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City of Burlington Draft Strategy November 3, 2015
DRAFT FOR DISCUSSION
COW-17-15 File: 101-03
Project Overview
How to Read the Document
• The document presents four strategic directions for
the City of Burlington to 2040
• These directions clearly bound and organize the
strategic priorities of the City, and will help drive the
key planning decisions that will need to be made
during the short, medium and long term
• There are several initiatives listed to support the
strategic directions. These initiatives are not
exhaustive, however they represent key actions
required to execute the strategy at the initial stages
• The success of the strategy will depend on the
extent to which the strategic directions are kept top
of mind during decision making, and whether the
decisions that are made are “on strategy”
• The key performance indicators in this document
are indicative, as it would not be appropriate to
prejudge important staff work currently underway.
This current work will better inform these targets
once they are confirmed
Background
• The City of Burlington has a long history of
successful strategic planning, beginning in 1988
with the first strategic planning exercise
• The City of Burlington created a strategic plan
during the last term of council entitled “Burlington,
Our Future”
• After the most recent election, Council decided to
develop a new plan from first principles. This was
coordinated with an Official Plan update to inform
and align numerous other important planning
exercises underway
• Considering public and stakeholder feedback,
Council and the senior management group
undertook a series of facilitated sessions to
determine key strategic choices and options
• Secondary research was conducted and feedback
from various City departments was provided to
develop a realistic and rigorous approach to
strategic planning
Overview and Context Setting The purpose of the facilitated strategy is to focus the City of Burlington’s energy on key choices that influence the
quality of life and characteristics of the city that residents will experience and build together. True strategy is about
placing bets and making choices. The objective is not to eliminate risk, but to increase the odds of success of a
chosen goal
The strategy model
Progress KPIs
Performance KPIs
Operational plans and budgets
Results
Strategic goals
Strategic
intent
What we
want to be
What we
must achieve
to get there
How well will
achieve goals
How we will
implement
strategy
How we are
doing so far
Key: Progress KPIs: Measure progress towards
Strategic Goal
Performance KPIs: Measure performance vs.
plans and budgets
Strategy
Facilitation
Exercise
Strategy Tactics
Lead
Responsibility/
Other
Resources
Target
Timeframe
Strategic Priority 1:
1.1 • .
• .
• .
■ City management will support strategic directions and
formulate a detailed set of initiatives to drive
implementation
Key Strategic Directions Summary
A City that Grows
The City of Burlington continues to grow as a magnet for talent, good jobs and economic
opportunity while encouraging density and balanced, targeted population growth for youth,
families, newcomers and seniors
A City that Moves
People and goods will move throughout the city more efficiently and safely. A variety of
convenient, affordable and green forms of transportation that align with regional patterns will be
developed. Walkability within new/transitioning neighbourhoods and the downtown will be a
reality
A Healthy and Greener City
The City of Burlington will be a responsible steward of the environment while encouraging healthy
lifestyles
An Engaging City
Community members are engaged, empowered and well served by their city. Culture and
community activities thrive, creating a positive sense of place and community
Key Strategic Impacts Through achieving this strategy, the City will accomplish the following objectives:
Population Growth
• Focused and directed growth that will lay the foundation for a larger economy, more jobs, fiscal sustainability, better
infrastructure and public transportation
Targeted Intensification
• Higher densities in key intensification areas (including mobility hubs, urban centers, growth corridors and commercial plazas)
that will encourage neighbourhoods that are environmentally friendly, infrastructure efficient, walkable and transit oriented
Economic Growth
• A coherent and focused economic development vision that will help sustain a prosperous and complete city
Demographic Growth
• Attraction of younger demographic cohorts and newcomers so to help sustain the fiscal, social and cultural fabric of the City
Better Traffic Flows, More Public Transportation and Modal Splits
• Improved traffics flows within the City and Region through improved public transportation, active transit and intensification
that allow residents to get where they need to go more quickly and efficiently
A Healthier Environment
• Better environmental outcomes that will improve quality of life, economic competitiveness and will foster civic pride
Engaged Citizens and an Engaged Community
• An engaged community where culture, civic activities, neighbourhood initiatives and recreational activities enhance and grow
the sense of engagement, community, place and unity
PRELIMINARY STRATEGIC DIRECTIONS
DRAFT FOR DISCUSSION
Strategic Direction One: A City that Grows
Strategy Statement Visualizing 2040
The City of Burlington continues to grow as a
magnet for talent, good jobs and economic
opportunity while encouraging density and
balanced, targeted population growth for youth,
families, newcomers and seniors
Intensification:
• Growth will have been achieved in mixed use nodes and corridors,
including mobility hubs and urban centers
• There will be a mobility hub developed in proximity to each GO Station
and in the Downtown
• Aging plazas will be redeveloped and transformed into mixed-use
neighbourhood hubs
• New/transitioning neighbourhoods will have been designed to promote
ease of access to amenities, services and employment areas while
striving for walkability/active transportation and environmentally sound
modes of movement
• The City will have preserved the best of the current built environment in
every community, while promoting and awarding creativity, walkability and
livability in new developments
• Energy efficient buildings and other onsite sustainable features will be the
norm, thereby improving Burlington’s environmental footprint. Existing
buildings will have been renovated to improve efficiency
• Intensification will have been planned so that growth is financially
sustainable and supported by appropriate funding and service delivery
• Burlington will have an urban core that has higher densities, is culturally
active, and is home to a mix of residents and businesses with green space
and amenities
• Architecture, sustainable buildings and urban design excellence will be
achieved through a commitment to place making
Smart Population Growth
• Burlington will be an inclusive city that has a higher proportion of youth,
newcomers and young families, and offers a range and mix of housing
choices
• Seniors will be supported by a holistic strategy that promotes health,
recreation, transportation and aging in place measures
Visualizing 2040
Promoting Economic Growth:
• Local incomes will have risen and Burlington will continue to be a
prosperous city due to the coordinated action of the City, Region,
Province, educational institutions and industry
• Employment lands targets will have been met (15,000 new knowledge
based jobs by 2025) through the creation of an employment lands
vision to unite the community, developers and industry. The City, along
with other partners, will facilitate the development of employment lands
through timely planning, infrastructure investments and other incentives
• Employment lands will be integrated into the community and region
through transportation links and modal splits that allow for ease of
access, sustainability and walkability
• Small businesses in the downtown core and other areas will have
advanced the viability of neighbourhoods. Commerce will align with
land use planning goals so that citizens will be in close proximity to
services and goods
• Innovative, entrepreneurial businesses will have settled or developed in
Burlington. The City will have helped create technological, business
supports, infrastructure and educational ecosystem to attract startups
and growth businesses
• The City of Burlington’s rural areas will be economically and socially
vibrant, producing commodities and providing unique recreational
activities for the City
Strategic Direction One: Strategic Initiatives and Success
Indicators
Promote Economic Growth
Strategic Initiatives Progress Indicators Performance KPI
• Create an Employment Lands vision that drives investment and growth in
the Prosperity Corridors
• Develop and Implement a Redevelopment and Intensification strategy for
the Prosperity Corridors
• Build one economic development brand for the City of Burlington that
reflects the City’s economic development vision
• The City will develop a holistic strategy for Burlington’s rural area. This
strategy will consider economic, social and environmental factors in
support of the rural community, agricultural industry, natural heritage and
water resources
• Develop a post secondary attraction strategy
• Develop a business-friendly environment that attracts investment
• Create and invest in an ecosystem that supports the startup and growth of
businesses and entrepreneurship
• Median household income
• Labour force by industry
• Industry location quotients
• Income distribution
• Families in low income
• Rural economic health indicator
• Number of hectares of farmland
under active cultivation
maintained
• Year over year employment
land absorption
• Jobs per hectare
• 15,000 new knowledge
based jobs by 2025 (with
2/3 going to Burlington
residents) (for
discussion)
Intensification
Strategic Initiatives Progress Indicators Performance KPI
• The City will focus intensification to mixed use nodes and employment
corridors by updating intensification targets and coordinating infrastructure
to achieve growth objectives. The City will incorporate revised
intensification targets into its Official Plan. The City will demonstrate its
commitment to growth management by preparing an intensification plan to
manage projected growth and its related impacts. This will be complete in
two years.
• Through policy, the City will influence the redevelopment of aging plazas
that transform them into mixed-use neighbourhood hubs
• The City will work with the Region and other partners to develop a servicing
plan for intensification areas
• The City will conduct and implement an intensification plan that will include
specific focus on the Urban Growth Centre, and will develop a strategy for
the downtown core that will promote residential and appropriate
niche/boutique office development
• The City will develop energy and sustainable site feature guidelines to
require new/renewed buildings to promote energy efficient technologies
• The City will complete a city wide fiscal impact analysis of all forms of
development
• The City will implement the recommendations of Core Commitment in the
Downtown and extend, where possible, recommendations to other urban
centers
• The City will create an independent capacity to understand and comment
on real estate economics and trends
• The City will create a design review panel and implement an awards
program to achieve excellence in architecture, urban design, and
sustainability
• # of commercial plazas that
have redeveloped
• # of mobility hubs developed
• Intensification (Jobs/people per
hectare) for:
⁻ Mobility hubs
⁻ Urban Centers
⁻ Urban Corridors
⁻ Commercial plazas
⁻ Urban employment
areas
• Intensification targets for
urban growth centers
developed from
intensification studies.
For example, # of
job/people have
increased based on
plaza redevelopment, #
of jobs/people per
mobility hub
Strategic Direction One: Strategic Initiatives and Success
Indicators
Smart Population Growth
Strategic Initiatives Progress Indicators Performance KPI
• Future development will be higher density, walkable, accessible and transit
oriented. The City will become a leader in walkability scores in the province,
and will be fully aligned with provincial strategy and goals
• The City will prioritize one mobility hub (Aldershot), and will work with
partners to ensure resources are available to allow the development to
proceed in a timely fashion. The prioritized hub will be incorporated into the
Official Plan and Transportation Plan. A process will be established to
consult stakeholders to help gain consensus
• Within two years, the City will develop a young family strategy in
cooperation with other levels of government that focuses on;
• Housing supply so that young families and newcomers can locate
in Burlington
• Providing infrastructure that supports youth, young family and
newcomer economic, social and community goals
• Within four years the City will develop an economic migrant outreach and
liaison office to attract investor/entrepreneur class immigrants, while
remaining a destination of choice for all immigrants including refugees
• An Age Friendly strategy (seniors) will be developed within 3 years to
ensure sufficient seniors programming space is provided throughout the
City
• The City will improve its ability to monitor, track and understand the
demographic growth trends and profile
• Walkability score applied to
intensification and population
growth
• Median Age
• Immigration #’s and %
• Household size
• neighbourhood dwelling values
• Dwelling types
• Total population
determined from
completed intensification
studies and finalized OP
Strategic Direction One: Strategic Initiatives and Success
Indicators
A CITY THAT MOVES
DRAFT FOR DISCUSSION
Strategic Direction Two: A City that Moves
Strategy Statement Visualizing 2040
People and goods will move throughout the City
more efficiently and safely. A variety of convenient,
affordable and green forms of transportation that
align with regional patterns will be developed.
Walkability within new/transitioning
neighbourhoods and the downtown will be a reality
• Walkability will have guided the development of new/transitioning
neighbourhoods and the downtown so that people are not as reliant on
automobiles
• Rural areas of Burlington are connected to the City and integrated into
transportation planning and investments
Visualizing 2040
Increased Transportation Flows and Connectivity
• Public transportation systems will have efficient, convenient and usable
transportation options within the city and the broader region
• Mobility hubs will be developed and supported by intensification and
built forms that permit walkable neighbourhoods. Metrolinx will have
worked with the City to ensure hubs align with intensification and built
form objectives
• A Complete Streets vision is implemented through a coordinated active
transportation plan which will include on and off-road bikelanes,
sidewalks, multi-use paths and trails that are well-connected throughout
the City
• Employment areas are well-serviced by public transportation and are
able to access the regional and provincial transportation networks
• All levels of government will have worked to create a seamless
transportation experience
• The City will have worked with the Region and Province to address the
issues of cut through traffic
Increased Transportation Flows
Strategic Initiatives Progress Indicators Performance KPI
• The City will prepare a Master Plans for each hub. These plans will include
urban design, land use, servicing, public transportation, parking and parks &
open space requirements. The City will work with Metrolinx to create hubs that
align with intensification and intra-modal split objectives
• Work with Metrolinx, the Region, and the Province to find multi-modal, flexible
and affordable solutions to accommodate the projected traffic generation from
growing employment lands
• Shift a greater proportion of inbound and outbound traffic to public
transportation and prepare a long term strategy to support the growth of public
transportation
• Burlington Transit will work with neighboring jurisdictions to promote seamless
transportation service delivery of inbound and outbound traffic
• As the city grows, light rail and rapid bus rapid transit systems will be evaluated
• Future development in key mixed nodes will realize higher density, be
walkable, accessible, and well-serviced by public transportation. The City will
become a leader in walkability in the province, and will be fully aligned with
provincial strategy and goals
• Future development in higher densities will consider car share and bike share
• Percent of all trips within
Burlington by transit
• Percent of all trips
entering and leaving the
City by public
transportation
• Community Modal Split
• Walkability scores
• Peak and all day
congestion tracking
• KM of bike lanes, trails
and sidewalks
• % of all trips within
Burlington by transit;
• % of all eastbound trips
leaving the City by
transit; and
• % of all westbound trips
leaving the City by
transit.
Strategic Direction Two: Strategic Initiatives and Success
Indicators
A HEALTHY AND GREENER CITY
DRAFT FOR DISCUSSION
Strategic Direction Three: A Healthy and Greener City
Strategy Statement Visualizing 2040
The City of Burlington will be a responsible steward
of the environment while encouraging healthy
lifestyles
Visualizing 2040
Healthy Lifestyles
• Every resident of Burlington will live within a short distance of parks or
green spaces
• Parks and green spaces will be multi dimensional. Residents and
visitors will be able to use them in a number of ways
• Burlington will have a number of community gardens and other unique
public spaces
• There will be a trail system linked to the City’s park network and to
other regional systems, ensuring that the City’s rural area and
waterfront are easily accessible
• The Bruce Trail will be supported by planning and investments to
ensure usability, safety and access
• Burlington will have adopted an appropriate walkability score and will
use it to inform various planning decisions in targeted intensification
areas
• Rural Burlington will have increased access to parks and amenities,
and the City will have supported several initiatives to create unique
recreational offerings in the rural area
• Recreation programs will be widely available to all residents through
partnerships
Responsible Steward of the Environment
• The City will have a healthy natural heritage system that has been
protected, conserved and enhanced and forms a fundamental
component of the City’s urban and rural areas
• The City’s operations will be net carbon neutral
• The urban forest and tree canopy has continued to thrive
• Burlington’s waterfront will continue to be clean, safe and usable. The
City will have taken a leadership position in ensuring the rehabilitation
and preservation of the City’s watercourses
• The City will have achieved its major goals outlined in the Community
Energy Plan, including;
• Creating leading edge community engagement in energy
initiatives (conservation, energy and security)
• Improving the energy efficiency of buildings
• Increasing sustainable local energy generation in Burlington
and enhancing reliability
• Optimizing integrated community energy systems and
efficiency opportunities through land use planning
• Increasing transportation efficiency
Healthy Lifestyles
Strategic Initiatives Progress Indicators Performance KPI
• The Parks Master Plan will be updated to reflect growth objectives in
the City
• Major developments will provide innovative public amenity space
• The City will engage with the Region and Conservation Halton to
develop the Bruce Trail heads to promote access and awareness,
with the goal of creating new trailheads and safety enhancements
• The City will facilitate the development, through citizen engagement
and empowerment, of at least ten self-sustaining community gardens
by 2018
• The City will complete a plan and implement initiatives that creates
connectivity of trails and parks
• The City will develop and adopt walkability scores
• The City will explore opportunities to support progressive
rehabilitation of local quarries into recreational areas that maintain
the objectives contained within the Niagara Escarpment Plan and
Region of Halton Official Plan
• The City will work with public, private and community groups to
provide recreation programs that reflect the City’s demographics
• Participant visits to
recreation programs,
services and facilities
• % of residents
surveyed are satisfied
with recreation
programs
• % of citizens satisfied
with Burlington’s parks
and other open
spaces.
• Km trails connected to
parks
• Number of trail heads
created
• All residents live within a five-minute
walk of a park, greenway, recreational
facility or other green space by 2040
• Increase the percentage of residents
aged 18 and older who meet the
Canadian Physical Activity Guidelines
by 25% over 2015 levels
Strategic Direction Three: Strategic Initiatives and
Success Indicators
Responsible Steward of the Environment
Strategic Initiatives Progress Indicators Performance KPI
• The City will develop and implement a plan to make city operations net
carbon neutral
• The City of Burlington will update and implement the Community Energy
Plan so that it is efficient, resilient and economically viable
• Working with Burlington Hydro, the City will explore district energy,
micro-generation and new storage technologies
• The City will advocate that the Cootes to Escarpment Ecopark System
will be recognized, within four years, in provincial or federal legislation
and will receive appropriate funding to complete required land assembly
• The City will measure and track its urban forest and tree canopy
• Energy metrics aligned with
Community Energy Plan
• Growth in the urban forest
• 5% annual community energy
reduction from 2014 by 2031
which is equivalent to 6.7
GJ/person
• Combined conservation and
demand management targets
resulting in an overall annual
reduction of per capita community
energy use of 4% or 5.3
GJ/person per annum
• Sustainable local generation
(including both renewable and
district energy): 12.5 MW by 2031,
approximately 3.5% of
Burlington’s peak electrical
demand
• Reduce annual energy
consumption by 2.4 GJ/person in
new housing construction,
resulting in a 34% reduction (per
person) when compared to
Burlington’s existing residential
building stock
• City operations carbon
neutrality
Strategic Direction Three: Strategic Initiatives and
Success Indicators
AN ENGAGING CITY
DRAFT FOR DISCUSSION
Strategic Direction Four: An Engaging
City Strategy Statement Visualizing 2040
Community members are engaged, empowered
and well served by their city. Culture and
community activities thrive, creating a positive
sense of place and community
Visualizing 2040
Good Governance
• The City will be known for its good governance through initiatives such
as the establishment of a Charter of Good Governance that outlines
Burlington’s responsibilities and objectives in the current Regional and
Provincial policy context
• Open government will be the norm through the use of new
technological platforms to drive engagement and good governance.
City information will be more accessible and interactions will be more
common
• The City will continue to balance increased services and investments
with the need for fiscal restraint
• Burlington is considered a leader on pressing public policy issues
• City infrastructure is in good condition and properly maintained
• New infrastructure required to support growth will be paid for by
development charges
• Enhanced performance measurements will give the community the
ability to track key indicators about City progress
Citizen Engagement Through Culture and Community
Activities
• The City is a hub for citizen engagement built on neighbourhood power
and empowered citizenry activities
• Newcomers and other groups feel welcome and at home in Burlington’s
inclusive and supportive civic environment. Services will be open and
accessible to these groups, and the City supports new cultural
celebrations and initiatives
• Culture will be a part of every community, with traditional cultural
institutions coordinating and reaching out to new communities and
diverse interests
• New cultural initiatives will have ensured culture is at the heart of
community
Good Governance
Strategic Initiatives Progress Indicators Performance KPI
• Burlington Council will be widely recognized as a national leader
in strategic governance within five years
• The City will create a Charter of Good Governance within six
months. This Charter will outline Burlington's responsibilities,
rights, and objectives in the current provincial and regional
policy making context
• The City, working with key community partners, will develop a
dashboard of metrics that will report on the economic, social and
environmental well-being of residents and community health
• The City will create an internal policy and government outreach
capacity to engage with, liaise with and influence relevant
governments
• Development Charges will reviewed reflecting updated
population and employment growth and required servicing
needs
• Annual property tax increases will reflect inflationary increases,
infrastructure renewal financing and increased service
investments
• % of public satisfaction
with City programs &
services
• Annual policy advocacy
report card to support
strategic initiatives
• State of City
Infrastructure (PQI,
FCI)
• Annual tax rates
• For discussion
Strategic Direction Four: Strategic Initiatives and Success
Indicators
Citizen Engagement
Strategic Initiatives Progress Indicators Performance KPI
• The City will develop and implement a series of empowering initiatives that
promote citizen engagement based on ‘neighbourhood Power’ and related
initiatives. An initial report will be provided to Council in the context of the
2016 budget
• The City will support the Community Engagement Charter and Action Plan
with funding and resources
• The City will develop, within 18 months, a strategy to increase outreach and
inclusivity through a dual approach at both the civil servant and political level
• The City will encourage better collaboration and coordination among cultural
institutions and boards
• The City will provide resources to support the Burlington Cultural Action Plan
• The City will adopt a creative place making approach in the planning, design
and management of public spaces by leveraging the power of the arts,
culture and creativity (e.g. mobility hubs, artist live-work spaces, cultural
nodes)
• The City will expand the Public Art Program by developing policies and
programs such as public art in private property
• The City will revise policies related to culture activities and programs (such
as busking, zoning, event permitting) to allow for easier and more accessible
initiatives
• The City will better align strategies, resources and goals of current cultural
institutions with broader City objectives, including:
• Youth and Newcomer Strategy
• Intensification and mobility hubs
• The City will encourage targeted cultural programming that engages
newcomers and a more diverse audience with the goal of promoting cultural
diversity
• Annual attendance at
cultural and civic
events (absolute and
per capita)
• Number of annual
volunteers at local
institutions
• Number of annual
events and
performances
• Size of culture related
economy
• # of neighbourhood
initiatives created
• % of citizens that
believe the city offers
the opportunity for
meaningful input into
decision making
• % citizens that believe
the city uses and
responds to input
• For discussion
Strategic Direction Four: Strategic Initiatives and Success
Indicators
DRAFT FOR DISCUSSION
NEXT STEPS
Next Steps
1. Work with City to design final published format
2. Community consultations
3. Establish mechanism for implementation (City manager work plan and project
management office)
4. Align strategic visions with key Official Plan and Transportation Master Plan
decisions and inputs. Integrate with Strategic Plan budget and other capital and
fiscal planning exercises
DRAFT FOR DISCUSSION
APPENDIX
Possible Consequences
• Likely lower economic growth
• Decreased capacity to pay for services
• Less relevance within the GTA
• Inefficient use of infrastructure and transportation
• Walkability and environmental goals less attainable
• Continued aging population
The Demographic and Economic Context
The City of Burlington is facing a number of economic and demographic changes
that require a coordinated response to avoid negative or unforeseen outcomes
Economic Population
• Lower population growth than region: The population in the
City of Burlington grew by 16.5% between 2001 and 2011 to
reach a population of 175,779. Halton’s population during this
time grew by roughly double the rate of growth in Burlington,
increasing by 33.7%
• Older Population: Burlington is facing a serious shortage of
younger aged cohorts, and is already amidst an increasingly
aging population. This is occurring at a more rapid rate than
surrounding and comparator areas
• Lower Immigration: The number of immigrants in Burlington
increased by 4.4% from 2006 to 2011. This increase was lower
than gains in both Halton (19.3%) and Ontario (6.3%) during
the same time period
• Housing Prices: The increasing cost of living and decreasing
affordability of housing present ongoing challenges to Burlington’s
ability to attract and retain newcomers, young professionals and
families
• Regional Competition: Greater affordability of living and housing
in Hamilton encourages outmigration of population and workers.
• Availability of modern and in demand office space in surrounding
competitor areas and high vacancy rates also inhibit development
opportunities
• Demographic: With a significant gap in the population of those 24
and under, Burlington is faced with a potential shortage of people to
transition into the prime working age population category over the
next ten years
Key Challenges
Source: Regional Municipality of Halton, “Best Planning Estimates of Population, Occupied Dwelling Units and
Employment, 2011-2031”, June 2011
Source: Millier Dickinson Blais: BEDC – Burlington Economic Vision
The Regional Transportation Context
The City of Burlington is faced with transportation related challenges that will
continue to effect flows to the broader regions as well as intra City mobility
Regional Mobility
Key Challenges
Possible Consequences
• Intensification, population and green objectives will not be met
unless employment areas and new residential areas are
supported by transit systems
• Quality of life will decline without a stronger and more
integrated transit system that supports the import of workers
and as well as the export of residents out of the city
Source: Millier Dickinson Blais: BEDC – Burlington Economic Vision
• Burlington is a regional hub: Approximately 44% of residents in Burlington worked within Burlington in 2011. Other top areas that
residents of Burlington worked include Oakville (14%), Toronto (12%), Mississauga (12%), and Hamilton (10%)
• 55% of Burlington workers commute. A significant number of workers that commute into Burlington for their employment also live in
Hamilton (31%). Other important areas from which workers live and commute into Burlington include Oakville (6%) and Mississauga
(4%), albeit, to a lesser extent
• Burlington residents use public transportation on a limited bases:
Travel Modes for Trips Originating in Burlington in the P.M. Peak Period Current Weekday Travel Patterns in Burlington
Trips To/ From Burlington
Burlington 260,670
Hamilton 113,266
Milton 10,637
Oakville 64,485
Toronto 28,264
Niagara 14,078
Source: City of Burlington : Current State of Transportation in Burlington