By Pepper Parr
July 9th, 2025
BURLINGTON, ON
There are Liberals in Ontario who don’t think Bonnie Crombie is doing her job as party leader; understandable given that she has not found a way to get herself elected.
 Once seen as the Great Hope for the party.
She was originally seen as the great hope for the Provincial Liberal Party – things didn’t work out all well.
The decision not to run in Milton, where many felt the seat could be won and then the failure to win in a Mississauga, where Crombie was once the Mayor did it for many people.
A group calling themselves New Leaf Liberals have created a petition that asks the party to make some substantial changes in the way the party operates and to require Crombie to be the subject of a party leadership review; something that is standard procedure when the leader isn’t elected.
The New Leaf’s (could that be the name of a new Toronto hockey team) have held meetings in Toronto and Ottawa. There next meeting is taking place at the Black Bull on August 7th from 7 to 9 pm.
The Black Bull is located at 2475 Mountainside Dr, west side of Guelph Line. It used to be an NDP watering hole.
The petition:
WE, THE UNDERSIGNED ONTARIO LIBERAL PARTY MEMBERS, SUBMIT THE FOLLOWING PETITION:
WHEREAS our party needs fundamental renewal to rebuild from the grassroots up and reconnect with Ontarians to form government in 2029;
WHEREAS we must drive committed membership growth, expand our pools of candidates and volunteers, and modernize our campaign infrastructure between election cycles;
WHEREAS our party requires fresh leadership voices and transparent, democratic processes that engage all members in shaping our future;
AND WHEREAS the current leadership has demonstrated an inability to undertake the necessary steps to rebuild our party and win back Ontarians’ trust;
THEREFORE, WE PETITION FOR:
A. FAIR AND OPEN LEADERSHIP REVIEW PROCESS
The resignation of the current party leader at the 2025 Annual General Meeting, should they not reach a two-thirds majority (66%) of the delegate vote, AND commit to not fill delegate positions that remain vacant.
B. COMPREHENSIVE PARTY RENEWAL
LOCALLY LED RENEWAL:
Double funding and support for PLAs with expanded field organizer roles
Double Provincial Council size to include newer voices in party leadership
Centralize and modernize voter ID and volunteer management systems
Support Ontario Liberals in 2026 municipal races to build our bench
DEMOCRATIC REVIEW:
Create a draft nomination plan to nominate all candidates by December 2027
Convene a policy and platform convention in 2027 to inform our 2029 campaign platform
Implement transparent processes that engage all members in party decision-making.
There are currently 236 signatures on the petition
By Gazette Staff
July 9th, 2025
BURLINGTON, ON
Put this one in your things to do this summer.
The second longest-running West End comedy in history with translations into over thirty languages, The Complete Works of William Shakespeare (abridged) sees three charismatic, wildly ambitious actors attempt to present all thirty-seven of Shakespeare’s plays in a single performance.

They have a rudimentary concept of the stories, a smattering of famous lines, and a meagre assortment of costumes and props.
Thus armed, the three brazenly launch into their task with an earnest focus and breakneck enthusiasm. Performances run August 12th to 30th, Tuesdays to Saturdays at 7PM (weather permitting).
By Tom Parkin
July 9th, 2025
BURLINGTON, ON
On average, workers have regained some ground since the 2022 inflation spike, but the good times might be short-lived without action against job loss and falling GDP.
On one hand, the data showed April average wage gains were ahead of inflation. But the data also shows unemployment rising and GDP contracting. That trend is not only bad news for workers losing an income today, it threatens other workers’ continued wage gains in the future.

The average Canadian worker’s weekly earnings increased 4.4 per cent between April 2024 and April 2025, according to a Statistics Canada survey released June 26. Earnings changes result from lower wages, fewer hours or a combination of both.
The largest gains were by workers in information and culture, real estate and rentals, and the finance and insurance sectors. But earnings increases were not even or everywhere. The average worker in utilities, retailing and wholesale trade experienced a weekly earnings drop.
Price hikes were lower than the average weekly earnings increase. Inflation data released June 26 showed a 1.7 per cent increase in the Consumers Price Index from May 2024 to May 2024, the same rate as between April 2024 and April 2025.

Big hikes in housing costs have moderated as mortgage rates, asking rent and house purchase prices decline. But housing costs in May 2025 were still up 3.0 per cent from a year ago, significantly faster than general inflation. Grocery costs, up 3.4 per cent from a year ago, also continue to run ahead of the general CPI increase, threatening household budgets.
Gasoline prices are down from a year ago reflecting the carbon tax’s demise and crude prices falling from over $80 USD in May 2024 to about $60 USD in May 2025.
The bad news for workers is rising unemployment, which hit 7.0 per cent nationally in May 2025, up from 6.3 per cent in May 2024, according to Statistics Canada’s Labour Force Survey released June 4.
Connected to the Ontario-centred jobs slowdown, Canada’s GDP is getting smaller. From a peak of $2.294 trillion in January, GDP fell to $2.292 trillion in April, according to Statistics Canada data released June 26. Statistics Canada has provided “advanced information” about May, expecting GDP to fall a further 0.1 per cent, or $2 billion, to $2.290 trillion.

An annual data release in early May showed in 2024 Ontario’s GDP grew second slowest among the provinces. However, monthly data releases do not include provincial information.
GDP decline is not even across industries. Service-producing sectors generally continued to grow but goods-producing sectors shrank. In May 2024, manufacturing contributed $211 billion to Canadian GDP but fell to $203 billion in May 2025, a drop of 3.7 per cent. In contrast, the finance and insurance sector rose from $166 billion in May 2024 to $172 billion in May 2025, an increase of 3.7 per cent.
Certainly the economy is stalled very likely data to be released in July will likely show more GDP and job losses, in turn threatening workers’ continued wage gains revenging inflation.
Politicians, particularly the premier of Ontario, will pin blame on Trump, but that claim is neither true nor will it change the situation. Nor will Mark Carney’s pipelines ride in to save the day in the short-term or in Ontario, where the problem is worst. Doug Ford’s botched Ring of Fire scheme is on the never-neverland timetable. The Canada-Ontario EV supply chain strategy has gone silent.
Lots of data shows housing inflation is decelerating, but it is still not below the general rate of CPI increase. Strong housing construction starts could create jobs and help secure sustained lower housing prices, improving household finances and consumer confidence. But investors and governments are mostly on the sidelines, generating the pretence of concern and activity, but actually biding their time until the opportunity of crisis rebuilds.

Urgent action to build housing is not being proposed for the list of “national interest” projects and the federal government did not use its spring Commons session to implement the housing legislation on which it had campaigned. The new prime minister did not intercede when his housing minister said housing prices should not go down.
So what’s left on the table in July are interest rates. Opinion is mixed on whether, at its July 30 meeting, the Bank of Canada will hold the policy rate at 2.75 per cent or cut it 0.25 percentage points. But with inaction everywhere else, easier credit may be the only significant July economic move with any effect in mitigating job losses and supporting continued wage gains.
Short of that, we wait.
By Pepper Parr
July 9th, 2025
BURLINGTON, ON
 13 storey rental building with 161 units – some three bedroom units.
There was a last minute push to hear comments from a developers planner on a development project on Plains Road on the west side of Cooke Blvd.
The Solid Gold Adult entertainment site is on the eastern side of the street. That site is also being developed.
Council was facing a deadline and needed to make a decision that would prevent the developer from taking the matter to the Ontario Land Tribunal
“We have one item to be considered at today’s special council meeting, the Official Plan Amendment and zoning by law amendment for 35 Plains Road East, and we’re doing that today to make sure that council registers a decision prior to the end of the statutory period. We are required to do so otherwise somebody can appeal us for non decision.”
For now something about the development.
Council approved the 13 storey mixed use building consisting of ground floor retail and service commercial uses with 161 residential units
The development had been approved earlier for nine storeys – the new owners of the site were back asking for 13 storeys.
 Renderings of the structure and its location.
Originally the structure was going to be a condominium – the new owners came to the conclusion that the small units in the proposal would not sell – and decided it would be a rental development with 161 rental units.
There were some very different views on market driven housing and rental developments.
By Louie Rosella
July 9th, 2025
BURLINGTON, ON
A well-liked small business in Burlington is closing up shop.
The Gazette can confirm that Agora Marketplace, located on John Street between Pine Street and Lakeshore Road, is shuttering its doors.
The jewelry boutique store opened in 2020, with collections that include artisan glass, bracelets, earrings, crystals, jewelry, necklaces and rings.
Owner Ali Ucar told The Gazette it was a difficult decision to close, adding he loved his customers but conceded the long hours were taking a toll on him and his family.
“It’s mixed feelings. I enjoy the people and the atmosphere, but it is a lot of work” he said. There are some loyal customers, and they are not happy (that Agora is closing).”
Ucar said the clientele has been “the heart and soul” of Agora Marketplace.
“We will cherish the memories we’ve created together forever,” he said.
Agora customers expressed their sadness in several online social media posts.
“My heart is breaking,” Laura Loma (@lauravloma) wrote on Instagram. “This was the best place to get incredibly gorgeous jewelry. We will miss you immensely, but we wish you the best in your new chapter.”
Tea McKone (@sucretea) added she too, is sad about the closing and described Agora Marketplace as her “favourite store” in Burlington.
 Brian Dean, executive director of the BDBA
Brian Dean, executive director of the Burlington Downtown Business Association, declined comment on the closure, when asked about the impact of Agora Marketplace on the downtown core.
The Agora, which means “gathering place” or “assembly” in Ancient Greek, was the centre of the athletic, artistic, spiritual and political life in the city, according to Agora Marketplace’s website.
Ucar said the store will close its doors sometime between September and December.
In the meantime, there are signs up at the store announcing the closing, as well as a “store closing sale” in which “everything must go.”
Louie Rosella is a professor at Humber Polytechnic and a former journalist in the GTA.
By Gazette Staff
July 9th, 2025
BURLINGTON, ON
EV chargers on the streets of Burlington.
A Level 1 EV charger is a basic, portable charging device that comes standard with most electric vehicles (EVs) and plugs into a regular 120-volt household outlet. It’s the slowest charging option, adding only a few miles of range per hour of charging.
A Level 2 EV charger is a type of electric vehicle charging station that uses a 240-volt outlet, similar to those used for electric ovens or clothes dryers. It offers significantly faster charging speeds compared to a Level 1 charger, typically adding 20-40 miles of range per hour. Level 2 chargers are commonly found in homes, workplaces, and public charging locations
A Level 3 EV charger, also known as a DC fast charger, is a high-powered charging station that delivers electricity directly to an electric vehicle’s battery using direct current (DC) at high voltages (typically 480 volts or higher). This allows for significantly faster charging times compared to Level 1 and Level 2 AC chargers, adding up to 250 km of range per hour of charging.
Option 1 – Business as Usual – Continue to offer free charging at City owned chargers.
Option 2 – Charge an hourly fee for the City’s charging stations.
Option 3 – Free charging for the first four hours for Level 2 EV charging stations
 EV chargers were installed at the parking lot south of city hall for Councillors.
EV Charging Fee Options
Three fee options are presented for consideration for City owned EV charging stations. As noted, several municipalities, institutions and businesses have begun to implement a staged charging model by charging a higher hourly rate after a four-hour period to motivate drivers to move their vehicles, generate parking turnover and improve availability of charging stations.
Staff have incorporated this approach into Options 2 and 3.
Option 1 – Business as Usual – Continue to offer free charging at City owned chargers.
There is no change to the operation of City owned EV charging stations where no fees will be introduced.
Benefits: EV owners continue to enjoy free charging at destinations with City owned chargers.
Considerations: The City is currently not recovering any of the costs of owning and operating the EV charging network. Costs are continuing to grow annually. Free charging is resulting in less parking turnover in downtown EV charging stalls. Free charging at City chargers may discourage nearby businesses to install charging stations for the public. There is a sentiment among some residents that providing ‘free’ EV charging is not equitable for those who drive traditional vehicles.
Option 2 – Charge an hourly fee for the City’s charging stations.
Introduce an hourly charging rate at City owned EV charging stations. The proposed rate for Level 2 chargers is $2.00/hour for the first four hours and $5.00/hour thereafter. The proposed rate for Level 3 chargers is $10.00/hour.
Benefits: The revenue collected is projected to partially cover the cost of electricity required to charge vehicles. The supplementary higher rate after four hours of charging is meant to incentivize drivers to move their vehicles after charging. The private sector may also be more inclined to install charging stations on private property as they will no longer be competing with free charging.
Considerations: Introducing a fee may be unpopular with some EV drivers who have become accustomed to free charging. A communication campaign will be required to provide EV drivers adequate notice. The City‘s EV chargers are capable of warning drivers of the increasing charge rate after four hours via email and/or text. In addition, a portion of the EV charging fee (10%) will be paid to ChargePoint to cover their administrative costs.
Option 3 – Free charging for the first four hours for Level 2 EV charging stations
Maintain free charging for the first four hours at City owned Level 2 EV charging stations.
Introduce an hourly charging rate of $5.00 after the fourth hour. Note: this option is not recommended for the Level 3 EV chargers due to their higher operating and replacement costs.
Benefits: This option provides an interim fee structure to transition the public to Option 2 in the future.
Considerations: Charging an hourly fee after the first four hours will help incentivize drivers to move their vehicles after charging, improving parking turnover and increasing the availability of chargers. This option provides some cost recovery for the City for EV charging operations.
Recommendation Details
Approve Option 2 included in the Electric Vehicle Charging Policy and Fee Options report PWS-02-05 to implement a $2.00/hour fee for City owned Level 2 electric vehicle chargers for the first four hours of charging, increasing to $5.00/hour for subsequent charging time;
Approve a fee of $10.00/hour for City owned Level 3 (fast) electric vehicle chargers;
Report back with the necessary amendments to the Rates and Fees bylaw as well as the Parking and Idling bylaw for approval by City Council to implement the fees at a future date; and
Approve the EV Chargers on City Property corporate policy attached as Appendix A to the Electric Vehicle Charging Policy and Fee Options report PWS-02-05.
Staff recommended Option 2 which was to implement a $2.00/hour fee for city owned Level 2 electric vehicle chargers for the first four hours of charging, increasing to $5.00/hour for subsequent charging time, and a fee of $10.00/hour for city owned Level 3 (fast) electric vehicle chargers.
They were to report back to Council by Q4 2025 with the necessary amendments to the Rates and Fees By-law as well as the Parking and Idling By-law for approval by City Council to implement the fees at a future date.
Since adopting its 2014 Community Energy Plan, Burlington has significantly expanded EV charging infrastructure through public and private investment, supporting its goal of becoming a net carbon neutral community by 2050.
Staff found most Ontario municipalities charge $1–$3/hour for Level 2 EV charging, some increase rates after initial hours, and a few offer free charging with parking fees.
To help manage the increasing inventory of City owned EV charging stations, staff have developed an Electric Vehicle Charging Policy to provide guidance on the operation, maintenance, monitoring and reporting of the chargers.
Implications:
The City is facing rising costs for maintenance, repairs, and electricity as its electric vehicle charging infrastructure expands and utilization increases.
Background
In 2014, City Council approved a Community Energy Plan for Burlington that included an action to support electric mobility:
Monitor the electric vehicle market and investigate the feasibility of electric vehicle charging stations at City facilities, including downtown parking lots.
Supporting electric mobility was further strengthened in the 2020 Climate Action Plan where it was identified as a key program area to help achieve the target to be a net carbon neutral community by 2050.
Since the approval of the Community Energy Plan, the City, institutions and private businesses have actively invested in charging infrastructure to help support the adoption of electric vehicles in Burlington as summarized here:
In 2015, two charging stations (four charging heads) were installed for public use in the City’s parking garage.
 City staff member explaining the EV charger plans to Council.
In 2018, the City was successful in obtaining funding from the provincial Workplace EV Charging Inventive Program for 10 charging stations (20 charging heads) in downtown parking lots and the Roads, Parks and Forestry Operations Centre (restricted to staff use during weekday working hours).
In 2022, funding was approved by The Atmospheric Fund to support eight charging stations (16 charging heads) for community centre facilities.
Also in 2022, Natural Resources Canada reconsidered a previously denied application, approving funding for 11 charging stations (22 charging heads) plus two Level 3 charging heads, the only Level 3 chargers in our inventory.
The City now has 46 charging stations (88 charging heads) in operation on municipal property with 38 charging stations being available to the public either 24 hours per day or on evenings and weekends, depending on the parking lot. Four additional charging stations (eight charging heads) will be installed in 2025.
From 2021 to 2024, City owned charging stations saw an increase in electrical utilization (kilowatt hours) by nearly 400%. In the same period the number of unique vehicles plugged into the City’s chargers increased by 250% to 4,230. Institutions and private sector entities have also installed publicly available EV chargers. From 2022 to 2025, the total number of publicly available charging stations in Burlington, including City owned chargers, increased by 46%, from 114 to 166.
Industry Scan
Staff reviewed online data for municipal charging fees in 18 municipalities located in southwestern/central Ontario.
Twelve municipalities (67%) charge an hourly charging fee, ranging from $1.00 – $3.00 per hour (for Level 2 chargers). Seven out of 12 (58%) charge in the range of $1.50 – $2.00 per hour.
Five municipalities out of 18 have implemented a secondary charge, meaning a higher hourly rate is applied following a certain number of hours of either free or a lower hourly rate.
Four municipalities offer free charging (but parking fees apply where applicable).
Operational and Lifecycle Costs
The cost of ownership of the City EV charging infrastructure has increased since the inception of the program. The annual cost is approximately $80,000 to operate, which covers electricity, licensing fees (cloud plan), maintenance/repairs and replacements. This does not include staff time required to operate and maintain the stations.
The current asset value of the City’s charging infrastructure is estimated at $1,300,000. The cost of installing a new Level 2 charging station is budgeted at $25,000. The costs for a Level 3 charging station are higher at $50,000, although this could vary depending on the capacity of the Level 3 charger. The costs to repair stations range from $1,000 to $7,000 depending on the severity of the repair.
In 2022, the responsibility to install, operate, maintain and monitor the charging stations was consolidated under the Energy and Emissions staff team. As the EV charging inventory continues to grow, so has the time required to manage the inventory under the existing staff complement.
Downtown Economic Development
One of the impacts of offering free charging at the City’s EV charging stations that is highlighted in the City’s charging data is the disincentive to move a vehicle even after it’s fully charged. Data from the City’s downtown charging stations indicates that vehicles are left plugged in beyond the four-hour maximum time. There is a four-hour limit for charging in the Parking Bylaw but given the level of construction activity in the downtown as well as overall officer capacity, this is currently enforced on a complaint basis.
The City is currently undertaking the Downtown Parking Study. The study will highlight that increasing vehicle turnover is correlated with increasing patronage to downtown businesses and optimizing vehicle turnover will be a recommended objective of any future changes to the Parking and Idling Bylaw. Introducing an EV charging fee is anticipated to improve availability at the City’s EV chargers by motivating drivers to move their vehicle and avoid unnecessary fees.
Achieving Climate Action Objectives
City Council has supported free EV charging at City owned chargers to incentivize EV ownership in Burlington, to help reduce emissions and work towards the target to be a net carbon neutral community by 2050. Staff have been tracking EV ownership data published by the Ministry of Transportation. Since 2019, ownership of battery electric vehicles (full electric) in Burlington has increased by almost 500%. Local EV test drive events with Plug’n Drive have also helped to promote the benefits of electric mobility.
Public Feedback/Opinion
Sustainability staff have been engaging the public to prioritize action areas for the new updated Climate Action Plan to be presented to City Council in Q3 2025. Support for City owned EV charging stations is low compared to other areas such as walking/cycling, transit, the Better Homes Burlington concierge service and sustainable new buildings. Providing free charging is seen to serve a small part of the opulation who can afford electric vehicles and, therefore, is not seen to be equitable.
To help manage the increasing inventory of City owned EV charging stations, staff have developed an EV Chargers on City Property corporate policy (refer to Appendix A) to provide guidance on the operation, maintenance, monitoring and reporting of the chargers. In addition, as reported in the 2023 report on Electric Mobility (EICS-16-23), staff have been assessing options to implement charging fees for the City’s charging stations to help recover costs.
Recommendation Details
Approve Option 2 included in the Electric Vehicle Charging Policy and Fee Options report PWS-02-05 to implement a $2.00/hour fee for City owned Level 2 electric vehicle chargers for the first four hours of charging, increasing to $5.00/hour for subsequent charging time;
Approve a fee of $10.00/hour for City owned Level 3 (fast) electric vehicle chargers;
Report back with the necessary amendments to the Rates and Fees bylaw as well as the Parking and Idling bylaw for approval by City Council to implement the fees at a future date; and
Approve the EV Chargers on City Property corporate policy attached as Appendix A to the Electric Vehicle Charging Policy and Fee Options report PWS-02-05.
Key Dates & Milestones
Pending approval of the recommended option:
Report to amend the Rates and Fees bylaw as well as the Parking and Idling Bylaw: September 2025
Communications campaign to advise EV charging rates: September 2025
Implementation date for introduction of hourly charging fee pending approval: October 2025
Update report one year after implementation: October 2026
Implications
Staff will monitor the rates of usage of the EV charging stations and cost recovery from charging fees and report back in a year from the date of implementation to recommend any necessary changes.
A communications plan will be developed and implemented to engage the community and EV drivers on the new fees, in advance of being introduced.
It is estimated that just over 500 tonnes of greenhouse gas emissions have been saved through the utilization of the City’s EV charging stations.
We will circle back later today and report on how Councillors responded to the recommendation and what they sent to the June 15th Council meeting.
By Damon Wilder
July 9th, 2025
BURLINGTON, ON
eSports, or competitive video gaming, have become a global phenomenon, attracting millions of fans, players, and sponsors. eSports are not only a form of entertainment, but also a lucrative industry, with revenues expected to reach $1.6 billion by 2024. eSports are also a cultural and social force, creating communities, identities, and careers for many people. But how did eSports reach this level of popularity and influence? What are the factors that have contributed to their growth and success? In this article, we will explore the history and evolution of eSports, and the main drivers that have brought them to this point.
The History and Evolution of eSports
The fascinating journey of eSports traces back to the era of the 1970s and 1980s, a time when arcade games and home consoles started captivating the masses. It was during this period that the inaugural recorded video game showdown took place in 1972 at Stanford University, where eager students battled it out in the iconic Spacewar! game for the coveted prize of a year’s subscription to Rolling Stone magazine. As the gaming fever escalated, the stage was set for the grand spectacle known as the Space Invaders Championship in 1980, drawing in a staggering crowd of over 10,000 participants from across the United States. This marked the inception of what would later evolve into the eSports phenomenon.
The subsequent decades, spanning from the 1990s to the early 2000s, witnessed a pivotal shift with the emergence of PC gaming and the advent of online connectivity, heralding a new era of competitive gaming. Leading the charge was the Internet Gaming Zone, making its debut in 1996 and playing host to iconic titles like Quake, StarCraft, and Age of Empires. Among the milestones of this era was the groundbreaking Red Annihilation tournament of 1997, where 2000 contenders clashed in Quake for the ultimate prize—a gleaming Ferrari. Simultaneously, the Cyberathlete Professional League (CPL) emerged in 1997 as a beacon of competitive gaming, organising prestigious tournaments for fan-favourite titles like Counter-Strike, Unreal Tournament, and Halo.
Fast forward to the changing world of the 2010s and beyond, and eSports has transcended its niche roots to become a global phenomenon, propelled by the meteoric rise of streaming platforms, social media, and mobile gaming. The advent of Twitch in 2011 revolutionised the viewing experience, allowing enthusiasts to immerse themselves in live and recorded gameplay, engage in lively discussions, and rally behind their beloved players and teams. Concurrently, platforms like Twitter emerged as vibrant hubs for eSports enthusiasts, serving as hotspots for breaking news, spirited debates, and community interactions. Mobile gaming, epitomised by iconic titles such as Clash of Clans, Clash Royale, and PUBG Mobile, further fueled the eSports revolution, attracting millions of casual and competitive gamers alike into the fold.
In essence, the evolution of eSports mirrors the dynamic interplay between technological innovation, cultural shifts, and the insatiable passion of gaming aficionados. From humble beginnings to global prominence, the journey of eSports is a testament to the boundless potential of human creativity, competition, and camaraderie in the digital age.
The Main Drivers of eSports’ Popularity and Success
The surge in eSports popularity and its sustained success can be attributed to a multitude of factors, each playing a crucial role in shaping its trajectory:
Diversity and Accessibility
One of the key drivers behind the meteoric rise of eSports lies in its unparalleled diversity and accessibility. Spanning a vast array of genres, formats, and platforms, eSports cater to a broad spectrum of tastes, preferences, and skill levels. From the adrenaline-fueled battles of first-person shooters to the strategic depth of real-time strategy games, there’s something for everyone in the eSports world. What’s more, accessibility is ingrained in the very fabric of eSports, with anyone armed with an internet connection and a gaming device granted entry into this electrifying world. Unlike traditional sports, which may require specialised equipment or physical prowess, eSports embrace inclusivity, welcoming players and enthusiasts of all ages, genders, locations, and backgrounds. This inclusive nature fosters a sense of community and belonging, uniting individuals from disparate walks of life under the banner of shared passion and camaraderie.
Quality and Innovation
At the heart of eSports lies a relentless pursuit of quality and innovation, propelling the industry forward with each passing day. Fuelled by the boundless creativity and dedication of game developers, players, and organisers, eSports continually push the boundaries of what’s possible. This relentless drive for excellence is mirrored in the adoption of cutting-edge technologies, including artificial intelligence, virtual reality, and blockchain, which not only elevate the gaming experience but also pave the way for new avenues of exploration and discovery. Moreover, eSports remain keenly attuned to the pulse of the market, responding swiftly to feedback and demands with a constant stream of updates, features, and content. Such adaptability ensures that the eSports landscape remains dynamic and ever-evolving, captivating audiences with fresh experiences and thrilling encounters.
Profitability and Sustainability
Far from being a fleeting fad, eSports stand as a testament to the enduring allure of competitive gaming and its potential for profitability and sustainability. With revenue streams flowing in from sponsorships, advertising, merchandise, ticket sales, and prize pools, eSports have transformed into a bona fide economic powerhouse. This robust financial foundation is further fortified by a diverse ecosystem of stakeholders, including game publishers, leagues, teams, players, media outlets, and regulatory bodies, all united in their commitment to nurturing the growth and stability of eSports. Indeed, the allure of eSports has not gone unnoticed by investors, who recognise its immense value as both a lucrative business venture and a cultural phenomenon with far-reaching implications. The success of sports betting in Ontario and other similar platforms in the industry is closely linked to all of these financial factors.
In essence, the meteoric ascent of eSports can be attributed to a delicate interplay of factors, each contributing its unique essence to the vibrant tapestry of competitive gaming. From its inclusive ethos and relentless pursuit of excellence to its formidable economic engine, eSports stand as a shining beacon of modern entertainment, captivating audiences worldwide with its boundless energy and infectious passion.
Final Remarks
In closing, the enduring popularity of eSports remains palpable, with its momentum showing no signs of abating. The journey of eSports is a fascinating one, spanning epochs from the vibrant arcade era to the dynamic landscape of online gaming. This evolution has been propelled by the advent of streaming platforms, social media integration, and the widespread adoption of mobile gaming technology.
A confluence of factors drives the continued growth of eSports, including its inherent diversity and accessibility, relentless pursuit of innovation, and robust financial viability. Beyond mere entertainment, eSports have emerged as a cultural and social phenomenon, fostering vibrant communities, forging identities, and paving pathways to professional careers. With their deep-rooted impact on both gaming culture and society at large, it’s evident that eSports are poised to remain a transformative force in the years to come.
By Pepper Parr
June 8tjh, 2025
BURLINGTON, ON
I was about to write a piece on the failure on the part of City Council to address the problems behind the swimming pool allocation problem involving two swimming clubs; The Burlington Aquatic Deveilrays (BAD) and the Golden Horseshoe Aquatic Club (GHAC), when the Mayor announces that she has called a Special Council meeting to take place on Thursday at 9:00 am.
The Mayor didn’t say a word about this during the Standing Committee that adjourned at 2:15 this afternoon – nor was there any mention at the Special Council meeting that took place immediately after the Standing Committee.
Hopefuly, the city staff members that made some of the decisions will be asked to explain what they did. We would like to hear from the City Treasurer Craig Millar, the Director of Parks Recreation and Culture Emilie Cote on why she chose to send the issues to City staff who were asked to issue a Request for Proposal (RFP) and where the Chief Administrative Officer was when all this was happening.
 City Treasurer Craig Millar
 Director of Parks, Recreation and Culture Emilie Cote
 Chief Administrative Officer Hassaan Basit
The public deserved to be told where the city failed at both transparency and accountability.
Mayor Meed Ward does deserve credit for calling the meeting. Let’s expect that the kimonos will be wide open.
 Marianne Meed Ward delegating before City Council
Is Mayor Meed WArd returning to her transparency and accountability roots?
After publishing news of the Special Council meeting we went looking for the agenda.
Here is what we found:

As soon as the meeting begins Council will go into a Closed Session, which means viewers will be looking at a notice. When the Closed session ends Counil might say what took place in the meeting.
This isn’t a meeting to inform the public – this is a meeting at which council will try and figure out of the hole they are in.
When you are in a hole you dug for yourself – rule 1 – STOP digging
By Pepper Parr
July 8th, 2025
BURLINGTON, ON
Kimberly Calderbank delegated at City Hall on the decision made to award swimming pool allocation to the Golden Horse Aquatic Club, during which she set out how she understands this decision came about.
Good morning, Mayor Meed Ward, and members of Council.
My name is Kimberly Calderbank, and I have the privilege of serving as President of the Burlington Aquatic Devilrays. I am not only a volunteer president, but a Burlington parent. My son, who is 14, and my daughter, who is 10, both swim with BAD. Through this club they have learned what it means to work hard, to show up for others, to be resilient, and to believe in themselves.
We know how deeply each of you cares about Burlington families. And we are grateful for your time, your service, and your commitment to a strong, inclusive city.
You’ve already heard from two powerful voices today:
First, from Katie, a Burlington parent and professor whose story reflects the kind of legacy our club
represents—and the broader system-level implications of this decision.
 Calderbank: It asked applicants to demonstrate how they would deliver high-quality programming for Burlington youth. Our club is already doing exactly that
And second, from one of our young athletes—who showed incredible courage by coming here this morning. His story reminds us of what’s really at stake: the well-being of the kids at the heart of it all.
I want to speak on behalf of our board, our leadership team, and the 400 families we serve—and I want to begin with a point of clarification around residency.
The City’s RFP was clear: this contract should prioritize Burlington families. It asked applicants to demonstrate how they would deliver high-quality programming for Burlington youth.
Our club is already doing exactly that. We serve more than 320 Burlington swimmers across our competitive and pre-competitive programs. These are not projections. These are kids who live here, go to school here, and have built a community here.
In contrast, the club awarded the contract is not Burlington-based. According to Ontario’s Not-for- Profit registry and Swim Ontario, they are listed as a Dundas club, operating in the Hamilton region. To our knowledge, they have not followed Swim Ontario’s standard process for regional expansion— one that requires input from local clubs like ours.
And this is not an isolated case. GHAC has been expanding into multiple municipalities across the region—reflecting a shift toward a regional, market-based model that prioritizes growth and scalability. That model may suit some programming contexts, but it raises real concerns when City- owned public infrastructure is allocated without fully considering community roots, local access, or long-term partnership history.
Their bid appears to have been evaluated as if they already operate a Burlington-based program— despite lacking local governance recognition or an established base here. Even if they were to absorb our entire club tomorrow, they still wouldn’t serve as many Burlington families as we already do today.
This isn’t just about numbers. It’s about transparency, process, and purpose. The RFP was designed to prioritize Burlington kids. But the outcome, however unintended, doesn’t reflect that goal.
That’s why we appreciated the opportunity to meet with City staff last week. It was a productive and respectful conversation, and we’re grateful to have had the chance to engage directly and clarify some of these points.
As you know, we’ve asked for 40 hours of pool time to keep our club operational this fall. That number reflects the minimum required hours to prevent further damage to our programming, our coaching, and most importantly, our athletes.
These are not empty hours. They’re carefully structured training blocks that allow us to serve a full range of swimmers from pre-competitive swimmers just learning the ropes, to senior athletes training for provincial and national goals.
With less than 40 hours, we would be forced to cut full training groups, turn away families, and potentially lose coaches who rely on consistent scheduling to sustain their livelihoods. This threatens the viability of our club.
 We’re not just a swim club—we’re a development pathway.
BAD is more than a swim team. It is a community. It is where families run the Terry Fox Run together, gather donations for the local food bank, and collect warm socks for neighbours in need.
We’re not just a swim club—we’re a development pathway. For 40 years, BAD has nurtured swimmers from their very first strokes to national and international success.
This year, Swim Ontario formally recognized the Burlington Aquatic Devilrays as a key contributor to Canada’s success on the world stage—specifically highlighting our role in supporting Katie Cosgriffe on her path to the 2024 Paralympic Games in Paris.
That recognition matters. It shows that what begins in community pools—volunteer-led, team-first, grassroots programs—can lead all the way to the podium. This is the kind of development system we should be protecting, not displacing.
More than 2,000 residents have signed our petition. Support continues to pour in from alumni, fellow clubs, and Burlington families who want to see this club protected.
Every day that goes by without clarity, we lose more swimmers. Coaches can’t plan. Families can’t register. Athletes lose momentum and stability.
While we are deeply disappointed in how this process unfolded, we are not here today to rehash legal arguments. As you’ve heard, we’ve paused our judicial review in good faith—because we believe a shared solution is still possible.
And we believe that in youth sport, “do no harm” should be the baseline. We are not asking the Council to choose sides.
We are not asking for exclusivity.
We are asking for a fair and functional solution—one that reflects Burlington’s values and allows our 40-year legacy to continue.
We believe we can coexist with other user groups. We’ve always worked collaboratively and we remain open to shared solutions, so long as they allow our families to participate meaningfully and sustainably.
 First, that the City allocate 40 hours of pool time to the Burlington Aquatic Devilrays this fall.
So our ask is simple:
First, that the City allocate 40 hours of pool time to the Burlington Aquatic Devilrays this fall, concentrated in core training blocks that support effective training. These hours are essential not only for practices—but also for our ability to host swim meets, which provide critical revenue to keep our programs affordable and accessible. Swim meets are a tradition—they’re also a financial lifeline. They sustain our programming, strengthen our volunteer base, and bring families from across Ontario into Burlington. Removing our ability to host them threatens our long-term viability.
Second, that Council call for a formal review of how RFP’s are used in allocating youth sport resources—so future decisions better reflect the values of equity, community, and public good. And so that no club, no coach, no family, and no child has to go through something like this again. We wouldn’t wish this experience on anyone.
We’ve done our best to remain constructive, collaborative, and solutions-oriented. We’ve shown that we are willing to adapt, to share, and to meet the City halfway.
Now we ask that our City do the same.
Because the stakes are high—not just for our swimmers, but for what Burlington chooses to stand for.
Please don’t let our legacy end here. Help us ensure no swimmer is left behind, and that Burlington remains a place where community sport can thrive for generations to come.
Thank you again for your time, your leadership, and your dedication to Burlington.
It was now time for Council members to ask questions of Calderbank
Chair Lisa Kearns: Thank you very much for your delegation. We’re going to go to our list of speakers now.
Bentivegna: For our purposes. Swim, Ontario is a governing laws, and they create, obviously, rules and regulations for the whole province. Do they work on registration and residency by municipality or by name? How does that? Can you expand on how that gets so
Calderbank: Swim, Ontario is our regulatory body. So our insurance, all of our registration, everything happens through swim Ontario. So that’s sort of them than us. When you register a swimmer, you pay a fee to swim Ontario to register them. It’s certain laws, like a concussion law, all of those things, all the papers, legalities, are done through swim Ontario. So a fee goes to swim Ontario when our children register. Our registration fees are kept around 250 ish dollars. Some of that goes to swim Ontario. Some goes to help our club with the registration, Administrator, administration costs other local clubs, oak, for instance, can be upwards of $1,200 for registration. So it’s very different depending on what the club decides to do, but effectively, it’s paying a fee towards swim Ontario. When you register a swimmer, the family fills out where they live, address, contact information, all of that good stuff. So they are looking at the city with which that swimmer lives in for registration to Swim Ontario.
 Ward 6 Councillor Angelo Bentivegna
Bentivegna: Follow up on that. Kearns interjects: No, it’ll be a second question. You have a big list here, so it’ll be a second question. You are are using your second question now. Bentivegna: I can’t use a follow up for that? Kearns: No, because your first question was like six questions.
Bentivena: I guess my second question will be, how many swim organizations are there in Burlington, operate out of Burlington.
Calderbank: Currently the Burlington aquatic Devil Rays operates out of pool space. Here in Burlington, there are also private swim organizations that operate out of Cedar Springs. I believe goldfish has a club as well. So in private organizations, we also have a synchro team here in Burlington that I believe solely operates out of Angela, sorry, Aldershot, a very well known, popular, award winning Synchro club. And we also have a dive team here in Burlington, but from a swim club competitive perspective, that is the one that’s currently operating out of city facilities. Thank you.
Councillor Stolte: You mentioned about the request for 40 hours a week. How many hours a week were you accustomed to operating under?
Calderbank: The RFP itself was based on 2000 hours. So in the RFP, we had to show how we would use all 2000 hours. We actually had to cut back our program programming to be able to use the 50 hours that the RFP was looking at. So when we met with city staff last week, the conversation was, what do you need? And we sort of shifted it from what do you want to what do you need? Because we need the 40 hours to not have to cut we don’t want to do harm.
We want to keep the club as a whole, as was previously mentioned, we are losing swimmers day to day at this point because people are registering for other clubs. The fear is that piers also, sort of alluded to tryouts for other clubs have happened, right? Teams are built by this time in the past, when this RFP process happened in 2020 it was in the new year. It was earlier on in the season. So planning could go if you had given us 20 hours at that time, we had time to figure out what that looked like. At this point, I need to register swimmers, or I won’t have anybody left to register 50 would be the pie in the sky. The other thing that the contract and the RFP included was the Meet time, as I mentioned, those meets are our lifeline and how we exist that outdoor meet that Katie referenced we just had a couple weekends ago in June. We used to have clubs from Mexico come and join us. It’s a huge tourism piece. All of these families are staying. We had over 14 clubs and 1500 swimmers at that meet. So it’s a pretty impressive meet that we host at Nelson. That we’ve been doing year after year. Newfoundland was here again for the fourth year in a row. Their head coach loves it. He’s already emailed me. When can we come back? Those hours really matter to us to be able to continue along.
Stolte: Second question, so the 50 hours, in an ideal world that includes the Meet time, or meet times, the meat is part of sorry, the meat was part of the contract and the RFP, so it was the 50 hours, the 2000 plus, these are the meats that you would receive for part of the RFP,.
Councillor Sharman: Thank you very much for being here this morning. Kimberly, I looked at the two websites, and I see you have three pools in Burlington on your website. But I also know that notice that GHAC has five pools in Burlington, but they’re also in five other Muse powers. You’re not in other Muse powers, correct?
Calderbank: We don’t have space anywhere else. So, based on the last RFP, previously, we also had access to Tansley woods, and we also had access to Aldershot. At one point, we’ve had access to other pools, as we’ve ebbed and flowed through the city, per the RFP last time, there were only certain pools that were allocated to that RFP, which is the same this time. So we’re bidding on access to Centennial Angela Coughlin and Nelson, essentially as part of the RFP process, which was part of the conversation with city staff last week was, can we access those other pools? I mentioned that we have Synchro and Aldershot. We have a dive club at Angela Coughlin. Are there ways to share the Pool time with them as well? But yes, my understanding is the website has since been updated since they received the RFP, and I do believe some of those Burlington pools have been on their website the entire time, even though they weren’t servicing out of them.
Sharman: That was was going to be my second question with respect to the five pools, and I’ll check it with the next delegation as well. That’s just been increased as a result of the result of the RP. Okay, so I’ll ask for more details. Thank you very much.
Councillor Galbraith attending virtually: Similar to Councillor Stolte, question around the 40 hours with the RFP being awarded to GHAC. What does that currently leave you with?
Calderbank: None, zero. So the call that I had on June 5 with the procurement team was, we’ll follow up with the sustain, substantially reduced. I’m using air quotes. I don’t know if Calvin can see me or not, but substantially reduced. Okay, substantially reduced Pool time. I did not receive that call from the procurement team or the staff that day. It was promised by the end of the week. I did not hear by the end of that week, we did follow up and had a meeting last week with Emily Renee and a gentleman as well from facilities, and had that discussion. I’m quite hopeful that it will be more than the sustain substantially reduced time that I heard about on June 5.
Galbraith: Thanks for that. And then second question, so when you’re talking 2000 hours and 40 hours, if you were awarded 40, what is that total? I assume the 2000 is the year correct total. So what does what does 40? Are you 40 per month? And that’s the work.
Calderbank: Yeah, we’re 480 as opposed to 2000 annually
Galbraith: So the ideal numbers, it’s hard to tell if he’s no, go ahead. I’m sorry. You’re frozen. Calvin, so it’s very difficult to tell if you’re speaking or not. I apologize for cutting you off. The 50 would be the ideal. Again, that helps us not have to secure private pool time. What we’ve been doing behind the scenes, trying to keep our members and keep pieces together is securing private pool time. So should we have to amplify or build in any extra time to be able to keep our club viable? We’re looking at ways to sort of beef that up. So again, when I met with city staff, it was a what you want, then turned into a what you need to really make it happen. And there are not a lot of private pools here in Burlington, right? There’s not pool infrastructure in Burlington, as I’m sure you’re all aware there, it’s there’s not a lot, there’s a lot of white papers going on around right now about how important Pool time and pool structure is. There is not a lot of accessible Pool time for us. So we went right down to looking at condos and apartments like we’re desperate to pull this together. It just doesn’t exist here in the city of Burlington.
Mayor Mead Ward: Thank you so much for being here, all of you for being here. So you’ve raised some concerns, as did the previous. Delegate, I around the RFP as a method for allocating scarce Pool time or really limited hours in any city facility. She said the the RFP was akin to a construction contract, so perhaps really good for potholes, not so good for people, so what? And I noted it on your your slide that that you want a different path. Can you do you have any ideas or suggestions for us around how the city might fairly allocate a scarce resource full time, recognizing that there are Burlington families that do swim with G hack currently and travel outside the city. So we’ve got, we’ve got two clubs right now that that are providing really valued service to our residents.
Calderbank: I think what’s important first to acknowledge is the fact that G hack, as Paul mentioned, or councilor Sharman mentioned, has multiple facilities outside of Burlington. They’re already practicing in and that their club is already catching. They have not lost those facilities. To my knowledge, I’m sure they’ll speak to that we have without our facilities, we are no longer viable as a club with the Burlington pools. They just become a bigger a bigger club with more pools to practice in. There is a very vast difference between those two measures, right? One club ends because x and I understand that they have Burlington residents using those facilities. But again, if they were to take on all of our Burlington residents, they still don’t have the number that they need to be able to even stand close to what we’re servicing I mentioned for 50 hours and the wait list. We do have a wait list. We do have people that want to come and join us. Part of the RFP process in 2020 was starting our fundamentals and Learn to Swim program, which are now a splash and mini rate programs. So part of the request of the city was to add on Learn to Swim programs. So we were sort of filling that gap that the city has wait lists for themselves that takes up a significant amount of our pool users as well as our swimmers. But this is exactly how we’re growing people through our grassroots program. I would suggest that, as Katie had alluded to, a rental contract.
Mayor Meed Ward: So what do you what do you need, not what you want, and how are you going to make that viable and work it out?
Calderbank: I know that with our 400 swimmers, we’re strapped for the hours that we have. I’m interested to hear how and where we can’t access the information. How G hack, with their 100 and something, Burlington swimmers are going to use all of those hours for just Burlington swimmers. The math doesn’t math. For me, we need every last hour to be able to make that happen, and I believe that a rental contract is the way to go. The urgency is that if this isn’t happening, I don’t I don’t have a club to put to register daily. We are receiving withdrawals because people are going to other clubs. My son is swimming at OSC, that’s one of the biggest meets. We have several swimmers that are going out to one of our key swimmers left and registered with another club so that they could swim with them like it’s heartbreaking, and that is happening every day. So I know you’re not speaking about it till July 15, but that’s devastation. That’s another week.
Mayor: So would you advise our staff to sit down with swim providers to have this conversation and figure out a way forward? Is that the path that you’re asking us to do ?
Calderbank: The way I would have done it, and again, I don’t want an annual contract, because I don’t want to be back here next year doing this again. I think we know the pools that we have. We know the infrastructure that we own in Burlington here. I think it’s a matter of sitting down and finding out what the city needs for their programs and then what’s remaining. And then if you have G hack and you have bad and you have the synchro team, I apologize. I don’t know their name, the dive club. Sit down. How many hours do you need to help the Burlington residents make that happen and fill in the blank and schedule back? That’s how I would do it. And then I would be signing. It was a 40 page RFP, and it was multiple documents that we had to provide a ton of volunteer time, a ton of taxpayer time, a ton of resources went into this, and I don’t believe that needed to be the case. Okay? Thank you very much.
Chair Kearns: Thank you. I’ll take my first time question, then I see a second time question from Councillor Bentivegna. You may have seen from the press releases that council isn’t allowed to engage in the RFP or procurement process under our procurement by law. However, I believe Council holds a role in governance, and governance covers such issues as risk, financial liabilities, litigation liabilities, again, reputational liabilities, et cetera. So do you believe any of those conditions? Decisions are currently in play right now, so I can speak to that.
Calderbank: There were several steps that you could take through the RFP process to rebut or refute the decision. So when we found out on June 5, we had a small window to be able to ask for a review. The city then created a committee, which is quite interesting, because I believe several of the folks on there were actually parks and roads people are engineers, so not necessarily sport or community oriented people. So it was three staff at the City of Burlington who then emailed us back on June 24 I believe it was to let us know that no the decision was being upheld. From there, we did seek legal advice. Our lawyer has told us that we can take a step further, which is a judicial review, which is going to litigation, and going to court, and having court review the decision that was made and whether it was fair and just those are the two words that I keep using when I’m speaking with folks, that our lawyer uses, that we used when we spoke with the city last week.
Was this decision fair and just? And everything in my fiber says this decision was not fair and just. And I’m sure everybody could agree, if you really took a look at it, it was not fair and just. So that is our next step in good faith, because I believe in this council, and I believe in the city, I’m hopeful that we can get what we need to altogether. So that review is on pause. I have a note to the lawyer. He was going to reach out to your legal team as well and advise that, as we are in negotiations or conversations here, that we have paused that, but it is something very real, and our club is willing to fight for these kids.
It was at this point that Kimberly Calderbank began to lose it – some very deep breathing got her back to the point where she could continue.
Kearns: Thank you very much. My second question is in regards to the comment that you made about affordable and accessible as a club. So I heard you say it’s $250 to join the club or be a participant of the club registration. How was something like that evaluated or requested to be responded to in the RFP?
Calderbank: Yeah, excellent. So part of the RFP was to show a lay of the land of the fee structures through other clubs. So what is an environmental scan of what other clubs offer? And our club is a accessible, fair amount based on who is around us again. We have Oakville, we have GHAC, we have G hack. There’s some private clubs I mentioned as well. So right in the RFP document, there is a full chart that shows all of those pricing structures. Unfortunately, I don’t have in front of me that being said, RFP. Our RFP was not opened by staff. We were told, because we were rejected due to the language for the certificate, it was never opened, so nobody ever saw where our club stands against others.
Chair Kearns: Okay, thank you very much for that answer. Back to you, Councillor Bentivegna.
I just want to follow up on the mayor’s questions. Prior to 2020, this procurement process, you personally have 400 members a year. How many members would you had prior in 2020
 I’ve only been with the club since 2018
Calderbank: I’ve only been with the club since 2018 so I’m in a very new role. I couldn’t tell you specifically how many numbers our club continues to grow, though we see a continual growth a year to year. If we had more space, like I said, we would be, we would be using it. And it was a rental agreement in the past. To my understanding, it was not an RFP process. The first one was in 2020 both GHAC and BAD had applied to that RFP as well.
Betivegna: I’m more concerned about getting a number prior to rather than the growth side of it. Just to see, was it close to what you have now,
Calderbank: We’ve grown so I would have assumed we’d probably be around the 300 mark. I can certainly provide that to you afterwards as well, but we’ve grown substantially so over the over the years, yes, I will ask Jack and staff as well that question. So do you feel and I don’t can ask this question, or you’d be able to answer it. But do you feel that we may want to go back to that process prior to 2020?
Calderbank: I think it’s the only way to go back. Quite frankly, my understanding is a contract has been awarded. I think the only way to be fair to everybody and be just to everybody is to go back and start again. And that’s not an RFP process. I think that’s a sit down. What do you need? How can this work for you? How can we work together?
I understand that GHAC wants more pool space and wants time in Burlington, and I don’t want any child to be displaced. I want to make that clear. We’re not us against them at all, but I need all of the time for my swimmers here in Burlington as well, and our club, and we know the numbers we need, they know the numbers they need, and I think it’s just a negotiating of the time. I want to reiterate how important it is to understand that they are a multi regional Club, so they have space. So, heaven forbid they don’t have Burlington club space. Those Burlington swimmers have another pool to go to. They can drive down the street to Hamilton. They can go somewhere else. My swimmers cannot.
Chair Kearns: I think you have someone seeking your attention at the back. Oh no, oh no, oh no, no. It doesn’t work like that. No, no. Does not work like that. Nope you cannot do that. I thought you were trying to get the number to her, but if it’s not, you can whisper to each other for like one second. Turn around. Do you know the number to the answer?
Calderbank: It’s regarding the pricing and the structure that was available in the RFP, I think it’s been covered.
Chair Kearns: Thank you very much. You have no further questions. Thank you for your delegation.
 Standing room only with some people in the Council foyer
And that was it. In a Council Chamber that was beyond standing room only Councillors heard a very sad story on how the administration chose to use the wrong procedure for what was a very simple problem: how do we allocate the available swimming pool time to the two organizations that want to teach and train young people how to swim for pleasure and as competitors.
By Pepper Parr
July 8thth, 2025
BURLINGTON, ON
Katie Lebel delegated at City Hall on behalf of the Burlington Aquatic Devilrays
I’ve been asked to speak on behalf of the Burlington Aquatic Devilrays. I am a Burlington resident, a sport business professor, and the proud parent of a young swimmer on the team.
I’m also a former competitive swimmer. My sister and I grew up swimming under Head Coach Sergei Soloukhin more than 25 years ago. Now, I have the privilege of watching my daughter fall in love with the same sport—under the same coach who helped shape who I’ve become.
 Katie Lebel
I’ve delivered talks around the world on the power of sport. But I’m not sure I’ve ever spoken with more at stake than I do today. What’s at risk isn’t just pool time—it’s community, continuity, and the systems we count on to support our children and protect what matters in civic life.
We are here because we believe a better way forward is still possible.
While we did file for judicial review after our proposal was rejected without evaluation, we paused that process in good faith, because we believe a collaborative solution is still possible.
We’re not asking for special treatment. We are here to advocate for fairness, for transparency, and for a shared-use model that reflects Burlington’s values.
The Burlington Aquatic Devilrays is a not-for-profit, volunteer-led swim club with a 40-year history in this city. We serve over 400 swimmers from across Burlington and surrounding communities.
We’ve raised money for the Terry Fox Foundation, the Burlington Food Bank, and the Compassion Society. We don’t just use public resources—we help build and sustain them. We’ve welcomed national-level athletes and complete beginners. We’ve kept our programs affordable. And we’ve remained rooted in the community, season after season, for four decades.
 Katie Lebel delegating to Council for BAD. Sitting immediately behind her is Cody Bradt – Associate Head Coach & Chief Operating Officer who later delegated for the GHAC
That legacy—everything we’ve built—was destabilized by a process that disqualified our proposal over a document that doesn’t exist in the form requested.
The language in the RFP asked for a “current and valid certificate of incorporation”—a document that, in Ontario, is not re-issued after initial incorporation. What’s typically used to verify legal status is a Certificate of Status or a Corporation Profile Report from Service Ontario. This technical ambiguity in language had real consequences: our proposal was rejected outright, without review.
The result was not a level playing field. It’s a signal that the process, while well- intentioned, may not be aligned with the realities of youth sport.
We met every substantive expectation laid out in the RFP, But we were disqualified before these strengths could even be considered or evaluated.
the RFP model is not designed to capture the depth of community relationships, the value of consistency for youth, or the contribution of legacy volunteer-run organizations. To our knowledge, competitive swimming is the only youth stream in Burlington currently operating under an RFP process. That fact alone suggests we need to stop and reconsider.
And all the while, time is running out.
 A BAD swimmer
Every day that passes, more families leave. More swimmers ask if they’ll have a team. Our coaches can’t plan. Our registration is late. Just two weeks ago, our club was riding high.
We had just hosted two outdoor swim meets—one for our senior athletes, which welcomed 14 clubs, including one from Newfoundland. And another for our novice and precompetitive swimmers—just our own athletes—who got to experience the thrill of racing, many for the first time.
No child should ever have to worry about losing their community.
In youth sport, ‘do no harm’ should be the baseline. But when a team is destabilized— when kids lose their teammates, coaches, and training rhythm, the familiarity of practice sites—it’s the swimmers who feel it first. It shakes their confidence, interrupts their development, and undermines their sense of belonging.
Our senior swimmers train six days a week, often twice a day. They’re not just athletes, they’re leaders in our club who mentor younger teammates and help shape the club culture.
Disrupting those relationships carries real emotional and developmental cost.
Our club reputation, built over decades, has been put at risk by a process that did not allow us to be evaluated.
this decision didn’t happen in a vacuum. What’s unfolding here reflects a broader shift in how sport is being delivered across Canada.
Our club reflects a community model: affordable, team-based, volunteer-run, and grounded in long-term athlete development.
In contrast, we’re seeing the rise of market-based models—regional, fee-for-service programs that function more like private providers than community-rooted teams.
This isn’t just about two swim teams. It’s about two different visions for youth sport. One prioritizes access, development, and community.
The other prioritizes flexibility, expansion, and the ability to scale—at a significantly higher cost to families.
That’s not just a pricing issue—it’s an equity issue.
These are public pools, built with public dollars, meant to serve the public good.
If we allocate that space without factoring in cost and accessibility, we risk excluding the very kids who need it most. Let’s not make affordability the casualty of process.
Procurement-style evaluations that ignore the difference between community and commercial models risk outsourcing youth development—not by design, but by default.
Yes, there’s room for both in our sport ecosystem. But giving public pool time to a fee-for-service provider should never come at the expense of a long-standing, community-based club that has served Burlington for over 40 years. That’s not innovation. That’s displacement.
If it can happen to us, it can happen to others—Teen Tour Band, youth hockey, gymnastics, student theatre. This is a precedent-setting moment.
This issue has reached far beyond our pool deck. It has mobilized parents, athletes, coaches, officials, volunteers, and community leaders — not just from Burlington, but across Ontario and beyond. Other community-based organizations are watching closely, too — because what happens here doesn’t just affect BAD. It sets a precedent for how legacy youth clubs across this city may be treated when they come up for renewal.
We understand that pool time decisions are operational, but the values that guide those decisions start with Council.
 A competitive event – sponsored by BAD
So our ask is this: immediate stability—40 hours of pool time this fall. And longer-term, a better process for allocating public sport resources that reflects the realities of community-based youth programming.
This isn’t about being chosen over another club. It’s about being given a fair chance to be considered—something every community organization should expect when applying to use city-owned public facilities.
We’re asking you to lead—not just with policy, but with principle. It’s not too late to apply the simplest, most universal principle in situations like this: do no harm. Especially not to children, especially not through bureaucratic oversight.
This is your chance to send a message: that in Burlington, we protect legacy, we honour fairness, and we show up for our kids.
The delegation has been edited due to space restrictions and clarity.
 Chair of the Standing Committee that heard the delegations: Ward 2 Councillor Lisa Kearns.
Chair Lisa Kearns: Okay, so you’re going to pause. I’m going to look to committee for any questions. You’re going to stay and answer the questions. Okay, okay. You will not be asking questions of staff either. Don’t ask questions back. Okay?
Councillor Stolte: My question is around any advice you have for us, around a better process than an RFP to allocate scarce Pool time,
Lebel: a rental agreement at the end of the day. I think the RFP just does not capture the ability to there’s no waiting for community legacy, and I don’t think that it’s able to capture the difference between that community model versus the market based model that we’re starting to see show up, and that’s going to be a broader problem across sports, so potentially a pool rental procedure. I think there’s other ways. Historically, my understanding is that this is a relatively new process that’s been applied. It started in 2020 I’m not sure what was done, but sure what was done before that, but potentially going back, I do think there’s room for more, different models in our ecosystem. We have a wait list of over 150 swimmers. So there’s a there’s a huge demand for swimming, but I don’t think that we can have one at the expense of another.
Stolte: Well, are you and your I don’t know if you’re speaking for the club, but would you be willing to speak with our staff and other people who want access to Pool time to sort it out? That’s how we do it with some of the other sports is that a viable way forward?
Lebel: Yes, our goal is to protect the kids. This has been, horrific for these kids, and we need to do better for them.
Chair. Thank you so much for your delegation. I just wanted to ask a quick point of clarification. I’ll ask, to to expand on it. But did you say that it’s your understanding that it’s only the swim clubs that are put through this RFP program that is our understanding? If you go through the language, I’ve pored through this for the last week, it’s very much more of a construction contract, honestly, which is fine for some processes, but again, it just does not reflect youth sport
Councillor Bentivegna: Just a quick question with regards to follow up from Councillor Stolte prior to 2020 Can you tell us how things proceeded?
 Katie Lebel
Lebel: Don’t have that history.
Bentivegna: Okay, so membership, how many swimmers?
Lebel: We’ve got 400. Our pool time program is based on the amount of the allocated time that we’re given by the city. We are not in a growth mindset. We’re doing what we can with the number of hours we’re provided by the city.
Bentivegna: 400 swimmers. Has that been consistent?
Lebel: Yes, we’ve got a wait list of swimmers now that’s divided up between pre competitive and competitive. We’ve got about 85 pre competitive swimmers. It’s generally competitive swimmers, and 85 not pre competitive.
Chair Kearns: Last question; I’m not sure if you can answer this, but if everything proceeds as is, what happens to that?
Lebel: I’m not sure we’re able to exist.
Chair Kearns: I’m going to ask one question of you; we’re going into closed session for potential update on litigation, as it says in the statement on the public agenda. In that regards, do you have any potential litigated, avenues that you’re looking to explore? Just a yes or no.
Lebel: Yes?
Chair Kearns: Okay, thank you very much. I don’t have any other questions for you as a delegate. Thank you for joining us.
Lebel: Thank you very much for the time to share our story.
By Pepper Parr
July 8th, 2025
BURLINGTON, ON
959025 Ontario Inc. will be holding an online pre-application community meeting on Tuesday, July 15, to inform residents and discuss concerns about a possible 22-storey mixed-use building at 2076 Old Lakeshore Rd.
The building is planned to include 154 hotel suites and 46 residential units, as well as extending the waterfront trail.
 The proposed development will fit in with the other towers proposed for the football. The Old Lakeshore precinct will always be seen as the “the jewel” that has yet to find a crown.
The site is currently occupied by the Marquis Lakeside Inn and is located in an area with several developments in the works, including a 27-storey mixed-use building at 2083 Lakeshore Rd.
Residents interested in attending the virtual meeting, which will run from 6:30 to 8 p.m. on Tuesday, July 15, can tune in through Zoom.
The development of a hotel just west of Emmas Back Porch is the best developer Darko Vrancich has been able to do in getting a hotel property built along the waterfront.
 The Ontario Land Tribunal said no to this development proposal – issue was parking and access from Pearle Street.
His application to put up the two-tower – 35-storey development at the foot of Brant Street got snagged on Ontario Land Tribunal (OLT) technicalities.
The proposal to put up a 22 storey tower on the current motel site could run into some limits in just how close they can get to the lake edge of the property.
That Top of bank rules might limit what can be done on that land. It was a set of rules that got in the way of other development proposals.
By Pam Pitz
July 8th, 2025
BURLINGTON, ON
At the risk of taking too much of your time and that of those copied on this email string, I felt compelled to highlight a few things that may have been missed or could use some emphasis following this morning’s council meeting. I think this is a learning experience for many including a better understanding by council members of the long term effort a swim club must make if they are to develop kids from recruitment (age 6 or 7) through to 18 years of age and overall success. The kids need stability, trust, and a sense of belonging to be the best that they can be. I am sure we all agree it isn’t about the clubs – rather, it’s about the children who need to be assured that common sense and fairness will prevail. Please be assured the overall BAD family wants the best for Burlington kids — it has been the club’s mission for decades having spoken to swimmers who have supported the club throughout its history.
1) While GHAC suggested had they not been excluded from Burlington pool allotment in 2020, they would have lost less Burlington kids, could have recruited more and, in turn, justified more Burlington pool time. They are clearly giving the impression that they had a large number of kids from Burlington in 2020, however this appears overstated. BAD has always been the club of choice in Burlington. Why? Because BAD has always represented Burlington kids with:
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- Burlington hosted swim meets that attracts visitors to the city;
- Burlington community involvement,
- Burlington pride, signs and BAD swim gear as it travels.
- A name that speaks to its origin — BURLINGTON Aquatic Devilrays
 BAD swimmers in a training session
It is clearly a Burlington identity with a long history. I might add GHAC’s creation in the first place was to respond to community needs in the Golden Horseshoe. They explained that today. Maybe these communities didn’t have the size or amenities to support a dedicated club like those that have existed for many years in Hamilton, Burlington, Oakville, Milton, etc. where taxpayers pay for such benefits. Across the Province most cities have long histories with one major club representing their community – it’s the essence of community pride and competition. Further, poaching kids from Burlington, Hamilton, Oakville, etc., as a regional team is not consistent with swim team etiquette. This situation is grabbing the attention of other sports/clubs in Burlington and elsewhere – if it can happen to BAD, whose volunteers, coaches and kids have worked hard for decades to build a successful, respected club, it can happen to them.
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 Based on their suggested numbers, the math would suggest they don’t need the pool time requested as compared to BAD’s needs.
Even if one buys into the GHAC argument that they have about 28% of their swimmers from Burlington based on their suggested numbers, the math would suggest they don’t need the pool time requested as compared to BAD’s needs. BAD’s numbers are approaching 2.5 times those of GHAC when it comes to Burlington swimmers. Actually, common sense would suggest if GHAC’s Burlington swimmers wanted to swim in Burlington pools, rather then having over 400+ BAD kids move to GHAC or elsewhere, the less disruptive step would be to have GHAC Burlington swimmers move to BAD who would need a much more modest increase in pool time to accommodate them.
3) There is no policing of where swimmers come from for practices. Obviously policing the numbers is something the City cannot cost justify. GHAC wants pools, like Centennial, to run meets and to give them more pool time. Swimmers in all clubs are typically clustered around age and/or swim times with seniors allotted the better pools/facilities – like Centennial. Clustering serves to ensure the best coaching (limited) is given to them as they pursue the culmination of their competitive swimming efforts before college. It allows them to learn and feed off one another. I am sure, over time, this clustering will occur with GHAC and swimmers from other communities will be brought to practice in Burlington pools — pushing other Burlington swimmers to travel outside of Burlington or limiting the room for more Burlington recruits. Otherwise, why does GHAC need all the time they requested?
4) Please understand, even if all BAD swimmers went to GHAC, there is no benefit for BAD kids. The coaching at BAD, its reputation and successes are arguably better and the evidence shows the cost for BAD recruits is substantially lower — making it more accessible for kids with parents on limited budgets.
For the moment, let’s assume the coaching is comparable, however there are many other important points of impact :
In summary, there is NO benefit to BAD swimmers and particular to those in Intermediate and Senior levels who are focusing on the peak of their swimming careers, potential scholarships, etc.
 There are the personal relationships among the swimmers. They are supportive, feed off of each other, learn from each other, and bring healthy, well understood rivalry – often growing up together as their best friends.
5) No club can bring success in five year intervals. No kid can adjust because of regional expansion of an out-of-town association that brings unnecessary change in five year allotments. These kids are very impressionable, especially in the preteen and teen years. We all realize how experts caution parents in this regard. Kids have growth spurts, injuries, personal challenges at home, temporary distracting events, and many other factors that the coaches and club understand for each and every kid. This understanding develops over time and increases in intensity as the years pass by. They know the kids’ strengths and weaknesses by swim stroke, training habits, personalities, etc. The kids understand each coach’s disciplines, techniques and communication styles. Bonds form. Trust develops. It’s critical that the evolution of these relationships is protected and the results preserved, especially in the later years of the program. On top of this, there are the personal relationships among the swimmers. They are supportive, feed off of each other, learn from each other, and bring healthy, well understood rivalry – often growing up together as their best friends. They understand each other in terms of competitive swimming sacrifices and routines. These kids cannot be expected to embrace disruption every five years.
Fresh ideas are brought in by BAD and probably GHAC. BAD sources guests like current Olympians, sports psychologists , nutritional experts, and arranges professional land training, etc. BAD knows the importance of stability and trust and so does GHAC. That is what disappoints the most. If the number one priority is the kids then clubs like GHAC should focus on the communities they serve based on their original concept and market and stop encroaching on other proven clubs and communities. Taken to the extreme, regional expansion effectively eliminates competition except from within. That is not what underpins any competitive sport — rather, competition is nurtured through community pride and involvement.
Please consider these heartfelt, sincere and rational points of view. I am reminded of a T-shirt you often see parents wearing akin to “soccer moms”. It says something along the lines of, “Swim Mom” – 1000 hours of practice, one hour of warm-ups and 30 seconds of competition. Of course, longer races do exist but one can understand the point. In swimming, in particular, a hundredth of a second can make all the difference. That is why long term bonds, consistency and trust from the clubs and coaches is key along the development journey – it’s constantly tweaking based on the in-depth knowledge of each swimmer by the coaches. BAD has spent 40 plus years doing just that in Burlington.
 Pam Pitz
There is nothing to be gained by radically diminishing or eliminating BAD in favour of a club who represents other communities and is currently operating within them. It was their choice at inception. BAD’s choice was Burlington and they enjoy the majority of Burlington competitive swimmers by far.
If this current ruling prevails it will mean a huge loss for the BAD kids and is not consistent with the “no harm” principle that was shared today.
Respectfully,
By Gazette Staff
July 7th, 2025
BURLINGTON, ON
Mayoral Decision
In accordance with subsection 284.3 and 284.16 of the Municipal Act, 2001 (the “Act”), I, Marianne Meed Ward, Mayor of Burlington, hereby directs the Chief Financial Officer (CFO) to:
1) With direction from the Mayor and in consultation with the CAO, and Deputy Mayor of Strategy and Budgets, prepare a summary of the draft 2026 Budget for Council and public consultation and input;
 I, Marianne Meed Ward, Mayor of Burlington, hereby directs the Chief Financial Officer …
2) Prepare the 2026 Budget, considering feedback from the community, members of Council in both their Council and Deputy Mayor roles, input from the Deputy Mayor of Strategy and Budgets, the needs identified in the 2026 financial needs and multi-year forecast (Financial Forecast) and direction from the Mayor; and
3) Ensure any proposed changes to budget (increases or decreases) are done in accordance with the overall objective of inflation plus infrastructure, with a target tax of 3.5% inclusive of Region, with the City portion of the total tax rate less than 3%, while adhering to the following four principles that balance providing for today while preparing for our future:
a. Affordability
b. Livability
c. Sustainability
d. Transparency
This direction takes effect following Council’s vote July 15, 2025 and remains in effect until modified or revoked.
The Motion had an addendum attached to it:
Under Bill 3, the Strong Mayors, Building Homes Act, 2022, which amended the Municipal Act, 2001 (the Act) I Marianne Meed Ward, Mayor of the City of Burlington, hereby decide that, with respect to the 2026 Budget:
1) I will not exercise the power to veto under subsection 284.16(4) of the Municipal
Act, 2001; and
2) This Mayoral Decision provides written notice under subsection 284.16(4) of the Municipal Act, 2001, and subsection 7(7) of O. Reg. 530/22 to shorten the 10-day period to veto an amendment resolution passed by City Council to the proposed budget, to the date of council’s final deliberations and vote on amendments to the budget.
By Pepper Parr
July 7th, 2025
BURLINGTON, ON
After four full hours in a Closed Session of Council they rose and reported the following:
The motion is to direct the commissioner of legal and legislative services and city solicitor or his designate to proceed in accordance with instructions as directed by committee regarding confidential legal report on potential litigation for aquatics procurement and report back to council.
 Councillor Lisa Kearns chaired the Standing Committee meeting.
Can I please have a member move the motion?
I will look for comments, and then I’ll call the vote on the motion. The only comment made came from Councillor Sharman who said: ” We had a tremendous group of community members in the room. We had family members and representatives from both clubs.
 The Council Chamber was close to full with swimmers and their parents.
“It is clear to me that we have a huge emotional outcry from members of the community with respect to something that’s so dear and important to them that they think it was necessary for this council to update itself, obtain information from the delegates, as well as from staff. There is an opportunity for us to learn more about it. I don’t really want to say more about it than that, but I’m pleased that we have asked staff to report back to us. .
Chair Kearns: “I’m pleased that we had the opportunity to hear from delegates and to see everyone’s perspective earlier today; it was a good opening, although the report was absolutely in confidential, as you know, this motion here doesn’t really say a whole lot either. That is meant to be kept in confidential, but it was a good opportunity to continue the dialogue with the community and hopefully get to the best possible outcome. I will now call the vote. All those in favor; the vote carried unanimously.
And that was it. What is not yet clear is, when staff will appear before Council and answer questions.
By Joseph Gaetan
July 7th, 2025
BURLINGTON, ON
Having followed the Committee of the Whole (COW) meeting this morning, it was impossible to ignore the emotional weight carried by the young swimmers in attendance. Their long, sad faces told a story that no statistics or procurement policy can truly convey. The decision by the City of Burlington to deny the Burlington Aquatic Devilrays (BAD) pool time has had a tangible and heartbreaking impact.
 Members of BAD – not looking very pleased with what they were hearing.
Beyond the procedural and legal questions, the human cost of this decision is quickly becoming irreparable. BAD is home to approximately 400 swimmers, with an additional 100 on a waiting list. These are not just numbers—they represent children, families, and years of commitment to a sport that thrives on stability and community. With the shift to Golden Horseshoe Aquatic Club (GHAC), many of these young athletes now face uncertainty, possible exclusion, and disrupted athletic development.
GHAC’s model appears to depend on absorbing swimmers from BAD in order to fulfill contract requirements. This has led to a situation that one councillor aptly described as a ‘zero-sum game’—where one club’s gain is another’s loss, and in this case, the most immediate and vulnerable losers are the children. Some families have already begun to exit BAD simply because they can’t wait for clarity. That is the real damage, and it is already happening.
It also remains unclear whether the Request for Proposals (RFP) approach was appropriate for this type of community service. There were hints from many that a negotiated process might better serve the community. As it stands, staff have entered into what appears to be a binding agreement with GHAC, while BAD may well have a legal basis for judicial review in Superior Court. If the City can find a resolution outside of court, it would likely result in fewer losers and a faster path to healing.
Key questions remain unanswered:
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- Why was the RFP process used instead of a negotiated renewal?
- Would renewing BAD’s contract have caused less disruption and harm to swimmers?
- Will the GHAC model result in significantly higher program fees for families?
- Most importantly: if BAD’s application was never opened, how could the City disqualify the bid based solely on a document that does not exist under Ontario’s nonprofit regulations?
 Kimberly Calderbank
This last question strikes at the core of the issue. If the rejection was based on a misinterpreted or impossible requirement, it suggests a critical failure in process and oversight. BAD submitted a valid Certificate of Status—the only up-to-date, official proof of incorporation available. Still, their application was dismissed out of hand.
What is at stake is not just pool time, but trust—between the city and its residents, between young athletes and their mentors, and between elected officials and the community. Rebuilding that trust will take time, humility, and, most importantly, action.
The city must act quickly and decisively to mitigate harm and restore confidence in its leadership.
By Gazette Staff
July 7th, 2025
BURLINGTON, ON
For the past three years, the Province has held its rent cap steady at 2.5%.
Despite recent rent decreases, including a 3.6% annual dip recorded in May, Ontario remains the priciest province for tenants in the country. At the same time, ongoing trade tensions have created economic uncertainty for all Canadians, and those who pay their shelter costs month to month are particularly vulnerable.
Given the precarious backdrop, the Ontario government has opted to cap rent increases at just 2.1% for 2026. At 2.5%, the cap for 2025 constituted a country-wide low and marked the third consecutive year of it being held at that level.
The guideline is informed by Ontario’s Consumer Price Index and applies to around 1.4 million households — however, it does not apply to rental units first occupied after November 15, 2018, vacant residential units, community housing, long-term care homes, or commercial properties.
“This cap is the lowest in four years, which demonstrates our commitment to protecting tenants across our province as we continue searching for ways to keep costs down across the province,” said Minister of Municipal Affairs and Housing Rob Flack in a press release from the Province.
The release explains that the cap represents the maximum amount a landlord can increase rent during the year without applying for above guideline rent increases (AGI) through the Landlord and Tenant Board (LTB). According to the Tribunal’s Ontario 2023-24 Annual Report, AGI applications at the LTB have surged over 50% between the last two fiscal years, and over 125% since the 2020-2021 fiscal year.
Meanwhile, the Province notes that rent increases are neither automatic nor mandatory, and can only be issued 12 months from the last increase. In addition, landlords who wish to raise rent are required to give 90 days written notice.
Monday’s press release also highlights Ontario’s progress in getting more rental housing off the ground, citing 6,977 rental starts between January to May 2025, marking a 25% increase over the same period in 2024. “This is the second-highest level of rental starts on record for this time of the year, after 2023, and showcases the government’s plan to get shovels in the ground to build more homes, faster.”
By Pepper Parr
July 7th, 2025
BURLINGTON, ON
The impact the resignation of Haassan Basit as Chief Administrative Officer (CAO) has yet to be felt. It will turn out to be much stronger and more damaging than most people realize.
Basit had a strong working relationship with a Mayor Meed Ward when he was Chief Executive Officer (CEO) of Halton Conservation Authority.
 Haassan Basit brought a new level of staff organization to the City. General Managers were named Commissioners.
When the city manager position opened up (Tim Commiso decided not to renew his contract) Haassan Basit applied for the job. He was hired.
The only person a city Council hires is the City Manager. The City Manager does all the staff hiring.
The City Manager hires city staff, organizes that staff into effective operational units and prepares a budget telling Council what will be needed to keep the city running and deliver all the programs City Council decides on.
The relationship between a city manager and a Mayor is unique.
When Tim Dobbie was City Manager and Rob MacIsaac Mayor, City Hall was a very smooth operation. Dobbie knew what Council wanted better than some of the Council members; he worked very very closely with MacIsaac.
Roman Martiuk was the City Manager when Cam Jackson was Mayor
 Rick Goldring served as a two term Mayor, first elected as mayor in 2010, and then for a second term in 2014. He was a member of Council representing ward 5.
Rick Goldring, who defeated Jackson, started with Roman Martiuk and ended up with James Ridge. In between Jeff Fielding served as City Manager for close to three years, then left to work with Naheed Nenshi, Mayor of Calgary
One rarely sees this kind of senior-level change in the private sector.
Which brings me around to the relationship Mayor Meed Ward had with Haassan Basit. He was her choice for the City manager that was to replace Tim Commisso.
Meed Ward had worked closely with Haassan when he was CEO of Conservation Halton (CH). Basit did some very good work at CH. The hope was that he would bring about bring some of that to Burlington.
It didn’t work out that way.
Someone said that there were 80 applications for the job of City Manager – no one ever fact checked that number.
Mayor Meed Ward had no time for James Ridge. Her very first act as Mayor, once she was sworn in, was to call a Special Meeting of Council and have them agree to fire Ridge. Most of that meeting would have been closed and the public will never know what the vote was.
With Ridge gone Meed Ward was free to look for a new City Manager. She invited Tim Commisso, who we understand she didn’t know all that well, for coffee – that led to his being named as Interim City Manager. Commisso was, for the most part easy to get along with. He can be tough, Sheila Jones and Bryn Neally learned that when they were both let go at the same time. Why were they let go? – that story has yet to come out.
 Tim Commisso texting while Mayor Meed Ward looks on – the relationship was in tatters at this point.
When Meed Ward made an unfortunate remark at an Ontario Big City Mayors group (OBCM) about her dissatisfaction with Commisso – it didn’t take long for that to get back to Commisso. Despite being given a very significant salary increase weeks before, Commissio advised the Mayor that he would not be renewing his contract.
What had become clear is that Marianne Meed Ward does not have the experience or character needed to work with dedicated professionals in a way that allows them to do the job they were hired to do.
Meed Ward must have thought Hassaan Basit would work out – they had worked together at Conservation Halton where he was Chief Executive Officer
He had a very strong relationship with environmental people at Queen’s Park and had an excellent relationship with Premier Doug Ford.
 Basit wasn’t with the city long enough to determine if the direction he was taking was going to make a difference.
Was Haassan Basit recruited by the province? Or had he gotten to the point where he had enough of Meed Ward and went after a new opportunity? The role he will play at Queen’s Park is one that didn’t exist before he was hired.
Hassaan leaves the city early in August. The Mayor will now look for an Interim while Council advertises and looks for a new Chief Executive Officer. Mayor Meed Ward put a nice spin on Basit leaving. Don’t expect an exit conversation to take place between those two.
The hiring of a new CAO is a process that takes as much as six months – by that time the city council members will have begun the process of getting themselves re-elected.
The size of the pool of Ontario city managers that Burlington can draw upon is very small – and they all know each other.
It is reasonable to expect that applicants will want to wait until after the municipal election to submit applications.
The administration of the city is going to be bumpy, perhaps for as much as a year. Not what Burlington needs at this point in time.
It gets worse. The city has some very talented people with significant municipal experience. Some of those may begin wondering if Burlington is the place for them to continue developing their careers. Municipalities poach talent from each other all the time.
Jamie Tellier and Nick Anastasopoulos have shown how two departments can work hand in hand with each other and produce superb results. Will those two be polishing resumes – have they had phone calls?
Chad McDonald, Chief Information Officer, who heads up Digital Services, a department that has experienced huge growth. has done some sterling work – I’d be surprised if he hasn’t already had offers – there are private sector corporations that would love to have some of this man’s talent on their team.
The resignation of CAO Hassaan Basit and the messy situation on the allocation of pool time will have an impact that might not be immediately understood. That issue should have been on his desk; no mention so far on what, if any role, Basit played in the decision that was made.
 This might be the way some people see the City of Burlington.
Burlington is getting to become a bit of a joke amongst senior civic administrators across the province – not something career civic servants will want to highlight on their resumes.
Anyone thinking of applying for the CAO job will think twice about jumping in – there are greener fields elsewhere.
Municipal level gossip is big – city managers all know each other – they tend to move from city to city every five years. The Tim Dobbie city manager model worked well – these men, and they were mostly men at that time, spent decades with a Mayor. Rob MacIsaac served as the Mayor of Burlington for three consecutive terms, from 1997 to 2006; Dobbie was with him every step of the way.
That model hasn’t been seen for some time.
Senior staff begin to wonder if Burlington is the place to build a career
Their mindsets move from doing some great thinking to – is this a good place for me to grow my career?
Is this all the result of Mayor Marianne Meed Ward’s leadership?
By Pepper Parr
July 7th, 2025
BURLINGTON, ON
Revisions: Pam Pitz will not be delegating on behalf of the Devilrays. Kimberly Calderbank, will delegate on the confidential legal report on potential litigation for aquatics procurement.Katie Lebel and Piers Allington will both delegate on the same issue.
Colleen Bent will delegate for the Golden Horseshoe Aquatic Club.
City council will learn today just what it means to have an engaged community.
 The issue is – where are these swimmers going to train?
The Burlington Aquatic Devisrays (BSD) will be out in force with several delegations speaking on behalf of the Devilrays.
Kimberley Calderbank has said she would like to get everyone of the 400 members into the Council Chamber – not likely, but expect a significant turnout nevertheless.
Joseph Gaten wrote a succinct overview and outline as to just what the issues are.
 City Solicitor Blake Hurley
Council is expected to go into a Closed Session during which the City Solicitor, Blake Hurley will advise on what the legal implications are on a contract award that many feel was a mistake.
Burlington has an awkward agenda procedure where they go into Closed Session during which several matters. When they come out of the Closed Session they report on any decisions they made. They seldom provide much in the way of detail.
The delegations take part at the beginning of a council meeting, which means quite a bit of time between the legal part and the public part.
Staff will be on hand to answer any questions Council members have.
The public does not get to interact with staff.
Link to the Joe Gaeten summary
By Gazette Staff
July 6th, 2025
BURLINGTON, ON
The Gazette received the following from Cody Bradt – Associate Head Coach & Chief Operating Officer
Thank you for the opportunity to provide clarity regarding the 28% Burlington resident statistic cited from Swim Ontario data.
The Golden Horseshoe Aquatic Club (GHAC) is not a “Burlington” or “Hamilton” club—we are a multi-jurisdictional organization that has proudly served athletes across Burlington, Hamilton, Dundas, Stoney Creek, and beyond for over two decades. Our programs span several municipalities, and our membership reflects the diverse communities we serve.
 Cody Bradt – Associate Head Coach & Chief Operating Officer
The 28% figure provided by Swim Ontario refers specifically to the home addresses of our registered members, not the locations where they train. Swim Ontario does not track or differentiate training locations in its reporting—only member residences. This data does not accurately represent the proportion of Burlington residents actively training within City of Burlington facilities.
To provide a more accurate picture: in the 2024–2025 season, 85% of the swimmers utilizing our training facilities within City of Burlington limits—specifically Goldfish Swim School and the Ron Edwards YMCA—were Burlington residents. Please refer to the attached map outlining all the facilities we utilized throughout the season.
We remain committed to serving swimmers across the Golden Horseshoe, including providing accessible, high-quality programming to Burlington residents within their own community.
That may be so, but Mr. Bradt is not that committed to talking directly to media; using media releases and statements allows GHAC to at least try to control the narrative.

Republished from the Toronto Star
July 6th, 2025
BURLINGTON, ON
When he was 64, Mike Kessler retired from his job in the auto industry because he felt like his brain wasn’t working as it should. He kept forgetting things like what day it was and the word he was looking for.
 Mike Keller
His wife, Karen, pushed their doctor for a referral to a neurologist. It took a year to see the specialist and another eight months for testing, but finally, in 2021, they had an answer: Mike had vascular dementia and mild Alzheimer’s.
Their family doctor told them that for now, there was nothing more to be done.
“When you get Alzheimer’s, you don’t even get a lollipop. It’s just you’ve got Alzheimer’s. Have a nice rest of your day,” Mike says.
There are 700,000 Canadians living with dementia, and their numbers are rapidly rising. By 2050, it’s projected that 1.1 million Canadians will have Alzheimer’s, dementia’s most common form.
For people with mild Alzheimer’s, the treatment options are often what some clinicians call “therapeutic nihilism” — no medications are offered, because nothing can change the course of disease. A person’s cognition worsens, and they move from mild to moderate to severe disease in time. There are no approved treatments in Canada that can slow this progression, only drugs to quiet symptoms.
That may soon change.
 More than 120 drugs are in the pipeline, along with blood tests that will be able to detect Alzheimer’s. But should any be approved, Canada’s health systems do not have the capacity to diagnose, support and deliver these Alzheimer therapies within a reasonable window of time.
Health Canada is currently evaluating two drugs — lecanemab and donanemab — that may slow the progression of Alzheimer’s in some patients with mild disease.
These therapies mark the beginning of a new chapter in Alzheimer’s care. More than 120 drugs are in the pipeline, along with blood tests that will be able to diagnose the presence of Alzheimer’s.
But should new treatments be approved, many people will not be able to access them. Canada’s health systems do not have the capacity to diagnose, support and deliver these Alzheimer therapies to eligible patients within a reasonable window of time.
The level of change needed in dementia care will have to be similar to the revolution that happened in cancer over the last 70 years. Decades ago, patients with cancer were sometimes not even told they had the disease. They weren’t urged to get screening. Now, people are encouraged to seek out a diagnosis as early as possible. There are specialized cancer centres, dedicated oncology teams, spiritual and social supports and hundreds of treatment options.
Advocates for people with Alzheimer’s say a similar revolution in dementia care is possible. But the change must start with recognizing that Alzheimer’s is “something other than a death sentence,” says Mike.
Mike was relieved when his doctor told him he had Alzheimer’s. “I have peace of mind now. I now know what’s wrong and I have time to make choices about how I spend my time,” he said. He joined the board of the Alzheimer’s Society close to his home in Amherstburg, Ont., and he sometimes meets other people with Alzheimer’s who treat their diagnosis like their life is ending. Kessler hates that. For him, this stage of Alzheimer’s is difficult, but busy and joyful.
He likens his brain to a cellphone where the battery runs low faster than it should. By midday, his “brain juice” is used up, and he needs a two-hour nap to recharge. Other times, he feels like he’s walked into a room but doesn’t know why.
The complete article is online at the Toronto Star.
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