Mayor Ann Lawlor's 2024 Halton Hills Chamber of Commerce Speech

I’d like to acknowledge my fellow Council colleagues that are here today. I also want to recognize Chris Mills, our CAO and leader who makes all the ideas operational. Damian Szybalski, our commissioner of Community Services is here as head of our Economic Development team. We also have several other departments, including Library and Fire, as well as staff from Halton Hills Hydro. Please give a wave. 

I appreciate having the opportunity to spend this time with you and share some information about decisions we are making at the Halton Hills Council table and how they might affect and inspire you in the business community. 

Now, before I dive into the important details, I have to say that every time I meet with members of the Chamber of Commerce, there’s always one thing they seem to agree on - they want better roads and infrastructure, more business supports, faster permits, but they don’t want taxes to go up! 

Well, as much as I like a good challenge, I’m still working on that magic formula where we can have it all! But I do promise that we’re doing our best to make sure Halton Hills remains a thriving and competitive place to live and do business. 

A guiding principle for our council and virtually all governments that are responsible to their citizens is the ‘Common Good’. This refers to the benefits and interests that are shared by all members of a community. It identifies collective well-being over individual gains and requires participation in political processes to achieve and deliver. I’m talking about the design and provision of items such as roads and pools, libraries, community planning, public education, a healthy environment and healthcare, which serve the entire community. 

Residents, taxpayers, pool some of their resources to finance and manage the common good. Government is about working together to achieve shared success – on projects that we could not achieve without collective action. There are some things that you just can’t accomplish on your own. 

Our Halton Hills Strategic Plan, developed last year by our Council, and for the common good, is built on four main pillars: a Thriving Economy, preservation of our Natural Areas and Heritage, effective Infrastructure and Asset Management, and lastly, Safe and Welcoming Communities. 

Some strategies that are in place include: 

To ensure our economy flourishes, we will expedite the development of employment lands, attracting and retaining businesses that align with our town’s priorities and create jobs. We will promote the redevelopment and growth of commercial areas, while also supporting the viability of our agricultural businesses, the backbone of our rural economy. 

Additionally, we will advance residential intensification where it is planned, ensuring balanced growth. We are committed to increasing public access to parks, natural areas, and green spaces, providing our residents with places to relax, play, and connect with nature. 

Protecting and enhancing biodiversity, the river valley watershed, and the Niagara Escarpment landforms are paramount. These natural features are not only beautiful but also vital to our environmental health. We will also preserve the built and natural heritage features that define our communities, ensuring that our town retains its unique character and history. 

Our town’s infrastructure must be resilient. We will ensure that our assets, and services keep pace with population and housing growth. Improving road safety and maintaining and renewing green infrastructure are also top priorities. 

We aim to ensure that our facilities and programs meet the evolving needs. Supporting community-driven and partnered recreation and sport programming is essential for fostering a healthy and active population. We will align emergency services with town growth and enhance outreach and engagement within our communities, ensuring that everyone feels safe and supported. So that is the vision, and through our budget process, we put your money to work. 

After many hours of deliberations, last week, Council completed the 2025 budget. Coming up with a budget that is realistic, meets expectations, and recognizes that costs are going up but income is not, is quite the balancing act for Council. On the whole, it reflects our commitment to fiscal responsibility while honouring our strategic plan. 

But we had to be very clear about priorities and consider: 

There were hundreds of items included in the 2025 staff recommended budget that were valid. These included new legislated responsibilities mandated by the Province, as well as necessary improvements, essential repairs, efficiencies, and needs expressed by our residents. 

That Halton Hills residents expect high-quality service. We know that our residents take pride in our community, and they expect a high standard of service - well-maintained parks and playing fields, roads and sidewalks that are paved and ploughed, and professionally managed recreational programs like aquafit classes and day camps.  

There are also many other services – many behind the scenes – that ensure everything happens in legal and safety-compliant ways, such as conducting building inspections and issuing building permits, tracking our finances, defending appeals at the Ontario Land Tribunal, and meeting legislative and communication obligations. All these services and more contribute to the substantial cost it takes to operate a municipality of our size and caliber. 

We also had to consider that municipal expenses are increasing, but municipal income is not. Municipal expenses for significant projects such as road construction continue to rise substantially. However, non-tax revenues for the Town, including development charges, have decreased. Assessment growth remains flat in our community, and capital and emergency reserves are lower than optimal.  

Also on our minds as the budget was being developed were the impacts of deferring or phasing in big expenses over the next few years. We know that this postpones essential projects such as road paving, facility expansion, and parkland acquisition. Deferring projects kicks the can down the road. Additionally, were there alternative revenue sources such as grants and fundraising for important projects? Could we seek other funding for the development of the Eighth Line Park beside the Gellert Centre? 

I also was very conscious as I thought about the budget that property tax increases should not impose hardship. Council understands the challenges our residents face with rising inflation for basic living expenses – especially housing, heating, transportation, and food. Many individuals live on fixed incomes, making every property tax dollar critical when balancing personal household expenses. And finally, how to adjust the budget to keep Halton Hills within the median range residential tax range compared to other GTA municipalities. 

Final Budget Decision -We made over $1M in cuts to the staff recommended budget 

The cumulative impact of reductions to the staff recommended budget results in a projected increase of 4.4% to the Town’s portion of the residential property tax. This equates to an increase of $40 per $100,000 of Current Value Assessment for a home in Halton Hills. For a home assessed at $600K, this will mean about $240 more per year for Town services. The region and police and education will add some more. 

Despite the dedication of time and thought, I have to admit that in some ways, the final outcome of our deliberations was unsatisfactory for many, including me. The honest truth is that our Council cut out important initiatives that will leave our corporation and/or residents vulnerable. At the same time, the budget increases still seemed too high. There are real risks in the decisions we made. In some cases, we did kick the can down the road. And you know what? This is the situation with every municipal budget in the province. 

The fact is, the current structure of municipal finances in Ontario (and Canada) is unsustainable. The property tax base was not designed and cannot accommodate the needs and demands on our municipal governments. Our municipal associations are pressing the province and federal government to give municipalities greatercapacity to finance their responsibilities. One idea is to share part of the land transfer tax, and another is to contribute a portion of GST to municipal expenses. I hope it happens in my lifetime, because property taxpayers are carrying an uneven burden. 

I’m hoping that you, at this juncture, are feeling really sorry for me! Nonetheless, we are making progress as a community and here are some ways you will see 2025 budget investments at work in each of our Town departments: 

Legal and Enforcement 

We recognized the need for increased response to bylaw enforcement and legal challenges and added staff to take on these responsibilities. In some cases, these costs will be offset by fines and reductions and moving what have been external costs (such as legal services) to an in-house resource, making some of these additions revenue neutral. As an example, we’re upping our game with speed enforcement, so beware of the cameras, you’re liable to get caught!

Another enforcement issue is illegal truck depots. We hope to make more progress on this as it has taken a huge number of resources. Halton Hills has over 50 illegal truck terminals that disregard municipal bylaws and regulations. These illegal operations are taking place on our prime agricultural lands, with unpermitted buildings being constructed and numerous loads of unknown fill being brought in. Not to mention the new roadway entrances they create, which are safety risks. It is quite galling to see laws blatantly ignored. The Town and other GTA municipalities have attempted prosecuting illegal truck terminals for years with some success, but this comes at a great cost. Simply put, municipalities require better tools to discourage these lawbreakers. 

What we have done is partner with other municipalities and identified changes to provincial legislation that will provide more effective prosecution and deterrence. I am hopeful that the Province will eventually respond and that we can change the course and deter the practice of illegal truck depots through successful and severe financial penalties. 

Culture, Recreation and Parks 

Our parks and recreational facilities are vital to the well-being of our residents. This year, we completed park and playground enhancements and introduced new programs that have been met with enthusiasm. Our Culture Daysoffering with wide involvement from heritage, music, dance, visual arts and theatre was recognized nationally! In 2025, we will continue to enhance our parks, adding more green spaces, planting street and park trees and recreational amenities.   

We will also be increasing some of our part time seniors’ staff to full time. Our two Hillsview seniors’ centres are lively spots, and we need more staff to keep up with the sprightly seniors in their sixties, seventies and eighties. 

Public Works, Transportation and Engineering 

Building permit activity will also be ramped up in 2025 as Vision Georgetown and other building projects are underway. Council has also introduced a new State of Good Repair Levy. The money from the SOGR Levy will be transferred to Town reserves to maintain Town assets.  We put money into our roads, bridges, and facilities so that we can extend their useful lives. We have completed several major projects, including road repairs such as Main and Mills streets were resurfaced in Acton at the same time as the Hallowe’en Trick or Treat AND the Santa Claus Parade. And there was barely a peep of complaint! (Unlike last year when I was almost run out of town with major road repairs on virtually every road in and out of Georgetown!)    

For 2025, we have a robust plan that includes further improvements to our roads. That’s, frankly, where most of your money goes. It’s a huge portion of the budget. As an aside, our geography- two urban centres with miles of country roads in between, adds to our expenses in ways unlike other municipalities which have one central core. But then, the urban rural mix is an important part of our Halton Hills personality. 

We’re also improving our ActiVan service in the Transportation Department. Demand continues to climb so we are increasing the hours that drivers are available and hiring cleaners part time to free up our drivers to be longer on the road. The increasing ridership requests, by the way, are often for travel to medical appointments in Oakville and Milton. This is an expensive service for us to provide, but literally a lifesaving one for many clients whose illness prevents them from driving and who are spared hundreds of dollars in taxi fares. 

Library 

Both library branches are lively spots with circulation and participation increasing significantly as we move beyond the restrictions of the covid pandemic. Libraries are community hubs, fostering social connections through events and activities and bridging the digital divide by offering internet access and technology training. The library is seen as an anchor in the Georgetown BIA. Yes, libraries drive economic activity! 

Fire 

Anew Fire Special Levy, will also be introduced in the amount of $630K. It is part of the financing strategy related to the implementation of the Fire Master Plan. The plan identified critical deficiencies from the past that now require significant investment. We will be hiring additional firefighters – to ensure we uphold the safety of our residents. 

In 2025, we will invest in new equipment and advanced training programs to ensure our firefighters are well-prepared to handle any situation. Additionally, we plan to expand our community outreach programs to educate residents on fire prevention and safety. Some of you might have seen our Fire Prevention staff out and about as we emphasized commercial inspections this year. (And we’re glad we did because we’re finding some need for improvement.) 

Planning 

The Planning Department plays a crucial role in shaping our community's growth. Over the past year, we have streamlined the permit process and improved coordination with developers. We are undergoing a review of our Official Plan – this will be an exciting, forward-looking process that will incorporate vision and goals for development and land use. We will be planning extensive consultation throughout the process and looking for the community to engage in a visioning process as to where we want it to go. 

Another planning project, and one that I have earmarked, is the redevelopment of Guelph Street. The Guelph Street Corridor was identified as a key area for future intensification and redevelopment. I want to see this area grow in a way that includes beautification and allows for mixed uses. Let’s bring more people to Guelph St. where there is commerce, parks, schools and transportation already in place! Staff are working through the planning process,and I anticipate great engagement on this one. This is an area for both large and small investors to look for opportunities. 

Another project that has been in the news lately is the Secondary Plan for Mill St and the GO Station neighbourhoods. This has been underway for a couple of years, and a mid-term report is out. In response to resident requests, we are adding a steering committee to the process, comprisingPlanning staff, the consulting firm, neighbourhood residents, landowners,  Ward 3 Councillors, and myself. People in the community felt that they needed better information about the direction the plan could take, and I responded. 

Next year, a similar Secondary Plan process will occur with a focus on the transit area at the GO station next to the Hide House in Acton. We are obliged to plan for increased density around GO Transit areas. 

As you can see, there are many projects on the ‘go’, right now. Much of it will result in a range of housing to suit a range of needs for all people at every age and stage in life.  One opportunity for small investors, even single family homeowners, to provide some housing relief is through Additional Residential Units (ARUs) on their properties. This means that existing dwellings (singles, semis, or townhomes) that meet certain criteria can apply to have up to 2 ARUs. This approach adds gentle density and may well suit families who want to keep elderly parents close or accommodate grown children who want to return to the community. ARUs are now permitted within our Town. You can expect more detailed communications in early 2025. 

Economic Development 

In 2024, our Economic Development division achieved notable successes, supporting our local economy and enhancing Halton Hills’ competitiveness on a global scale. Halton Hills is home to over 2,000 businesses and a workforce of approximately 25,000. The Business Retention and Expansion (BR&E) program supports local businesses. 

One of our key programs is the Community Improvement Program (CIP). CIP includes initiatives like Main Street Revitalization, Brownfield Redevelopment, Agri-Business, Heritage, Affordable Housing, Climate Change, and Accessibility. In 2024,  $160,000 in grants for various projects. Since its inception, CIP has generated over $1.5 million in private investments. It’s been especially impactful in improving storefront façades in Downtown Acton and Georgetown, where a Town investment of $1 has leveraged $6 in private funding. 

Both our Downtown Acton and Georgetown Business Improvement Areas (BIAs) continue to thrive, attracting visitors and shoppers.  Our Visit Halton Hills tourism initiative also made strides, with the launch of the Sticker Map Program, encouraging locals and visitors to explore our downtowns and agri-tourism businesses. With matching funding from the Hamilton, Halton, and Brant Tourism Association. Our social media influencers also helped raise awareness of Halton Hills’ unique offerings, including trails, art, and local culinary experiences. 

A new addition to our economic development portfolio was the Halton Hills Agricultural Roundtable, which will meet quarterly to address agri-business needs. Halton Hills is home to 34% of the region’s farmlands, including 147 farms. The Roundtable strengthens our connection with this vital sector. 

On the investment attraction front, the Town produced a Community Profile titled Halton Hills: On the Road to Success. As well, we created a series of videos showcasing our talent pool, sustainability, and business opportunities. Check out these resources at investhaltonhills.com. 

The Business Concierge Program continues to help expedite new developments, and right now, approximately 6 million square feet of non-residential development is in progress or under construction, representing$1.2 billion in investment and over 3,000 local jobs. 

One of the most exciting projects in the Premier Gateway Employment Area is Prologis Halton Hills, which will soon offer 1.3 million square feet of logistics space. Additionally, the Conestoga Cold Storage facility is being built, it’s the big white ice cube on Steeles, and is expected to be one of the largest cold storage facilities globally. When fully operational, it will provide up to 250 new jobs. 

To attract high-quality businesses, we are pursuing Foreign Direct Investment in many sectors, collaborating with organizations such as the Ontario Manufacturing Communities Alliance. Our goal, complementary to yours, is to position Halton Hills as a premier destination for business investment. To the business community here today, thank you for all of your contributions to the Town. Your business offerings bring income, employment, encourage economic growth, build culture, and help diversify the local marketplace.   

To close, I hope I have described how your Council invests in our Town to maintain the quality of life we all enjoy and support the common good for all that live, work, or play here. And I am resolved to do my best to create an environment, a community, where people can thrive.   

That environment is a small town where neighbours not only know one another, but care about and support one another.  Where the mayor and councillors are close by and approachable, where we celebrate and nurture our history and unique urban and rural character; where we provide facilities and opportunities for growth and sharing;  

And I have to say, where the mayor gets to ride the 1927 antique Studebaker Fire Truck in the Acton Santa Claus Parade and in the Georgetown Parade later that night, a 2024 fully loaded jet black Corvette convertible! This job has its perks! Yes, we truly live the tag line- Small Town living at its Best. Thank you for being part of our wonderful small town.