment on the format this year.
In preparation for this year’s state of the city address, I took a look at last year’s event and watched and listened to myself for the full 45 minute speech. That was very hard work. My team and I decided to break up the long winded 45 minute speech by shortening the formal speech and then breaking into an interview with Tim Caddigan, Senior Director of Programming from Cogeco asking me some questions which will include questions from a few of you who are here this morning.
You all have a question card at your table. If you could please use it to write down your questions; there will be staff going around collecting these cards right after my speech, during a video presentation.
My colleagues from Burlington City Council are with us today. I am proud to work alongside these men and women who are deeply committed to our city.
Please welcome councillors Rick Craven, Marianne Meed Ward, John Taylor, Jack Dennison, Paul Sharman and Blair Lancaster.
Our City Manager James Ridge is here, along with many staff from the city today. I am proud of the dedicated, competent and caring staff working effectively every day to make this city the best it can be.
I am very pleased to welcome our regional Chair Gary Carr, Oakville Mayor Rob Burton, Halton Hills Mayor Rick Bonnette and Milton Mayor Gord Krantz. It is great working with you as we build strong communities and a prosperous region at Halton Regional Council.
It is a privilege and an honour to serve as Mayor of Burlington.
Each day I reflect on how grateful I am for everything that I have in my life. I am thankful for the education I have had growing up in Burlington.
I am thankful for my family, especially my wife Cheryl who is here with me this morning.
I firmly believe that we should all be grateful for where we live, whether it is Burlington, Oakville, Milton, Halton Hills or Hamilton. These are all great communities.
Now I have been inclusive and respectful of our neighbouring municipalities, I am going to focus on Burlington!
Best Mid-Sized City in Canada
If you haven’t heard, MoneySense Magazine has recognized Burlington as the best mid-sized city in Canada five years in a row.
We are the safest region in Canada.Burlington alone saw a thirty-one percent drop in crime over the last five years.
We have a healthy and resilient economy.Last year, our city added over twelve hundred jobs, an increase of eighty-eight percent year over year.
We continue to maintain a higher than average percentage of jobs to population ratio.We have the highest ratio in Halton Region, even higher than Waterloo Region or the cities of Markham, Brantford and Hamilton.
A significant number of Burlington families are financially stable.The latest census data shows that Burlington has an average household income that is twenty-five percent greater than the provincial average.
Our unemployment rate nationally is lowest it has been in forty years at five-point-seven- per cent and our local unemployment rate is a percent below that at four-point-six per cent.
Our residents are well educated.Seventy-three per cent of us have post-secondary education and the average rate of residents holding a University degree in Burlington is higher than the provincial average.
We live longer. The life expectancy in Halton Region is about seven to eight per cent longer than that of provincial average. We don’t just live longer; we live longer with lower incidences of morbidity – the incidence of disease and illness – than the provincial average.
The percentage of Burlington residents whose income is below the Low-Income threshold is five-point seven per cent versus the province as a whole at nine-point-eight per cent.
Despite the fact that Burlington is flourishing overall we need to recognize that there are people in our community who are struggling. No city is immune to social issues like mental illness, addiction, accessibility, isolation, women and children abuse, unemployment, underemployment and poverty, including some of our youth and seniors and many others.
We are fortunate that in addition to the great work being done through Halton Social Services and Housing, there are not-for-profit agencies, service clubs and faith communities that reach out and fill some of the voids.
Burlington Economic Development Corporation
In 2017, we saw significant growth in Burlington’s economy. On top of adding over twelve hundred jobs, we saw a significant reduction in the Burlington Office vacancy rate.
Some of the new companies we welcomed to Burlington include Amec Foster Wheeler, an international energy and industrial company, A-Z-X sport, a promotional products manufacturer and distributor and Cardon Rehab, an innovator in the physical therapy equipment business.
2017 was a year of expanding the supports available to support businesses to innovate and grow in Burlington.
Crossroads Media Centre is an example of this, it was recently acquired by a private investor. In the coming months, the Centre will transform to become a multi-use facility offering state-of-the-art television studios and digital media facilities.
The Halton Hive, Burlington’s first co-working space and business centre for entrepreneurs, startups, and digital content creators, has relocated to the Centre and will be integral to the re-imagining of the space and the growth of a vibrant community of complementary businesses. This is an exciting development for Burlington and Halton Region, with more announcements to follow soon.
Last year, when I stood before you for the 2017 State Of The City address, I announced the signing of a lease for Burlington’s Innovation Centre, TechPlace just around the corner at 5500 North Service Road and a few months later in June, the doors were open, and they were in business.
Today, I’m excited to tell you how TechPlace has thrived beyond our expectations.
First, I want to share with you how TechPlace came to be. In a 2016 report, the Ontario Chamber of Commerce identified a critical gap in Canada’s business growth strategy. Forty per cent of new jobs in Canada come from companies less than five years old, but they failed short of growing into large organizations.
It was clear that in Burlington we needed to do our part by nurturing innovation and entrepreneurship. Not just in Burlington but the GTA west region leveraging relationships within Halton and Hamilton. After all, the business community does not look at municipal boundaries, they look at regional markets.
Today, TechPlace is operating at full capacity with businesses on a waitlist.
Innovative technology companies from Dubai, Finland, Kitchener-Waterloo, Mississauga and Burlington have been accepted into TechPlace’s Launch Pad program and are thriving in their new environment.
For example, in October, representatives from BEDC met with a company named Orfer – A leading robotics manufacturing and robot automation company based out of Finland. Orfer was looking to establish a North American headquarters, and the company had met with many municipalities across the GTHA. After just one meeting with the BEDC team, Orfer decided TechPlace was the new home for their soft landing. And Burlington is the place for their new North American headquarters.
Service Path is yet another success story. This company helps organizations automate their sales processes and reduce the time to quote for complex services. This industry that didn’t exist ten years ago is now a forty-two billion dollar industry. Since settling into TechPlace, the company has hired more staff and is looking to expand within Burlington.
This is precisely the kind of activity we anticipated. Fostering new partnerships within the startup ecosystem and creating a destination for new and growing technology companies to tap into new ideas provides opportunities to network and collaborate.
I want to congratulate everyone at the BEDC for the success of TechPlace. TechPlace is helping to put Burlington and the whole GTA west on the map as a centre for entrepreneurship and innovation.
The BEDC has also been working with key stakeholders to make sure that we have the land we need to attract businesses to Burlington.
In order to support the City’s strategic plan to be a City that Grows, Burlington must make the shift from Greenfield development to redevelopment, intensification and the creation of mixed-use amenity rich employment hubs that meet the needs of today’s and tomorrow’s employers.
We have over one million square feet of land in the development pipeline that will head to the market.
This means one million square feet of land, ready for new industrial, commercial and institutional spaces in Burlington. Having these spaces ready for businesses looking to locate, expand or start-up in Burlington is an important value-add, to the site selection process.
To attract innovative and prosperous businesses and people to our city, the focus will be on developing and leveraging a strong brand that positions Burlington as a highly attractive business location and a place to call home.
Burlington City Council is in the process of finalizing a new Official Plan for the City that is set to see approval in the spring.
There is nothing simple or easy about where we are as a city.
When you pave over farmer’s fields for suburban sprawl; it is relatively easy to take out a piece of paper and plan where roads, parks, schools, retail stores and homes are built. I contrast that with the redevelopment of existing underutilized areas.
Our draft plan outlines the areas where we will grow.
Fifty per cent of Burlington’s one-hundred and eighty-five square kilometres is protected from development. This area includes much of North Aldershot and the area north of the Dundas – 407 corridor that includes Mount Nemo, Kilbride and Lowville. The vast majority of people we talk to want to keep it that way.
Thirty-four per cent of our city is traditional neighbourhoods and it is critically important that we maintain the character and integrity of those neighbourhoods.
Eleven per cent of the city is our employment lands primarily around the QEW-403 corridor. These lands are crucial to our current and future economy and work force providing a variety of career opportunities for Burlington residents.
The remaining five per cent of the city includes the areas around our three GO Stations and our downtown. These are identified for most of the increased population and corresponding job growth.
After decades of Greenfield development of traditional single-family home neighbourhoods, we are now in essence built out.
This is reflected in the 2016 census data that shows Burlington having the lowest population growth in over fifty years.
Between 2011 and 2016, we grew from 176,000 people to 183,000, which works out to an annual growth rate of around point-eight per cent and the vast majority of this increase occurred in the North East part of the city. Excluding this area of the city, our annual growth rate is only point four per cent.
We know that most cities grow over time – this is just natural – but the question is often asked. “How much should we grow by?”
The Conference Board of Canada states a growth rate of one-point-one per cent is optimal and suggests a higher rate if there is a disproportionate seniors’ population.
Why will Burlington’s population increase?
Some of the reason for this is that we are mandated to grow by the province. We know that primarily because of immigration, the population of the GTHA will grow from seven million to ten million people by 2041.
We know that Halton Region will grow from 550,000 people to one million. While Burlington’s 2031 target is quite modest, the 2041 target will be defined in 2019 at Halton Region.
Our Proposed New Official Plan is for the next twenty-five years and beyond.
A stable and growing economy requires a core working age population. Communities with no growth cannot sustain a strong economy as the workforce ages.
Canada is addressing declining birthrates through immigration, and cities must also grow their population to remain economically vital and sustainable. Too little growth constrains the economy; too rapid growth stresses services and infrastructure.
We need to continue to create as much variety in our housing stock as possible and housing will take on different forms that are no longer the traditional detached dwelling.
We will provide opportunities for ageing baby boomers to downsize. It’s critical that the housing supply is increased – to improve affordability for younger residents and so that families are not priced out of our traditional and new neighbourhoods.
Without reasonable growth in our housing stock, real estate prices will increase even more than they are currently and the pressure on school enrollment will be unabated.
Our vision for the areas around our three GO Stations will provide Burlington residents with the benefits of walkable neighbourhoods.
The Aldershot Mobility Hub area is already seeing development. As more people move into the area, there will be an increase in jobs, amenities, stores, restaurants and pubs that everybody can find value from.
And this growth can help lead to that grocery store in the west end that many people have been asking for.
Residents will have access to all day fifteen-minute GO Train Service within seven years and sooner than that we will see fifteen-minutes all-day service provided by Burlington Transit along the Plains Road and Fairview Street Corridor.
And with more people living in the downtown, current businesses will thrive and new businesses such as stores, restaurants and other services will be attracted to move to the downtown.
When I ask people what they like about living or working in the downtown; invariably the answer is “You can walk everywhere.”
You can walk along our waterfront, to the Burlington Performing Art Centre, to the Art Gallery of Burlington and to the new Joseph Brant Museum when it opens as well as to stores, restaurants and cafes.
It’s exciting to think that new developments will have car share and bike share programs. This will result in some residents making the shift and choosing not to have a car or reducing multiple car ownership because they can walk, cycle or take transit for the vast majority of their trips. And, if needed, they can use the car share program for long distance trips or to make larger purchases that don’t happen on a regular basis.
This type of lifestyle is healthier and reduces the carbon footprint. We know this isn’t a lifestyle that will work for everyone, but in time, it will be desirable to many.
Deciding how Burlington will evolve isn’t just about new buildings and where they will go.
We are making an improved commitment to ensure that new development will be architecturally attractive and unique, with a great feel for pedestrians on the street. By doing this, we will be proud of how our city looks and continues to grow.
A publication titled “Intensification: what it is and what it promises” on Neptis Foundation website said this about intensification.
“Intensification is promoted as a way to achieve several benefits.
First, if population growth can be accommodated at higher densities, or within existing urban areas, or both, less Greenfield land will be required for new housing.
Second, research shows that when density increases beyond a certain level, automobile use declines in favour of transit, walking and cycling.
Third, where surplus infrastructure capacity exists in urbanized areas, adding more people to these areas make more efficient use of public urban infrastructure such as water and sewer pipes, as well as soft infrastructures including schools and social services.
In short, development in already urbanized areas plays to the city’s strengths rather than spreading its resources over an ever-wider territory.”
Building a beautiful and vibrant Burlington is a never-ending marathon. There are always many hurdles to cross as the city will be around much longer than any of us.
Public Engagement is a critical piece of the decision making process for municipalities.
The City of Burlington was named the Organization of the Year by the International Association for Public Participation for applying the “Community Engagement Charter” adopted in 2013. It recognizes our mandate to consult and engage with residents in all matters.
As one judge put it “Employees now ask how to engage — not whether we should or not”.
As I look forward to our continued progress with public engagement, I am inspired by a 2017 lecture given by Bret Stephens of the New York Times to the Lowy Institute in Sydney, Australia titled ‘The Dying Art of Disagreement’.
He suggests that we may be failing in how we deal with disagreement and that disagreement is critical to a decent society.
I want residents to know that Council recognizes the importance of accommodating differences on the many issues that we face as a city. The view is shared that “every great idea is really just a spectacular disagreement with some other great idea.”
To be successful, I am drawn to some simple advice from Bret Stephens of the New York Times that reads
“To disagree well you must first understand well. You have to read deeply, listen carefully, and watch closely. You need to grant people with alternate views moral respect; give people the intellectual benefit of the doubt; have sympathy for people’s motives and participate emphatically with a different line of reasoning. And you need to allow for the possibility that you might yet be persuaded by what has been said.”
We will continue to develop and improve how we connect with residents and engage our community and support discussions around issues with strongly held viewpoints – that is democracy.
In order to build a great city, you need to have great support and great partnerships.
We are fortunate to have that with our federal and provincial representatives.
Last year, we received over eleven million dollars from the Federal and Provincial governments through funding applications for various city projects.
Six million dollars of that was for the Joseph Brant Museum Expansion, which allowed us to break ground for the work that has begun this winter.
Once completed, the museum will expand from the current five thousand square feet to seventeen thousand square feet of barrier free space for gallery displays, interactive programming, the storage of collections and community outreach.
It will also become a destination and a beautiful addition to our waterfront.
We also partnered with the Province of Ontario, the City of Hamilton, Mohawk College and Sustainable Hamilton Burlington to launch the Centre for Climate Change Management at Mohawk College last year.
The centre is the first of its kind at an Ontario college and will help accelerate the region’s transition to a low-carbon economy and support Burlington’s Community Energy Plan, which has already made a significant impact in reducing energy consumption and greenhouse gas emissions.
The partnerships we build with our neighbouring cities and the different orders of government are crucial to the success of Burlington.
As Helen Keller said, “Alone we can do so little, together we can do so much”
I mentioned earlier that Halton residents have a higher life expectancy than the rest of the province and the country.
I believe a major contributing factor is the opportunities in Burlington to be mentally and physically active, to be engaged and to build relationships that result in a sense of belonging within our community.
2017 was a banner year for community building and togetherness in Burlington.
In celebration of Canada’s 150th birthday, the city initiated a goal of reaching one-hundred and fifty Love My Hood events. The program was designed to build a healthier Burlington by engaging and empowering residents to come together and host events celebrating their neighbourhoods.
I’m happy to say we surpassed our goal of one-hundred and fifty with one-hundred and fifty-eight Love My Hood events.
This initiative attracted residents of all ages. We had a fourteen-year-old boy who hosted a block party that brought one-hundred neighbours together.
You’re never too young to make an impact and initiate change in our city. Last summer, we opened up a brand new playground at the Bolus Parkette in the Aldershot community.This park was designed by local kids and built by the community members. The playground has created a place for culture and community activities to thrive and has provided a positive sense of place, inclusivity and community.
A special thanks to the McNally Foundation for their tremendous financial support not just for the playground but also the journey that got us there.
In August last year, the new Michael Lee Chin and family patient tower opened which is a major milestone in the redevelopment of Joseph Brant Hospital. The renovations to the original tower of the hospital will continue this year.
This past November, Burlington’s Carpenter Hospice broke ground on a significant capital redevelopment that will see the construction of a new state-of-the-art resident wing and a new wellness outreach centre that will extend the Carpenter Hospice care into the community.
I am proud to say that I am the Honorary Chair of the capital campaign for the Carpenter Hospice’s Making Room Redevelopment Project.
Thanks to the generous contributions from donors over the last decade, Carpenter Hospice has over three million dollars saved, and now it’s up to us, the community, to raise three million dollars more to reach the goal of six million.
I know I can count on the support and generosity of residents and businesses in our city to make this happen because when there is a need, our community comes together like no other.
Ladies and gentleman, these are just some of the reasons why Burlington continues to be the best mid-sized city in Canada.
This concludes my formal remarks. While Tim Caddigan and I get comfortable on the chairs, please turn your attention to the video.