Corporate Services, Strategy, Risk and Accountability Committee Meeting
Agenda
Date: September 9, 2021 Time: 9:30 am Location: Council Chambers - members participating remotely Pages
1. Declarations of Interest:
2. Delegation(s):
Due to COVID-19 this meeting will be conducted as a virtual meeting. Only the chair of the meeting, along with a clerk and audio/visual technician, will be in council chambers, with all other staff, members of council and delegations participating in the meeting by calling in remotely. The meeting will be live webcasted, as usual, and archived on the city website.
Requests to delegate to this virtual meeting can be made by completing the online delegation registration form at www.burlington.ca/delegate or by submitting a written request by email to the Office of the City Clerk at [email protected] by noon the day before the meeting is to be held. It is recommended that delegates include their intended remarks, which will be circulated to all members of the standing committee in advance, as a backup to any disruptions in technology issues that may occur.
If you do not wish to delegate, but would like to submit feedback, please email your comments to [email protected]. Your comments will be circulated to committee members in advance of the meeting and will be attached to the minutes, forming part of the public record.
3. Consent Items:
Reports of a routine nature, which are not expected to require discussion and/or debate. Staff may not be in attendance to respond to queries on items contained in the Consent Agenda. 3.1. Vision to Focus (V2F) integrated reporting update – July 2021 (CS-11- 1 - 46 21)
Receive and file Vision to Focus (V2F) integrated reporting update as of July 2021 as contained in Appendix A of corporate strategy department report CS-11-21.
3.2. Operating budget performance report as at June 30, 2021 (F-27-21) 47 - 53
Direct the Chief Financial Officer to report back on the city’s year-end strategy upon confirmation of the 2021 year-end actual.
3.3. Financial status report as at June 30, 2021 (F-29-21) 54 - 71
Receive and file finance department report F-29-21, providing the financial status report as at June 30, 2021.
3.4. Association of Municipalities of Ontario (AMO) 2021 conference 72 - 142 highlights (MO-05-21)
Receive and file office of the mayor report MO-05-21 providing highlights of the Association of Municipalities of Ontario 2021 virtual conference.
4. Regular Items:
4.1. Annual report of the Integrity Commissioner (CL-17-21) 143 - 152
Note: Principles Integrity will attend to provide comments.
Receive and file office of the city clerk report CL-17-21 providing the annual report from Principles Integrity, Integrity Commissioner for the City of Burlington.
4.2. Corporate project status updates (CM-17-21) 153 - 162
Receive and file city manager’s office report CM-17-21 report providing status reports for designated corporate projects for the period April through July 2021 as detailed in Appendix A. 4.3. Service re-design interim modifications and resumptions (CM-18-21) 163 - 176
Receive and file appendix A of city manager’s office report CM-18-21 providing information about service re-design decisions made under delegated authority during the period July 14 to September 6; and
Receive and file appendix B of city manager’s office report CM-18-21 providing an update on the City’s adoption of a Hybrid Workforce Model – City Manager’s Office; and
Receive and file appendix C of city manager’s office report CM-18-21 providing interim service delivery modifications approved by the Burlington Leadership Team, Emergency Control Group and/or service leads for facility ventilation – Health & Safety Human Resources; and
Direct the Chief Financial Officer to track and monitor the financial implications of the above service delivery program changes in the ongoing COVID-19 financial impact reporting to Council.
4.4. Hybrid Council and standing committee meeting strategy (CL-25-21) 177 - 185
Approve the hybrid City Council and standing committee meeting strategy as outlined in office of the city clerk report CL-25-21.
4.5. Lobbyist Registry implementation (CL-28-21) 186 - 206
Approve the Lobbyist Registration policy attached as appendix A to office of the city clerk report CL-28-21.
4.6. COVID-19 emergency response verbal update (CSSRA-14-21)
5. Confidential Items:
Confidential reports may require a closed meeting in accordance with the Municipal Act, 2001. Meeting attendees may be required to leave during the discussion.
5.1. COVID-19 emergency response verbal update (if required)
5.2. Confidential contingency report as at June 30, 2021 (F-32-21)
Pursuant to Section 239(2)(e) of the Municipal Act, litigation or potential litigation, including matters before administrative tribunals, affecting the municipality or local board. 5.3. Confidential presentation regarding an employee and labour relations matter (HR-05-21)
Pursuant to Section 239(2)(d) of the Municipal Act, labour relations or employee negotiations.
5.4. Confidential real estate acquisition (L-22-21)
Pursuant to Section 239(2)(c) of the Municipal Act, a proposed or pending acquisition or disposition of land by the municipality or local board.
5.5. Confidential litigation update May 1 to September 9, 2021 (L-23-21)
Pursuant to Section 239(2)(e) of the Municipal Act, litigation or potential litigation, including matters before administrative tribunals, affecting the municipality or local board.
6. Procedural Motions:
7. Information Items:
8. Staff Remarks:
9. Committee Remarks:
10. Adjournment: Page 1 of Report Number: CS-11-21
SUBJECT: Vision to Focus (V2F) integrated reporting update – July 2021 TO: Corporate Services, Strategy, Risk & Accountability Cttee. FROM: Corporate Strategy
Report Number: CS-11-21 Wards Affected: All File Numbers: 155-03-01 Date to Committee: September 9, 2021 Date to Council: September 21, 2021
Recommendation: Receive and file Vision to Focus (V2F) integrated reporting update as of July 2021 as contained in Appendix A of corporate strategy department report CS-11-21.
PURPOSE:
Vision to Focus Alignment: Building more citizen engagement, community health and culture
Background and Discussion: In the 2018-2022 Burlington’s Plan From Vision to Focus, Burlington City Council made a commitment: “We will share regular updates on the implementation and progress of the plan with the citizens of Burlington. We will let our community know our achievements and progress on the 2018 to 2022 Burlington Plan: From Vision to Focus that helps realize our long-term vision for the City of Burlington.” V2F, page 3. In May 2020, we introduced our Vision to Focus (V2F) integrated reporting tool to Council through CM-02-20. The V2F integrated reporting is for a wide range of audiences.
1 Page 2 of Report Number: CS-11-21
• Management and staff can use it to track their progress against the workplans and allocate resources to drive results. • Council can use it to see the status of the initiatives they have identified as priority and the progress towards the objectives and goals. • Citizens of Burlington can use it to see the work that is in progress and has been completed to advance the community closer to the 25-year vision. Access to the reporting tool was made available to Council, management and staff during 2020. Access to the public has been delayed due to work effort being redirected to pandemic response. This access is planned for late 2021. Staff are currently working through technical issues related to the public access. In March 2021, CSSRA Committee received and filed CS-02-21 in response to a Council request to provide some form of the V2F reporting to the public through a different format.
Strategy/process As we continue to re-calibrate V2F, work continues on the initiatives. Appendix A contains updated V2F reporting in a print version. This format is an interim solution until public access is available. It is not intended to be represented and/or repeated as a separate document on the City’s website.
Financial Matters: Not applicable.
Total Financial Impact Not applicable.
Source of Funding Not applicable.
Other Resource Impacts Not applicable.
Climate Implications Not applicable.
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Engagement Matters: Council was provided with information and a demonstration of the V2F integrated reporting tool through the CSSRA committee meeting of May 14, 2020. Staff leads for the V2F initiatives are engaged in the update process for timely status updates.
Conclusion: Goals, strategies, objectives and activities are all achievable; some over longer time periods than others. What each has in common is the need to monitor and track to see how progress is made in achieving the stated goal or objective and completing the activities. Monitoring and reporting matter because of accountability. City of Burlington management and staff are accountable to City Council. City of Burlington council is accountable to the citizens of Burlington
Respectfully submitted,
Sheila M Jones Executive Director, Strategy, Risk & Accountability 905-335-7600 ext. 7872 Appendices: A. CS-11-21 V2F Integrated Reporting – as of July 2021 Report Approval: All reports are reviewed and/or approved by Department Director, the Chief Financial Officer and the Executive Director of Legal Services & Corporation Counsel.
3 2018-2022 Burlington’s Plan: From Vision to Focus
Status update as of July 2021
Information extracted from the City’s V2F Integrated Reporting
1 CS-11-21 Appendix4 A 2 CS-11-21 Appendix5 A This updated information applies to to initiative status only; it does not reflect the City’s progress to achieving the strategic goals.
This measure is found on pages 34-35 of this document.
3 CS-11-21 Appendix6 A This updated information applies to to initiative status only; it does not reflect the City’s progress to achieving the strategic goals.
This measure is found on page 36 of this document.
4 CS-11-21 Appendix7 A This updated information applies to to initiative status only; it does not reflect the City’s progress to achieving the strategic goals.
This measure is found on pages 39-40 of this document.
This measure is found on This measure is found on pages 37-38 of this document. pages 41-42 of this document.
5 CS-11-21 Appendix8 A This updated information applies to to initiative status only; it does not reflect the City’s progress to achieving the strategic goals.
6 CS-11-21 Appendix9 A This updated information applies to to initiative status only; it does not reflect the City’s progress to achieving the strategic goals.
This section is continued on page 8
7 CS-11-21 Appendix10 A This updated information applies to to initiative status only; it does not reflect the City’s progress to achieving the strategic goals.
This section is continued from page 7
8 CS-11-21 Appendix11 A 9 CS-11-21 Appendix12 A 10 CS-11-21 Appendix13 A 11 CS-11-21 Appendix14 A 12 CS-11-21 Appendix15 A 13 CS-11-21 Appendix16 A 14 CS-11-21 Appendix17 A 15 CS-11-21 Appendix18 A 16 CS-11-21 Appendix19 A 17 CS-11-21 Appendix20 A 18 CS-11-21 Appendix21 A 19 CS-11-21 Appendix22 A 20 CS-11-21 Appendix23 A 21 CS-11-21 Appendix24 A 22 CS-11-21 Appendix25 A 23 CS-11-21 Appendix26 A 24 CS-11-21 Appendix27 A 25 CS-11-21 Appendix28 A 26 CS-11-21 Appendix29 A 27 CS-11-21 Appendix30 A 28 CS-11-21 Appendix31 A 29 CS-11-21 Appendix32 A 30 CS-11-21 Appendix33 A 31 CS-11-21 Appendix34 A 32 CS-11-21 Appendix35 A 33 CS-11-21 Appendix36 A 34 CS-11-21 Appendix37 A 35 CS-11-21 Appendix38 A What progress are we making?
The current data is a representation of a single intersection; however, staff are continuing to extract data from other locations throughout the City to strengthen our understanding of a true modal split in the City of Burlington.
36 CS-11-21 Appendix39 A 37 CS-11-21 Appendix40 A 38 CS-11-21 Appendix41 A 39 CS-11-21 Appendix42 A 40 CS-11-21 Appendix43 A 41 CS-11-21 Appendix44 A 42 CS-11-21 Appendix45 A 43 CS-11-21 Appendix46 A Page 1 of Report Number: F-27-21
SUBJECT: Operating budget performance report as at June 30, 2021 TO: Corporate Services, Strategy, Risk & Accountability Cttee. FROM: Finance Department
Report Number: F-27-21 Wards Affected: All File Numbers: 435-06 Date to Committee: September 9, 2021 Date to Council: September 21, 2021
Recommendation: Direct the Chief Financial Officer to report back on the city’s year-end strategy upon confirmation of the 2021 year-end actual.
PURPOSE:
Vision to Focus Alignment: Deliver customer centric services with a focus on efficiency and technology transformation
Background and Discussion: The unprecedented COVID-19 pandemic and associated provincial restrictions have continued to greatly impact city service delivery resulting in significant financial impacts. This report will provide an update on the financial variances anticipated to year-end. In addition to this report, Council continues to receive monthly financial updates on the impact COVID is having on the City’s financial position. Appendix A provides a corporate summary of the 2021 Operating Budget Performance and highlights significant year end projected favourable and unfavourable variances at the net service level. Appendix B provides explanatory notes for each expense/revenue driver with a significant favourable or unfavourable variance.
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Strategy/process In order to be proactive in identifying issues and initiating actions to mitigate over- expenditure and revenue shortfalls, budgetary performance is monitored monthly to provide an early indication of potential problems and gives management time to consider appropriate actions.
Financial Matters: Operating budget projections and variance analysis The table below summarizes the corporate wide projected variances for the year- end. This table also incorporates the impact resulting from several service redesign approved by Council to date.
2021 Budget 2021 Year End Variance* F/U* Projections City Services $148,286,562 $148,332,692 $(46,130) U Corporate Expenditures $47,335,263 $48,404,252 $(1,068,989) U Corporate Revenues $(195,579,100) $(195,196,213) $(382,887) U Total $(1,498,005) U
*F = Favourable, U = Unfavourable
Provincial restrictions and other responses to the COVID pandemic have significantly impacted city revenues. Partially offsetting these revenue losses are savings in Part- time staffing costs currently estimated at just over $1.4M. Furthermore, the city has experienced operational savings during the normal course of business such as reduced diesel and gasoline price savings, gapping savings realized from new positions included in the approved 2021 budget, and savings in winter maintenance activities for the first part of the year. As the Province continues the planned reopening, and the City resumes services, there remains uncertainty regarding the timing for recovery. Staff will continue to monitor and update year end projections which will be reported to Committee on a monthly basis. Similar to 2020, our financial management goals and strategies are focused on offsetting COVID-related costs and revenue losses with the budgeted one-time
48 Page 3 of Report Number: F-27-21 discretionary expenditure savings, other realized operating budget savings and funding from senior levels of government under the Safe Restart Program.
Service Spending/Revenue Patterns A brief synopsis of service-wide spending and revenue patterns that experienced significant variances is included for information (Appendix B). This analysis includes the preliminary year-end estimates.
Safe Restart Agreement Funding The city has received substantial senior government support under the Safe Restart Agreement. This funding helps municipalities like Burlington protect the health and well- being of our residents, while continuing to deliver critical public services to our community and assist with economic recovery. It also provides immediate relief from transit pressures, such as lower ridership, reduced revenues as well as for new costs due to COVID-19, such as enhanced cleaning and personal protective equipment. To date nearly $19.8 million in funding has been announced under the Safe Restart Agreement and the municipal transit enhanced cleaning program. $6.9M of this funding was used to offset the 2020 year-end position. The balance of this funding will be used to offset 2021 impacts and any funding not required in 2021 will be carried over into 2022 as per the letters from the Province.
2021 year-end position: While a significant effort has been made to incorporate the impacts of COVID in the year- end projections, the overall financial position for the City will be contingent on the ability of Services to recover and especially on the public’s willingness to participate in the City’s offerings, as well as the economic situation of the City’s residents and businesses. It is critical that we continue to update these projections and alter assumptions where required. We will continue to provide financial updates to Council as part of our monthly reporting. Services will also continue to exercise their usual due diligence when authorizing large expenditures in order to ensure savings are realized in 2021.
Conclusion: This report provides an overview of the performance of the 2021 Operating Budget and projections for the City’s year-end financial position. It serves to highlight areas that may have a significant impact on the 2021 year-end financial position.
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The monitoring of corporate and service expenditures and revenues, as part of the Operating Budget Performance policy, exists as a key component of the City’s financial management control system. Staff will continue to scrutinize expenditure and revenue patterns for the balance of 2021. Our intended outcome through these challenging times is to minimize a year-end unfavourable financial position. Our financial management goals and strategy are focused on offsetting COVID-related costs and revenue losses with the city’s Expenditure Restraint Program savings, other realized operating budget savings and prudent use of reserve funds established specifically for these types of unforeseen situations.
Respectfully submitted,
Meri Gjeka Financial Analyst Budgets & Policy (905) 335-7600 ext. 7975
Appendices: A. Summary of the 2021 Operating Budget Performance as at June 30th B. Variance Accountability Report
Report Approval: All reports are reviewed and/or approved by Department Director, the Chief Financial Officer and the Executive Director of Legal Services & Corporation Counsel.
50 Appendix A of F-27-21 CITY OF BURLINGTON 2021 OPERATING BUDGET PERFORMANCE As at June 30, 2021
2021
Projected Net Approved Projected Services Year-End Budget Year-End Surplus / (Deficit) Building Code Permit & Inspection $ (1,231,176) $ (1,290,992) $ 59,816 Development Review Service $ 3,026,195 $ 2,624,531 $ 401,665 F Business Economic Development Cor $ 1,416,350 $ 1,416,350 $ - A City that Grows $ 3,211,370 $ 2,749,889 $ 461,481 Roadway Maintenance Service $ 12,232,149 $ 11,942,209 $ 289,941 F Parking Service $ (601,877) $ 57,622 $ (659,500) U Roads & Structure Design & Construction $ 1,888,440 $ 1,808,251 $ 80,189 Traffic Operations Management Service $ 4,651,995 $ 4,492,077 $ 159,918 Transportation (Network) Planning $ 495,031 $ 516,681 $ (21,650) Conventional Transit $ 17,065,658 $ 16,966,782 $ 98,875 Specialized Transit $ 1,916,578 $ 2,004,043 $ (87,466) A City that Moves $ 37,647,973 $ 37,787,666 $ (139,692) Parks and Open Space Maintenance $ 5,966,412 $ 6,093,985 $ (127,573) U Tree Management Service $ 4,217,643 $ 4,486,924 $ (269,280) U Organized Sport Support $ 7,904,348 $ 7,699,265 $ 205,083 F Recreation Service $ 9,926,790 $ 8,749,614 $ 1,177,176 F Parks & Open Space Design and Development $ 708,872 $ 708,872 $ - Surface Water Drainage Service $ 1,922,281 $ 1,919,785 $ 2,496 Environment & Energy Service $ 489,049 $ 479,437 $ 9,612 Cemetery Service $ 130,168 $ 139,195 $ (9,027) A Healthier and Greener City $ 31,265,563 $ 30,277,076 $ 988,487 Cultural Service $ 1,689,057 $ 1,680,577 $ 8,480 Communications Service $ 1,932,225 $ 2,003,868 $ (71,643) Burlington Performing Arts Center $ 1,046,115 $ 1,046,115 $ - Library Services $ 11,315,972 $ 11,315,972 $ - Museum Services $ 738,126 $ 738,126 $ - Art Gallery of Burlington $ 1,006,478 $ 1,006,478 $ - Tourism Services $ 413,664 $ 413,664 $ - An Engaging City $ 18,141,637 $ 18,204,800 $ (63,163) Animal Control Service $ 652,076 $ 650,815 $ 1,261 Bylaw Enforcement Service $ 1,208,644 $ 1,323,157 $ (114,513) U Emergency Management Service $ 183,102 $ 186,602 $ (3,500) Fire Communications $ 969,375 $ 969,375 $ - Fire Prevention & Education $ 1,071,570 $ 1,108,110 $ (36,540) Emergency Response Service $ 29,527,334 $ 29,400,884 $ 126,451 F Halton Court Services $ (721,625) $ - $ (721,625) U A Safe City $ 32,890,476 $ 33,638,943 $ (748,466) Corporate Management Service $ 1,710,425 $ 1,710,425 $ - Internal Audit Service $ 215,471 $ 127,350 $ 88,121 Mayor and Council $ 1,761,245 $ 1,761,445 $ (200) Council & Citizen Committee Service $ 1,572,003 $ 1,573,430 $ (1,427)
51 Appendix A of F-27-21 CITY OF BURLINGTON 2021 OPERATING BUDGET PERFORMANCE As at June 30, 2021
2021
Projected Net Approved Projected Services Year-End Budget Year-End Surplus / (Deficit) Corporate Legal Service $ 1,865,488 $ 1,898,223 $ (32,735) Good Governance $ 7,124,632 $ 7,070,874 $ 53,758 Facilities & Buildings Design and Construction $ 981,614 $ 910,614 $ 71,000 Human Resources Service $ 2,710,257 $ 3,043,830 $ (333,573) U Asset Management Service $ 646,230 $ 572,110 $ 74,120 Service Burlington $ 963,340 $ 1,008,761 $ (45,421) Financial Management Service $ 3,706,970 $ 3,733,935 $ (26,965) Information Technology Service $ 8,672,777 $ 8,665,732 $ 7,046 Geographic Information & Mapping $ 625,798 $ 625,798 $ - Corporate Signs $ 65,359 $ 93,077 $ (27,718) Fleet Management Service $ (367,436) $ (50,413) $ (317,023) U Enabling Services $ 18,004,910 $ 18,603,444 $ (598,534) U City Services $ 148,286,562 $ 148,332,692 $ (46,130) Total Corporate Expenditures $ 47,335,263 $ 48,404,252 $ (1,068,989) U Total Corporate Revenues $ (195,579,100) $ (195,196,213) $ (382,887) U
TOTAL $ 42,725 $ 1,540,731 $ (1,498,005) U
52 Appendix B of F-27-21 CITY OF BURLINGTON 2021 OPERATING BUDGET PERFORMANCE REPORT VARIANCE ACCOUNTIBILITY REPORT As at June 30, 2021
Outlined in the table below are the explanations of the major Year End variance drivers as at June 30, 2021.
Projected Year Major drivers F / (U) Explanation of Variance End Variance
Tax Supported Revenues $ (1,663,309) U Recreation, Community and Culture have experienced loss of revenues due to closures , capacity restrictions and other impacts such as the rental rate reduction of 20% approved by Recreation, Community and Culture $ (835,409) U Council. While the planned provincial step reopening roadmap is occurring, there is an anticipation for the revenues to start increasing during the fall/winter season, but there still remains some uncertainty. Transit ridership and revenues were impacted due to the provincial lock down/stay at home orders that lasted for the most part of the first half of 2021. During this time the ridership was down about 50% of pre-pandemic levels. With the numbers starting to rebound in June and Transit $ (205,400) U July , Transit is anticipating to see a slight recovery in revenues, however, a potential fourth wave due to the Delta variant may cause further reductions in revenues.
Parking Services paused the 5-hour and 1-6am parking enforcement to support residents Parking By Law $ (482,500) U working from home; this was reinstated mid July 2021. Parking is being enforced on complaint basis only, which has resulted in less tickets being issued and less revenue collected.
COVID pandemic closures during the first six months of the year have greatly affected operations resulting in revenues losses for sign permits, general licencing and lottery fee Licensing $ (140,000) U revenues. These losses were partially offset by higher pool permit revenues as pool sales have increased due to travel restrictions by the pandemic. Non-Tax Supported Revenues $ (738,838) U Parking Services paused parking enforcement for non-payment & timed offences when the province was in a stay-at-home order which has impacted revenue collection. Less parking permits were sold due to COVID related closures. Parking Services also implemented a 90- Parking District Revenues $ (771,224) U minutes waived parking fee program which required users to pay the minimum payment of $0.25, this also impacted the parking revenue and is intended to continue until Labour Day 2021. The Interim Control By-law and COVID pandemic did have various effects on the construction industry and overall development within Burlington. As construction costs drastically fluctuated over the past year developers placed controlled measures with their developments Building Permit Revenues $ (97,614) U and the fast tracking of permits has not seen the same uptake as in past years. As construction costs begin to stabilize we hope to see an uptake in the submission of permits and their fast tracking. Development Services has been impacted by various matters in 2021 including the Interim Control By-Law and the recently approved new Official Plan from Council, both of which are Planning Fee Revenues $ 130,000 F currently under litigation, as well as the ongoing effects of the COVID pandemic. Together, these have created unpredictability and variability in the receipt of development applications which have influenced variances in year end projections. COVID Related costs $ (842,321) U Impact of additional expenses incurred directly as a result of COVID-19 such as the summer Additional costs (COVID related) $ (842,321) U park experience program, parking adjustments at Beachway and Lowville Parks and the synthetic outdoor ice rinks approved by Council. COVID Part time staffing savings $ 1,450,283 F Savings in part-time wages as a result of closures and capacity restrictions across various Part time Wages $ 1,450,283 F programs . Other Operational Impacts $ (90,046) U Halton Court Services revenues continue to suffer due to the ongoing closure of the courthouse and the significant drop in number of charges laid by enforcement agencies. It is predicted that revenues will pick up once there is an easing of restrictions which includes a slight increase in enforcement rates, the resumption of court hearings where fines are Recovery from Halton Court Services $ (721,625) U ordered and the enforcement and collections of overdue fines. Some operational savings have been realized due to the shutdown of the courthouse and the City’s expenditure restraint policy. The overall operational savings have been eliminated by the requirement to implement a number of health and safety measures. This includes reconfiguration of courtrooms and implementation of plexiglass barriers and other social distancing protocols Unfavourable variance due to lower than anticipated development fee revenues from tree Development Fee Revenue $ (194,000) U permits Utilities $ 570,331 F Utility savings from various facility closures Fuel $ 198,606 F Fuel savings primarily in Transit as a result of diesel and gasoline favourable pricing . Gapping savings realized from the full year cost of vacant new positions approved in the 2021 Human Resources $ 135,957 F Budget and other temporary vacancies Other - various $ (79,314) U
Corporate Expenditure $ 386,225 F The unfavourable variance is related to a push by the Assessment Review Board to resolve Tax Write Offs $ (225,000) U outstanding appeals before the next reassessment cycle Revenue losses in Parking District will result in lower than budgeted provisions to Reserve Provision to Reserve Fund - Parking District $ 611,225 F Fund Projected Year End Shortfall $ (1,498,005)
Senior Level Government Funding $ 1,498,005
Projected Year End Position $ - 53 Page 1 of Report Number: F-29-21
SUBJECT: Financial status report as at June 30, 2021 TO: Corporate Services, Strategy, Risk & Accountability Cttee. FROM: Finance Department
Report Number: F-29-21 Wards Affected: All File Numbers: 100-01 Date to Committee: September 9, 2021 Date to Council: September 21, 2021
Recommendation: Receive and file finance department report F-29-21, providing the financial status report as at June 30, 2021.
PURPOSE:
Vision to Focus Alignment: • Deliver customer centric services with a focus on efficiency and technology transformation
PART A - FINANCIAL POSITION The COVID-19 pandemic hit North America significantly in 2020 and has continued to cause substantial complications across the globe. One major impact of the pandemic was on the stability of the global and Canadian economy in 2020 which has continued throughout 2021. Initial reaction by the Bank of Canada in 2020 saw the lowering of interest rates three times, taking the overnight rate from 1.75% down to 0.25%. The interest rate cuts were delivered to support economic activity and keep inflation low and stable. For the City, these interest rate cuts had a negative impact on the ability to generate interest income throughout 2020. The negative impact of this low interest rate environment has continued to impact the interest income in the first half of 2021. Further complexities to the City’s situation were fueled by the expectation of a sharp rebound in the economy. This limited the ability of capital gains to be recognized during the first quarter of 2021. During the second quarter the market saw some stabilization
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which allowed staff to realize needed capital gains. Staff continue to monitor economic conditions daily and assess the resulting impact on the market while managing the risk to the City’s portfolio. Staff will maintain the following investment and cash flow strategies for the final half of 2021;
• Monitor daily cash balances to manage the risk surrounding diminishing cash flows to ensure the City can continue to meet its financial obligations.
• Maintain investments in the City’s long-term portfolio to maximizes interest income and support cash flow.
• Trade bonds for capital gains by taking advantage of market fluctuations generated by economic data.
Overall, investment income is expected to meet budget year-end based on the detail below.
Projected Actual December 2021 December 2020
Total Interest 3,132,453 3,633,200
Budget 5,300,000 5,300,000
Favourable/(Unfavourable) Variance (2,167,547) (1,666,800)
Capital Gains 2,167,547 4,179,178
Favourable/(Unfavourable) Variance - 2,512,378
The attached Appendix A shows investment income (interest earned, and capital gains realized) to June 30, 2021 on the total investment portfolio. The overall investment portfolio has increased $65.3M from the previous year. A large portion of this increase is the result of a significantly lower cash balance as at June 30, 2020. The 2020 cash balance was lower due to the property tax deferral program. The remaining difference is attributed to the receipt of Safe Restart Funding, the full amount of Federal Gas Tax funding, and funding from the City of Hamilton for the Waterdown Road project. Investment income as of June 30, 2021 has decreased compared to prior year. Unusually large capital gains were realized in the first quarter of 2020 when oil prices
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dropped and at the onset of the pandemic. This was an extraordinary situation that will not present itself under normal circumstances. Investment income will vary at different times of the year depending on economic conditions. Appendix B provides a listing of the current portfolio by type of investment, and weighted average yield, in accordance with the Ontario Regulation 438/97. In following the City of Burlington’s investment policy, the City can purchase Region of Halton bonds, up to but not greater than, the amount of the debenture issued on behalf of the City. As of June 30, 2021, the City’s investment portfolio included $16.7 million Region of Halton bonds. As at June 30, 2021 the City’s investment portfolio is compliant with the guidelines set out in the City’s investment policy and goals adopted by the City.
PART B - PROPERTY TAX COLLECTION The City of Burlington collects property taxes for the city, Region of Halton and the Halton Boards of Education as legislated under the Municipal Act, 2001. Appendix C reflects the property tax status at June 30, 2021 compared to June 30, 2020. The 2021 total levy is $442.4 million compared to $433.4 million in 2020. Collections for the current taxation year are 69.0%, which is consistent with 2019 and prior years. Collections in 2020 were affected by the tax relief offered in response to the Covid-19 pandemic. In 2020 City council approved the waiving of penalties from April to August 31 as well as the final billing due dates were extended from June and September to August and October. As at June 30 2021 2020 2019 2018 2017 2016 Current year Collections 69.0% 46.9% 69.1% 69.3% 69.8% 69.5% Current year Outstanding* 31.0% 53.1% 30.9% 30.7% 30.2% 30.5% *includes final installments not yet due
Overdue property tax notices are sent four times per year to aid in collections. In addition to the overdue notices, tax collection letters are sent to owners with arrears in both the current year and two previous years. Typically, letters are sent to business properties in the first quarter and residential properties in the second quarter. In 2020 254 collection letters were sent in November as we opted to delay collection activities due to Covid-19. In 2021, due to the ongoing pandemic, 334 collection letters were sent in July. Four residential properties had a tax arrears certificate registered against title in 2020 prior to the beginning of the pandemic. Full payment was received for three of the properties in 2020. Staff opted to cancel the lien on the fourth property as an acceptable payment arrangement was established with the property owner. In 2021 staff continue
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to work with taxpayers, with only one property requiring a tax arrears certificate to be registered. To provide additional assistance to those that continue to be impacted financially by Covid-19, in spring 2021 the city offered enrollment in a Covid-19 Property Tax Deferral Payment Plan. Eligible property owners could apply between March and June to defer taxes under a pre-authorized monthly payment plan, including arrears dating back to March 2020. The plan allowed for a start date between April 1 and July 1 with property taxes to be paid in full by Dec 1, 2021. Thirty-three applications were received. The city continues to offer its three regular pre-authorized payment plans which provide a convenient and reliable payment method for property owners. Approximately one third (21,000) of all property accounts are enrolled in these pre-authorized payment plans. The Chief Financial Officer continues to provide council with monthly updates on financials and property tax collection, with the most recent update on July 5.
PART C - DEBT AND FINANCIAL OBLIGATION LIMIT As of June 30, 2021, the City’s total debt charges as a percentage of own source revenue is estimated to be 9.3%, which is below the council approved guideline of 12.5%, and below the provincial limit of 25%. (See Appendix D) Furthermore, the city’s debt to reserve ratio is 0.67. This implies that for every $1 of discretionary reserves the city has 0.67 of debt. The city has an estimated $82 million in total principal debt outstanding. Taking into consideration principal debt repayments of $13.8 million, $18.1 million in debt which has been approved and not issued, and this years’ debt issuance of $6.69 million, total city principal debt outstanding at year end 2021 is forecasted at approximately $93 million. The debt issuance was at a rate of 1.83%.
PART D - RESERVES AND RESERVE FUNDS Reserves and reserve funds are an important element of the City’s long-term financial plan. They allow the City to set aside funds for a future purpose and fulfil a critical financial need for the municipality. They make provisions for the replacement and rehabilitation of existing City assets, provide a contingency for one-time and unforeseeable events, and provide flexibility to manage debt levels and protect the City’s financial position.
Stabilization Reserves and Reserve Funds Stabilization reserves are used to offset extraordinary and unforeseen expenditure requirements, one-time expenditures, cyclical expenses, revenue shortfalls and they help to minimize fluctuations in the tax levy.
57 Page 5 of Report Number: F-29-21
• Contingency • Planning Fee Stabilization • Severe Weather • Engineering Fee Stabilization • Tax Rate Stabilization • Commodity Stabilization
Target Balance of consolidated stabilization reserves and reserve funds (excluding building permit) is 10-15% of city’s own source revenues. Based on 2020 own source revenues of $224 million the target range is: $22.4 million to $33.6 million
June 30, 2021 Uncommitted Balance: $22,645,415 Target at 10.1%
As part of the city’s reserve and reserve fund policies the city sets a target balance for consolidated stabilization reserve funds (excluding Building Permit) at 10-15% of the city’s own source revenues. It is important to note that the target is based on the city’s uncommitted balance as an accurate depiction of funding available for future use. The cash balance includes funds approved by council to be spent on specific initiatives and therefore are not available for future spending. The target is currently at 10.1% which is at the low end of the city’s recommended range of 10-15%. Based on a request from Committee for an understanding of the cash balance in relation to the target, this would translate to 16.9%, however, council has already approved some of the cash balance to be spent – as such those committed funds are no longer available for future use. The severe weather reserve fund is used to alleviate the impact of unforeseen fluctuations in costs associated with severe weather events. The city’s policy with respect to this reserve fund is highlighted below.
Stabilization Reserve Recommended Balance June 30, Fund Uncommitted Balance
Severe Weather Reserve A minimum balance of 25% of the five- $4,724,521 Fund year average of winter maintenance costs, this equates to $1,121,386.
Target balance equal to one year’s expenditure requirements (2021) = $5,785,770.
As per the policy the balance in the reserve fund exceeds the minimum balance requirement, however, is less than the target balance by approximately $1.0 million.
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Building Permit Stabilization Reserve Fund The building permit stabilization reserve fund is used stabilize building permit revenues and expenditures, which can vary from year to year based on development activity levels in accordance with Bill 124. A draw from this reserve fund may be needed at year end due to reduced building permits because of COVID-19.
June 30 Corporate Reserve Funds Recommended Balance Uncommitted Balance
Total direct costs for 2020 were approximately $3.3 The reserve fund is million. Based on $2.4 million Building Permit Stabilization capped at 163% of direct this the upset costs. balance for the reserve fund is $5.4 million.
Capital Reserve Funds Capital reserve funds form an important component of any Capital Financing Plan and are used extensively by the City in financing the capital program for maintenance and replacement of existing infrastructure to maintain assets in a state of good repair and the construction/purchase of infrastructure to service the growing community.
June 30 Capital Reserve Funds Recommended Balance Uncommitted Balance
Vehicle and Equipment Reserve Funds The City's 2016 Asset Management Plan has Parks & Recreation Infrastructure The target balance for total asset Reserve Funds the consolidated capital replacement value at reserve fund balance is a approximately $3 $31.5 million Transit Related Reserve Funds minimum of 2% of the billion. Based on this asset replacement value. amount the recommended Other Capital Reserve Funds balance is $60 million.
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Corporate Reserve Funds Corporate reserve funds provide for various contingent and potential future liabilities. The City budgets annually for the current year costs expected to be incurred from these liabilities but does not budget for the estimated future liability. The impact of post- employment benefit expenses is communicated annually as part of the financial statements.
June 30 Uncommitted Corporate Reserve Funds 2020 Actuarial Valuation Liability Balance
Employee Accident $8.5 million $5.9 million
Benefits $14.9 million $4.2 million
The status of the City’s Reserves and Reserve Funds balances are disclosed in Appendix E. At June 30, 2021, the total of the reserve and reserve fund balances amounted to $181.2 million, which is $27.5 million higher than the corresponding figure of $153.7 million at June 30, 2020. Contributing to the increase is the unspent Safe Restart funding, receipt of funding from the City of Hamilton, collection of development charges and timing of disbursements to approved capital projects. Of the total Reserves and Reserve Funds $60.2 million is committed for various projects leaving an uncommitted balance of $121.0 million. The commitments represent expenditures approved by Council or funds held for specific future purposes. The following chart provides a historical perspective of uncommitted reserve and reserve fund balances as at June 30:
Reserve and Reserve Funds Uncommited Balance as at June 30 140 115.4 121.0 120 108.8 111.0 97.8 100 80 60 $ Millions 40 20 0 2017 2018 2019 2020 2021
Years
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PART E - 2021 BUDGET MONITORING The 2021 Current Budget Performance Report as of June 30, 2021, will be reported at the September Corporate Services, Strategy, Risk and Accountability Committee meeting. Report reference: F-27-21
PART F - FINANCIAL POSITION The financial status report provides information on significant balances on the City’s statement of financial position. Information is provided on the City’s short- and long- term investments and cash balances. Information is also provided on taxes receivable. The reserve fund balances contain obligatory reserve funds which are shown as deferred revenue on the City’s statement of financial position. Our net long-term liabilities are discussed in the section on debt and financial obligation limits. Significant balances are as follows:
th As at June 30 (Amounts are in thousands of dollars)
2021 2020
$ $
Cash & temporary investments 124,139 93,975
Taxes receivable* 143,391 235,753
Long term investments 226,750 191,569
Investment in Burlington Hydro Electric** 137,693 136,291
Deferred revenue - obligatory reserve funds 33,260 29,494
Net long-term liabilities 88,667 95,632
* Reported net of allowance for write-offs and based on three installments ** 2021 balance is as at December 31, 2020 and comparative balance is as at December 31, 2019 The City’s statement of financial position provides a long-term view of the City’s financial health. A year over year comparison helps to identify indicators that may be of concern or interest. As of June 30, 2021, there was an increase in the deferred revenue
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for the obligatory reserve funds of approximately $3.8M. This increase is a result of the receipt of development charges and funding received from the City of Hamilton. Other significant balance changes include the increase in cash and temporary investments and increase in long-term investments which are addressed in Part A of the report. Staff continue to monitor these balances daily and will report to Council on a regular basis.
Financial Matters: Not Applicable
Total Financial Impact Not Applicable
Source of Funding Not Applicable
Other Resource Impacts Not Applicable
Climate Implications Not Applicable
Conclusion: To present the financial status of the City as at June 30, 2021.
Respectfully submitted,
Greg Henderson Coordinator of Financial Reporting [email protected]
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Appendices: A. Securities Position and Performance B. Investment Portfolio C. Property Tax Collection D. Debt and Financial Obligation Limit E. Reserve Funds and Reserves Report Approval: All reports are reviewed and/or approved by Department Director, the Chief Financial Officer and the Executive Director of Legal Services & Corporation Counsel.
63 Appendix A to F-29-21
Appendix A City of Burlington
COMPARISONSECURITIES OF POSITION THE FOURTH QUARTERAND PERFORMANCE OF 2015 WITH 2014
Period Ended
June 30, 2021 June 30, 2020
Actual Budget Actual Budget Variance (where applicable) (where applicable)
Net bank position $ 89,139,113 $ 33,974,775 $ 55,164,338
Short term investments 35,000,000 60,000,000 (25,000,000)
Long term investments 226,749,765 191,569,320 35,180,445
Total City funds invested $ 350,888,878 $ 285,544,095 $ 65,344,783
Total Investment Income $ 3,654,222 5,300,000 $ 5,243,162 5,300,000 $ (1,588,940) (Current Fund Only)
64 Appendix B to F-29-21
Appendix B City of Burlington
INVESTMENT PORTFOLIO as at June 30, 2021
PORTFOLIO HOLDINGS CURRENT YIELD ($000's) (Weighted Average on cost)
Long Term (at cost)
Government of Canada $ 27,854 1.94%
Province of Ontario 40,960 2.25%
Region of Halton 16,715 3.76%
Other provinces 76,907 2.23%
Other municipalities 51,799 2.57%
Major banks 12,515 2.46%
Total Bonds $ 226,750 2.47%
Short Term
Money market $ 35,000 1.00%
Cash in bank 89,139 0.60%
Total Investments $ 350,889 0.66%
65 Appendix C to F-29-21
Appendix C City of Burlington
PROPERTY TAX COLLECTION COMPARISION OF THE SECOND QUARTER OF 2021 WITH 2020
Period ended Jun 30, 2021 Jun 30, 2020
Percent of Percent of Amount Current Levy Amount Current Levy Variance
Total Levy $442,442,814 100.0% $433,401,538 100.0% $9,041,276
Current Year Collections $305,068,247 69.0% $203,303,286 46.9% $101,764,961
Current Year Arrears $137,374,567 31.0% $230,098,253 53.1% ($92,723,685)
Percent of Percent of Amount Total Arrears Amount Total Arrears Variance
Total Arrears* $144,215,843 100.00% $236,680,018 100.00% ($92,464,175)
Prior Years Arrears $6,841,276 4.74% $6,581,765 2.78% $259,511
Current Year Arrears $137,374,567 95.26% $230,098,253 97.22% ($92,723,686)
Annual Annual Amount Budget Amount Budget Variance Penalties and interest earned on taxes $1,335,293 $2,150,000 $479,735 $2,125,000 $855,558
*Arrears amounts include outstanding taxes not yet due
66 Appendix D to F-29-21
Appendix D
City of Burlington DEBT AND FINANCIAL OBLIGATION as at JUNE 2021
Calculation of Net Debt Charges (2019 FIR) Gross Debt Charges $ 17,180,542 Long Term Commitments 2,240,149 Lease & Liabilities (2019) $ 2,010,149 Joseph Brant Hospital Annual Cash Commitment (2019) $ - Randle Reef (2019) $ 230,000 NET DEBT CHARGES $ 19,420,691
Calculation of Annual Repayment Limit (2019 FIR) Total Revenue Fund Revenues $ 292,560,188 Conrtibuted Capital Assets $ - Total Revenue Fund Revenues $ 292,560,188 EXCLUDED REVENUE AMOUNTS: Government Grants 4,973,806 Ontario Grants $ 1,206,227 Canada Grants $ 3,767,579 Deferred Revenue Earned 9,107,991 Provincial Gas Tax $ 2,701,632 Canada Gas Tax $ 6,406,359 Other Municipalities 17,309,142 Sale of Land & Capital Assets (187,653) Deferred Revenues Earned 13,648,871 Development Charges $ 6,871,060 Recreation Land $ 4,178,587 Other $ 2,599,224 Donated Tangible capital assets 1,078,597 Government Business Enterprise Equity 3,048,418 Other 2,634,757 Total Exclusions $ 51,613,929
NET REVENUE FIND REVENUES $ 240,946,259 25% of Net Revenue Fund Revenues 60,236,565 Less Net Debt Charges (19,420,691)
ANNUAL REPAYMENT LIMIT AT JAN 01/20 $ 40,815,874
2021 UPDATED ANNUAL REPAYMENT LIMIT 2019 Annual Repayment Limit $ 40,815,874 Net Adjustments Change in Debt Charges (718,819) Gross Debt Charges 2021 $ 15,900,936 Debt Charges (2021 Issue) $ 46,223 Debt Charges Approved Not Issued (as of 2021) $ (2,044,649)
Change Long Term Commitments (2,287,086) Lease & Liabilities (2021) $ 1,963,108 Joseph Brant Hospital Annual Cash Commitment (2021) $ 2,334,127 Randle Reef (2021) $ 230,000 Total NET ADJUSTMENT $ (3,005,905)
2021 Adjusted Annual Repayment Limit $ 37,809,968
City's Debt Charges as a Percentage of Net Revenues Fund Revenues 9.31% Note: City Debt Charges excluding Long Term Commitments (hospital, randle reef) is approximately 8.3%
67 Appendix E to F-29-21
Appendix E City of Burlington Reserve Funds and Reserves As At June 30, 2021 with Comparatives from December 31, 2020
1. CAPITAL RELATED RESERVE FUNDS AND RESERVES
A) Development Related Reserve and Uncommitted Balance BALANCE COMMITMENTS UNCOMMITTED Reserve Funds As at Dec 31, 2020 BALANCE Growth Studies* (98,886) 76,004 350,000 (273,996) Library 47,534 55,679 - 55,679 Transit 749,683 689,406 - 689,406 Transportation* 10,975,205 10,131,541 (1,399,589) 11,531,130 Storm Drainage 3,728,857 2,272,360 - 2,272,360 Fire Protection* (1,002,887) 80,536 1,049,589 (969,053) Parks & Recreation 719,343 342,426 - 342,426 Park Dedication 3,873,681 4,329,062 - 4,329,062 Public Benefits - 1,071,138 1,071,138 - Future Services 5,484,402 10,942,177 6,338,396 4,603,780 Future Services Signs & Barricades 507,963 507,963 - 507,963 Future Services Trees 136,529 136,529 - 136,529 Development Charge Exemption 49,575 211,123 - 211,123 Total Development Related Reserve Funds $ 25,170,999 $ 30,845,945 $ 7,409,534 $ 23,436,411
B ) Vehicle and Equipment Reserve Funds Vehicle Replacements - Fire 1,682,675 1,502,897 - 1,502,897 Vehicle Replacements - RPM & PR 1,995,307 928,818 - 928,818 Vehicle Replacements - Transit 394,523 312,609 - 312,609 Vehicle Replacements - Tyandaga 286,872 255,572 - 255,572 Total Vehicle and Equipment Reserve Funds $ 4,359,377 $ 2,999,896 $ - $ 2,999,896
*The committed balance represents borrowing between Development Charge Reserve Funds for capital projects. The current outstanding amount borrowed is disclosed in the commitment however repayment is expected to take place over a number of years.
C) Transit Related Reserve Funds Uncommitted Balance BALANCE COMMITMENTS UNCOMMITTED As at Dec 31, 2020 BALANCE Provincial Gas Tax 2,587,844 616,674 - 616,674 Federal Gas Tax - Transit Dedicated 1,466,550 1,022,418 - 1,022,418 Total Transit Related Reserve Funds $ 4,054,394 $ 1,639,092 $ - $ 1,639,092
D) Other Capital Reserve Funds Burlington Hydro Proceeds 7,492,114 8,505,000 4,075,000 4,430,000 Capital Purposes 5,816,078 5,811,913 10,000 5,801,913 Infrastructure Renewal 12,955,413 14,139,996 - 14,139,996 Information Technology Renewal 979,404 890,694 - 890,694 Federal Gas Tax 2,655,645 986,230 - 986,230 Public Art Reserve Fund 761,201 778,601 20,900 757,701 Railway Crossing - 12,899,541 12,899,541 - Joseph Brant Hospital - 6,298,934 6,298,934 - Strategic Plan 538,782 582,107 293,325 288,782 Strategic Land Acquisition 7,113,074 8,117,940 550,207 7,567,734 Total Other Capital Reserve Funds $ 38,311,711 $ 59,010,958 $ 24,147,907 $ 34,863,050
68 City of Burlington Reserve Funds and Reserves As At June 30, 2021 with Comparatives from December 31, 2020
2. OPERATING RELATED RESERVE FUNDS AND RESERVES
A) Stabilization Reserves and Reserve Funds Uncommitted Balance BALANCE COMMITMENTS UNCOMMITTED As at Dec 31, 2020 BALANCE Contingency 9,541,861 13,348,167 4,071,798 9,276,369 Severe Weather 4,724,521 4,724,521 - 4,724,521 Tax Rate Stabilization 4,421,707 15,652,842 11,089,135 4,563,707 Building Permit Stabilization 2,409,172 2,409,172 - 2,409,172 Planning Fee Stabilization 2,787,702 2,787,702 - 2,787,702 Engineering Fee Stabilization 405,321 405,321 - 405,321 Commodity Stabilization Reserve Fund 887,796 887,796 - 887,796 Total Stabilization Reserve Funds $ 25,178,079 $ 40,215,520 $ 15,160,934 $ 25,054,587
B) Corporate Reserve Funds Employee Accident 5,471,093 8,034,888 2,135,581 5,899,307 Benefits 4,159,487 4,153,984 - 4,153,984 Election - 650,968 650,968 - Emergency 156,095 156,095 - 156,095 Total Corporate Reserve Funds $ 9,786,675 $ 12,995,935 $ 2,786,549 $ 10,209,386
C) Corporate Reserves Insurance - 7,904,277 7,904,277 - Ontario Cannabis Legalization Implementation 254,372 277,326 - 277,326 Total Corporate Reserves $ 254,372 $ 8,181,603 $ 7,904,277 $ 277,326
69 City of Burlington Reserve Funds and Reserves As At June 30, 2021 with Comparatives from December 31, 2020
3. LOCAL BOARDS AND PROGRAM SPECIFIC RESERVE FUNDS AND RESERVES
A) Program Specific Reserve Funds Uncommitted Balance BALANCE COMMITMENTS UNCOMMITTED As at Dec 31, 2020 BALANCE Parks & Recreation Infrastructure Waterfront Centre 127,988 66,827 - 66,827 Paletta Mansion 666,610 586,110 - 586,110 Senior's Centre 376,907 317,940 - 317,940 Tyandaga Facility 292,841 229,001 - 229,001 LaSalle Park Pavilion 387,338 354,838 - 354,838 Sports Fields 163,890 139,792 - 139,792 Haber Community Centre 508,089 542,089 - 542,089 Recreation Centre 162,173 114,170 - 114,170 Pools 268,721 221,257 - 221,257 Arenas 446,474 446,608 - 446,608 Culture 146,789 157,360 - 157,360 Youth Initiatives 82,161 82,161 - 82,161 Randle Reef - 846,844 846,844 - Community Heritage 270,382 270,382 - 270,382 Mundialization Committee 182,928 182,928 - 182,928 Naval Memorial 42,953 42,953 - 42,953 Policy Initiatives 405,976 1,579,195 1,432,164 147,031 Culture Initiatives 142,319 267,319 50,000 217,319 Energy Initiatives 75,720 106,839 31,118 75,720 Community Investment 279,130 279,130 - 279,130 Sims Square 721,427 721,427 - 721,427 Forestry 329,534 351,839 322,305 29,534 Parking District 200,000 200,000 - 200,000 Parking Renewal 2,648,540 2,448,540 - 2,448,540 Parking Growth 7,003,419 6,903,419 - 6,903,419 Fire Dispatch 649,944 649,944 - 649,944 Fire Suppression 45,601 45,601 - 45,601 Tree Planting Initiatives 145,592 145,592 - 145,592 Itabashi Garden - - - - Green Initiatives 277,168 277,168 - 277,168 Total Program Specific Reserve Funds $ 17,050,612 $ 18,577,270 $ 2,682,431 $ 15,894,839
70 City of Burlington Reserve Funds and Reserves As At June 30, 2021 with Comparatives from December 31, 2020
B) Local Boards Reserve Funds Uncommitted Balance BALANCE COMMITMENTS UNCOMMITTED As at Dec 31, 2020 BALANCE Downtown BIA 311,127 311,127 - 311,127 BEDC Operations 406,412 406,412 - 406,412 BEDC Strategic Initiatives 287,900 287,900 - 287,900 BEDC Innovation Centre 146,901 146,901 - 146,901 Library Capital 2,715,997 1,916,112 - 1,916,112 Library Operating 126,138 321,023 - 321,023 Tourism Burlington 244,503 264,070 19,567 244,503 Museums Board - Joseph Brant Operating 210,306 210,306 - 210,306 Museums Board - Joseph Brant Capital 164,052 164,052 - 164,052 Museums Board - Ireland House Operating 310,306 310,306 - 310,306 Museums Board - Ireland House Capital 92,176 92,176 - 92,176 Art Gallery of Burlington 110,997 110,997 - 110,997 PAC 1,205,307 1,297,032 10,279 1,286,753 PAC - CPRF 945,042 805,893 - 805,893 PAC Donations 8,891 14,170 5,279 8,891 Total Local Boards Reserve Funds $ 7,286,055 $ 6,658,477 $ 35,124 $ 6,623,353
C) Program Specific Reserves Fire Extrication 37,718 37,718 - 37,718 Total Program Specific Reserves $ 37,718 $ 37,718 $ - $ 37,718
Total Reserve Funds $ 121,656,042 $ 159,594,927 $ 47,079,543 $ 111,444,246
Total Reserves $ 9,833,951 $ 21,567,488 $ 13,047,214 $ 9,591,412
Total Reserve Funds and Reserves $ 131,489,993 $ 181,162,416 $ 60,126,757 $ 121,035,658
71 Page 1 of Report Number: MO-05-21
SUBJECT: Association of Municipalities of Ontario (AMO) 2021 conference highlights TO: Corporate Services, Strategy, Risk & Accountability Cttee. FROM: Office of the Mayor
Report Number: MO-05-21 Wards Affected: All File Numbers: 120-01 Date to Committee: September 9, 2021 Date to Council: September 21, 2021
Recommendation: Receive and file office of the mayor report MO-05-21 providing highlights of the Association of Municipalities of Ontario 2021 virtual conference.
PURPOSE:
Vision to Focus Alignment: Increase economic prosperity and community responsive city growth Improve integrated city mobility Support sustainable infrastructure and a resilient environment Building more citizen engagement, community health and culture Deliver customer centric services with a focus on efficiency and technology transformation
Background and Discussion: From August 15th to 19th, 2021, the Mayor, City Councillors Nisan, Kearns and Bentivegna, and select staff members from the City of Burlington attended the Association of Municipalities of Ontario (AMO) annual conference. This year’s event was held virtually, similar to last year, as a result of the ongoing COVID-19 pandemic. Being present and engaged at this event provides our leadership team with opportunities to network and partner with municipal peers on shared issues and ideas, to attend learning sessions on a variety of relevant municipal issues, and to meet 1:1
72 Page 2 of Report Number: MO-05-21 with provincial members of parliament on local issues. It is also an opportunity to connect with each provincial party leader to share issues that are of importance to the people of Burlington and ask about the way they intend to work with municipalities if elected in the 2022 election. Key highlights of the sessions attended by the Mayor and team include the following:
PRE- CONFERENCE MEETINGS:
Sunday August 15th:
AMO Large Urban Caucus Board of Directors Meeting The mayor is a member of the Large Urban Caucus of AMO, a role that provides opportunity to submit ideas for discussion from the urban perspective to the full AMO board for advocacy. Topics discussed at this year’s board meeting included municipal financial sustainability, funding for rural broadband, climate change, infrastructure, public health, paramedics, long-term care, Indigenous relations, policing, waste diversion and insurance. A more fulsome review of key points can be viewed in Appendix D of this report.
TAPMO Annual General Meeting The mayor represents Burlington on TAPMO (Top Aggregate Producing Municipalities of Ontario) given our city has two active quarries: Nelson and Aldershot. TAPMO represents local Municipalities across Ontario, including Halton Region, that have significant reserves and annual production of aggregate, stone and sand materials. Their membership shares the perspective that local municipalities have a vital role to play in ensuring a sustainable aggregate industry for Ontario. In addition, TAPMO members believe the aggregate industry should pay their fair share of municipal property taxes and be classed as profitable businesses rather than as farm. The current farm classification has cost municipalities millions of dollars in lost revenue, for which taxpayers have picked up the tax, effectively resulting in Burlington taxpayers subsidizing the aggregate industry. At our January board meeting, TAPMO approved hiring Upstream Strategy Group to conduct their advocacy strategy and initiative with the Provincial Government to correct the tax classification. Individual meetings are also being arranged between Upstream, the mayor and MPPs in each of the aggregate- producing municipalities. Our meeting for Burlington is currently being scheduled. TAPMO is requesting financial support from member municipalities in 2021 for this advocacy work. Halton Regional Council has already supported this priority and directed staff to contribute to this advocacy effort through the approval of the contribution of $2,100 from
73 Page 3 of Report Number: MO-05-21 the Council-approved operating budget to TAPMO. The Regional resolution requested Halton municipalities to also independently support the advocacy work around the change in tax classification, so the mayor will work with the two councillors (Bentivegna and Nisan) who represent rural Burlington to bring something forward in early fall, including, if applicable, a funding request.
MAIN CONFERENCE PROGRAM:
Monday August 16th: AMO’s Media Release with their take on the day’s highlights can be found here.
AMO Welcome and Keynote Session After a stirring rendition of O Canada, an energetic welcome from Mayor Ed Holder of London (this year’s virtual host city), some very inspiring and informative words from local Indigenous community leaders and a moving poem about the COVID-19 pandemic, we heard from keynote speaker Sheila Watt-Cloutier (a Nobel peace prize nominee) who is an environmental, cultural and human rights advocate as she discussed the social, cultural and economic impacts of climate change.
AMO President and Annual General Meeting AMO President Graydon Smith, mayor of Bracebridge, spoke to the group about truth and reconciliation for the Indigenous community and provided a land acknowledgement for the event. He spoke about the very real issue of racism including the tragic loss of life in London, Ontario as a result of Islamophobia. He also spoke about democracy and how important it is to engage all voices in our political processes and how AMO will support the next municipal elections including educational outreach in our communities. The Annual General Meeting then began with the Secretary-Treasurers financial report and reminded us of the 420 members of AMO in 2020 from across the province and spoke about the Community Building Fund (formerly known as the Gas Tax fund). Minister of Municipal Affairs and Housing, Steve Clark, then spoke about recovering from COVID-19 through unity, thanking Graydon Smith for his leadership as AMO President, and all the AMO staff for their work in organizing this event, announced additional funding for municipalities via a third intake for the Audit and Accountability Fund (of which Burlington has previously partaken), and spoke about strengthening accountability for municipal council members. He also once again signed AMO’s Memorandum of Understanding with the Government of Ontario (first signed in 2001 and up for renewal this year).
74 Page 4 of Report Number: MO-05-21
Speaker: The Honourable Doug Ford, Premier of Ontario Premier Ford spoke about the ongoing pandemic response and expressed a great deal of appreciation for the role municipal leaders have played in keeping their communities safe.
Federal Gas Tax / Canada Community Building Fund session: AMO administers the Canada Community Building Fund (formerly known as Gas Tax fund) to 443 municipalities in Ontario. Canadian municipalities receive over $2 billion from the Canada Community-Building Fund each year; Ontario's share is over $800 million. Funds are distributed to communities across the province on a per-capita basis. Since its launch in 2005, municipalities receiving Canada Community-Building funds through AMO have invested nearly $7.0 billion from the Fund into about 9,750 local projects. Funds can be invested across 18 project categories to promote economic growth, strengthen communities, and improve the environment. This session congratulated the City of London on their Organic Rank and Cycle (ORC) system implementation that turns the heat generated by burning sewage sludge into energy, a benefit for the environment as well as their bottom line, and the first of its kind in Canada. Buildingcommunities.ca is an AMO online resource on current projects across Ontario that are taking place as a result of this funding.
Speaker: The Honourable Christine Elliott, Minister of Health and Deputy Premier Minister Elliott discussed the ongoing pandemic response, vaccine distribution and uptake, and health-related funding from the provincial government including $47 million in one-time funding for health units in 2022.
Minister’s Forum: Strengthening Community Well-Being with Health, Social Services and Education Moderated by TVO’s John Michael McGrath, this session included 10 Ministers (Elliott, Jones, Lecce, Dunlop, Fullerton, Gill, Cho, Phillips, Tibollo, and McKenna) answering questions from the crowd of attendees. Discussion related to topics including (but not limited to) the delivery and leadership of health services and their deployment, supportive housing and treatment of addictions particularly in Northern Ontario, safe and affordable post-secondary student housing, and long-term care standards and improvements.
75 Page 5 of Report Number: MO-05-21
Tuesday August 17th: AMO’s Media Release with their take on the day’s highlights can be found here.
AMO Women’s Leadership Forum This forum was moderated by Nam Kiwanuka, host of TVO’s The Agenda in the Summer, and explored the perspectives and insights of women in public office in Canada. Panelists included: The Honourable Elizabeth Dowdeswell, Lieutenant Governor of Ontario The Honourable Jean Augustine, P.C., C.M., O.Ont, C.B.E., a Grenadian- Canadian educationalist, social advocate and politician, and the first Black Canadian woman to serve as a federal Minister of the Crown and Member of Parliament. Elizabeth May, who served as Leader of the Green Party of Canada from 2006 to 2019 and is the Member of Parliament for Saanich—Gulf Islands. The session covered many timely topics such as what each woman has learned about herself through the pandemic (surviving in a small space throughout lockdown, befriending technology, and appreciating the generosity of friends and neighbours), and learnings they noticed such as how all levels of government came together for a common purpose in a way never seen before, as well as shortcomings in connectivity, work inequalities, and long-term care standards.
Women’s Networking Session The Women’s Networking Session, hosted by Burlington MPP, The Hon. Jane McKenna, Associate Minister of Children and Women’s Issues, brought together elected officials from across the province to share experiences and ideas. Some interesting resources and information were shared by participants in this valuable chat experience such as: In Waterloo Region, the municipal campaign school has been running for years and has really helped many women decide to run, or to work out how to support another woman who is running. www.learnhowtorun.com ElectHERnow.ca is a group of women working to achieve gender balance of elected municipal officials, started by elected representatives and community volunteers in Grey and Bruce Counties. Resources are available to anyone who wishes to run for office. Inspired by this Networking Session at last year’s AMO Conference, the women on Council joined forces to create the Town of Cobourg’s Women in Governance Program. They mentor women in their community who are interested in running for elected office and host terrific guest speakers: Provincial Minister Jill Dunlop,
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Federal Minister Maryam Monsef, Senator Yonah Martin, and Former Premier Kathleen Wynne. This program could be adapted for other municipalities! For more information, email [email protected]. In Middlesex County, has almost reached parity on their council with 5 of 11 Council members who are women. Last year, they created the Women's Caucus of Middlesex County Council and have spent their time focusing on issues impacting women and families across their County and giving them a voice. If anyone is interested about creating a Women's Caucus, or simply talking about your own experiences, reach out to [email protected]
Keynote Session: André Picard André Picard is an award-winning national health writer and author and focused his presentation on how the pandemic will impact public health, long-term care and more. He spoke in a hopeful tone about the opportunities COVID-19 created for politicians to affect positive change going forward, especially as it refers to mitigating inequalities. He also cautioned us to watch for likely budget cuts in the coming years, especially at the provincial level, due to the deficit that has amassed because of this pandemic and to ensure they do not affect our essential healthcare system.
Speaker: Andrea Horwath, Leader of the Official Opposition and Ontario NDP This session was an opportunity for Andrea Horwath to share NDP party priorities with the group, including their push for more emergency provincial funding for municipalities, increasing the community infrastructure fund, supporting rural broadband access, investing in better ventilation in our schools and recovering from the pandemic.
FCM President, Joanne Vanderheyden Joanne spoke to the importance of municipalities role as the closest level of government in our communities and how – especially with the upcoming federal election - we expect upper levels of government to commit to working closely with us on issues such as climate mitigation, affordable housing, investing in core infrastructure and public transit. FCM will be proposing that the Canada Community Building fund get permanently doubled to create more growth and jobs in the years ahead.
AMO Honour Roll Award
The AMO Honour Roll recognizes those who have gone beyond their normal roles and responsibilities and made a significant impact in the service of their communities. This year’s recipient was Susan Gardner of Municipal World. She was honoured for the positive impact her innovative work has on public officials and our communities.
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Ministers’ Forum: Economic Recovery and Growth in Ontario John Michael McGrath of TVO moderated today’s session on the theme of economic recovery and growth and included Ministers Bethlenfalvy, Fedeli, Romano, Sarkaria, Tangri, Rasheed and Clark and Attorney General Downey. Topics discussed included homelessness, housing and addictions (and how they interrelate), fixing the MPAC assessment system, and municipal insurance costs and settlements.
Wednesday August 18th:
Keynote Session: Anthony McLean
Anthony McLean focused this keynote on issue of diversity, bias, inclusivity and mental health and how they have all been brought into clearer focus by the events of 2020. He spoke movingly about his experience growing up with racism in Ontario and shared some illuminating examples of unconscious bias that I think we all learned from.
Speaker: Steven Del Duca, Leader Ontario Liberal Party
In this session Ontario Liberal Party Leader Del Duca shared his party’s priorities with AMO attendees.
Panel: Path to Economic Recovery
Moderated again this year by Steve Paikin, host of TVO’s The Agenda with Steve Paikin, this panel explored the most up-to-date thinking and intelligence on how business and economic recovery will unfold in Ontario including the following panelists: The Honorable Peter Bethlenfalvy, Minister of Finance will share his perspectives and insights from his front row seat in Ontario’s economic policy. Atkinson Fellow on the Future of Workers, Armine Yalnizyan, joins the panel for 2021 with important perspectives on the future of employment and economic participation. Diane J. Brisebois, President and CEO of the Retail Council of Canada returns to the 2021 panel with perspectives on what conditions will be required to help ensure the recovery of Ontario’s retail industry and, in turn, Ontario’s economy. The session was a spirited debate with insightful points made by all panelists on issues such as affordable childcare, safe schools in the era of COVID-19, the struggles that
78 Page 8 of Report Number: MO-05-21 non-essential retailers continue to face, paid sick days, job flexibility, and watching debt levels and how they will ultimately impact the cost of doing business.
Speaker: Mike Schreiner, Leader of the Green Party of Ontario In this session Ontario Green Party Leader Schreiner shared his party’s priorities with AMO attendees.
Speaker: The Honourable Kinga Surma, Minister of Infrastructure In her address to the crowd, Minister Surma talked about too many Ontarians not having broadband access and said that the provincial government is making the largest single investment in high-speed internet, in any province, by any government in Canadian history. Her goal, and that of the Premier, is to have all of Ontario connected by the end of 2025.
Ministers’ Forum: Looking Ahead on the Environment, Infrastructure and Resource Development Post-COVID There were many questions from the delegates for this session and topics covered included broadband, support for farmers and the agriculture industry, intercommunity bussing, and better coordinating our efforts to mitigate climate change.
Woodland Cultural Centre: Virtual Tour of the Mohawk Institute Residential School This was a timely and deeply moving experience. We were taken on a special virtual tour of the former Mohawk Institute Indian Residential School that ran for 142 years and only closed in 1970 and is now called the Woodland Cultural Centre – a place where a dark part of Canada’s history is preserved and shared, and a way to honour the lived experiences of the children who went there. Hearing the details of how the children were taken from their families, separated from siblings even once they arrived there, how they were treated poorly and often received corporal punishment and abuse, were malnourished, punished for speaking anything but English, and given a number instead of ever being called their given name was heartbreaking. Listening to the stories of survivors and seeing first-hand the actual institute itself left many of us speechless. I know the information we learned will help us make more informed and better decisions as we seek to support Truth and Reconciliation as municipal leaders in our communities. AMO’s media release recapping the final day’s events can be found here.
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DELEGATION MEETINGS A key benefit of the AMO conference each year is the opportunity to request meetings with provincial ministers to press the priorities of the City of Burlington. This year, I had the opportunity to participate in delegations for the City of Burlington, Region of Halton, and Ontario Big City Mayor’s caucus. AMO also provides for the opportunity to meet with all party leaders, which we did. Highlights of our delegations are below.
Ontario Big City Mayors Delegations
Minister of Health, Christine Elliott and Associate Minister of Mental Health and Addictions, Michael Tibollo As a member of Ontario Big City Mayors (OBCM), I was invited to attend this delegation and speak to growing mental health issues we are seeing in Ontario in my capacity as co-chair of the OBCM working group on mental health and addictions, alongside co- chair Darrin Canniff, Mayor of Chatham Kent. During the delegation we had an opportunity to present the highlights of our working group’s policy paper, endorsed by OBCM. Read OBCM’s Mental Health Working Group paper here.
Minister of Infrastructure Kinga Surma This meeting was chaired by Guelph Mayor Cam Guthrie, and attended by myself, Cambridge Mayor Kathryn McGarry and Chatham-Kent Mayor Darrin Canniff. We discussed the need for a permanent infrastructure funding framework that provides municipalities with a steady flow of infrastructure dollars, cost-shared with the federal government, and a fair funding formula. OBCM asked the province to convene a working group to develop a set of criteria that considers the varying needs across municipalities to be used to dictate annual funding allocations.
Halton Region Delegations
Minister of Municipal Affairs and Housing (MMAH), Steve Clark Minister of Long Term Care, Rod Phillips, Minister of Health, Christine Elliott Minister of Infrastructure, Kinga Surma Parliamentary Assistant Randy Pettapiece, Ministry of Agriculture, Food and Rural Affairs
I was pleased to chair our regional delegation meetings on behalf Halton Regional Chair Gary Carr, alongside my colleagues Oakville Mayor Rob Burton, Halton Hills Mayor Rick Bonnette, Milton Regional Councillor Colin Best, and regional staff Jane MacCaskill and Mabel Watt. Most of our area MPPs also attended the delegations.
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Our Regional priorities conveyed to each of these ministries via presentation and key messages and asks are detailed in Appendices B and C of this report.
City of Burlington Delegations All the presentations we shared via the Burlington Delegations can be found in Appendix A of this report.
Ministry of Municipal Affairs and Housing Parliamentary Secretary, Jim McDonnell This session enabled us to directly update Parliamentary Secretary McDonnell on our work on our affordable housing strategy, climate change actions, diversity and inclusion initiatives, and managing growth in Burlington, including our request for speedy approval of Regional Official Plan Amendment 48, which includes the adjusted boundaries of the Urban Growth Centre to the Burlington GO station area, once the comment period closes Sept. 8. We appreciated having MPP Jane McKenna join the delegation and were also joined by Ken Audziss from her team, and Burlington Ward 2 City Councillor Lisa Kearns.
Vincent Ke, Parliamentary Assistant to the Minister of Heritage, Sport, Tourism and Culture Industries Our conversation with Parliamentary Assistant Ke focused on seeking funding for the Skyway Community Centre project, our top community funding priority. We discussed the project’s energy-efficiency and inclusivity, and explained our desire to obtain additional funding from the province as we look to begin construction in 2022.
Minister of Infrastructure Kinga Surma Our meeting with Minister Surma centered around two key topics: improving rural broadband access and gaining more clarity around how recently announced funding will impact specific Burlington neighborhoods Provincial funding for Skyway Community Centre project. Councillors Nisan and Bentivegna, who represent the majority of Burlington’s rural residents, also attended.
Party Leader Delegations All the presentations we shared with party leaders can be found in Appendix A.
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MPP Mike Schreiner, Leader of the Green Party of Ontario, Steven Del Duca, Leader Ontario Liberal Party, Andrea Horwath, New Democratic Party Leader I was joined by Councillor Rory Nisan in our meetings with party leaders Schreiner and Del Duca to share Burlington’s top priorities including managing growth, affordable housing, diversity and inclusion, the environment, and empowering municipalities through the Charter City initiative. Councillor Nisan also chaired a delegation meeting with Leader Andrea Horwath. MPP Horwath shared her priorities on issues such as housing affordability and environmental initiatives. MPP Schreiner shared his party’s support affordable housing and Charter Cities. We also had a robust debate with Leader Del Duca on elimination of the Ontario Lands Tribunal as a way to save money and speed delivery of affordable housing, in keeping with the unanimous resolution passed by Halton Regional Council. Burlington Delegation meetings were also attended by Tim Commisso, City Manager, Helen Walihura, Government Relations, and Victoria Langdon, Mayor’s Chief of Staff.
Financial Matters: The registration fee for AMO is $678 per person. The fee for all members of council who attended, including the mayor, was paid for via the Halton Region budget as per precedent in past years. The other members of council who attended this year include Councillors Kearns, Nisan, and Bentivegna. The cost of one staff member attending alongside the mayor to provide administrative support and for their own professional development was also $678, paid for via the Mayor’s Office budget. Since the conference was held virtually due to COVID-19, there were no costs related to travel.
Climate Implications One of the advantages to a virtual conference is the lack of need to travel. By attending from home, we were able to avoid the climate implications of travelling to an in-person event.
Engagement Matters: N/A
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Conclusion: The most noted value in this event was our opportunity to meet 1:1 with provincial members of parliament and share our local needs and priorities with them, along with our ability to connect with peers (although virtually) and share ideas, knowledge, and learnings with one another through many interactive sessions.
Respectfully submitted,
Mayor Marianne Meed Ward Appendices: A. Presentations for all Burlington Delegation Meetings B. Presentation for Halton Region Delegations C. Halton Region Delegations - Key Points and Asks D. AMO Board of Directors Meeting Supplemental Report Approval: All reports are reviewed and/or approved by Department Director, the Chief Financial Officer and the Executive Director of Legal Services & Corporation Counsel.
83 Appendix A to MO-05-21 Meeting – August 16, 2021 MPP Mike Schreiner, Ontario Green Party
Growth, MTSAs Diversity & Supporting The Environment and Housing Inclusion Business
84 Meeting – August 16, 2021 MPP Mike Schreiner, Ontario Green Party
Growth & Development
• Right Place Right Scale
• Focus growth around mass transit
• Rural broadband access
• 45 major active projects + 54 tall or mid-rise in review
• 5700 residential units with zoning approval awaiting final site plan approval
85 Meeting – August 16, 2021 MPP Mike Schreiner, Ontario Green Party Major Transit Station Area (MTSA) work:
Process Timeline Downtown Burlington UGC / Burlington GO MTSA
86 Meeting – August 16, 2021 MPP Mike Schreiner, Ontario Green Party
Housing Strategy
• Affordable Housing is a priority
• Support Halton Region’s Housing Strategy
• Current Survey – Public Engagement
• June 2022: Final Report
87 Meeting – August 16, 2021 MPP Mike Schreiner, Ontario Green Party
Diversity & Inclusion
• Rainbow Crosswalks
• Indigenous Art Installations
• Muslim Prayer Ceremony
• Black Lives Matter March & Artwork
88 Meeting – August 16, 2021 MPP Mike Schreiner, Ontario Green Party
Business Support & Attraction
• COVID-19 Response
• Burlington Economic Recovery Network (BERN)
• Burlington Lands Partnership
• Red Tape Red Carpet Task Force
89 Meeting – August 16, 2021 MPP Mike Schreiner, Ontario Green Party
Environment
• Climate Emergency declaration
• Urban Private Tree Bylaw
• Funding for tree planting
• Protecting the greenbelt
90 Meeting – August 16, 2021 MPP Mike Schreiner, Ontario Green Party
Charter Cities
• Look to provincial government for support
• City of Toronto Act, 2007
• Planning Matters
• Revenue Tools
• Election Policy
91 Meeting – August 16, 2021 MPP Mike Schreiner, Ontario Green Party
92 Meeting – August 16, 2021 MPP Jim McDonell, Parliamentary Assistant to the Minister of Municipal Affairs and Housing
Growth & Development – MTSAs – Affordable Housing in Burlington
93 Meeting – August 16, 2021 MPP Jim McDonell, Parliamentary Assistant to the Minister of Municipal Affairs and Housing
Growth & Development
• Right Place Right Scale
• Focus Growth around Mass Transit
• 45 Major Active Projects + 54 Tall or Mid-Rise in Review
• 5700 Residential Units with Zoning Approval Awaiting Final Site Plan Approval
94 Meeting – August 16, 2021 MPP Jim McDonell, Parliamentary Assistant to the Minister of Municipal Affairs and Housing Why Does Burlington Need a Housing Strategy? Bold, innovative and creative solutions and partnerships to increase options for housing in Burlington that are attainable for all current and future residents at every stage of life.
95 Meeting – August 16, 2021 MPP Jim McDonell, Parliamentary Assistant to the Minister of Municipal Affairs and Housing
96 Meeting – August 16, 2021 MPP Jim McDonell, Parliamentary Assistant to the Minister of Municipal Affairs and Housing
Provincial Role in Supporting Burlington’s Housing Strategy
97 Meeting – August 16, 2021 MPP Jim McDonell, Parliamentary Assistant to the Minister of Municipal Affairs and Housing
Our Requests:
Quick Ministerial approval of ROPA 48.
Provincial representation on our Working Group and/or other opportunities to collaborate on the Housing Strategy.
98 Meeting – August 17, 2021 Parliamentary Assistant to the Minister of Heritage, Sport, Tourism and Culture Industries, Vincent Ke
*NEW* Skyway Community Centre
99 ENERGY
• Geothermal System
• Annual GCH (T) (annual emission) of 23 compared to a standard arena and facility design of 196 GHG.
• This can be further reduced when solar can be installed.
• Zamboni – a zero emission electric ice resurfacer
• Building materials chosen to minimize energy consumption.
• Planned warm and cold areas to minimize energy consumption.
100 17 INCLUSIVITY
• Exceed Ontario Building Code and Accessibility for Ontarians with Disabilities requirements.
• Arena
• Track
• Connections
• Accessibility
• Ball Diamond
• Naturalized Playground
101 18 Meeting – August 17, 2021 Parliamentary Assistant to the Minister of Heritage, Sport, Tourism and Culture Industries, Vincent Ke
Timelines & Costs
• Building Permit – Q4-2021 • 6 months to commence construction • Tender Q1-2022 • COVID Building Material Cost Increases • $24.23M Total Project Budget • + $1M for COVID impact • $13M funding shortfall
102 Meeting – August 17, 2021 Parliamentary Assistant to the Minister of Heritage, Sport, Tourism and Culture Industries, Vincent Ke
Our Requests:
Is the Community Building Fund – Capital stream an appropriate funding source for Skyway Arena?
Are there any other funding programs available to support the Skyway Arena project?
103 Meeting – August 17, 2021 Steven Del Duca, Ontario Liberal Party
Growth, MTSAs Diversity & Supporting The Environment and Housing Inclusion Business
104 Meeting – August 17, 2021 Steven Del Duca, Ontario Liberal Party
Growth & Development
• Right Place Right Scale
• Focus growth around mass transit
• Rural broadband access
• 45 major active projects + 54 tall or mid-rise in review
• 5700 residential units with zoning approval awaiting final site plan approval
105 Meeting – August 17, 2021 Steven Del Duca, Ontario Liberal Party Major Transit Station Area (MTSA) work:
Process Timeline Downtown Burlington UGC / Burlington GO MTSA
106 Meeting – August 17, 2021 Steven Del Duca, Ontario Liberal Party
Housing Strategy
• Affordable Housing is a priority
• Support Halton Region’s Housing Strategy
• Current Survey – Public Engagement
• June 2022: Final Report
107 Meeting – August 17, 2021 Steven Del Duca, Ontario Liberal Party
Diversity & Inclusion
• Rainbow Crosswalks
• Indigenous Art Installations
• Muslim Prayer Ceremony
• Black Lives Matter March & Artwork
108 Meeting – August 17, 2021 Steven Del Duca, Ontario Liberal Party
Business Support & Attraction
• COVID-19 Response
• Burlington Economic Recovery Network (BERN)
• Burlington Lands Partnership
• Red Tape Red Carpet Task Force
109 Meeting – August 17, 2021 Steven Del Duca, Ontario Liberal Party
Environment
• Climate Emergency declaration
• Urban Private Tree Bylaw
• Funding for tree planting
• Protecting the greenbelt
110 Meeting – August 17, 2021 Steven Del Duca, Ontario Liberal Party
Charter Cities
• Look to provincial government for support
• City of Toronto Act, 2007
• Planning Matters
• Revenue Tools
• Election Policy
111 Meeting – August 17, 2021 Steven Del Duca, Ontario Liberal Party
112 Meeting – August 17, 2021 The Honourable Kinga Surma, Minister of Infrastructure
Broadband and Cellular Connectivity for Rural Burlington
113 Meeting – August 17, 2021 The Honourable Kinga Surma, Minister of Infrastructure
Rural Broadband
• Half of Burlington is rural • The pandemic has highlighted the fact that our rural community is far behind when it comes to basic broadband infrastructure needs
114 Meeting – August 17, 2021 The Honourable Kinga Surma, Minister of Infrastructure
Halton Digital Access Strategy:
• Identify gaps in both the rural and urban area
• Consider mobile and fixed technologies and
• Identify strategies, roles and partnerships required for implementation
115 Meeting – August 17, 2021 The Honourable Kinga Surma, Minister of Infrastructure
Our Requests:
Clarity on funding already announced (as mentioned) + We encourage the Province to identify and ensure all the remaining gaps in rural Burlington broadband are closed by the Infrastructure Ontario-Ontario Connects program as soon as possible.
116 Meeting – August 17, 2021 The Honourable Kinga Surma, Minister of Infrastructure
*NEW* Skyway Community Centre
117 ENERGY
• Geothermal System
• Annual GCH (T) (annual emission) of 23 compared to a standard arena and facility design of 196 GHG.
• This can be further reduced when solar can be installed.
• Zamboni – a zero emission electric ice resurfacer
• Building materials chosen to minimize energy consumption.
• Planned warm and cold areas to minimize energy consumption.
118 35 INCLUSIVITY
• Exceed Ontario Building Code and Accessibility for Ontarians with Disabilities requirements.
• Arena
• Track
• Connections
• Accessibility
• Ball Diamond
• Naturalized Playground
119 36 Meeting – August 17, 2021 The Honourable Kinga Surma, Minister of Infrastructure
Timelines & Costs
• Building Permit – Q4-2021 • 6 months to commence construction • Tender Q1-2022 • COVID Building Material Cost Increases • $24.23M Total Project Budget • + $1M for COVID impact • $13M funding shortfall
120 Meeting – August 17, 2021 The Honourable Kinga Surma, Minister of Infrastructure
Our Requests:
Is there any Infrastructure funding we could look to in support of this project?
121 Meeting – August 17, 2021 MPP Andrea Horwath, NDP Party Leader
Growth, MTSAs Diversity & Supporting The Environment and Housing Inclusion Business
122 Meeting – August 17, 2021 MPP Andrea Horwath, NDP Party Leader
Growth & Development
• Right Place Right Scale
• Focus growth around mass transit
• Rural broadband access
• 45 major active projects + 54 tall or mid-rise in review
• 5700 residential units with zoning approval awaiting final site plan approval
123 Meeting – August 17, 2021 MPP Andrea Horwath, NDP Party Leader Major Transit Station Area (MTSA) work:
Process Timeline Downtown Burlington UGC / Burlington GO MTSA
124 Meeting – August 17, 2021 MPP Andrea Horwath, NDP Party Leader
Housing Strategy
• Affordable Housing is a priority
• Support Halton Region’s Housing Strategy
• Current Survey – Public Engagement
• June 2022: Final Report
125 Meeting – August 17, 2021 MPP Andrea Horwath, NDP Party Leader
Diversity & Inclusion
• Rainbow Crosswalks
• Indigenous Art Installations
• Muslim Prayer Ceremony
• Black Lives Matter March & Artwork
126 Meeting – August 17, 2021 MPP Andrea Horwath, NDP Party Leader
Business Support & Attraction
• COVID-19 Response
• Burlington Economic Recovery Network (BERN)
• Burlington Lands Partnership
• Red Tape Red Carpet Task Force
127 Meeting – August 17, 2021 MPP Andrea Horwath, NDP Party Leader
Environment
• Climate Emergency declaration
• Urban Private Tree Bylaw
• Funding for tree planting
• Protecting the greenbelt
128 Meeting – August 17, 2021 MPP Andrea Horwath, NDP Party Leader
Charter Cities
• Look to provincial government for support
• City of Toronto Act, 2007
• Planning Matters
• Revenue Tools
• Election Policy
129 Meeting – August 17, 2021 MPP Andrea Horwath, NDP Party Leader
130 Appendix B to MO-05-21
In this Together: A Strong Recovery for Halton and Ontario
Introduction • Support for the innovative Milton Education Village to establish a post- secondary education campus, long-term care facility and a village core Halton: A Snapshot with a mix of residential and commercial uses. Halton Region is home to more than 595,000 residents in four communities. Along with COVID-19 Recovery and Moving Forward to Address its Local Municipalities (City of Burlington, Shared Priorities the Town of Halton Hills, Town of Milton, and Town of Oakville) Halton Region is an effective During the COVID-19 pandemic, Halton Region has remained committed to two-tier government recognized for its strong keeping our community safe and healthy through the continued delivery of financial position, safe communities, natural essential services and by adapting service delivery models. Communities across environment, progressive approach to urban Ontario have been significantly impacted by the COVID-19 pandemic. Both development and citizen- focused reliable the Federal and Provincial Governments have taken unprecedented actions to services. Halton Region is one of the quickest respond to the crisis. growing communities in Canada, with an Halton Region shares the Provincial Government’s priority of protecting the expected population of 1 million by 2041. health and safety of Ontarians while working toward a safe and responsible Partners for a Strong Recovery re-opening of the economy, and adapting to a new normal. While Halton is appreciative of the recent collaborative efforts with the Province to support Working together, Halton Region and the Provincial Government have taken a number of priority issues within the Region, in order to support long- some key steps forward on priority issues within communities throughout the term recovery and a strong future for the Province and Halton, the Region is region. Halton acknowledges and appreciates the Province’s ongoing support, requesting the Provincial Government ensure: particularly in the following areas: • Municipal relief funding for Public Health programs and services to enable Public Health Resources to Support Growth-Related Infrastructure a strong COVID-19 response, Safe Restart funding, and recovery as well Recovery as providing a critical supply of COVID-19 vaccines and funding to cover costs associated with vaccine administration for the Halton community; Public Health and Emergency Immediate Access to Reliable Rural • Facilitating strategic growth in the City of Burlington through the Health Services Modernization Broadband Internet adjustment to the Burlington Urban Growth Centre and other growth management priorities proposed through Regional Official Plan Investments in Long-Term Care Support for Small Business Amendment 48; Recovery • Support for municipally defined growth plans and in particular the Province’s role that led to the withdrawal of the Glen Abbey Golf Course Investments in Assisted Housing Protecting the Health and Safety of redevelopment proposal allowing for the protection of the Region’s and Homelessness Residents natural heritage;
• Support for additional tools to assess significant impacts from Stabilization of the Child Care major aggregate extraction proposals including the initiation of an System Environmental Assessment for the Reid Road Quarry in Milton; and
Public Health Resources to Support Recovery:
Ensuring the health and safety of Halton residents has been a priority for the Region during the pandemic and will continue to be during the recovery period. As we continue to respond to impacts of COVID-19, case management, contact tracing, outbreak management, increased surveillance, producing local information for public consumption on COVID and assisting community organizations, businesses and schools with infection prevention control advice remain critical. At the same time, Halton will need to continue to meet essential requirements under Ontario’s Public Health Standards as we move forward into recovery and post pandemic efforts. Under funding for Public Health in Halton Region is a long standing concern that has been further heightened by the pandemic. In addition, supports are also required from the Provincial Government to continue the response to the pandemic. Access to COVax data at the local level remains restricted, and local Public Health Units are unable to fully meet their mandate of surveillance under the Ontario Public Health Standards due to this lack of access. Having community primary care offices under the public health authorizing agreement for COVax has resulted in a lack of supports for primary care offices to operate independently and placed a larger burden on public health to provide supports and manage inventory. Primary care remuneration makes it less favorable for them to offer vaccines in their offices.
Halton requests: Increased base funding for Halton Public Health to allow strengthened infectious disease control and vaccine management, and the provision of all services required under the Ontario Public Health Standards. Continuous engagement with Public Health Units, to support COVID recovery efforts that meet the needs of local realities, including long-term immunization needs. Access to COVax data for local Public Health Units, for the purposes of local surveillance. A long-term strategy to ensure that Primary Care is able and motivated to continue vaccinating the population in the future and can operate independently, as is the case for many other vaccines.
131 Public Health and Emergency Health Services Modernization:
Since 2014, the Provincial Government has only provided a base increase in Public Health funding once, in 2018. This has resulted in a significant program funding gap. Additional costs have been incurred for Paramedic Services due to similar pressures. Public Health and Paramedic Services provide service at a local level effectively, within the boundaries of the Region. They also participate in a number of collaborative community partnerships. The ability to continue to do this will be critical to recovery and to ensure the health of the people of Halton. Paramedic Services is a key contributor through community paramedic programs to reduce hallway medicine. Public Health and Paramedic Services have worked collaboratively with all parts of the local and provincial health care system throughout the pandemic, and actively contribute to Halton’s Ontario Health Teams. The Modernization reviews began pre-pandemic. Public Health and Paramedic Services have played a key role in the pandemic response and demonstrate the value of these local services. Historic under-funding of these services have created challenges in the pandemic response and must be addressed.
Halton requests: Re-focus the Public Health & EMS Modernization on determining the investments required in Public Health and Paramedic Services post-pandemic to improve the health of Ontarians.
Investments in Long-Term Care:
The COVID-19 pandemic has highlighted the critical need for long-term care reform as evidenced by the Final Report by the Long-Term Care COVID-19 Commission. Halton Region is supportive of the Provincial Government’s decision to overhaul the “one-size-fits-all” funding model for long-term care homes. Halton Region operates three long-term care homes throughout the region and requires long-term funding to support required service levels that respond to the Commission’s recommendations. Halton requests that the Provincial Government accelerate the development of new and redeveloped long-term care beds within the region. There is currently an insufficient number of long-term care beds available to meet the needs of the current population and to implement the recommendations from the Commission. Care requirements at long-term care homes in Ontario are increasing as per the increasing Case Mix Index (CMI).
Halton requests: Additional long-term care beds in Halton to meet the growing needs of our aging residents and underserviced communities. Immediate delivery and implementation of the recommendations from the Long-Term Care Commission, in partnership with long-term care operators. Increased assistance and support with ongoing long-term care resourcing including human resources and staffing, personal protective equipment and financial supports, in addition to those announced in Budget 2021. Funding to support the implementation of the increase in hours of direct care for long-term care residents as announced on November 2, 2020.
Investments in Assisted Housing and Homelessness:
Through Halton’s Comprehensive Housing Strategy, Halton Region has made tremendous progress in preserving existing housing stock and creating new housing opportunities for residents. Halton Region appreciates the investments made through the Canada-Ontario Community Housing Initiative and Ontario Priorities Housing Initiative, however, current funding allocations for the two programs is significantly lower than the federal/provincial funding previously received. Halton Region has seen an unprecedented increase in the number of individuals and families at-risk of and experiencing homelessness. The pandemic environment has required new approaches to emergency shelter and supportive housing programs to enable physical distancing and appropriate infection prevention and control. Halton Region, like many other municipalities, has increased its footprint of physical infrastructure for homeless populations by capitalizing on one-time provincial capital funding to better meet the needs of this highly vulnerable population. Halton Region requires increased Community Homelessness Prevention Initiative (CHPI) funding to support ongoing operational expenses associated with housing and supporting homeless populations going forward. The post pandemic environment cannot be funded in the same pre-pandemic manner – costs have increased significantly and provincial funding must keep pace.
Halton requests: Provide adequate capital and operational allocation based funding and flexibility to allow Halton to increase the supply of assisted housing for families. Review Halton’s base CHPI allocation and provide increased funding to allow us to meet operational requirements beyond the pandemic for at-risk and homeless populations and to fund increased homelessness prevention capacity. Communicate clear and timely information on funding and program changes.
132 Stabilization of the Child Care System:
Child care will play a key role in Ontario’s economic and social recovery from COVID-19 by allowing parents to return to work and supporting early childhood development and improved educational outcomes. Child care operators are experiencing significant financial challenges due to COVID-19. This includes new costs associated with provincial infection control guidance, as well as revenue loss from decreased enrollment and program closures due to outbreaks. As well, the Provincial Government is implementing new municipal cost-sharing arrangements and have not updated well established funding mechanisms. These actions will create a funding shortfall of $3.8M for Halton Region in 2022.
Halton requests: Adequate funding to stabilize the child care sector, maintain the current number of licenced spaces, and allow planning for needed growth. Reversal of the subsidy funding decisions that will have financial implications for Halton Region in 2022.
Growth-Related Infrastructure:
Halton Region and its Local Municipalities have long-term infrastructure plans to ensure that municipal infrastructure is available to support planned growth and grow the economy in a responsible way. In November 2019, Regional Council approved the 2020 Allocation Program that represents a financing plan to provide roughly $1 Billion worth of water, wastewater and transportation infrastructure to support growth, development and new housing supply across the Region for the next 6-10 years. While this investment in infrastructure underscores the Region’s commitment to advancing housing supply, the absence of a provincial infrastructure plan focused on growing communities, including the delivery of schools, hospitals and highways, has resulted in barriers to increasing housing supply and economic growth. These Provincial assets are integral to unlocking housing supply opportunities and need to be financed, planned, designed and commissioned seamlessly in time to support the needs of growth in new communities. A strong partnership with the Provincial Government is vital to our community’s long-term success.
Halton requests: A coordinated, provincial infrastructure investment plan and funding connected to the Growth Plan, to support high-growth communities in advancing critical Provincial infrastructure: • New schools to support families in high growth areas like North Oakville and the Boyne Survey in Milton; • The expansion of Hospital services in Georgetown; • Investments in Provincial Transit infrastructure, including enhanced GO service (as an example: all way, two way service to Milton) and new 407 Transitway Stations in Halton, including a Neyagawa Road Station. Appropriate tools and mechanisms for delivering timely funding to pay for municipal infrastructure required to support growth.
Immediate Access to Reliable Rural Broadband Internet:
Halton Region continues to advocate to the Provincial and Federal Governments to increase broadband connectivity in Halton’s rural and urban communities. Advocating and encouraging telecommunications providers has resulted in over 15 rural Halton applications for Provincial and Federal broadband funding. To date, eight projects have been awarded, addressing 1,410 or 31% of the approximately 4,631 underserved rural Halton homes and businesses. In addition, Halton continues to plan for the coordinated implementation of next generation digital access technologies, including 5G, to ensure affordable and equitable access for Halton rural and urban homes and businesses.
Halton requests: That the Provincial Government work with Halton Region on the recently announced Infrastructure Ontario – Ontario Connects program to identify, incent and implement all remaining broadband gaps in Halton as soon as possible. Develop new strategies, funding programs and tools to ensure that the availability of next generation technologies is equitable and affordable across Halton.
133 Support for Small Business Recovery:
Survival of the small business sector is essential to pandemic recovery efforts. Online and digital channels are an important method for main street businesses to interact with customers and generate revenues. Halton is appreciative of the additional $10 million announced in the 2021 Provincial Budget for the Digital Main Street program in 2021–22 to help more small businesses achieve a digital transformation and serve customers effectively online. The Digital Main Street Program has supported over 550 businesses in Halton and a long-term investment into this program would allow more Halton businesses to benefit. In addition, Halton appreciates the Province’s three-year funding of the Region’s Small Business Enterprise Centre which allowed the Region to support over 950 entrepreneurs in 2020 to grow and create jobs, and to run the provincial Starter Company Plus and Summer Company programs which provide important grant opportunities to eligible entrepreneurs.
Halton requests: Renewed funding of the expanded Digital Main Street program in 2022-23. Enhanced multi-year funding of the Region’s Small Business Enterprise Centre commencing in 2022-23 for core services and entrepreneurship programming providing grant opportunities for local job-creating entrepreneurs.
Protecting the Health and Safety of Residents:
CN Rail is proposing to build a new truck-rail hub in the Town of Milton which would operate 24 hours a day, seven days a week, and result in 1,600 truck trips to and from the facility each day. On January 21, 2021, the Federal Government approved the truck-rail hub, putting the health and safety of Halton residents at risk. Halton Region commenced litigation in the Federal Court of Canada to review the decisions by the Federal Minister and Cabinet to approve the CN Project. Halton is taking this step to protect the health and well-being of its residents. In addition, in April, the Halton Municipalities and Conservation Halton resumed their 2018 Ontario court case against the proposed Milton CN truck-rail hub to ensure CN complies with laws that protect the health of residents and the environment. Halton is seeking to ensure that should the project move forward, that all provincial and municipal bylaws and approvals are applied to the project.
Halton requests: The Provincial Government to support Halton’s position on the CN Truck Rail Hub in Milton, at Federal-Provincial tables and in ongoing Ontario court proceedings.
134 CAO-2121709 Appendix C to MO-05-21
2021 AMO Minister Delegations
Ministry Key Issues
Health (MOH) Public Health Resources to Support Recovery • Ensuring the health and safety of Halton residents has been a priority for the Region during the pandemic and will Minister continue to be during the recovery period. Christine Elliott • As we continue to respond to impacts of COVID-19, case management, contact tracing, outbreak management, increased surveillance, producing local information for public consumption on COVID and assisting community Date: Monday, August 16 organizations, businesses and schools with infection prevention control advice remain critical. Time: 1:45-2:00PM • At the same time, Halton will need to continue to meet essential requirements under Ontario’s Public Health Standards as we move forward into recovery and post pandemic efforts. Attending: • Under funding for Public Health in Halton Region is a long standing concern that has been further heightened by the Mayor Meed Ward pandemic. In addition, supports are also required from the Provincial Government to continue the response to the Mayor Rob Burton pandemic. Mayor Bonnette • Access to COVax data at the local level remains restricted, and local Public Health Units are unable to fully meet their Mayor Krantz mandate of surveillance under the Ontario Public Health Standards due to this lack of access. Councillor Colin Best • Having community primary care offices under the public health authorizing agreement for COVax has resulted in a lack Jane MacCaskill of supports for primary care offices to operate independently and placed a larger burden on public health to provide Mabel Watt supports and manage inventory. Primary care remuneration makes it less favorable for them to offer vaccines in their offices.
Halton requests: • Increased base funding for Halton Public Health to allow strengthened infectious disease control and vaccine management, and the provision of all services required under the Ontario Public Health Standards. • Continuous engagement with Public Health Units, to support COVID recovery efforts that meet the needs of local realities, including long-term immunization needs. • Access to COVax data for local Public Health Units, for the purposes of local surveillance. • A long-term strategy to ensure that Primary Care is able and motivated to continue vaccinating the population in the future and can operate independently, as is the case for many other vaccines.
Public Health & Emergency Health Services Modernization • Since 2014, the Provincial Government has only provided a base increase in Public Health funding once, in 2018. This has resulted in a significant program funding gap. Additional costs have been incurred for Paramedic Services due to similar pressures.
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135 Ministry Key Issues
• Public Health and Paramedic Services provide service at a local level effectively, within the boundaries of the Region, and participate in a number of collaborative community partnerships. The ability to continue to do this will be critical to recovery and to ensure the health of the people of Halton. • Paramedic Services is a key contributor through community paramedic programs to reduce hallway medicine. Public Health and Paramedic Services have worked collaboratively with all parts of the local and provincial health care system throughout the pandemic, and actively contribute to Halton’s Ontario Health Teams. • The Modernization reviews began pre-pandemic. Public Health and Paramedic Services have played a key role in the pandemic response and demonstrate the value of these local services. Historic under-funding of these services have created challenges in the pandemic response and must be addressed.
Halton requests: • Re-focus the Public Health & EMS Modernization on determining the investments required in public health and paramedic services post-pandemic to improve the health of Ontarians.
Municipal Affairs and Investments in Housing Services and Homelessness Housing (MMAH) • Through Halton’s Comprehensive Housing Strategy, the Region has made tremendous progress in preserving existing housing stock and creating new housing opportunities for residents. Halton appreciates the investments made through Minister the Canada-Ontario Community Housing Initiative and Ontario Priorities Housing Initiative, however, current funding Steve Clark allocations for the two programs is significantly lower than the federal/provincial funding previously received. • Halton Region has seen an unprecedented increase in the number of individuals and families at-risk of and experiencing Date: Monday, August 16, homelessness. The pandemic environment has required new approaches to emergency shelter and supportive housing 2021 programs to enable physical distancing and appropriate infection prevention and control. Time: 10:45-11:00AM • Halton Region, like many other municipalities, has increased its footprint of physical infrastructure for homeless populations by capitalizing on one-time provincial capital funding to better meet the needs of this highly vulnerable population. Attending: • Halton Region requires increased Community Homelessness Prevention Initiative (CHPI) funding to support ongoing Mayor Meed Ward operational expenses associated with housing and supporting homeless populations going forward. The post pandemic Mayor Rob Burton environment cannot be funded in the same pre-pandemic manner – costs have increased significantly and provincial Mayor Bonnette funding must keep pace. Mayor Krantz Councillor Colin Best Halton Requests: Jane MacCaskill • Provide adequate capital and operational funding and flexibility to allow Halton to increase the supply of assisted housing Mabel Watt for families.
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136 Ministry Key Issues
• Review Halton’s base CHPI allocation and provide increased funding to allow us to meet operational requirements beyond the pandemic for at-risk and homeless populations and to fund increased homelessness prevention capacity. • Communicate clear and timely information on funding and program changes.
Protecting the Health and Safety of Residents: • CN Rail is proposing to build a new truck-rail hub in the Town of Milton which would operate 24 hours a day, seven days a week, and result in 1,600 truck trips to and from the facility each day. • On January 21, 2021, the Federal Government approved the truck-rail hub, putting the health and safety of Halton residents at risk. • Halton Region commenced litigation in the Federal Court of Canada to review the decisions by the Federal Minister and Cabinet to approve the CN Project. Halton is taking this step to protect the health and well-being of its residents. • In addition, in April, the Halton Municipalities and Conservation Halton resumed their 2018 Ontario court case against the proposed Milton CN truck-rail hub to ensure CN complies with laws that protect the health of residents and the environment. • Halton is seeking to ensure that should the project move forward, that all provincial and municipal bylaws and approvals are applied to the project.
Halton requests: • The Provincial Government support Halton’s position on the CN Truck Rail Hub in Milton, at Federal-Provincial tables and in ongoing Ontario court proceedings.
Long Term Care (LTC) Investments in Long-Term Care • The COVID-19 pandemic has highlighted the critical need for long-term care reform as evidenced by the Final Report by Minister the Long-Term Care COVID-19 Commission, and has endorsed AMO’s recommendations to the Commission. Rod Phillips • Halton Region is supportive of the Provincial Government’s decision to overhaul the “one-size-fits-all” funding model for long-term care homes and looks forward to working with the Province to accelerate the development of new and Date: Monday, August 16 redeveloped beds within the region. Halton Region operates three long-term care homes throughout the region and Time: 12:40-12:55PM requires long-term funding to support required service levels that respond to the Commission’s recommendations.
• Halton requests that the Provincial Government accelerate the development of new and redeveloped long-term care Attending: beds within the region. There is currently an insufficient number of long-term care beds available to meet the needs of Mayor Meed Ward Mayor Rob Burton the current population and to implement the recommendations from the Commission. Mayor Bonnette • Care requirements at long-term care homes in Ontario are increasing as per the increasing Case Mix Index (CMI) Mayor Krantz Councillor Colin Best Page 3 of 5
137 Ministry Key Issues
Jane MacCaskill Halton requests: Mabel Watt • Additional long-term care beds in Halton to meet the growing needs of our aging residents and underserviced communities. • Immediate delivery and implementation of the recommendations from the Long-Term Care Commission, in partnership with long-term care operators. • Increased assistance and support with ongoing long-term care resourcing including human resources and staffing, personal protective equipment and financial supports, in addition to those announced in Budget 2021. • Funding to support the implementation of the increase in hours of direct care for long-term care residents as announced on November 2, 2020.
Infrastructure (MOI) Growth-Related Infrastructure • Halton Region and its Local Municipalities have long-term infrastructure plans to ensure that municipal infrastructure is Minister available to support planned growth and grow the economy in a responsible way. Kinga Surma • In November 2019, Regional Council approved the 2020 Allocation Program that represents a financing plan to provide roughly $1 Billion worth of water, wastewater and transportation infrastructure to support growth, development and Date: Monday, August 16 new housing supply across the Region for the next 6-10 years. While this investment in infrastructure underscores the Time: 4:00-4:15PM Region’s commitment to advancing housing supply, the absence of a provincial infrastructure plan focused on growing
communities, including the delivery of schools, hospitals and highways, has resulted in barriers to increasing housing Attending: Mayor Meed Ward supply and economic growth. These Provincial assets are integral to unlocking housing supply opportunities and need Mayor Rob Burton to be financed, planned, designed and commissioned seamlessly in time to support the needs of growth in new Mayor Bonnette communities. Mayor Krantz • A strong partnership with the Provincial Government is vital to our community’s long-term success. Councillor Colin Best Jane MacCaskill Halton Requests: Mabel Watt • A coordinated Provincial infrastructure investment plan, connected to the Growth Plan, to support high-growth communities in advancing critical Provincial infrastructure: o New schools to support families in high growth areas like North Oakville and the Boyne Survey in Milton; o The expansion of Hospital services in Georgetown; o Investments in Provincial Transit infrastructure, including enhanced GO service (as an example: all way, two way service to Milton) and new 407 Transitway Stations in Halton, including a Neyagawa Road Station. • Appropriate tools and mechanisms for delivering timely funding to pay for municipal infrastructure required to support growth.
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138 Ministry Key Issues
Immediate Access to Reliable Rural Broadband Internet • Halton Region continues to advocate to the Provincial and Federal Governments to increase broadband connectivity in Halton’s rural and urban communities. • Advocating and encouraging telecommunications providers has resulted in over 15 rural Halton applications for Provincial and Federal broadband funding. To date, eight projects have been awarded, addressing 1,410 or 31% of the approximately 4,631 underserved rural Halton homes and businesses. • In addition, Halton continues to plan for the coordinated implementation of next generation digital access technologies, including 5G, to ensure affordable and equitable access for Halton rural and urban homes and businesses.
Halton Requests: • That the Provincial Government work with Halton Region on the recently announced Infrastructure Ontario – Ontario Connects program to identify, incent and implement all remaining broadband gaps in Halton as soon as possible. • Develop new strategies, funding programs and tools to ensure that the availability of next generation technologies is equitable and affordable across Halton.
Ministry of Agriculture, Food Immediate Access to Reliable Rural Broadband Internet and Rural Affairs • Halton Region continues to advocate to the Provincial and Federal Governments to increase broadband connectivity in Halton’s rural and urban communities. • Advocating and encouraging telecommunications providers has resulted in over 15 rural Halton applications for *** meeting is with PA Provincial and Federal broadband funding. To date, eight projects have been awarded, addressing 1,410 or 31% of the Randy Pettapiece approximately 4,631 underserved rural Halton homes and businesses.
• In addition, Halton continues to plan for the coordinated implementation of next generation digital access Date: Tuesday, August 17 Time: 2:20-2:35PM technologies, including 5G, to ensure affordable and equitable access for Halton rural and urban homes and businesses. Halton Requests: Attending: • That the Provincial Government work with Halton Region on the recently announced Infrastructure Ontario – Ontario Mayor Meed Ward Connects program to identify, incent and implement all remaining broadband gaps in Halton as soon as possible. Mayor Rob Burton • Develop new strategies, funding programs and tools to ensure that the availability of next generation technologies is Mayor Bonnette equitable and affordable across Halton. Mayor Krantz Councillor Colin Best Jane MacCaskill Mabel Watt
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139 Appendix D to MO-05-21
AMO Board of Directors Meeting Sunday August 15, 2021
Supplementary Items
INFORMATION ITEM
4a. Board Key Messages – Brian Lambie (Pages 1 – 2)
140 Page 1
Broadband • AMO has long advocated for universal access to high-speed, reliable, and affordable broadband and cellular connectivity. 2021 AMO Conference • AMO appreciates the substantial federal and provincial investments to ensure more people can connect and participate in the digital economy: - The Province has committed nearly $4 billion Board Key Messages to connect all Ontarians to reliable high-speed internet by 2025. - The federal government has committed $2.75 billion to their universal broadband fund. AMO • This work needs to leverage previous broadband investments to expand connectivity as broadly as • The AMO Conference brings together municipal possible. leaders and the provincial government for one of Canada’s largest virtual gatherings of Climate Change government leaders. • Municipal governments are on the front line of • The conference continues AMO’s work with the climate change. federal and provincial governments, particularly during the pandemic, to address important • W e must invest heavily in infrastructure and challenges and create opportunities for services to protect property and waterways, secure municipal governments. public safety and build communities that are adaptive to climate change. • Our members’ active participation ensures that AMO reflects municipal needs and speaks with • W e need strategies in which the environment, the strongest voice possible. social well-being and economic development are complimentary, not competing, priorities. COVID – Municipal Financial • To that end, AMO and LAS, are developing a series Sustainability of papers on the diverse aspects of climate change, from flooding and energy conservation to organics • AMO’ s advocacy helped secure additional and water systems. funding for municipal operations hit hard by the pandemic as well as social services. Infrastructure • AMO appreciates support, including: • Municipal governments own two-thirds of the public - $4 billion in 2020 from the federal and infrastructure that people depend on every day. provincial governments through the Safe • To kickstart infrastructure and the economic Restart Agreement, including critical support for recovery, the federal government has: transit systems. - Doubled the 2021 Canada Community-Building - An additional $900 million from the Ontario Fund (formerly the federal Gas Tax Fund) for a total Government in 2021, including additional of $1.6 billion administered directly by AMO to investments through the Social Service Relief Ontario municipalities. Fund, to maintain and deliver vital municipal - Reallocated funding from the Investing in services – a critical, life-saving investment for Canada Infrastructure Program to a COVID-19 both economic and social recovery. resilience stream. • Continued, coordinated federal/provincial • Investing in local infrastructure will contribute to a support to municipal governments for strong economic recovery across the province. pandemic costs will be critical to maintain services, support vulnerable people, and create • Long-term, predictable, and stable infrastructure economic growth. funding will help sustain our prosperity over the long term. 141 Page 2 Public Health Indigenous Relations • Public health staff have been working to keep us all • The recent discovery of unmarked graves at safe under immense pressures. residential schools across Canada has brought the • COVID-19 paused work to modernize public health. need for truth and reconciliation to the forefront. It’s critical that we now use the pandemic as a • We must all work together to improve quality lens to strengthen our local public health systems, of life for Indigenous people living in our which are co-funded by the Province and municipal communities. governments. • Friendship Centres are places where Indigenous • The Safe Restart Agreement provided critical federal- people living in urban communities can gather, provincial support to help public health units manage connect and receive culturally based services. Last pandemic response. As the pandemic goes on, year, AMO signed a mutual friendship declaration continued financial support is essential. with the Ontario Federation of Indigenous Friendship Centres. Paramedics • Municipal governments have also signed their own • Paramedic services, especially community declarations with local friendship centres, with paramedicine programs, played a key role in filling a commitment to collaborate on improving the local gaps and supporting pandemic response across wellbeing of Indigenous people living in Ontario’s the province. municipalities. • AMO and the Ontario Association of Paramedic Chiefs (OAPC) submitted a joint paper in June 2021 Policing on the need for a Community Paramedicine Policy • AMO’ s input on new policing regulations focuses Framework. on accountability and transparency. Long-Term Care • All municipalities must continue to be represented on consolidated OPP Detachment Boards. • AMO provided input to Ontario’s independent commission on long-term care, which investigated the • Regulations must meet evolving social needs like pandemic’s disproportionate impact on LTC residents. better mental health responses and improved relationships with marginalized communities. • The commission’s report is a platform for transforming the LTC system to address long- • New regulations must deliver value and not increase standing challenges related to resources, staffing and costs to municipal taxpayers. standards of care. Insurance • Given the complex health care services provided • Municipalities are experiencing substantial increases by LTC facilities, AMO believes that the municipal in insurance premiums in 2021. Many of the cost property tax base is not a sufficient nor appropriate drivers are global and outside municipal control, way to top up provincial funding. including low interest rates, climate-related disasters Waste Diversion and the pandemic. • AMO is pleased the provincial government finalized • As well, Ontario’s joint and several liability regime the regulation to move the Blue Box to full producer means that municipalities can be on the hook for responsibility by the end of 2025. large settlements even if they are only minimally • The regulation standardizes acceptable materials, sets responsible. target and expands services. • AMO is exploring new approaches that can balance • It’s the most important advance in waste diversion the need to care for victims while moderating since the Blue Box program began and will save insurance costs for taxpayers. municipalities $150 million a year.
KEY CONTACTS: Monika Turner, Director of Policy Brian Lambie, AMO Media Contact Brian Rosborough, Executive Director [email protected] 416-729-5425, [email protected] [email protected] 142 Follow the Conference on Twitter: @AMOPolicy Hashtag: #AMO2021 Page 1 of Report Number: CL-17-21
SUBJECT: Annual report of the Integrity Commissioner TO: Corporate Services, Strategy, Risk & Accountability Cttee. FROM: Office of the City Clerk
Report Number: CL-17-21 Wards Affected: All File Numbers: 110-03 Date to Committee: September 9, 2021 Date to Council: September 21, 2021
Recommendation: Receive and file office of the city clerk report CL-17-21 providing the annual report from Principles Integrity, Integrity Commissioner for the City of Burlington.
PURPOSE:
Vision to Focus Alignment: Building more citizen engagement, community health and culture Deliver customer centric services with a focus on efficiency and technology transformation
Background and Discussion: Bill 68, the Modernizing Ontario’s Municipal Legislation Act, 2017, which received Royal Assent on May 30, 2017, expanded the responsibilities of the Integrity Commissioners. It required that all municipal governments provide access to an Integrity Commissioner by either appointing its own Integrity Commissioner or making provisions that the services of an Integrity Commissioner be provided by another municipality. On April 23, 2018 Council approved its Code of Good Governance. Following this approval, the City Clerk along with the Regional Clerk and other area municipal clerks participated in a joint RFP to select and retain an Integrity Commissioner. Multiple bids were received, evaluated and references were checked, with Principles Integrity scoring the highest.
143 Page 2 of Report Number: CL-17-21
On June 18, 2018 Burlington City Council approved a motion to enter into a four-year agreement with Principles Integrity. The Integrity Commissioner is appointed to act in an independent manner on the application of the Code of Good Governance and other rules and procedures governing the ethical behaviour of members of Council. The Integrity Commissioner is responsible for providing Integrity Commissioner services on an as required basis in accordance with sections 223.3 to 223.8 of the Municipal Act, 2001, as amended. The services include, but are not limited to, the following duties and responsibilities: act as an advisor to Council provide advice on and assist with any drafting related to the code of conduct governing members of Council conduct investigations regarding alleged breaches of the code of good governance governing members of Council provide information to Council as to obligations under the code of good governance, policies and procedures, rules and legislation governing members on ethical behaviour provide advice to individual members regarding specific situations as they relate to the application of the code of good governance, policies and procedures, rules and legislation governing members on ethical behaviour provide information to the public regarding the code of good governance and the obligations of members of Council under the code of good governance, policies and procedures, rules and legislation governing their members on ethical behaviour provide annual reports to Council summarizing the activities of the Integrity Commissioner The Integrity Commissioner is required to preserve secrecy in all matters that come to their knowledge in the course of their duties. At the same time, the municipality is required to ensure that reports received from the Integrity Commissioner are made available to the public. Earlier this year the Ministry of Municipal Affairs and Housing, Province of Ontario has done extensive consultation on municipal codes of conduct. Staff are awaiting a report from the Ministry to review engagement findings and analysis. This report will yield themes or areas of interest for Council to investigate or explore for future iterations of a Code.
144 Page 3 of Report Number: CL-17-21
Financial Matters: The annual retainer for the Integrity Commissioner is $1000 with an hourly rate of $230 for advice or investigations, with funding provided from a corporate account. Funds spent to date include:
2018 $1,368.68 2019 $1,345.78 2020 $3,159.64 2021 (to July 31) $1,579.83 Total $7,453.93
Climate Implications Not applicable.
Engagement Matters: The city’s website includes a dedicated page for the Integrity Commissioner with instructions on making an informal inquiry and a formal complaint. A copy of Council’s Code of Good Governance is also included.
Conclusion: This report transmits the annual report from Principles Integrity, the Integrity Commissioner for the City of Burlington.
Respectfully submitted,
Kevin Arjoon, City Clerk 905-335-7600, ext. 7702
Appendices: A. Annual report from Principles Integrity Report Approval: All reports are reviewed and/or approved by Department Director, the Chief Financial Officer and the Executive Director of Legal Services & Corporation Counsel.
145 CL-17-21 Appendix A Principles Integrity
September 2021
Integrity Commissioner’s Annual Report City of Burlington
Principles Integrity is pleased to submit this annual report, covering the period from May 2020, the date of our last annual report, and July 31, 2021. The purpose of an integrity commissioner’s annual report is to provide the public with the opportunity to understand the ethical well-being of the City’s elected and appointed officials through the lens of our activities. About Us: In 2017 we formed Principles Integrity, a partnership focused on accountability and governance matters for municipalities. Since its formation, Principles Integrity has been appointed as integrity commissioner (and occasionally as lobbyist registrar and closed meeting investigator) in over 40 Ontario municipalities and other public bodies. Principles Integrity is an active member of the Municipal Integrity Commissioner of Ontario (MICO). The Role of Integrity Commissioner, Generally: An integrity commissioner’s statutory role is to carry out, in an independent manner, the following functions: • Advice on ethical policy development • Education on matters relating to ethical behaviour • Providing on request, advice and opinions to members of Council and members of Local Boards • Providing, on request, advice and opinions to Council • Provide a mechanism to receive inquiries (often referred to as ‘complaints’) which allege a breach of ethical responsibilities • Resolving complaints, and • Where it is in the public interest to do so, investigating, reporting and making recommendations to council within the statutory framework, while being guided by Council’s codes, policies and protocols. This might contrast with the popular yet incorrect view that the role of the integrity commissioner is primarily to hold elected officials to account; to investigate alleged transgressions and to recommend ‘punishment’. The better view is that integrity commissioners serve as an independent resource, coach, and guide, focused on enhancing the municipality’s ethical culture.
146 CL-17-21 Appendix A Principles Integrity
The operating philosophy of Principles Integrity recites this perspective. We believe there is one overarching objective for a municipality in appointing an integrity commissioner, and that is to raise the public’s perception that its elected and appointed officials conduct themselves with integrity: The perception that a community’s elected representatives are operating with integrity is the glue which sustains local democracy. We live in a time when citizens are skeptical of their elected representatives at all levels. The overarching objective in appointing an Integrity Commissioner is to ensure the existence of robust and effective policies, procedures, and mechanisms that enhance the citizen’s perception that their Council (and local boards) meet established ethical standards and where they do not, there exists a review mechanism that serves the public interest. The practical effect of achieving this objective is an increase in trust, respect and engagement in local affairs. In carrying out our broad functions, the role falls into two principal areas. ‘Municipal Act’ functions, focused on codes of conduct and other policies relating to ethical behaviour, and ‘MCIA’ or Municipal Conflict of Interest Act functions. From an activity perspective, an integrity commissioner’s role can be depicted this way:
Municipal Conflict of Consulting Interest Act Complaints Assistance in the Address most preparation and adoption Advisory allegations within the of Codes of Conduct and The Key function of an Integrity Code framework; Policies governing ethical Commissioner. Guidance can potential for Court behaviour application ‘bulletproof’ Council Council Council Local Board Local Board Local Board Generally not Of similar importance for applicable Local Board Members TRUST, RESPECT, ENGAGEMENT Educational Code Complaints Orientation, Annual or Specific Training, Annual Reports, Council Council Lessons Learned from Complaints Local Board Local Board
Council Code Complaints As Assigned Local Board Independent triage, Governance Advice investigation, Closed Meeting Investigations Similar, however disposition and/or Advocacy usually reporting administered in groups
The emphasis of Principles Integrity is to help municipalities enhance their ethical foundations and reputations through the drafting of effective codes of conduct and other policies governing ethical behaviour, to provide meaningful education related to such policies, and to provide pragmatic binding advice to Members seeking clarification on ethical issues. As noted
147 CL-17-21 Appendix A Principles Integrity in the Toronto Computer Leasing Inquiry report authored by the Honourable Madam Justice Bellamy (the “Bellamy Report”, seen by many as the inspiration for the introduction of integrity commissioners and other accountability officers into the municipal landscape), “Busy councillors and staff cannot be expected to track with precision the development of ethical norms. The Integrity Commissioner can therefore serve as an important source of ethical expertise.” Because the development of policy and the provision of education and advice is not in every case a full solution, the broad role of the integrity commissioner includes the function of seeking and facilitating resolutions when allegations of ethical transgressions are made, and, where it is appropriate and in the public interest to do so, conducting and reporting on formal investigations. This in our view is best seen as a residual and not primary role. Confidentiality: Much of the work of an integrity commissioner is done under a cloak of confidentiality. While in some cases secrecy is required by statute, the promise of confidentiality encourages full disclosure by the people who engage with us. We maintain the discretion to release confidential information when it is necessary to do so for the purposes of a public report, but those disclosures would be limited and rare. Our Activity on your behalf: During the period covered by this report, we have been engaged in a moderate level of activity as Integrity Commissioner for the City of Burlington which subdivides roughly into three categories: 1. Policy Development and Education During the period covered by this report, while there has not been an opportunity to provide training, we have been available to senior administration regarding ethical and governance issues. As part of our responsibilities as Integrity Commissioner, over the coming months, we will be reviewing the City of Burlington’s Code of Good Governance and will be providing recommendations regarding required updates. Where, as in Burlington, Members also serve on Regional Council, it is helpful when Codes for both City and Regional Council align. Given that we also serve as Halton Region’s Integrity Commissioner, we will endeavour to ensure such alignment, and will keep this in mind during our review. 2. Advice The advice function of the integrity commissioner is available to all Members of Council and where applicable their staff and Members of local boards on matters relating to the code of conduct, the Municipal Conflict of Interest Act and any other matter touching upon the ethical conduct of Members. Advice provided by the integrity commissioner is
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confidential and independent, and where all the relevant facts are disclosed, is binding upon the integrity commissioner. Our advice is typically provided in a short Advice Memorandum which confirms all relevant facts and provides with clarity our analysis and a recommended course of action. Though advice is confidential, we can advise that the bulk of the issues we provided guidance on this year arose in the context of properly identifying and appropriately recognizing actual and perceived conflicts of interest. The clarifications and guidance provided to Members seemed to be readily understood and welcome. During the period covered by this report, we responded to nine (9) such requests for advice. 3. Complaint Investigation and Resolution Our approach to reviewing complaints starts with a determination as to whether an inquiry to us is within our jurisdiction, is beyond a trifling matter, is not either frivolous or vexatious, and importantly, whether in its totality it is in the public interest to pursue. We always look to the possibility of informal resolution in favour of formal investigation and reporting. Once a formal investigation is commenced, the opportunity to seek informal resolution is not abandoned. Where we are able to resolve a matter without concluding a formal investigation, our practice is to provide a written explanation in the form of a Disposition Letter to the complainant to close the matter. Often the respondent Member is involved in preliminary fact-finding and will also be provided with a summary of the disposition. Where formal investigations commence, they are conducted under the tenets of procedural fairness and Members are confidentially provided with the name of the Complainant and such information as is necessary to enable them to respond to the allegations raised. During the period covered by this report, one inquiry was brought to our attention by a member of the public. The inquiry related three separate issues, which were intermingled operational complaints with claims about involvement by members of Council. Following lengthy discussion of the facts including explanation of the respective roles of staff and members of Council, the complainant determined not to file a formal complaint in pursuit of the matter. Ethical Themes Around the Province: With due regard to our obligation to maintain confidentiality, this annual report enables us to identify learning opportunities from advice requests and investigations conducted in a variety of municipalities. Non-disparagement
149 CL-17-21 Appendix A Principles Integrity
One area of prominence continues to be the failure of some Members of Council to adhere to rules against disparagement. Members of Council are entitled, and indeed expected to disagree on all manner of issues. However, one of the cornerstones to democracy must be the recognition that different opinions and perspectives are to be respected, and disagreement should not devolve into disrespect, disparagement and name-calling. Disrespectful interactions and/treatment of others can fall along a continuum which may manifest as occasional incivility and micro-aggressions, but when unchecked can culminate in bullying and harassment. Members of Council should be mindful to treat each other, staff and the pubic with appropriate respect and professionalism at all times. Some Members of Council hold a view was that they are entitled to their freely express their opinion, even if that includes disparagement of others, and so long as they share it via personal email, and not on the municipal server, they are not constrained by any rules around decorum. This is incorrect. Members are bound by the Code provisions of respectful and non-disparaging communication, whether sharing views on their own email, social media, or elsewhere. Regardless of the medium, regardless of the intended audience, and regardless of motive, we have observed several instances where Members of Council in municipalities around the province have been found to have breached ethical standards by saying or recording things they have come to regret. With respect to social media, we recently reported on the practice of an elected official who used an open Twitter account (where other users of the platform may join a discussion without seeking permission from the account holder) and who arbitrarily blocked a follower. Open social media accounts are, particularly during a pandemic, akin to the ‘town square’. Persons may be blocked from participating, but only on notice, and for proper reasons. We recommended that the municipality adopt policy guidance on the practice, and we recommend that the City consider this approach as well. Recognizing and avoiding conflicts of interest Another area Members frequently require additional clarification on is recognizing and appropriately identifying conflicts of interest when they arise. These often include when members are part of another organization or club whose interests are impacted by a matter before Council, or when members are active professionally within the community and a matter before Council may potentially impact one of their current or past clients. Take-aways from the Collingwood Inquiry The Collingwood judicial inquiry published its report, entitled “Transparency and the Public Trust: Report of the Collingwood Judicial Inquiry,” on November 2, 2020. This Report contains 306 recommendations relating to best practices in municipal governance. In particular, the Report contains important discussion regarding the rules relating to conflicts of interest applied to municipal councillors under the Municipal Conflict of
150 CL-17-21 Appendix A Principles Integrity
Interest Act (“MCIA”), which are overly narrow, focusing on pecuniary (i.e. monetary) interests. The Report warns against considering “pecuniary interest” as the sole criterion in assessing whether a councillor is subject to a conflict of interest: …it is far too easy to misconstrue the Municipal Conflict of Interest Act as addressing all the kinds of conflict of interest that Council members must confront. Despite its name, the Municipal Conflict of Interest Act does not provide a complete conflict of interest code for municipal actors. It addresses the pecuniary interests of a narrowly defined group of family members related to a Council member which are by virtue of the Act deemed to be pecuniary interests of the Council member. Council members are obligated to avoid all forms of conflicts of interest or, where that is not possible, to appropriately disclose and otherwise address those conflicts. As always, obtaining clear and reliable advice from the integrity commissioner can help avoid costly and time-consuming investigations. Staying in your lane One area of concern that arises from time to time is members of Council overstepping their role, attempting to ‘take the reins’ to fix a constituent’s problem, or directing staff how to do their job. Members of Council serve an important role in putting constituents in touch with appropriate staff, and following established processes, but it is important to strike the correct balance. Failing to recognize this may be perceived by staff as undermining staff or interfering with their duties, and may attract exposure for the Member and the municipality where the Member’s activities are not in compliance with the relevant regulatory scheme (such as using mandated personal protective equipment; following proper risk management processes; ensuring safety for the Member, their constituents, and the general public). Equally importantly, it interferes with the line- management routines properly established by the municipality so that its workers have clarity in who they are to take instructions from. Provincial Consultation regarding Codes of Conduct
Early in 2021 the Provincial Government announced a consultation on strengthening accountability regarding municipal codes of conduct, which consultation period concludes July 15, 2021. Principles Integrity is working with MICO to provide input to the Province to improve the framework while recognizing the many components which are currently working effective. Conclusion: We look forward to continuing to work with Members of Council to ensure a strong ethical framework. We embrace the opportunity to elevate Members’ familiarity with their obligations under the Code and to respond to emerging issues. As always, we welcome Members’ questions and look forward to continuing to serve as your Integrity
151 CL-17-21 Appendix A Principles Integrity
Commissioner. We wish to recognize the Members of Council who are responsible for making decisions at the local level in the public interest. It has been a privilege to assist you in your work by providing advice about the Code of Conduct and resolving complaints. We recognize that public service is not easy and the ethical issues that arise can be challenging. The public rightly demands the highest standard from those who serve them, and we congratulate Council for its aspirational objective to strive to meet that standard. Finally, we wish to thank the Clerk and the City Manager for their professionalism and assistance where required. Although an Integrity Commissioner is not part of the City administrative hierarchy, the work of our office depends on the facilitation of access to information and policy in order to carry out the mandate. This was done willingly and efficiently by City staff.
152 Page 1 of Report Number: CM-17-21
SUBJECT: Corporate project status updates TO: Corporate Services, Strategy, Risk & Accountability Cttee. FROM: City Manager's Office
Report Number: CM-17-21 Wards Affected: All File Numbers: 155-03-01 Date to Committee: September 9, 2021 Date to Council: September 21, 2021
Recommendation: Receive and file city manager’s office report CM-17-21 report providing status reports for designated corporate projects for the period April through July 2021 as detailed in Appendix A.
PURPOSE:
Vision to Focus Alignment: Building more citizen engagement, community health and culture Deliver customer centric services with a focus on efficiency and technology transformation
Background and Discussion: The City of Burlington has a number of projects to advance the V2F Focus Area 5: delivering customer centric services with a focus on efficiency and technology transformation. Specifically, Enterprise Resource Planning (ERP), Enterprise Asset Management Software (EAMS), Customer Relationship Management (CRM) and Business Intelligence (BI) have a corporate designation reflecting the breadth and depth of the scope of these projects and their contribution to achieving customer first approach and digital transformation.
153 Page 2 of Report Number: CM-17-21
In the previous report (CM-05-21), management reported the transition of the Business Intelligence project to an operating state; thus, concluding its project status reporting. In response to a motion of Council during the February 24, 2020 Council meeting with respect to the Enterprise Resource Planning (ERP) program report (IT-01-20), the first status reports were provided to Council through Corporate Project Governance and Status Updates (CM-10-20). This report also provided information on the theory of status reporting and the key elements of status reports in the City of Burlington including: Overall project status that considers scope, budget, and schedule and where clear criteria is established to objectively assess the status within each area. A brief description of the project and alignment to strategic goals. Highlights of key achievements since the last reporting period and key tasks planned for the upcoming period. Highlights of critical risks and challenges that form part of the risk management plan. Key tasks that address communications and engagement and information related to staff resourcing. Links to documents or tools and other information that may be relevant based on the project status.
Strategy/process In keeping with open communication and engagement, this report provides Committee and Council with an update on each of the three corporate initiatives including overall status, key milestones, critical risks, and other relevant information with the goal of providing assurance that project governance is working effectively. Status reports for each of the 3 corporate projects are attached in Appendix A of this report. These reports are for progress during the period April to July 2021. The criteria and guidance for assessing a project’s health status have recently been amended within the context of overall project management practices with Information Technology Services. However, for this reporting period, we are continuing to use existing criteria and guidance with transition to amended criteria and guidance for the next reporting period.
Financial Matters: Each of the corporate projects has allocated funding sources within previously approved capital or operating budgets.
154 Page 3 of Report Number: CM-17-21
Total Financial Impact Not applicable
Source of Funding Not applicable
Other Resource Impacts City staff outside of the corporate project teams are involved in the project planning and implementation (e.g. subject matter experts) for functional and technical requirements gathering, RFP assessment and evaluation, and solution implementation (including any necessary process changes).
Climate Implications Not applicable.
Engagement Matters: During project development and implementation, city staff and key stakeholders are consulted for their input in process design and operations. Corporate projects engage through their respective steering committees with information flowing to Burlington Leadership Team. Status reporting will be provided to Committee and Council on a quarterly basis and as required.
Conclusion: This report provides status reporting for the corporate projects; i.e. Enterprise Resource Planning (ERP), Enterprise Asset Management System (EAMS), and Customer Relationship Management (CRM). Reporting on project status will be provided in December covering the period August to October 2021.
155 Page 4 of Report Number: CM-17-21
Respectfully submitted,
Sheila M. Jones Wendy Hough Angela Morgan Executive Director, Interim Chief Information Strategic Lead – Customer Strategy, Risk & Officer Experience Accountability ext. 7872 ext. 7776 ext. 7374
Appendices: A. CM-17-21 Appendix A: Corporate Project Status reports – Customer Relationship Management (CRM), Enterprise Asset Management System (EAMS), and Enterprise Resource Planning (ERP)
Report Approval: All reports are reviewed and/or approved by Department Director, the Chief Financial Officer and the Executive Director of Legal Services & Corporation Counsel.
156 Program Status Report – Enterprise Resource Reporting Period: April – July 2021 Planning (ERP) Program Appendix A to CM-17-21 Reported By: Ade Ogunkoya, Project Mgr.
Project Summary and Strategic Alignment Overall Status: Y • Business transformation initiative focused on people, processes, Status Change [outline any changes] technology, data, and information required to deliver human resources, payroll, financials, and budgeting functions. • Project Timeline – Final timeline is dependent on negotiations and contract award to the successful Implementation Partner. Timeline will also be • Aligned to Vision to Focus (Focus Area 5) and the corporate IT Strategy rebaselined when a final Implementation partner is selected and approved.
Key achievements in reporting period Project Timeline (Milestones) Target date Expected Status completion Y • Negotiation with Implementation Partner started with first IP - Review of Statement of Work is ongoing. Implementation services negotiation 05/2021 09/2021 Yellow • Business Process and Policies identification and review ongoing. Implementation services contract awarded 09/2021 10/2021 Yellow • Data identification and Cataloguing ongoing. • Official onboarding to Workday application Implementation 10/2021 01/2023 Yellow • Completed Change Management activity of identifying and establishing Phased Functionality Launch 06/2022 01/2023 Yellow stakeholder groups and connectors • Privacy Impact assessment initiated Transition to operations 10/2022 03/2023 Yellow • Dedicated program team onboarded Budget Update - Final budget is dependent on the outcome of negotiation. Y Key actions planned for upcoming period • Total Program budget: $9,480,000 • Implementation Partner selection and approval – Interviews completed • Actual spent to 06/2021: $2,079,093 and contract awarded • Commitments over and above Actuals: $1,828,086.86 • Dedicated program team onboarded Scope Update • Program planning: Risk management plan; change management plan; G communications plan; decision making guidelines, • No change in scope. • Business Process and Policies identification and review ongoing. Resource Update G Stakeholder Engagement & Communication • April/May 2021: The following project members joined the ERP Program - Systems Analyst, Finance Business Lead, Business Operations Specialists, Data • ERP Program webpage on 360 for staff awareness and communication. Management Lead and Change Management lead. • Approximately 100 people were invited to participate in an awareness • June 2021: Retirement – Tracie Legg (Senior Program Manager) and Christine roadshow that will be held throughout the summer months. There is Swenor (CIO, Sponsor and Chief Negotiator) representation at the manager level and above from all 4 key pillars (EICS, • June 2021: Robert Delorme (New Senior Program Manager) CPRM, CMO, CSS) as well as union leadership from the 4 unions representing city staff. • June 2021: Wendy Hough (Acting CIO, Sponsor)
Legend: R = At Risk Y = Warning G = On Track157 Program Status Report – Enterprise Resource Reporting Period: April – July 2021 Planning (ERP) Program Reported By: Ade Ogunkoya, Project Mgr. Critical Risks and Issues Response Strategy
• Dependency on output from other City projects and initiatives e.g., • Mitigate: Stay connected with other Project Managers and Sponsors to Job Evaluation Initiative, EAMS Project: Several projects and clearly identify dependencies, expected outcomes and align timelines. initiatives are underway that may impact functionality and • Job Evaluation: the ERP Program team has continued to work integrations within Workday. For example, the output of the Job with the Job Evaluation team to ensure we are aligning timelines Evaluation (Job titles, Positions, Grades etc.) will form the background data for the HCM SKU/Module and Payroll SKU/Module during the and expectation. Workday implementation. • Timely Decisions and Approvals: The ERP program will trigger • Mitigate: Decision making guidelines, linked to the ESSC decision makers, change/reviews in some processes, business rules and policies that will as defined in the ESSC Terms of Reference, will guide the decision-making require decisions. The collaborative nature of the City’s approach to process throughout the lifecycle of the ERP program. The guidelines decision-making could extend program timelines and subsequently identify all decision maker(s) and will expedite decision timelines budget.
• Timelines, Scope and Budget: Implementation Partner Negotiations • Accept: We will continue to monitor this risk and adapt as needed. The may impact timelines, scope and budget. Risk response may change with outcome of negotiations with the selected Project Status - Additional Notes Implementation partner. • Change Resistance: The amount of expected change associated with • Mitigate: A change management plan that is focused on better user the ERP program and other initiatives within the organization on the adoption and reduction of change resistance will be developed. Stakeholders could cause change resistance or change fatigue.
Legend
158 Project Status Report – Enterprise Asset Reporting Period: April – July 2021 Reported By: Wendy Hough/ Management Solution (EAMS) Project Andrew Maas/Julie Hutchings Project Summary and Strategic Alignment Overall Status: G • Implementation of a new enterprise-wide software solution, based on future-ready businesses processes related to Burlington’s linear, fleet and Status Change [outline any changes] equipment, and facility assets, to power the City’s delivery of asset • On Track – Contract has been awarded to AGL, and Project kicked-off. maintenance and capital planning. • Aligned to: Burlington Strategic Plan (4.1); Vision to Focus (Focus Area 5); Corporate IT Strategy (5); Corporate Policy Strategic Asset Management Project Timeline (Milestones) Target date Expected Status Key achievements in last reporting period completion G • Completion of Phase 1 - Core Elements (Infrastructure set-up) Phase 2-1-1 – Integrations and Jun 07/21 Sep 21/21 On Track • Completion of Phase 1 - Core System Deployment including single sign Common data on (SSO) and GIS Integration • Completion of Technical and Administrative training sessions Phase 2-1-2 – Corporate Inventory Management and Transportation Jul 19/21 Jan 13/22 On Track • Development of EAMS Change Management Plan stockroom setup • Completion of awareness Roadshows to the impacted teams Phase 2-1-3 – Onboard: Sign Shop • Phase 2 – Linear Assets Implementation Kick-off meeting Aug 16/21 Jan 20/22 On Track Key actions planned for upcoming period Phase 2-1-4 – Onboard: Cemeteries Aug 16/21 Jan 25/22 On Track • Pre-Work Set-Up for Phase 2 –Linear Assets Implementation for Cartegraph and Assetic Software Budget Update G • Completion of timesheet/payroll feed project Total Capital Budget Expenditures: $4,356,300. Funds remaining: • Integrations: SAP, CRM and Payroll $3,864,823 (88.7%). • Corporate Inventory Management and Transportation services stockroom setup Scope Update G Stakeholder Engagement & Communication • Addition of Transportation services stockroom to the scope of the project • Enterprise Software Steering Committee: Project Status Report; Procurement Update; Staff Recruitment Update; EAMS Risk Governance Framework; Risk Register; CSSRA Committee Meeting Update. • EAMS Advisory Committee: Project Status Report; Procurement Update; Resource Update G Revised Draft Project Schedule; Summary of Implementation ‘Roll-Out’; Cartegraph/Assetic Software Demo and Kick-Off Meeting Info. • Hiring process for a new Project Manager is underway • EAMS Stakeholders: Link to EAMS Project 360 webpage; Procurement Update; Thank you message to all who supported procurement process.
Legend: R = At Risk Y = Warning G = On Track159 Project Status Report – Enterprise Asset Reporting Period: April – July 2021 Reported By: Wendy Hough/ Management Solution (EAMS) Project Andrew Maas/Julie Hutchings Critical Risks and Issues Response Strategy
• Staff capacity: unavailable staff resources as a result of competing • Accept: The Project Team though its communications will provide priorities and/or impact of COVID-19 advance notice of when project activities could impact stakeholders. If required, activities can potentially be re-sequenced to adjust components within the schedule. Impact to scheduled milestones will be reported. • Scope Creep: Project stakeholders request new requirements • Mitigate: All potential changes to scope will be brought to Steering Committee following change control process, assessing impact to schedule and budget. Risk of implementing the change and risk of not implementing the change will also be reported. • Low User Adoption: Project stakeholder adopt the new solution to • Mitigate: Development of a Change Management Strategy and Projectvarying Status degrees - Additional compromising Notes project benefits. execution of change management tactics following the City’s adopted Enterprise Change Management model. • Complex and Changing Integration Environment: EAMS related • Mitigate: Participation in standing integration meetings led by ITS with integrations require additional work/rework due to coordination attendance of other project managers to discuss sequencing, timing and requirements of EAMS integrations with other existing and/or emerging dependencies of various integrations. solutions and related upgrades. • SAP Integration: Complexity of SAP integration with Cartegraph require • Mitigate: Engage with Region of Halton to assess SAP integration significantly more staff, consulting and/or time resources than context and determine next steps required to begin SAP integration. estimated, impacting system configuration and design and project schedule.
160 Project Status Report – Customer Reporting Period: Apr–Jul 2021 Relationship Management (CRM) Reported By: Fabi Karimullah, Project Manager
Project Summary and Strategic Alignment Overall Status: R Implementation of a Customer Relationship Management (CRM) system and corporate Consolidated Contact Center model is a key initiative within the Status Change [outline any changes] V2F Strategic Plan, Focus Area 5 - Delivering Customer Centric Services with a Focus on Efficiency and Technology Transformation. • Delays in implementation of 2 departments due to COVID-19 impact on department priorities, staff availability and customer service Key achievements in last reporting period Project Timeline (Milestones) Target date Expected Status completion • CRM successfully launched in May to Transit Department with enhanced R support from Service Burlington Deployment- Service Burlington, Complete 2019 2019 • Launch of updated security model and three software version upgrades Clerks, Transportation • Launch of Business Intelligence (BI) data view & dashboard CRM “Lite” pilot – RPF, Transit 10/2020 10/2020 Complete • Consultant engaged for incremental HR staffing analysis CRM Full Deployment - Transit 04/2021 05/2021 Complete • RPF – system & integrations design and build, process reviews, user acceptance testing, desktop installations & communications planning CRM – RPF 09/2021 09/2021 On Track • Knowledge transfer sessions between RPF & Service Burlington CRM - Planning, Bldg & By-law Q1/2022 TBD At Risk • Project planning & engagement sessions with Recreation Community & Culture, Community Planning, Building & By-law staff Budget Update Y Key actions planned for upcoming period • $3.11M approved budget to date; expenditures on track • Budget requirements for operationalization of CRM & customer • RPF & Service Burlington staff training, communications experience objectives under review • RPF launch of CRM including business process changes and move to Scope Update Y Service Burlington consolidated contact center model • Launch of Answer Plus after-hours phone service in Service Burlington • Scope increased to include series of CRM-Cartegraph (EAMS) • Vendor contract changes to address CRM-Cartegraph integrations and integrations over 2.5-year timeframe future/delayed department rollouts • Implementation of Community Planning and Building & By-law • Integrations planning & testing delayed due to workload and inability to dedicate resources to implementation. • Budget and resource planning for operationalization of CRM project and team • Web enhancement/upgrade required due to obsolete CRM widget Resource Update R Stakeholder Engagement & Communication • Redeployment of 1 existing FTE position from RPF to Service Burlington • Regular engagement with CX Steering Committee, CX Working Group, • Loss of project team resource (Change Management Lead) Service Burlington and operationalized departments • Successful transition to operations requires extension of Project team • Business process analysis with RPF and Service Burlington beyond March 2022
Legend: R = At Risk Y = Warning G = On Track161 Project Status Report – Customer Reporting Period: Apr–Jul 2021 Relationship Management (CRM) Reported By: Fabi Karimullah, Project Manager
Critical Risks and Issues Response Strategy
1. Operational priorities due to COVID-19 and/or other projects impact • Mitigate: Extend timeframe for completion of scope enhancements and departments’ ability to prioritize and complete CRM project tasks in department rollouts through gradual operationalization of project and required timeframe. resources; revised response strategy will require additional budget.
2. Failure to address resource changes in Service Burlington and impacted • Mitigate: Engage HR consultant to develop staffing framework. This departments will affect staff and delay project deployment . activity will be performed incrementally as departments are transitioned to CRM/consolidated contact center and may impact timelines. 3. Inadequate framework and resources to continue CRM activities and • Mitigate: Develop restructuring plan through Designing & Evolving Our Customer Experience strategy when project transitioned to operations. Organization and capital/operating budget planning. 4. COVID-19 and impact of staff working from home adds complexity to • Mitigate: Use of collaborative remote software, cost sharing, additional rollouts, hardware deployment, training and support. sessions to support revised training model. 5. CRM web product requires upgrade/enhancement to meet web and • Mitigate: Website fixes in progress and alternatives for upgrade, customer service standards enhancement or replacement to be assessed for future implementation. Project Status - Additional Notes • None
Legend
162 Page 1 of Report Number: CM-18-21
SUBJECT: Service re-design interim modifications and resumptions TO: Corporate Services, Strategy, Risk & Accountability Cttee. FROM: City Manager's Office
Report Number: CM-18-21 Wards Affected: All File Numbers: 155-03-01 Date to Committee: September 9, 2021 Date to Council: September 21, 2021
Recommendation: Receive and file appendix A of city manager’s office report CM-18-21 providing information about service re-design decisions made under delegated authority during the period July 14 to September 6; and Receive and file appendix B of city manager’s office report CM-18-21 providing an update on the City’s adoption of a Hybrid Workforce Model – City Manager’s Office; and Receive and file appendix C of city manager’s office report CM-18-21 providing interim service delivery modifications approved by the Burlington Leadership Team, Emergency Control Group and/or service leads for facility ventilation – Health & Safety Human Resources; and Direct the Chief Financial Officer to track and monitor the financial implications of the above service delivery program changes in the ongoing COVID-19 financial impact reporting to Council.
PURPOSE:
Vision to Focus Alignment: Building more citizen engagement, community health and culture Deliver customer centric services with a focus on efficiency and technology transformation
Background and Discussion:
163 Page 2 of Report Number: CM-18-21
City Manager’s Office report CM-12-20 (CSSRA May 14, 2020) contained the City’s service re-design strategy outlining a responsive and highly measured approach to resuming delivery of City services and operations considering the Province’s direction for continued protections for vulnerable populations and continued practice of physical distancing, hand washing, respiratory hygiene and significant mitigation plans to limit health risks. This strategy was necessary to address the fundamental principle that the way we interact with our community and customers to deliver services in the post-pandemic environment will not be the same way we delivered our services pre-pandemic. The service re-design strategy report (CM-12-20) included direction for the City Manager to bring service re-design interim modifications to Committee, as required, in accordance with the following criteria: Service Level impacts (each stage) ‒ Increase and/or decrease of service levels – longer-term ‒ Commission and/or decommission of services Financial Impacts ‒ operating and capital budget implications Corporate policy impacts Community Impacts Reputation and other risks
Service resumption within the authority of the Burlington Leadership Team, Emergency Control Group, and/or service leads are reported to CSSRA Committee for information purposes. City Manager’s Office report CM-14-21 (Council July 13, 2021) delegated authority for service re-design decisions up to $250,000 per individual decision to the City Manager or his delegate during the Council approved break in scheduled committee and Council meetings from July 14 to September 6. This report also directed the City Manager to report these decisions to Committee in September.
Strategy/process Through implementation of this strategy, management and staff are realizing opportunities to advance the way we deliver services to continue to protect the health and safety of our community and staff and do our part to limit the spread of COVID-19. With the community and customer in mind, taking advantage of these opportunities to improve service delivery and identification and mitigation of risk are key to successful re-design.
164 Page 3 of Report Number: CM-18-21
Every service is different; yet there are common processes and areas of work. As such, the degree of change will vary service to service. For some services, there may be cycles of change dependent on the Province’s staged re-opening and the guidelines provided under their orders. In keeping with the need to re-design and to be agile to respond to the time-sensitive nature of some decisions, this report serves as a template for bringing decisions and information to the CSSRA Committee. As such, it is beneficial to provide an overview of how and what is expected in this report format.
Recommendations and Appendices Recommendations are either for “approval” or “receive and file”, depending on the nature of the information being brought forward. Approval: the recommendation(s) is specific to the service and references the relevant appendix with an executive summary and information related to service level impacts, financial impacts, human resource implications, community impacts, corporate policy impacts and reputation and other risks.
Receive and file: the recommendation references the relevant appendix where Committee will find the executive summary(ies) of the service re- design plan(s) for identified services.
Financial Matters: The full financial impact of service re-design will not be understood until all stages of the Province’s re-opening framework have been implemented and the City has had the time to implement the necessary changes it has identified. Where possible, incremental or comparative financial information will be provided with the understanding this information is subject to change.
Other Resource Impacts Similar to the financial impact, the impact on human resources may not be fully known until all stages of the Province’s re-opening framework have been implemented and the City has had the time to implement the necessary changes it has identified. Where possible, information on redeployment and other resource measures will be provided. With respect to financial and human resource impacts, an underlying assumption for service re-design and resumption is the unknown nature of customer behaviour. It is assumed there will be slow uptake of programming (e.g. recreation programs) and
165 Page 4 of Report Number: CM-18-21 services (e.g. transit, development applications, etc.) during, and potentially after, the Province’s re-opening. This slow uptake may affect both revenue and costs and human resource requirements.
Climate Implications The effect of the actions taken by the City as it re-designs services to ensure the continued protection of the health and safety of the Burlington community and City of Burlington staff and to limit the spread of COVID-19 pandemic may result in reductions of fossil fuel use and other environmental impacts of facility and vehicle/equipment operations.
Engagement Matters: A principle of the service re-design strategy is the customer’s perspective. During the course of service re-design, the City will engage with internal and external stakeholders and partners. Notwithstanding, the Provincial guidelines serve as our basis for re-design and re-opening. It is possible the changes needed to meet these guidelines will have an impact on the customer experience and City staff will do what is possible to minimize the impact.
Conclusion: These service re-design recommendations address the fundamental principle that the way we interact with our community and customers to deliver services in the post- pandemic environment are not the same way we delivered our services pre-pandemic. Management and staff are realizing opportunities to advance the way we deliver services to continue to protect the health and safety of our community and staff and do our part to limit the spread of COVID-19.
Respectfully submitted,
Sheila M. Jones Tim Commisso Laura Boyd Executive Director, City Manager Executive Director Strategy, Risk & Accountability Human Resources 905-335-7600 ext. 7872 ext. 7608 ext. 7631
166 Page 5 of Report Number: CM-18-21
Appendices: A. CM-18-21 Appendix A: Service Re-design Decisions made under Delegated Authority B. CM-18-21 Appendix B: City of Burlington’s Hybrid Workforce Model C. CM-18-21 Appendix C: Facility Ventilation – Health & Safety Human Resources Report Approval: All reports are reviewed and/or approved by Department Director, the Chief Financial Officer and the Executive Director of Legal Services & Corporation Counsel.
167 Appendix A: CM-18-21 Service Re-design Decisions Under Delegated Authority
• City Manager’s Office report CM-14-21 (Council July 13, 2021) delegated authority for service re- design decisions up to $250,000 per individual decision to the City Manager or his delegate during the Council approved break in scheduled committee and Council meetings from July 14 to September 6.
• As of this agenda publication (August 27, 2021), there have been NO decisions made under this delegated authority. • Any decisions made between August 27 and September 6 will be provided in the COVID verbal update
1 Appendix 168A - CM-18-21 Hybrid Workforce Update: City Manager’s Office Human Resources
CM-18-21 Appendix B
1 169 Background
• A project team was established at the beginning of the pandemic to develop a remote policy for city employees.
• In October 2020, an interim Remote Work Policy was approved with the intent of providing guidance to staff around usage and reimbursement of city equipment, city accessories and additional services.
• The Remote Work Policy Team surveyed staff in late 2020 to gather feedback on the interim policy and to gather insights on wishes for a future and more permanent Remote work policy for the City.
2 Appendix 170B - CM-18-21 What is important about Hybrid?
In early fall, a Hybrid policy will be launched outlining guidelines for the post-pandemic work arrangements for city employees.
A key principle of this policy is that hybrid work arrangements be flexible, designed to ensure that the sense of community and organizational culture can be maintained and operational requirements, collaboration, information sharing, innovation and effective service delivery needs can be met
This policy positions the City as an employer of choice as we promote diversity, innovation, inclusivity and progressive and environmentally responsible actions. All of which is sustainable through the provision of flexible work opportunities with the following objectives: • Address the City’s strategic plan objectives e.g. become an employer of choice • Increase the City’s ability to attract, retain and engage high quality, high performing employees. • Leverage technology to increase employee productivity and engagement • Create collaborative work spaces and provide more consistency with office layouts • Improve employee satisfaction • Reduce business costs
3 Appendix 171B - CM-18-21 The Policy
• Applies to all non-union regular full‐time or regular part‐time including contract staff and in certain cases unionized staff (pending collective agreement.)
• Hybrid work arrangement will be based on job responsibility first and employee preference second.
• Employees must live in the province of Ontario when carrying on job-related work.
• The arrangements are subject to ongoing review and may be terminated or suspended at any time, given cause, or when business needs dictate.
4 Appendix 172B - CM-18-21 The Approach
• This project is a collaborative effort between various departments within the corporation such as Customer Experience, Human Resources, Facilities, IT, Clerks, Communications, etc.
• Employee specific, it’s a matter of choice.
• Roll out will be in Phases: – Phase 1: Focus is data gathering, “pilot” while minimizing infrastructure and resource impacts. – Phase 2: Focus will be a full implementation including revitalized workspaces, collaboration areas and additional hoteling spots.
• Revitalize infrastructure to support Hybrid model: facility and technology.
• Procedural and training documentation are currently in development.
5 Appendix 173B - CM-18-21 Timelines
6 Appendix 174B - CM-18-21 Facility Ventilation: Health & Safety Human Resources
CM-18-21 Appendix C
1 175 Facility Ventilation
Current conditions: • In 2020, aligning with best practice recommendation from ASHRAE**, the City upgraded air filters to a Minimum Efficiency Reporting Value of 13 (MERV 13). Compared to the standard filters typically used, MERV 13 filters have greater capability of filtering small particles (including virus containing aerosols) from the air. • In addition, where equipped, fresh air intake dampers were opened as much as feasible to introduce more fresh air into City facilities **ASHRAE = American Society of Heating, Refrigerating and Air-Conditioning Engineers Risks: • The more efficient air filters, as well as the increase in fresh air intake, results in the filters becoming loaded/dirty more than with typical (pre-COVID) operating conditions. The loaded/dirty filters were observed when performing the standard 90-day filter change service. • Loaded/dirty filters may restrict air flow and reduce overall air changes (clean air) in the space Decision: • In consultation with our HVAC service contractor, a recommendation to increase the frequency of filter changes from every 90 days to every 60 days was proposed and approved by the Emergency Control Group. • The higher efficiency filter (MERV 13), increase in fresh air and increase in the frequency of filter changes is a temporary COVID-19 ventilation control measure and these enhancements are not intended to be continued beyond the pandemic. • Costs • Approximate total cost, $50,000 for next 12 months funded from COVID account.
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SUBJECT: Hybrid Council and standing committee meeting strategy TO: Corporate Services, Strategy, Risk & Accountability Cttee. FROM: Office of the City Clerk
Report Number: CL-25-21 Wards Affected: All File Numbers: NA Date to Committee: September 9, 2021 Date to Council: September 21, 2021
Recommendation: Approve the hybrid City Council and standing committee meeting strategy as outlined in office of the city clerk report CL-25-21.
PURPOSE:
Vision to Focus Alignment: Building more citizen engagement, community health and culture Deliver customer centric services with a focus on efficiency and technology transformation
Background and Discussion:
What is in Scope? This report pertains to City Council and standing committee meetings. Internal staff meetings will be dependent on the internal health and safety guidelines. Advisory Committees meetings will be reviewed at a later date, and their meeting rules will build upon learnings gained from City Council and standing committee meetings and internal guidelines and policies. The proposed plan for hybrid meetings is contingent on internal health and safety controls and public health gathering guidelines. If there are changes made by Public Health Ontario, hybrid meetings will be adjusted accordingly to ensure participant safety, therefore the plan will be flexible and responsive. Modifications to the way
177 Page 2 of Report Number: CL-25-21 meetings occur will be determined by the City Clerk and City Manager, in accordance with public health regulations, in consultation and advice from the internal Health and Safety group through Human Resources. Physical in-person participation of members of Council is optional. Staff are configuring the Council Chambers to be hybrid, to accommodate in-person and remote participation. Members of Council will have a choice as to whether to participate in person or remote (for each meeting). Work will be completed to ensure that all participants have an equitable and seamless meeting experience. The assumption is that elements of hybrid meetings will continue after the pandemic. The introduction of the Delta variant has challenged previous health and safety protocols. The recommended approach presented in this report is cautious, as the Delta variant is highly contagious.
Remote Meeting Timeline The following timeline shows how remote Council meetings have evolved since March 2020 to the time of preparing this report. March 24, 2020 - Special Council meeting held to enact necessary Procedure By-law amendments to allow remote participation. A remote meeting guide was posted to the city’s website which provides additional information on how virtual meetings will occur. April 20, 2020 - Procedure By-law amendments approved to enable virtual delegations. May 25, 2020 – Approved path forward to allow for statutory public meetings in accordance with the Planning Act R.S.O. 1990. First statutory planning meeting held – September 15, 2020. July/ August 2020 – Ontario legislature passed Bill 197, the COVID-19 Economic Recovery Act, 2020, which allowed for electronic meetings beyond a declared emergency, and proxy voting at Council. In August 2020 Council amended their Procedure By-law to allow for remote participation beyond a declared emergency. September 2020 - Virtual advisory committee meetings began. January 10, 2021 - Council initiated a process to turn on cameras as an additional accountability and transparency measure. July 13, 2021 – Council passed the following staff direction, for a report back in September 2021 regarding in person hybrid Council meetings. Direct the City Clerk to initiate the planning and implementation of a gradual transition of City Committee/Council meetings (as well as public access) to a hybrid model of Committee/Council that accommodates both in-person as well as continued virtual options and report back on a plan at the September CSSRA
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Committee meeting with a projected transition/implementation goal of Q4 2021. (SD-25-21)
Key Considerations – Health and Safety A review was conducted of in-person meeting elements, in consultation with Public Health Halton and our internal Health and Safety group through Human Resources. As the pandemic progresses some of this information may become out of date and guidelines may be required to change. Staff will work with the necessary groups to periodically review and ensure the health and safety of those physically participating in Council Chambers meetings. Any changes will be effectively communicated to all participants. From a public health perspective there is no guidance or regulation limiting the duration of an event or gathering. Exposures less than 15 minutes are considered low risk (in most cases), exposures over 15 minutes would need to consider other factors to determine risk. Mitigation may help reduce risk, such as masks, distance, ventilation, and plexiglass barriers. Physical Space in the Council Chambers The City of Burlington has a relatively small Council, with only seven members. A review of the Council table yields that there is enough room to distance participants around the Council table to allow for 10 participants. It is recommended that the 10 participants include, all members of Council, the Clerk, the City Manager, and one member of staff. Public delegations will be permitted if the initial phases of the plan are successful, and this item will be fully discussed in a subsequent report in December. For health and safety measures, members of the public will not be allowed within the dais, the metal partition within the Chambers. Masks in the Council Chambers Those who are intending to participate at an in-person hybrid meeting will be required to wear a mask when they are not speaking. Only one person will be permitted to take their mask off in the Chambers at a time. After a participant speaks and they have yielded the floor to the Chair, or to another speaker, then the mask must be put back on. In addition, after each meeting, the Council Chambers equipment will be wiped down by facilities staff (current practice). At present, small internal meetings are permitted, through the City of Burlington Safety Plan, however all participants must be adequately distanced and must remained masked at all times. Cleaning will increase when members of the public are permitted into the Council Chambers. In addition, masking requirements may also change when members of the public are permitted. Currently the City of Burlington’s Mask By-law, 62-2020 as amended, indicates once a space is open to the public, masking requirements as per
179 Page 4 of Report Number: CL-25-21 the By-law are in effect. Delegations add more complexity from a health and safety and resourcing capacity, and this will be further explored in the report regarding public delegations which is anticipated in December 2021. Plexiglass Plexiglass barriers are still recommended as part of the hierarchy of controls by the Provincial Health Ontario. Should Council approve the plan, clerks’ staff will work with facilities staff to procure and install plexiglass barriers similar to that installed at Halton Court Services. These barriers will be installed in between participant stations, however, the delegate station is still under review. Air Filtration and Fresh Air into the Building City Hall’s air handling filter’s Minimum Efficiency Reporting Values (commonly referred to as MERV) is now set to a rating of 13. Filters will be changed more often due to the higher quality of filter. More particles will be captured and thus the need to change them will increase. City Hall currently has two filter racks, the first one containing MERV 8 filters and the second containing MERV 14 filters. These are facility staff recommendations that will be coordinated by Health and Safety and Facility operations. Ventilation maybe improved by more air exchanges with outdoor air. The City has brand new HVAC units, that allow for a minimum outdoor air percentage of 20-25% depending on the unit. The units have yet to be increased to their capacity as they are relatively new, and staff are monitoring to ensure they are functioning as designed before their operating settings are altered. The system will be monitored regularly to ensure adequate fresh air is brought into the building. Hierarchy of Controls The above methods can be seen in the context of a hierarchy of controls. At the top of the hierarchy is elimination and substitution. This means that if there is an increase in cases, meeting controls will move up the hierarchy and Council and standing committee meetings will be remote, or virtual. Following the hierarchy means that we are aiming to create an intrinsically safer system of public meetings, wherein some or all members can participate in the same meeting space with a reduced risk of illness.
Proposed Timeline The following timeline is built on a best-case scenario. The timeline is iterative and deliberate to allow for staff to review how meetings occur, learn from experience, and adjust. We are constantly learning about the virus and prevention, therefore practices or procedures may be amended throughout the timeline. Should there be a spike in cases or another lockdown the timeline may be paused or rolled back to the previous stage. In
180 Page 5 of Report Number: CL-25-21 completing the plan staff have identified two areas where additional reports will be provided: Report 1: Report to CSSRA regarding changes to the Remote Meeting Procedures Guide. In addition, the guide will be appended to the Procedure By-law as a schedule. Report 2: Information report to CSSRA to provide an update on hybrid meetings, and to provide additional information on in-person delegations. Action Anticipated Completion Date Plan Approved September 21, 2021 Procure Install Test Additional Equipment September - October 2021 Report #1 to CSSRA October October 6 with special Council meeting on October 6 to approve in time for October 19. Proposed First Hybrid Meeting October 19, 2021 – dependent on plexiglass installation. EICS – Proposed Pilot for Hybrid November 15, 2021 Standing Committee Meeting Full Slate of standing committee meetings December 2021 (Not Audit), staff making presentations will be permitted as a pilot. Information Report # 2 (Delegations) to December 6, 2021 CSSRA First in person delegations January 2022
Council meetings are relatively short, on average about one hour. In contrast, the standing committee meetings have extended throughout the workday into the evening. Council was selected as the pilot as it is customarily the shortest in the meeting cycle. In November, the hybrid pilot may include the Environment, Infrastructure and Community Services Committee (EICS) which is customarily the shortest standing committee meeting at this time.
Technology in the Chamber To create a hybrid meeting space, the following equipment is required.
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Four mini HD Cameras: installed within the interior of the Council desks, this will feed into a system that will allow for a seamless meeting experience for all participants. The regular cameras will be used for the broadcast. Additional Audio Speakers: purchased and installed at each workstation to ensure that in-person participants will be able to hear the audio around the room, and from remote participants. These speakers feature headphone jacks for additional accessibility. Additional Cabling and Installation: has been procured to ensure that all new equipment can be powered. This cabling will require installation. Should Council endorse the plan, staff will include in the October 6 report, how the technology will be mapped out, as to how the technology will affect the remote meeting mechanics and the guide. Further instruction will be provided in advance of the hybrid pilot, to all participants.
Procedural Changes Currently, City of Burlington remote meetings operate in the authority of the Remote Meeting guide, working in concert with the Procedure By-law. If Council chooses to pursue hybrid meetings, the guide will be reviewed in terms of the new technology and hybrid processes that may be introduced. Staff will return to the October 6, 2021 CSSRA meeting with a path forward. It is anticipated that the Remote Meeting guide will be refreshed and formally adopted as a schedule the Procedure By-law. In order to conduct the October 19 Council meeting, a special Council meeting on October 6, 2021 will be required, to ratify any procedural changes before the hybrid meeting occurs.
Advisory Committees At present, Room 247 in City Hall has been outfitted for in-person staff meetings. A potential venue for hybrid meetings, the room has the capability to incorporate use of a meeting room computer, and a mounted camera. If the strategy is approved, throughout Q4 2021 Office of the City Clerk staff will work with their respective committees to determine whether their committees wish to pursue a hybrid model. A decision to pursue a hybrid model will require a majority vote of the committee. If they are to resume, only six members will be able to participate in person, and masks must be worn at all times when in the building and throughout their committee meetings.
Proxy Voting – Reconfirm Schedule 12 of Bill 197, the COVID-19 Economic Recovery Act, 2020, introduced the ability for a municipality to pass procedure by-law amendments to afford for proxy voting at Council meetings. At this time, there are no large municipalities that have adopted
182 Page 7 of Report Number: CL-25-21 proxy voting. The concept of awarding a proxy for an entire meeting does bring forth questions on what occurs when substantive amendments, alternate motions, or new business is introduced that the member who is absent has not seen or reviewed. Although this tool may allow for greater flexibility for Council members, there is no recommendation at this time.
Municipal Comparators Through conducting research and best practices for this report it was discovered that those larger municipalities that had hybrid meetings in 2020, have reverted to remote meetings during the second and third waves of the pandemic. At the time of writing this report, some municipalities are considering piloting hybrid meetings, such as St. Catharines, in early September. Further, several smaller municipalities have resumed in person meetings during the summer of 2021 with distancing and the use of masks.
Strategy/process Committee must determine whether the risk of adding more participants to a meeting in the Council Chambers outweighs potential benefits. As the virus continues, with each infection, the chances of the virus mutating as it replicates increases. Mutations may lead to dominant variants, which may be stronger than the previous. With the Delta variant in Ontario, cases are beginning to increase, and there may be a fourth wave of infection. This variant is strong and contagious. The Delta variant has changed the approach to gathering controls, which has challenged previous thinking on public health protection.
Options Considered An alternate is to defer this report until the pandemic has subsided to allow for hybrid meetings to be piloted in safer conditions. This would allow for the hybrid pilot to take place without having to factor in as many public health restrictions. The elimination of in- person delegations, by considering Council as a cohort may significantly reduce risk. This will also reduce reporting, and the background research required. In addition, preparing this report took significant time away from other policy work within the department. Should Council approve this plan, two additional reports are required, and resources will be taken off prior commitments with respect to reports and policy requests.
Financial Matters: The capital costs associated with preparing for hybrid Council Chambers meetings is approximately $20,000. The purchase and installation of the audio-visual equipment
183 Page 8 of Report Number: CL-25-21 and cabling are approximately $6,000. It is approximately $14,000 to acquire and install the plexiglass around the Council Chambers table and the delegate station.
Total Financial Impact Costing for Council Chambers remediation to afford hybrid Council meetings is approximately $20,000.
Source of Funding The expenses incurred in 2021 to remediate the Council Chambers for hybrid meetings will be recovered by Provincial Safe Restart Agreement funding.
Other Resource Impacts For every virtual meeting, there are one or two additional staff from the Office of the City Clerk who support the meetings from behind the scenes. Should Council approve the plan and allow for delegates into the Council Chambers, it may increase in-person meeting support costs as staff in-person assistance may be required.
Climate Implications With hybrid meetings, remote participants will help to keep the carbon footprint of a meeting low, through reduced travel.
Engagement Matters: In working on this report, Public Health Halton, and internal Health and Safety staff, through Human Resources were consulted. Staff have worked with staff in Facilities and IT on costings and descriptions of elements of this report. Staff have also checked with the Hybrid Workforce Team to ensure that this report is not conflicting with other existing City of Burlington documentation. No members of the public were consulted. If approved, the Office of the City Clerk will facilitate conversations with their respective advisory committees on whether they would like to pursue hybrid meetings.
Conclusion: During the pandemic, to meet the needs of Council and to keep the business of the Corporation moving, meetings have moved remotely. With lower COVID-19 case counts, staff have created a plan to get Council back into the Chambers safely.
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Respectfully submitted,
Kevin Arjoon City Clerk 905-335-7600 ext. 7702 Report Approval: All reports are reviewed and/or approved by Department Director, the Chief Financial Officer and the Executive Director of Legal Services & Corporation Counsel.
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SUBJECT: Lobbyist Registry implementation TO: Corporate Services, Strategy, Risk & Accountability Cttee. FROM: Office of the City Clerk
Report Number: CL-28-21 Wards Affected: All File Numbers: Date to Committee: September 9, 2021 Date to Council: September 21, 2021
Recommendation: Approve the Lobbyist Registration policy attached as appendix A to office of the city clerk report CL-28-21.
PURPOSE:
The purpose of this report to present a Lobbyist Registry framework in the form of a corporate policy for implementation.
Vision to Focus Alignment: Building more citizen engagement, community health and culture Deliver customer centric services with a focus on efficiency and technology transformation
Background and Discussion: On May 5, 2021 Office of the City Clerk report CL-15-21 regarding a Lobbyist Registry was presented to the Corporate Services, Strategy, Risk and Accountability committee (CSSRA), with options for implementing various components of a lobbyist registry in accordance with section 223.9 of the Municipal Act, 2001, S.O. 2001, c. 25. Four options were submitted for consideration which reflected a range of lobbyist registry perspectives, as presented through a jurisdictional scan.
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Debate at the May 5, 2021 standing committee was lengthy, members of Council raised several questions regarding the purpose of the registry, the definition of what constitutes lobbying and who would be classified as a lobbyist. Committee supported components of option 1, for example restricting actions recorded to meetings, and to include in some components of option 2. These option 2 components are to clearly articulate the definition of lobbying and lobbyist, and to approach the registry from a corporate online form with a commitment towards regular reporting. Council’s decision represents a half-step between the existing business meeting registry process and option 2 and introduces the concept of lobbyist registry lite. It is anticipated that building upon the meeting registry process coupled with basic tenets of a lobbyist registry will deepen the understanding for Council and the community on key concepts. This foundational knowledge may help support an informed engagement in 2023 when staff are seeking input. The following table below was presented in report CL-15-21, with modification. Staff have highlighted the option decided by Council to demonstrate how it fits into the larger spectrum of lobbyist registry types. In addition, this report seeks to clarify for Council on what had been selected, highlighting provisions and differences. Option 1 Option 1.5 Option 2 Option 3 Option 4 Expansion of Selected by Voluntary Mandatory Mandatory the Business Council on Lobbyist Registry – Self Registry – Meeting May 18, 2021 Registry – No Enforcement Enforcement Registry Enforcement Type Voluntary Voluntary Voluntary Mandatory Mandatory Applies to Meeting Lobbyists Lobbyist Lobbyist Lobbyist participants definition definition definition (current) Determined by Determined by Determined Public Public by Public Consultation Consultation Consultation Impacts Members of Members of Determined by Determined by Determined Council Council Public Public by Public (current) Consultation Consultation Consultation Subject A decision or Lobbying Determined by Determined by Determined Matter matter that is means Public Public by Public going to communicati Consultation Consultation Consultation Council, or on with a that intends public office to advance holder by an
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the business individual of the City, or who a matter to represents a which the business or participant financial may receive interest with any form of the goal of remuneration trying to or benefit influence (current) legislative action Registration Manual Manual Manual or Technological Technological (current) Technological Staffing Existing Existing Existing or Enhanced Enhanced Resources Enhanced Maintained Councillors Corporately Corporately Corporately Corporately By and Mayors Office Lobbyist No No No No Yes Registrar Enforcement No No No Yes Yes
Strategy/process Lobbying is generally defined in federal, provincial and municipal legislation as any oral or written communications with a public office holder in an attempt to influence decisions concerning legislative actions. The purpose of this type of legislation is not to restrict lobbying, but to shed light on representations to government, and to support the City's existing accountability and transparency programs. In addition, a registry allows the public to be made aware in advance of potential issues that may affect their interests or those of the public in general. Further to the May 18, 2021 Council decision, the City Clerk was directed to proceed with implementing a lobbyist registry, to report back after public consultation in Q1 2023 with options (SD-11-21); and that the registry be implemented in September 2021.
Draft Lobbyist Registration Policy The policy decisions that Council determined in May are reflected in the proposed corporate policy on Lobbyist Registration attached as Appendix A.
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The registry of lobbyists would be public, and designed to record the lobbying of City Council (meetings only) with representatives that have a business or financial interest and the goal of trying to influence legislative action. The policy places the onus on the lobbyist to register using the proposed lobbyist registration form and process. All submissions are filed with the Clerk pursuant to Sections 2 and 3 of the policy, and the form will be finalized after Council approves the policy.
Key Definitions Lobbying: communicating with a public office holder by an individual who represents a business or financial interest with the goal of trying to influence legislative action. Legislative Action: the development, introduction, passage, defeat, amendment or repeal of a bylaw, motion, resolution or the outcome of a decision on any matter before Council or a Committee of Council. Public office holder: under the Policy refers to all members of Council. Communication: restricted to meetings, both in person and virtual. (Does not include any other forms of communication.) Note: This definition reflects a narrow scope of activity and mirrors the existing Ward 2 business meeting registry. A future registry may expand the definition of communication to include all expressive forms of contact including telephone calls, emails, text and social media messages, applicable to Option 3 or 4 registries (page 2).
Information a Lobbyist provides in Advance of a Meeting to a Member of Council Each form/return to be filed within specified time limits under section 2 of the policy must contain the following information: Name, business address and contact information of the lobbyist. Whether they are a consultant lobbyist, in-house lobbyist or voluntary unpaid lobbyist. Name of the individual, client, or other entity, including all business names under which the individual, client or other entity is operating, on whose behalf they are lobbying. Name of the individual or individuals they are lobbying. Subject matter. Date on which the lobbying will start and finish, with the date on which the lobbying finishes being no more than one year after the date on which the lobbying starts. If the lobbyist has received government funding related to the undertaking, and the names of other parties involved in the lobbying activity.
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Filing is done once for each lobbying undertaking and includes all subsequent meetings and lobbying activities related to the same application by the same lobbyist.
Role of the City Clerk The Office of the City Clerk has the following responsibilities associated with a registry: Create a registry, determine consultation and registration times in relation to when lobbyists may file returns and notices and when the registry will be available for scrutiny. Examine whether the returns and notices submitted contain all the required information and whether they are submitted in the form and manner prescribed in the policy. Refuse to accept, or remove from the registry, any return or notice that does not contain all the required information or the required form, and replace the return with the corrected information and form.
Restrictions on Application of Policy The proposed policy does not apply to other levels of government or public sector officials, including members of First Nations of Indian band councils, officials and employees of the City, the Region of Halton, the Town of Milton and Oakville and Town of Halton Hills, and other municipal bodies, publicly-funded school boards and educational institutions, publicly-funded healthcare institutions and certain municipal associations. The policy does not apply to oral or written submissions made in proceedings that are a matter of public record to Council or a Committee of Council or communication that occurs during a public process such as a public meeting, hearing, consultation, open house or media event held or sponsored by the City or a public office holder or related to an application. Lobbying exemptions also include communication restricted to a request for information, communication restricted to compliments or complaints about a service or program, submitting a bid proposal as part of a procurement process and any communication with designated employees of the City as permitted in the procurement policies and documents of the City and communication regarding a financial interest by not-for-profit groups or organizations where such group or organization has no paid staff. The proposed policy does not apply to the enforcement or interpretation of any policy or legislation or the implementation or administration of any policy, directive or program that applies to that person or organization. The policy does not apply in respect of submissions on behalf of a personal matter related to a constituent. However, a development application considered to specifically benefit a constituent would be covered by this policy.
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Publishing of Registry The process to compile, amend and post the registrations to the City’s website will occur through a manual process of posting accessible records that can be searched using a control + find function. At this time, the city’s business intelligence program, Web Focus, does not feature a public dashboard component to display registrations, it may be considered for future iterations. Through the course of the pilot, analyses will be conducted to determine the staff time to conduct the process manually and availability of technological systems to achieve more efficient and effective process.
Implementation and Communication of Policy Requirements Subject to Council adoption of the policy, the Office of the City Clerk will work with internal stakeholders to implement the registry process including the finalization and publication of: - the corporate registration form; - education materials for the public; - templates for the registry; and - internal standard operating procedures for staff. Staff have provided two sample communication materials that assist both the public and staff with understanding the purpose and registration requirements, an information sheet attached as Appendix B, and a flow chart attached as Appendix C. In addition, appropriate information will be posted on the City's web site. The policy and lobbyist registration forms will be available at the Office of the City Clerk’s counter in City Hall and on the City's web site. The onus will be on the lobbyist to properly register in advance of undertaking lobbying efforts with any public office holder.
Monitoring the Implementation of the Policy As directed by Council, staff will monitor the implementation of the policy as the City’s first foray into a corporate lobbyist registry. Analysis and feedback on the policy and implementation will form part of the public consultation to occur in the first quarter of 2023. After the engagement, staff will report back on the outcomes of the pilot program, the engagement results and recommend potential options for implementation.
Options Considered As reported in CL-15-21, other municipalities that have implemented a lobbyist registry program include the Cities of Toronto, Ottawa, Hamilton, Brampton, Vaughan, Region of Peel, and the Town of Collingwood. In each case, by-laws have been adopted that govern the program, administration, enforcement, penalties and sanctions.
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Staff reviewed the by-laws for the respective municipalities in detail and have incorporated pertinent elements of a lobbyist registry as per Council direction. Staff considered a by-law, however, as this is a pilot program with no enforcement provisions, sanctions or penalty to enforce, a by-law is not required. It was determined a corporate policy approach sufficiently documents the requirements of the pilot program.
Financial Matters: As indicated for option 1, expansion and enhancement of the existing business meeting registry model as a lobbyist registry, includes the least costs as existing staff and processes can be leveraged in application of the existing system for all Council members. Throughout the pilot program, staff will track progress and monitor the need for additional financial resources. Time and resources required for development of legislative framework, processes, consultation, communications, and training may have impacts on a number of internal departments.
Climate Implications Not applicable.
Engagement Matters: Engagement on the terms of the lobbyist registry identified by the Corporate Services, Strategy, Risk and Accountability Committee and Council occurred through the course of the meeting and the public’s ability to delegate and submit written correspondence. Further engagement on the pilot program and consultation on other options will occur as directed in Q1 2023. Office of the City Clerk staff will partner with Corporate Communications to create a comprehensive public education campaign, and in 2023 launch engagement to garner feedback on the program, and to inform what a permanent lobbyist registry may look like.
Conclusion: Building upon report CL-15-21 regarding a lobbyist registry, and subsequent direction of Council, staff have provided a draft policy for approval, and an implementation plan for the pilot program.
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Respectfully submitted,
Kevin Arjoon City Clerk [email protected]
Amanda Fusco Deputy City Clerk [email protected] Appendices: (if none delete section) A. Draft Lobbyist Registration Corporate Policy B. City of Burlington Lobbyist Registration Information Sheet C. City of Burlington Lobbyist Registration Flow Chart Report Approval: All reports are reviewed and/or approved by Department Director, the Chief Financial Officer and the Executive Director of Legal Services & Corporation Counsel.
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Corporate Policy Appendix A CL-28-21 General Lobbyist Registration
Approved by Council on: MMMM d, yyyy Report Number: Effective: MMMM d, yyyy Reviewed on: MMMM d, yyyy Amended: MMMM d, yyyy Next Review: MMMM d, yyyy Note:
The purpose of the Lobbyist Registration policy is to put in place registration and disclosure requirements to ensure that the residents of Burlington have access to information about persons who attempt to influence decisions of City public office holders through the use of lobbying in relation to legislative actions. The establishment of a Lobbyist Registry is authorized by section 223.9 of the Municipal Act, 2001.
Policy Statement:
The Lobbyist Registry promotes transparency regarding attempts to influence municipal decision-making and ensures that complete information and disclosure of lobbyists and the clients they represent become public information for the benefit of Council and the general public.
Scope:
This Policy applies to all members of Council.
Definitions:
For the purpose of this Policy, unless otherwise stated, the following definitions shall apply:
194 Corporate Policy
“business day” means any day on which the City’s administration buildings are open for business; "City" means the City of Burlington; "Clerk" means the holder of statutory officer position of City of Burlington City Clerk; "code of conduct" - means the Lobbyist Code of Conduct, attached as Schedule A to this Policy; “communication” means a meeting (virtual or in person); “constituent” means a. with respect to the Mayor: i. an individual who resides in the City; or ii. an owner or operator of a business or other organization located in the City; and b. with respect to a Councillor: iii. an individual who resides in the Councillor’s ward; or iv. an owner or operator of a business or other organization located in the ward. "Council" means the elected Council of the City of Burlington; “legislative action” means the development, introduction, passage, defeat, amendment or repeal of a bylaw, motion, resolution or the outcome of a decision on any matter before Council or a Committee of Council. “lobby” means any communication with a public office holder by an individual who represents a business or financial interest with the goal of trying to influence legislative action. "lobbyist" means an individual with the intent to lobbying, being a consultant lobbyist, in-house lobbyist or voluntary unpaid lobbyist and: (a) "consultant lobbyist" means an individual who lobbies for payment on behalf of a client (another individual, a business or other entity); (b) "in-house lobbyist" means an individual who is an employee, partner or sole proprietor and who lobbies on behalf of his or her own employer, business or other entity; and (c) "voluntary unpaid lobbyist" means an individual who lobbies without payment on behalf of an individual, business or other entity for the benefit of the interests of the individual, business or other entity;
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"lobbyist registry'' means a system of registration in which registrations (returns) of persons who lobby public office holders and shall include such information as specified in subsection 3.1; "public office holder" means a member of Council; "registration" means a filing by a lobbyist regarding a subject matter they intends to lobby on as set out in section 2; "return" means an update of a registration filed by a lobbyist as set out in subsection 3.2; and "undertaking" means an undertaking by a lobbyist to lobby.
Objectives:
1. Restrictions on Application of Policy 1.1 This Policy does not apply to any of the following persons or bodies when acting in their professional official capacity: a) Government or public sector, other than the City: i. Members of Senate, House of Commons, legislative assemblies of provincial/territorial governments, persons on the staff of the members; ii. Members of First Nations or Indian band councils, persons on the staff of the members; iii. Employees or consultants retained by the Government of Canada, government of a province or territory, a First Nations or Indian band Council, federal or provincial crown corporation or other federal or provincial public agency; iv. Members of a council or other statutory body, including a local board, charged with the administration of the civil or municipal affairs of a municipality in Canada other than of the City, persons or staff of the members, or officers or employees of the municipality or local board; and v. Members of a national or sub-national foreign government, persons on the staff of the members, or officers, employees, diplomatic agents, consular officers or official representatives in Canada of the government.
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b) Officials and employees of the City, the Region of Halton, the Cities of Milton and Oakville and Town of Halton Hills, and other municipal bodies; i. Public office holders; ii. Officers, directors, employees of a local board of the City and acting in their public capacity; iii. Member of an Advisory Committee, acting in their public capacity and appointed by City Council. c) Publicly-Funded School Boards and educational institutions: i. Halton District School Board; ii. Halton Catholic District School Board; iii. Conseil Scolaire Viamonde iv. Conseil scolaire catholique MonAvenir, and v. Universities, colleges, and other publicly-funded educational institutions. d) Publicly-funded Healthcare Institutions, including but not limited to: i. Joseph Brant Hospital; and ii. Halton Healthcare. e) Municipal Associations, including but not limited to: i. Association of Municipalities Ontario; and ii. Federation of Canadian Municipalities. 1.2 . This Policy does not apply to the following activities: a) Communication that is a matter of public record or occurs during a meeting of Council, a Local Board or Committee of Council; b) Communication that occurs during a public process such as a public meeting, hearing, consultation, open house or media event held or sponsored by the City or a public office holder or related to an application; c) Communication restricted to a request for information; d) Communication restricted to compliments or complaints about a service or program; e) Communication with a public office holder by an individual on Page 4 of 11 Lobbyist Registration 197 Corporate Policy
behalf of an individual, business or other organization regarding: i. the enforcement , interpretation or application of any Act or by- law by the public office holder and with respect to the individual, business or organization, ii. the implementation or administration of any policy, program, directive or guideline by the public office holder and with respect to the individual, business, organization, iii. a personal matter of the individual, business or organization, unless it is communication that is in respect of a matter that falls under the definition of lobbying, that is for the special benefit of the individual, business or organization. f) Communication by an applicant, an interested party or their representatives with respect to an application for service, grant, planning approval, permit or other license, permission or approval with a public office holder if the communication is restricted to providing general information on an application, including a proposed or pending application, or to inquire about the application review process. g) Communication with a public office holder by an individual on behalf of an individual, business or organization in direct response to a written request from the public office holder; h) Communication to a Member of Council by a constituent of the Member of Council, or an individual on behalf of a constituent of the Member of Council on a general neighborhood or public policy issue; i) Communications directly related to those City-initiated consultative meetings where an individual is participating as a stakeholder; j) Communication for or against a policy or program that state a position where the primary focus is broad community benefit or detriment, whether City-wide or local, and where that position would have no direct, indirect or perceived benefit to a business or financial interest of the individual, business or other organization on whose behalf the communication is undertaken, k) Communication regarding a financial interest by not-for-profit groups or organizations where such group or organization has no paid staff.
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2. Requirement to File a Lobbyist Registration 2.1 A registration in the prescribed form as per the City Clerk in accordance to this Policy and containing the information required by section 3 is to be filed with the Clerk by a lobbyist, within ten (10) days after entering into an undertaking to lobby. 2.2 Only one registration needs to be filed for each undertaking even though the lobbyist may, in connection with the undertaking, (a) communicate with one or more public office holders on one or more occasions, or (b) arrange one or more meetings between a public office holder and any other person. 3. Form and Content of Lobbyist Registration 3.1 Each registration filed under section 2 is to include the following information as applicable: (a) the name, business address and contact information of the lobbyist; (b) if they are a consultant lobbyist, in-house lobbyist or voluntary unpaid lobbyist; (c) the name of the individual, client or other entity, including all business names under which the individual, client or other entity is operating, on whose behalf they are lobbying; (d) the name of the individual or individuals they are lobbying; (e) the subject matter and date on which the lobbying will start and finish, with the date on which the lobbying finishes being no more than one year after the date on which the lobbying starts; (f) if the lobbyist has consulted with other elected or appointed officials of City employees about the undertaking; (g) if the lobbyist has received government funding related to the undertaking; and (h) the names of other parties involved in the lobbying activity. 3.2 The Lobbyist shall set out in the registration the subject matter in respect of which the lobbyist intends to lobby on: (i) each subject matter that the lobbyist will lobby on; (ii) description of the issue being lobbied, including particulars of any relevant City proposal, by-law, motion, resolution, policy, program, directive, grant, or guideline;
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(iii) date on which the lobbying will start and finish, with the date on which the lobbying finishes being no more than twelve (12) months after the date on which the lobbying starts; (iv) names of public office holders being lobbied. 3.3 A lobbyist shall file a return updating any change their registration within ten (10) business days of the change taking place. 3.4 The subject matter shall be closed once lobbying is complete or within twelve (12) months of lobbying commencing, whichever is sooner. 3.5 The lobbyist shall close the subject matter registration they have filed not later than thirty (30) days after the completion or termination of the lobbying activity. 3.6 The lobbyist is solely responsible for meeting the requirements with respect to registrations and returns set out in this section. 4. Responsibilities of the Lobbyist 4.1 An individual with the intent to lobby must file registration if they intend to lobby public office holders at the City of Burlington in accordance with this Policy. 4.2 An individual who lobbies shall register their activity no later than ten (10) business days after the lobbying takes place. 4.3 Lobbyists must disclose if they have held a public office holder position at the City and the date the individual ceased to hold the position. 4.4 Lobbyists must disclose if they hold a position on a local board of the City. and, 4.5 Lobbyists must adhere to the Code of Conduct, attached as Schedule "A" to this Policy, during the conduct of lobbying activities with public office holders. 5. Responsibility of the Public Office Holders 5.1 The Public Office Holder is responsible for: i) Advising individuals with an intent to lobby of the City’s Corporate Policy on Lobbyist Registration; and ii) Not commencing, or alternatively ceasing, lobbying-related communication with an individual who has the intent to lobby who has not filed a registration in accordance with section 2 of this Policy.
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6. Certification of Registration and Date of Receipt 6.1 An individual who submits a registration, to the Clerk under this Policy is to certify: (a) on the document; or (b) in the manner specified by the Clerk, if the document is submitted in electronic or other form under section 7, that, to the best of the individual's knowledge and belief, the information contained in the document is true. 6.2 Subject to sections 7.2 and 8.5, for the purposes of this Policy the date on which a registration is received by the Clerk is the date on which the return is considered to have been filed. 7. Submission of Documents in Electronic of Other Form 7.1 A registration that is required to be submitted to the Clerk under this Policy may be submitted in electronic or other form by the means and in the manner specified by the Clerk. 7.2 For the purposes of this Policy, any registration or other document that is submitted in accordance with section 7.1 is deemed to be received by the Clerk at the time provided for in this Policy. 8. Duties of the Clerk 8.1 The Clerk will establish and maintain a registry in which a record of all registrations submitted to the Clerk under this Policy is to be kept. 8.2 The registry will be organized in the manner and kept in the form as the Clerk may determine to be reasonable. 8.3 The Clerk may do one or more of the following: (a) verify the information contained in the registration; (b) subject to section 8.4, refuse to accept a registration that does not comply with the requirements of this Policy or that contains information not required to be supplied or disclosed under this Policy; (c) delegate, in writing, to a person employed in the Clerk's office any of the Clerk's functions under this Policy; and (d) authorize a person to whom functions are delegated under subsection (c) to subdelegate those functions to another person employed in the Clerk's office. 8.4 On refusing to accept a return or other document under section 8.3(b), the Clerk will:
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(a) inform the individual who submitted it of the refusal and the reason(s); and (b) allow a reasonable extension of the time set under this Policy for filing the registration if that individual cannot reasonably be expected to file another registration immediately. 8.5 A registration that is filed within the time allowed under section 8.4(b) and is accepted by the Clerk in place of one refused under section 8.3(b) is deemed to have been filed or submitted, as the case may be, on the date the Clerk received the one that was refused. 9. Public Access to Registry 9.1 The Lobbyist Registry shall be available for public inspection through electronic, web-based access at all reasonable times.
Principles:
The Lobbyist Registry supports the transparency, accountability and integrity of the government decision-making process. The Lobbyist Registry promotes open dialogue between the many stakeholders that complement our community and increases customer service and information sharing.
References:
Municipal Act, 2001 R.S.O. City of Burlington Accountability and Transparency Corporate Policy City of Burlington Code of Good Governance City of Burlington Code of Conduct for Local Boards and Committees
Roles:
Accountable: Position in the organization answerable for the timely review, updating and dissemination of the policy in the functional area. Completion of this field is mandatory.
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Responsible: Position in the organization performing the work to achieve the task. Typically one position although others can be delegated to assist in the work required. Completion of this field is mandatory.
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Schedule A – Lobbyist Code of Conduct
. Honesty o Lobbyists shall be expected to conduct themselves with honesty and integrity. . Openness o Lobbyists shall be open and transparent regarding their activities. . Disclosure of Identity and Purpose o Lobbyists shall disclose the identity of the person(s) or organization(s) on whose behalf they are acting, as well as the reasons for the communication. o Lobbyists shall register their activities in accordance with the Lobbyist Registry requirements. . Information and Confidentiality o Lobbyists shall inform their client, employer, or organization of their obligations under the Lobbyist Registry. o Lobbyist shall only provide factual information to public office holders. o Lobbyists shall not knowingly mislead anyone and shall use proper care to avoid doing so inadvertently. o Lobbyists shall not divulge confidential information unless they have obtained the informed consent of their client, employer or organization, or disclosure is required by law. . Competing Interests o Lobbyists shall not represent competing or conflicting interests without receiving permission of those different parties. o Lobbyists shall advise public office holders that they have informed their clients of any actual, potential or apparent conflict of interest and obtained the informed consent of each client concerned before proceeding or continuing with the undertaking. o Lobbyists shall not lobby on a matter regarding which they have also provided advice to the City. . Improper Influence o Lobbyists shall avoid the appearance of, and reality of, impropriety. o Lobbyists shall not knowingly place public office holders in a conflict of interest, or breach of their own code of conduct.
Page 11 of 11 Lobbyist Registration 204 Appendix B to CL-28-21
Lobbyist Registry
Why Register? Who Should Register?
Anyone who engages in lobbying The Registry is an online tool Lobbying is a legitimate activity that must register. This includes paid that documents interactions benefits not only lobbyists, but employees, partners, or sole between individuals who lobby public office holders and members proprietors of any organization who City of Burlington Council of the public as well. The benefits lobby on its behalf (in-house Members in a centralized of lobbying are lost, however, when lobbyist), individuals who lobby for registry that is easy to access they take place behind closed payment on behalf of a client and search. This ensures doors. The nature of lobbying is (consultant lobbyist) and individuals greater transparency in the representing a business or financial who lobby without payment on decision-making process. interest with the goal to trying to behalf of a business or for-profit influence legislative action. entity.
205 Appendix C to CL-28-21
By answering a few yes or no questions you can determine whether you are a AM I A LOBBYIST? lobbyist or need to register your lobbying activities.
Are you a delegation speaking during a Council, Committee of Council, or local board? Are you speaking on the public record during a public meeting or open house? Are you requesting information? Are you providing compliments or complaints about a service or program? Are you communicating with a public officer holder as part of a existing, Council-approved process (building permits, procurement, planning applications, etc.)?
You are Are you communicating with a public office holder, outside You are not a of a normal process, seeking a direct or indirect financial NO not a Lobbyist benefit? Lobbyist
Are you being paid to communicate with a public officer You are holder or do you represent a business or financial interest or NO not a a not-for- profit organization with paid staff? Lobbyist
Are you a government or public sector official acting in You are your public capacity? not a YES Lobbyist
Are you communicating Are you communicating Are you communicating, on behalf of an for payment and on without payment, on organization or business behalf of a client behalf of a business or of which you are an (another individual, for-profit organization? employee, partner or company, partnership or sole proprietor organization)?
You are You are an You are You are a You are You are a not a in-house not a consultant not a voluntary Lobbyist lobbyist Lobbyist lobbyist Lobbyist unpaid lobbyist
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