By Staff

June 12^th, 2024

BURLINGTON, ON

 

Halton District School Board students will take part in the 37th annual Special Athletics Track Meet on Friday, June 14, 2024, at Garth Webb Secondary School (2820 Westoak Trails Blvd, Oakville

The track meet for athletes with physical and developmental challenges will take place from 9:30 a.m. – 1:30 p.m. Opening ceremonies begin at 10 a.m.

More than 530 athletes are expected to participate in-person, a significant increase from the original 12 athletes who participated when the event began in 1987. Coaches, school staff and home school peers, friends, family members and volunteers provide support and encouragement for the athletes.

The Special Athletics events include 100 metre races, basketball, T-ball, soccer, bowling, obstacle courses, bean bag toss and additional sensory stations.

This event provides athletes with special needs with an opportunity to demonstrate their skills and celebrate their successes with fellow students, friends and family. The Optimist Clubs of Halton Hills, Milton, Oakville and Burlington will be donating and serving hot dogs, hamburgers and cold drinks at the meet. Students from Emily Carr PS will be volunteers.

By Pepper Parr

June 11^th, 2024

BURLINGTON, ON

For the first time in my 12 years of covering city council meetings I watched a council listen intently to a delegation and then interact with the delegation on what the community needed in the way of community engagement – which isn’t what the public has been getting so far.

Doreen Sebben is from Millcroft, so she knows who Angelo is, adding that she has not worked with him , for over the 25 years that I’ve been living in Millcroft. So I’m from Millcroft. This Saturday is my 25th anniversary of living here

“I come from the private sector. I spent 26 years at IBM; I’ve been an entrepreneur, I’ve been a consultant.”

After telling Council who she is and what she does Sebben gets into what she wants to talk about.

“We have almost a half a billion dollar budget. We have almost 200,000 people. And you have about, I don’t know what the latest count of employees is, but let’s call it 1500 so this is a big business.

“I’m semi retired now.  I did a little bit of digging. I wanted to understand some of the numbers. I was very happy to see the fact that there’s a rigorous budget process, there’s dates, there’s times, there’s approval process, there’s community engagement.

“I didn’t engage. Shame on me. I just pay my tax every year. I don’t ask questions. But now that I’m semi-retired, I’m looking at my budget, my personal budget, a little bit more carefully. I’m delighted about the community engagement. I’m delighted about the fact that there’s a budget, there’s a team, lots of people, working on it.

“I found your budget. It was 700 plus pages.

“I love to work with numbers, and it took me a long time to digest about 50% of that huge document.

“It’s not resident or community consumable, it’s very detailed, so there’s an element of trust that you’re doing a great job, because there’s lots of detail. But when I asked myself, so how’s the city doing? How are we doing? I looked at the budget, and then I was happy to find that there’s this online budget open data site.

 

“ I found it Friday, spent half of my day digging into stuff, and then I realized there’s a disconnect on the numbers. I saw a 350 operating budget in this big document, and then I saw 240 4 million on this really nice, clean site, but not a lot of detail. So the average resident will not figure out that the rest of the budget, in addition to property taxes, is made up of the senior grants, is made up of external, internal commercial revenues.

“I bridged the numbers. It took me a while, but I did it. The average person will not sit down to do what I did on Friday afternoon. Okay? I have a simple ask. It’s really, really simple, and it doesn’t matter if you’re in private or public sector, make sure you tell your community, your residents, who are your shareholders? How we’re doing.

“So I like the budget process, but I don’t see financial metrics anywhere. Year to date, budget variants, KPIs, like just some simple stuff. We call that a scorecard, right? So if there’s a task force that may, you know, be an outcome of this session. I would be on it from a community perspective. I have limited time now because I’m paying pickle ball a couple times a week, but I would put time into this because I want to leave a legacy for the next generation, just like you do.

“I’m asking for a financial update. I’m not even calling it budget.

“Forget the budget. That’s just one element of finance. So I went digging through all your agendas. Okay? My husband thought I was nuts.

“Yesterday, I went through the agendas from January to May, and only saw budget in April. In fact, it was April, whatever it was April, something where you said, we’re preparing for the 2025 budget. I also saw something on March 4 that talked about the December financial statements.

You moved some money from retained earnings to wherever, and there was some development stuff. And I said, okay, so they talk about it, but they don’t talk about it every month. They don’t give the community a barometer, a pulse, of how we’re doing.

“That’s why nobody’s engaged. People don’t understand. But eventually, when you have an economy like this, they start to understand, because they’re on a fixed budget, somebody lost their job, they might be getting older, and all of a sudden, 10.21% resonates.

“It’s resonating in Millcroft. Let me tell you, it’s resonating in 14 holes. It’s resonating at pickleball. I’m coming here today, and I guess I timed it right, because I had some time and the budget was on the agenda today.

“My ask is, is that we have a regular cadence. You have a scorecard. I mean, this e3 is awesome, but it’s going to take a while starting with a simple scorecard, where somebody comes to tell the community how we’re doing and make it available. Succinct. I don’t want 700 pages. I want a summary, so I’m optimistic that somebody’s listening at City Hall, because there is a website.

“It’s just probably not finished yet. So if they need some input, we could help with that, because I’ll tell you what I want to see, but I’m sure a lot of people want to see something else, but it wouldn’t come when it comes to taking money out of your pocket, when you take 10.21% out of my pocket, out of your pocket, out of everybody’s pocket.

“In an economy like this, people start to disengage. People start to wonder, why am I here? I am asking Council, and I’m glad to hear that Lydia asked the same thing. She obviously has a lot more detail. She’s probably way ahead of me, but I love the data, and I’ll sink my teeth into it. But for now, I’m asking for one thing to add financial update on the agenda. Why now? Because the 10.21 is resonating.

“You guys need to re-establish credibility and trust with the community. There’s going to be an election in a couple years. You have some time to rebuild that trust.”

“We need to keep a regular pulse on almost half a billion dollar business. We’re your shareholders. You are as well. You live here, you pay taxes. So I just think that’s a reasonable ask. It’s a fiscal responsibility of every leader to establish a regular pulse of their business, whether it’s private or public or not for profit.

“And so that way, you know, if we need some more money or we have to move some money, you can see some of those things a little bit earlier. We’re not going to eliminate all surprises, but let me tell you, when you’re proactive, you could be reactive as well, but I think we can actually do a better job of staying connected as partners.

“The benefits of having financial update on every community of the whole and community of Council is there’s a pulse, there’s a cadence. People will pay attention, but don’t give them a $700 a 700 page document. Give them something net that they can consume, that they can understand, because then it gives you an opportunity to rebuild that partnership between Council and the community, because we’re all here for a reason.

“Some of the noise that I’m listening to, I’m actually annoyed. That’s why I’m here today, because this is a simple ask. It’s proactive versus reactive, which makes us all more productive and enhances the transparency and accountability of Council.

“In summary, I’m not asking for five things. I’m not asking for three things. I think I’m asking one of the things that Lydia asked for is a regular cadence for the community that’s succinct, that’s consumable, that we can take action on and that we can partner on. It’s not you versus us, it’s all of us working together.”

In terms of letting Council know where they are failing it doesn’t get much better than this.

Counsellor Lisa Kearns said she was really interested in “the way in your that you’re approaching this. What would be viewed as a scorecard or a  summary deck or sort of a snapshot. This is very much a private sector thing where you would get that quarterly or monthly from all the different departments that would roll up into a scorecard.

But just use that word for simplicity, what are some of those metrics that you would want to see on that I heard about, sort of how the how the investments are doing, where we are, variance, reports, things like that. What else would be digestible to the community?

Doreen: “So, being accountable, so if we’ve approved a budget to your point, the variance the year to date, on operating and capital, right? They don’t need a full financial statement. You just need a pulse. But I think it’s for council and the community to decide what that scorecard is. I mean, I could work with somebody. That’s not a problem.

“I’ve done many scorecards, and in some organizations, it’s like a weekly thing, right? So monthly is the roll up of your financial team and this team and budget. And so there’s people that are doing this work anyway, but they’re not putting it together in a summary format, and it doesn’t need to be like one page, right year over year, right, variance and then your key performance indicators.”

Councillor Bentivegna:  I guess I’m going to see you soon. I like your some of the wording you put on your slides, and I like the word proactive versus reactive, and that’s sometimes more difficult to identify.

“What kinds of things would you like to see on a monthly basis, other than just, you know, budget is the category, and not necessarily monthly, but whenever, quarterly or whatever, what would you like to see specifically.

Doreen:  “On a regular basis, you want to see KPIs. You want to see here’s where our financial spending for XYZ is. What’s some of the information that would make it easier for residents to understand a little bit more?”

Bentivegna: “I really like the way you talk about a community that moves a safe community.

Doreen: “So if you look at those pillars of your business, those are your lines of business. So there should be a level of you know what’s going on in each of those, but that’s kind of the summary, right? I look at a scorecard in quadrants, right? So we talk about the money.

“The group needs to decide how much we tell them. But telling too much in 700 pages is too much like nobody will look at it. That’s, you know, that’s why I went looking for more. So operating budget, the things I just mentioned by Lisa Kearns, but I would also put a community element. What are we doing in the community? And you can think of the third and fourth quad, so that it’s not just about the money, it’s about the city and the people.”

Bentivegna: “My second question is, you mentioned engagement and council Kearns touched on as well. Would you like to see more of a citizen engagement? Or would you like to see it more a committee of the whole discussion each month, each every two months, whatever it is, how would you like to see that proceed?”

Doreen: “I’m of the mind that we have to crawl, walk, run, so I’m not going to give you the answer, but it’s a partnership, so it has to include the community, and it has to include Council. And I’ll, I’ll give you an analogy, right? So we talk about diversity inclusion, and so every organization is focusing on Diversity and Inclusion, and so they stick it on the org chart on the side, just like they did security five years ago. Now, security is part of the organization. The CEO is responsible, right? There’s credibility. If you bring things down and you don’t have a plan, you should lose your job, right?

“In the sense of diversity, inclusion, it’s just like the financial partnership. It should be part of the whole so I don’t I’m always worried about committees and teams and all of that, but it has to be all of us. It can’t just be Council, and it can’t be Council appointed people, because I’ll tell you, I found the audit committee, right, and I looked at it, and it’s great.

“And I looked up these people, they’re Chartered Accountants. Not everybody in Burlington is a chartered accountant, so we need to make it simple and easy to digest. I don’t know if I answered your question then some, but you know, this is a work in process. I’ve just come here for the first time in a long time, so I met some of you during the MAD (Millcroft Against Development) scenario, but we can work together. I have confidence, but I will tell you, the community doesn’t have as much confidence as I do. There’s a lot of naysayers out there. There’s a lot of skepticism. People aren’t listening. So this community engagement is bigger than you think, and it’s bigger than I thought it was.

“I know a lot of people. We do a lot of things together. I would like to do something positive for the community that impacts the whole and I think the only way to do that is keep everybody accountable on the money, because at the end of the day, the residents know the buck stops with them.”

Councillor, Galbraith:  “ I too, am from the private sector and I like to see monthly updates, but it’s usually, typically revenue expenses, like an income statement, and that’s what we want to see.

“But it’s a little bit different here, we do receive quarterly updates from our finance staff, but you have triggered some questions, and I will certainly ask them in public. So if you’re around or listening, I’ll try and get you some of those answers as to what that detail is, exactly what you want to  know.

“What exactly would you like to see we get, you know, our our revenue, our biggest portion is from our taxpayer. So we get updates on how much of that is collected. You know, we get percentages of what’s collected, what’s not, what’s in arrears, like, what, what other detail in terms of revenue collection?”

Doreen: “I don’t think we need a lot. I mean, if somebody really wants to know they’ll read your financial statements. I’m looking for timely information. It’s kind of like, where are we against plan so Budget Variance, right? If people aren’t paying their bills, that’s another opportunity to go back to the public. If you have some advocates to say, Hey, why aren’t you paying your bills? Do you need some help? Right? Like, I don’t know what your AR looks like, but if I know I have an AR problem, then I go figure it out, right? So I’m not suggesting that the public sector adopt everything that we do in the private sector, but some of the stuff makes sense, like they’re shareholders residents, right? I would suggest a balanced scorecard, so it’s not just about the money, but there has to be something there. There has to be something about community, and I’m sure there’s a lot of smart people in this room that we could figure out a balanced scorecard. Then there’s something for everybody, but not just the accountants.”

Galbraith:  “I’m sure we can try and commit to getting some of the information that we do now and then we could have a further discussion, or at least, you can have the discussion with Angelo at his table next time you see him.

Doreen: “What I want to reiterate is, that my ask is to have the finance and a financial update of whatever it is or whatever it morphs into, on a monthly basis at Council and community like this council of whole as well, so that there’s a regular pulse, because that I did not see. And to Lydia’s point, you know, she has some good data there, right? And there’s some things that we can, all, you know, work together on, but she’s two months behind, which means we’re all behind now, right? So that’s part of the proactive part. If there’s an acting, if there’s an active agenda item, talked about money, I think people would get more engaged, but right now they can’t find it.”

Mayor Meed Ward:  “Thank you so much for being here. Both you and the previous delegate have given us a lot to think about. So the good news is that we are where you are. We recognize that a 700 page book is tough to digest for anyone, including us. One of the things that is currently in discussion with our communications team, CAO, Staff, Council as well as the Deputy Mayor of budgets, Councillor Sharman, is to show each service by at minimum, revenue by source.

“It would show government fees, whether we’re pulling from reserves set aside for that purpose, rates and fees, the cost of the service, any risk areas and performance measurements really breaking that down into a two pages to present to the community, community. Would that be helpful? Would that be a helpful way to display our budget? And you can still have, we’ll still have all the numbers. That’s a legislated requirement, by the way, so we still have to give you those other pages. But would that be a start? And would that be a helpful way to display the information?”

Doreen: “I think it would be a starting point, for sure. I think you need to tell people that there is a one page or two page, and so, you know, half the battle is finding it right.

Mayor Meed Ward: “It would be in the front of the book, right up front.”

Doreen: “But not to take away from the fact that that the financials should be on a regular agenda item here, because there’s so much that happens in between. And so that’s where I found gaps in your agendas, right? I went back as 2023 and, like, it’s very heavy in the back end of the year, it’s very light in the front end of the year. That’s when we should be talking. So instead of, you know, me looking for a sponsor and convincing Angelo that I want to delegate, like, that’s admin for me too, right?

“I’m now. I’m lobbying. I’m selling to him, I’m trying to get on the agenda, and then you say yes, and I have to wait till August. So to net it out, I’m glad I came today, because I figured out the delegation form online. I didn’t have to talk to you, Angelo, but I will again, for sure. I think we should work together on this. I haven’t answered all your specific questions because I think we would need to work on it, but I think we’re in agreement that it needs to be met, accessible, transparent and easy to understand on a regular basis.”

Mayor Meed Ward:  “The good news is we’re also on that page. So one of the things that’s being discussed as well is we call it an ops review. Operations review, as Kelvin mentioned, we get the financial updates quarterly. So at least every three months there’s an opportunity, and sometimes more often than that, but looking at potential for monthly operations reviews that would have really the kind of scorecard that you are looking for. I was really pleased that you mentioned some of our pillars which come from our vision to focus 25 year strategic plan.

“I’m interested in your thoughts around some of the key performance measures that are in there. And you don’t have to give it to me all now, but I’m very interested in, you know, what you think about the performance measures that we’ve identified in that plan, which would be the basis for those monthly or quarterly or every month, every other month, operations reviews that we would get.”

Doreen: “I would love to help, because I think, like I said, it’s all of us. We’re all in it together, and it should be a positive partnership, like I’m done listening to people complaining. I want to do something, so that’s why I’m here.

Meed Ward: “Awesome. Thank you. Welcome. All right, not seeing any other questions.  Thank you.

Council discussed this delegation at some length – we will report on that later in the week.

It was refreshing to hear and really solid back and forth between a delegator and members of Council.

Related news story:

Lydia Thomas delegation

By Pepper Parr

June 12^th, 2024

BURLINGTON, ON

Lydia Thomas was one of two women who gave excellent delegations before Council this week.  The two delegations should be read at the same time – these women are talking about your taxes and your city.

Lydia Thomas was back before City Council talking about taxes.

This time she wanted council to think in terms of the process they used to determine what taxes were going to be.

In her delegation Thomas used the way Markham adopts their budget as ab example hoping that Burlington would at least take a look at what Markham was doing and consider a similar approach for Burlington.  Thomas didn’t suggest that people from Burlington pay the folks in Markham a visit and learn what they could.

Thomas made the point that she didn’t want to adopt the Markham budget but did want to adopt the principles of budgeting from Markham.   “Good principles of budgeting can be used no matter what city or corporation we are talking about regardless of the services provided” she said

The key thing to remember about Markham’s E3 process is that it involves every department and every single spend. These 4 pillars must be applied to all areas of Burlington City Hall – not just 1 or 2 spend cut targets.

My name is Lydia Thomas living in Aldershot Burlington.

During the 2024 budget process, there were many residents including myself who identified the need to stop property tax increases and accelerate cost cutting.

Despite the fact that more than 40 motions were brought forward and some were passed, the budget increase miraculously remained the same at 10.2%.  Some quotes from the mayor which I found discouraging were we can “use savings of $1M to fund new Full Time Employees  in IT department” and in another instance –  that is a good way to “save to help fund the transformation” project.

The end result was that the 10.2% increase remained the same despite the cost savings motions that were passed.   It was clear to me that there was absolutely no intent in trying to reduce resident’s property taxes despite the public outcry for prudence.

This tells me that we the public need to get involved earlier and more frequently.  And so, my Expectations of this council are much higher but very attainable.

For 24 years The City of Markham has received the Distinguished Budget Award and received an A- rating from the CD Howe Report for their Budget fundamentals.     In comparison Burlington has received none of these awards and although not rated in the CD Howe Report, Burlington would be comparable to Hamilton’s F rating or at best Oakville’s D- rating.

Markham has a history of low property tax increases with an average of 2.17% increase over 20 years.  Burlington’s is almost double that at  4.28%.   PAUSE

Markham’ highest tax increase in 20 years was 3.98%.  They also had 4 years of zero % increases.

So YES,  it can  be done.

Burlington City council has approved tax increases of 15.5% in 2023 and 10.2% in 2024.

Markham’s  3 year compounded tax increase has been 7.8% while  Burlington’s was 32%!  That is more than 4x that of Markham!

71% of Burlington’s revenue comes from Property taxes while the average Canadian municipality is 48%.  Burlington is overly reliant on property taxes to fund initiatives and so we are overtaxed.

So what is the secret to Markham’s success in hitting 0% property tax increases?  –

Markham devotes an abundance of time and energy towards cost cutting and revenue generation otherwise know as an E3 program Excellence in Effectiveness and Efficiency.    As you can see on this slide, their hard work represents $35.8 Million in savings since 2009 and represents 28% tax avoidance for Markham residents.

Burlington’s 2024 budget savings were 0.2% while Markham’s was 2% in each of the first 2 years of the E3 program.

Here we see that  although Burlington and Markham have the same size budget of around $434M , Markham is serving a population that is 71% LARGER   !!!!     with an operating budget  that is 20% SMALLER !!!   It is clear that cost savings are available in Burlington.

I am proposing that through the leadership of our Council that we create a Burlington Excellence through Efficiency and Effectiveness (E3)  task force that works with Markham to implement their program in Burlington.     The goal would be 1.5%  or $6.5M in spend cuts and revenue generation and would be directly allocated – NOT towards new spend projects but towards reducing property taxes to 0%.

Zero % is possible if we learn from Markham.

This E3 goal of $6.5 M towards 0% property tax increases will be the most important budget ask from the community.  It will be how we measure this Council’s success.

Last year the online survey clearly stated that 57% of respondents wanted services cut to maintain or reduce taxes.  And yet you did the opposite – you increased property taxes to enhance services.   Cut spending to reduce taxes was far and away the #1 request over and above density, transportation or any other important theme.

If I look at Burlington’s 2024 budget document, cost cutting is not easy to find.  I had to dig for the numbers in the appendix.   Markham on the other hand has it stated as a priority and mandate within the first 15 pages of their budget.  Cost cutting needs to be more of a focus and will require some tough decisions but if Markham can do it so can we -let’s learn from them.

In order to hit our E3 goal of 1.5%, we can focus on 4 key areas:

The first area is process improvements.

Process Improvements – the key here is that a Task Force called the “Make it Happen” task force should be created to drive the E3 process and provide progress reports back to council and the public.   One key area to focus on is process mapping to reduce redundancies and cut workload.

Technology -The City of Burlington has spent millions of dollars in technological investment which should translate to time savings and efficiencies to redeploy head count.   And yet, we have increased headcount at an alarming rate with 111 hires in the last year and 57 more planned.   This should be another Focus of the Make it happen Taskforce- working with the software selling company’s team to accelerate efficiencies and drive costs down.

Increase Revenues – service user fees, by law enforcement, business tax collection, library fees, parking fees, timing of fee payment and investment funds have revenue increase potential.  There are many revenue opportunities but the key thing is to do it without increasing head count.

Centers of Excellence-  the 3 previous slides should lead you to re-examine org structures, reduce reporting levels,  redeploy resources, retraining and succession planning all for cost savings.

The last and most important thing I want to talk about is lock step community engagement through this process including all budget related decisions all year.   Getting us involved in September clearly did not work last year.

We have a charter of Public Engagement that clearly agrees to: and I quote: (1)“ partner with the public in each aspect of the decision including the development of alternatives …” (2) “ place the final decision-making in the hands of the public” (3) “we will implement what you decide”

Since November when I brought up the point that these values were missing from the 2024 budget process, all of a sudden I see that you are talking about changing the charter with discussions in September.   The charter is just fine the way it is.    You only need to walk the talk and live up to the promises you made when you created it.

The public deserves to be lock step involved in every aspect leading up to the budget.  Specifically, we would like the Budget to be a standing agenda item at all Community of the whole and Council meetings.

We would like biweekly progress reports from the “Make it Happen” task force and the right to comment as department budget proposals are being submitted and not as they are approved.     We want to be engaged every step of the way January to December as per the charter of public engagement.

So to summarize, the ask is to adopt Markham’s E3 Model with a 1.5% goal.

-Walk the Talk with  the Charter of Community Engagement- don’t change it, execute it exactly as you promised and as I suggested

-Adopt Markham’s budget format and transparency of language particularly in the first 15 pages

-Commit to ZERO % tax increase- 32% in the last 3 years should be enough

And lastly

-Increase the property tax subsidy from 600 households which is negligible to 5000

There was a brisk back and forth discussion with Council after the delegations.  Both Doreen Sebeen and Lydia Thomas were saying much the same thing – change the way you are doing things and improve on the way you engage the public.

Because both women, who knew each other when they attended high school in Stony Creek, had important things to say, we will do a wrap up of the comments that took place between each of the women and City council in a separate article.

 

By Staff

June 11th, 2024

BURLINGTON, ON

 

To support construction of a new train bridge that will increase GO Train service on the Lakeshore West Line, there will be a full closure of Burloak Drive for 10 days beginning this Friday, June 14 until Monday, June 24, 2024.

This work is being completed in collaboration with the City of Burlington and the Town of Oakville and is vital to supporting more frequent two-way, all-day GO service for customers on the Lakeshore West Line.

Once completed, the new bridge – known as a grade separation – will allow vehicles to pass safely under the train tracks, enhancing pedestrian and motorist safety while allowing trains to pass over the area without interruption.

What locals can expect:

• The closure will take place on Burloak Drive from Harvester / Wyecroft Road to Prince William Drive / Superior Court. The sidewalk and bicycle lane will also be closed.
• The road closure will begin at 7:00 p.m. on Friday June 14. This will be a complete closure except from 3:00 p.m. to 7:00 p.m., Monday to Friday (June 17-21) when it will be open for southbound traffic only to alleviate peak afternoon traffic.
• The intersection of Burloak Drive and Prince William Drive will remain open to traffic during the closure.
• To ensure continued access to local businesses, two temporary lanes will be maintained, one in each direction, from Prince William Drive to the plaza at 700-728 Burloak Drive.

During construction, traffic control measures will be implemented to help manage traffic.

Detail on the important update can be found hereon the Burloak Drive Grade Separation project in Oakville.

For further details regarding the temporary closures on Burloak Drive, please refer to the construction notice HERE. 

 

 

 

By Staff

June 11^th, 2024

BURLINGTON, ON

 

Help us make Burlington Public Library the best it can be! This is your chance to tell us how we’re doing, what we can improve, and what’s important to you. Your feedback will help us better understand and meet your needs.

The survey is anonymous and runs from Monday, June 10, to Sunday, June 23. It includes three sections: demographics (optional), customer satisfaction, and community well-being. Please scroll down inside the survey box below to answer all the questions. A paper copy of the survey is available on request at our branches.

This anonymous survey will take roughly three minutes to complete. The survey closes on Sunday, June 23.

Take the survey now!

 

By Staff

June 10th, 2024

BURLINGTON, ON

 

I was only two when an accident forever altered the course of my life. Innocently playing outside, I ventured too close to a moving lawn mower, unaware of the danger it posed. The operator was unaware of my presence and backed up, not realizing I had stumbled and fallen behind the lawn mower. I was rushed to the hospital where doctors had to amputate my right arm above the elbow and part of my left hand. 

As a graduate of The War Amps Child Amputee (CHAMP) Program, I am advocating for safety measures around lawn mowers. I accept who I am today, but I wouldn’t want another child to go through what I did.

It’s important to recognize that accidents can occur in the blink of an eye, with lifelong consequences. By sharing my story and raising awareness, I hope to encourage greater caution and vigilance among parents, caregivers and communities alike.

By Jeremy Ranford

June 11th, 2024

BURLINGTON, ON

 

Finding a trustworthy and expert platform that reliably identifies the best online casinos in Canada can be a daunting task given the multitude of options available today. Players are often overwhelmed by the various claims of big bonuses, expansive game libraries, and fast payouts, making it difficult to separate marketing hype from genuine quality. Innovate Change stands out in this crowded field by providing detailed, unbiased reviews of Canadian online casinos, focusing on the factors that truly matter to players. From evaluating security measures and user experience to analyzing payout speeds and game variety, Innovate Change offers insightful assessments that help Canadian players find top-tier online casinos that match their gaming needs and preferences. This article delves into the best online casinos in Canada as recommended by Innovate Change, ensuring you have all the information needed to make a well-informed decision.

Innovate Change: A trusted platform for real money casinos

Innovate Change Casino is a premier platform specializing in real money casinos, offering detailed and reliable reviews alongside thorough comparisons of online gaming environments. This expert platform is dedicated to equipping players with the essential knowledge and tools needed to navigate the complex world of online gambling safely and with well-informed judgment. Innovate Change provides expansive coverage across a variety of online casino types, from high-stakes real money casinos to accessible minimum deposit casinos, and includes in-depth information on real money slots and other gaming options.

Through its rigorous review process, Innovate Change ensures that each casino is evaluated on aspects such as game fairness, payout reliability, customer service quality, and security measures, thus supporting a sustainable and trustworthy online gambling community in Canada. By providing players with a comprehensive view of different casino options—from those ideal for high rollers to those suitable for players on a budget—Innovate Change empowers gamblers to find the perfect match for their preferences and financial situations.

Criteria for ranking online casinos by Innovate Change

When ranking casinos, Innovate Change employs a meticulous and multi-faceted evaluation system to ensure that only the best platforms receive their recommendation. This evaluation system is detailed as follows:

• License and regulation compliance: Priority is given to casinos that are licensed and regulated by reputable and stringent authorities. This ensures that they adhere to high standards of player protection, game fairness, and ethical business practices.
• Game selection diversity: Casinos are assessed on the breadth and variety of their game portfolio. Innovate Change looks for a mix of classic and contemporary games, including slots, table games, live dealer experiences, and more. They also consider the presence of games from leading software developers known for their innovative and high-quality gaming content.
• Bonus generosity and transparency: The value and frequency of bonuses and promotions are analyzed, along with the fairness of their terms and conditions. Innovate Change places high value on transparent wagering requirements and clear, user-friendly bonus policies.
• User experience: This encompasses the overall look and feel of the casino, the intuitiveness of the navigation, mobile compatibility, and the user journey from sign-up to gameplay. A seamless, engaging, and accessible experience across all devices is essential.
• Customer service quality: Top-ranking casinos must demonstrate excellent customer support services. Innovate Change evaluates the availability of support (24/7 support is a plus), the responsiveness of the team, and the variety of contact methods offered, such as live chat, email, and phone support.
• Payout speed: Casinos are rated on their ability to process withdrawals quickly and efficiently. Those that offer fast payouts and a variety of withdrawal methods are rated higher, as this is a crucial aspect of the customer experience.
• Security protocols: Strong security measures are non-negotiable. Casinos must use advanced encryption technology to protect players’ personal and financial data. Innovate Change also considers additional security measures such as two-factor authentication and regular security audits.
• Fair play and integrity: Innovate Change evaluates the presence of fair play credentials such as RNG certification and audit reports from recognized industry bodies. Casinos that regularly audit their games and publish payout reports are considered more transparent and trustworthy.
• Responsible gaming resources: Casinos that provide tools and resources to promote responsible gaming—like self-assessment tests, setting account limits, and self-exclusion options—are recognized for their commitment to player welfare.

Best real money casinos in Canada recommended by Innovate Change

• Spin Casino – best for high-quality live dealer games.
• Jackpot City Casino – best for high payout ratios and progressive jackpots.
• Zodiac Casino – best for its astrological theme and unique player experience.
• Captain Cooks Casino – best for its new player offer of 100 chances to become a millionaire for just $5.
• Yukon Gold Casino – best for themed promotions and the American Frontier experience.
• Luxury Casino – best for VIP treatment and luxury-themed gaming environment.
• Casino Rewards – best for its loyalty program across affiliated casinos.
• Casino Classic – best for a traditional and classic online casino experience.
• Fallsview Casino – best for its spectacular views and large gaming floor in a physical location.
• Stake Casino – best for cryptocurrency integration and modern betting options.

Spin Casino – best for high-quality live dealer games

Spin Casino, launched in 2001, has established itself as one of the premier online gaming destinations. Renowned for its robust selection of games and a sharp, user-friendly interface, Spin Casino promises a premium experience underpinned by a commitment to security and fair play. It operates under the Malta Gaming Authority license, ensuring a trustworthy gaming environment.

Pros

• A vast array of games across various categories.
• Exceptional mobile compatibility for gaming on the go.
• Regular promotions and loyalty rewards.
• Strong security measures and fair play commitment.

Games

Spin Casino offers an impressive range of over 600 games, including slots, blackjack, roulette, and live dealer games. Popular titles like ‘Mega Moolah’ provide thrilling progressive jackpot opportunities, while a variety of table games cater to traditionalists. The live casino section, powered by Evolution Gaming, offers an immersive experience with professional dealers.

Bonuses

New players at Spin Casino can benefit from a welcome bonus of up to $1,000 spread over the first three deposits. Regular promotions and daily, weekly, and monthly bonuses keep players engaged, alongside a rewarding loyalty program that offers exclusive perks.

Mobile-friendly platform

The mobile version of Spin Casino is seamlessly optimized for handheld devices, providing a responsive and intuitive user interface. Players can access a wide range of games without the need for a dedicated app, through a compatible mobile browser on iOS and Android devices, ensuring a high-quality gaming experience on the move.

Jackpot City Casino – best for high payout ratios and progressive jackpots

Since its inception in 1998, Jackpot City Casino has been delivering a high-quality online casino experience. Known for its extensive game library and excellent customer service, Jackpot City is licensed by the Malta Gaming Authority and endorsed with an eCOGRA Seal of Approval, highlighting its safety and fairness.

Pros

• Rich selection of over 500 casino games.
• Attractive welcome bonuses and regular promotions.
• High payout ratios and progressive jackpots.
• Comprehensive loyalty program for active players.

Games

Jackpot City Casino excels with its range of games, particularly in slots and progressive jackpots like ‘Mega Moolah.’ Besides slots, it offers a plethora of table games such as baccarat, blackjack, and various roulette options. The live casino area features real-time games hosted by live dealers, crafted by industry leaders like Evolution Gaming.

Bonuses

The welcome offer is especially generous, providing new players with up to NZ$1,600 across the first four deposits. Each deposit is matched 100% up to NZ$400, making it a haven for high rollers and casual players alike.

Mobile-friendly platform

Jackpot City’s mobile platform is robust, offering a vast majority of their popular games optimized for mobile play. The casino’s mobile site is accessible via any mobile web browser, providing a smooth and engaging experience without the need to download additional software.

Zodiac Casino – best for its astrological theme and unique player experience

Zodiac Casino, known for its astrology-themed interface, has been a unique player in the online casino industry since 2001. It holds licenses from several jurisdictions, including the UK Gambling Commission and the Malta Gaming Authority, ensuring a safe and regulated gaming environment.

Pros

• A low minimum deposit requirement.
• An impressive range of games, particularly in progressive jackpots.
• Mobile compatibility allows for gaming on the go.
• Offers a unique astrology-based gaming experience.

Games

Zodiac Casino’s game selection is geared heavily towards slots, featuring all of Microgaming’s top titles, including major progressive jackpots like ‘Mega Moolah.’ Besides slots, Zodiac also offers a variety of table games and video poker options, all powered by Microgaming, ensuring high-quality graphics and sound.

Bonuses

Zodiac Casino’s welcome bonus is particularly distinctive. New players can make a first deposit of just $1 and receive 80 chances to win the jackpot on progressive slots. Subsequent bonuses over the next four deposits bring the total bonus opportunity to $480.

Mobile-friendly platform

Zodiac Casino’s mobile site is designed to accommodate players on various devices, including smartphones and tablets. The interface is optimized for smaller screens, ensuring that players can enjoy a vast array of casino games no matter where they are, with no compromise on quality.

Captain Cooks Casino – best for its new player offer of 100 chances to become a millionaire for just $5

Captain Cooks Casino, established in 2003, is an adventurous online casino themed around the legendary explorer James Cook. It is part of the respected Casino Rewards Group and holds a license from the Kahnawake Gaming Commission. Known for its reliability and engaging maritime theme, Captain Cooks offers an exciting journey into the world of online gambling with a promise of exploring vast treasures.

Pros

• A reputable member of the Casino Rewards Group.
• Offers a chance at becoming an instant millionaire with a low initial deposit.
• A broad selection of games, primarily powered by Microgaming.
• Access to progressive jackpot games with massive potential payouts.

Games

Captain Cooks Casino boasts a comprehensive library of over 550 games, with a strong focus on slot machines including popular titles like ‘Thunderstruck II’ and ‘Immortal Romance’. The casino also offers a variety of blackjack, roulette, video poker, and baccarat games. Its selection of progressive jackpot games, such as the famous ‘Mega Moolah’, is particularly noteworthy for offering life-changing sums.

Bonuses

Captain Cooks Casino’s welcome bonus is especially captivating for new players. By depositing just $5, players receive 100 chances to use on the progressive jackpot slots. This is essentially 100 spins at $0.25 per spin on selected progressive slots. Following the initial offer, players can receive up to $475 in bonus funds over their next four deposits, enhancing the overall value and prolonging the gaming experience.

Mobile-friendly platform

While Captain Cooks Casino does not have a dedicated mobile app, its website is fully optimized for mobile devices. This ensures that players can enjoy a seamless experience directly from their browser on any smartphone or tablet, making it easy to play on the go without the need to download additional software. The mobile platform maintains the same level of functionality and user-friendly navigation as the desktop version, ensuring that players have access to a wide range of games and casino features.

Popular slots in Canadian online casinos

According to Innovate Change, the Canadian online casino scene is replete with a diverse range of popular slots, appealing to a wide variety of player preferences. Here’s an overview of some of the most popular slots in Canadian online casinos as reviewed and highlighted by Innovate Change:

• Mega Moolah – Often referred to as the “millionaire maker,” Mega Moolah is famous for its progressive jackpot, which has awarded some of the largest payouts in online casino history. This slot is a staple in the repertoire of Canadian players looking for life-changing wins.
• Starburst – Known for its vibrant color palette and engaging gameplay, Starburst by NetEnt remains a top choice among Canadian gamers. Its low volatility and the feature of expanding wilds allow for frequent wins, making it ideal for both newcomers and seasoned players.
• Book of Dead – This Rich Wilde adventure-themed slot from Play’n GO offers a mix of exciting narrative and the potential for huge wins, thanks to its free spins feature and expanding symbols during bonus rounds. It’s particularly noted for its high volatility, appealing to those looking for larger payouts.
• Gonzo’s Quest – Another fan favorite from NetEnt, Gonzo’s Quest introduces the innovative Avalanche feature, where symbols fall into place rather than spinning on reels. This mechanic, combined with increasing multipliers, offers a unique and thrilling gaming experience.
• Thunderstruck II – This Norse mythology-themed slot from Microgaming is known for its detailed graphics and multitude of bonus features, including the Great Hall of Spins which offers multiple levels of free spins and additional bonuses based on different Norse gods.
• Immortal Romance – Also by Microgaming, this slot features a captivating vampire theme intertwined with intriguing backstories for each character. The Chamber of Spins bonus feature offers players various types of free spins and bonus options as they progress through different narratives.

Best payment methods according to Innovate Change

Innovate Change provides detailed insights into the most efficient and secure payment methods used in Canadian online casinos. Understanding the best options available helps players choose how to deposit and withdraw funds effectively while ensuring security and convenience. Here’s a look at the top payment methods recommended by Innovate Change for players in Canada.

Interac

• Overview: Widely used across Canada, Interac is favored for its direct link to Canadian bank accounts, facilitating secure and rapid transactions without the need for third-party services.
• Benefits: Offers real-time transfers and is known for its strong security protocols, which are essential for safe online transactions.

eCheck

• Overview: eCheck functions like a digital version of traditional paper checks, allowing direct bank transfers with enhanced security measures.
• Benefits: It’s a preferred option for players who are not in a rush and prioritize security over speed, as transactions can take a few days to clear.

InstaDebit

• Overview: InstaDebit is similar to Interac but offers the added benefit of acting like an e-wallet, allowing users to fund their accounts before making payments or collecting funds directly from their bank accounts.
• Benefits: Provides instant deposits and enhanced privacy since casino operators do not directly handle banking details.

Credit and Debit Cards (Visa & MasterCard)

• Overview: Still popular among players for their ubiquity and ease of use, credit and debit cards are accepted at nearly all online casinos.
• Benefits: Provide instant deposits and the familiarity of use; however, withdrawals can take several days to process.

Cryptocurrencies (Bitcoin, Ethereum)

• Overview: Cryptocurrencies are becoming increasingly popular in the Canadian online gambling scene due to their anonymity and speed of transactions.
• Benefits: Offer instant transactions and increased privacy, with additional benefits like lower transaction fees compared to traditional banking methods.

PayPal

• Overview: This widely trusted e-wallet offers a secure way to both send and receive money online, accepted by a growing number of Canadian online casinos.
• Benefits: Quick deposits and withdrawals, high security, and the ability to link multiple cards and bank accounts to one account.

Most attractive bonuses in real money casinos based on Innovate Change

Innovate Change extensively reviews and highlights the most attractive bonuses offered by real money casinos in Canada. These bonuses are designed to enhance the gaming experience by providing additional value and opportunities to players. Here’s an overview of the top types of bonuses that catch the eye of Canadian players, as identified by Innovate Change:

Conclusion: Impact of Innovate Change on Canadian players

Innovate Change has made a lasting impact on players by serving as a beacon of clarity and reliability. By providing detailed reviews and rigorous evaluations of online casinos, Innovate Change has simplified the decision-making process for players, providing them with the knowledge to choose platforms that prioritize fairness, safety, and customer satisfaction. Their commitment to demystifying the complexities of online gambling protects players from the risks of an unregulated market and guides them towards a rewarding gaming experience.

As a final recommendation for readers looking to get into the online casino business, consider the insights and assessments offered by Innovate Change as an important part of your due diligence. Their analysis, based on thorough research and a deep understanding of the industry, is an invaluable tool to help you navigate the gambling industry.

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