 By Tom Parkin
March 27th, 2026
BURLINGTON, ON
Statistics Canada data shows a decline in bar sales and a hike in fast-food purchases.
 Bar sales, monthly, Jan 2015 – Jan 2026 Is it a coincidence that sales in Canadian bars peaked just before the Cannabis Act came into effect on October 18, 2018?
In October 2018, bar receipts totaled $232.4 million, just ahead of $232.3 million in October 2017, Statistics Canada’s seasonally adjusted data shows. But since October 2018, bar sales have been in long-term decline, falling 14 per cent to $198.9 in January 2026. That doesn’t include the impact and inflation and population growth — clearly the fall in bar receipts in far deeper.
But is a switch from alcohol to cannabis the cause of falling bar sales? Certainly, the timing points in that direction. But to have a firmer view, let’s look into that in a future Data Shows.
Yet bar sales didn’t shift and stabilize in response to cannabis legalization. They have been in a consistent fall that perhaps was kicked off by legalization, deepened by the social isolation of the pandemic, and pushed deeper by the rising costs of the inflation surge of 2022-2023.
Whatever the factors causing the demise of the bar, falling bar sales means people are spending less time spent at bars. And less time socializing at bars. We’re seeing a trend toward more loneliness and more unhappiness among Canadians. Less time at bars may be a cause or symptom of that.
 Restaurant sales, monthly, Jan 2015-Jan 2026 Statistics Canada also released data on Thursday that shows a large gap emerging between sales at full-service restaurants, which have table service, and limited-service restaurants, those that provide counter service.
Restaurants are also a site of socializing. And again the trend isn’t good.
In the late 2010s, monthly sales at full-service and limited-service restaurants were consistently very close, with table service restaurants usually slightly ahead of counter-service restaurants.
Then the pandemic dropped a bomb on table service restaurants. Limited service restaurants, which are often also take-out, suffered less and recovered more quickly.
But sales at full-service restaurants did bounce back and by August 2022 once again exceeded sales at limited-service restaurants. In September 2022, restaurants with table service had sales of $3.26 billion while sales at counter-service restaurants were $3.25 billion.
The recovery was short lived.
From September 2022 to January 2026, full-service sales are up 5.7 per cent. In the same period, limited-service sales rose 17.6 per cent. But adjusting for 8.6 per cent CPI inflation from September 2022 to February of 2026, full-service is down 2.6 per cent and limited-service is up 8.1 per cent.
When the 5.9 per cent estimated population increase from October 1, 2022 to January 1, 2026 is factored, inflation-adjusted per person spending on full-service restaurants has fallen 8.2 per cent while spending at limited service restaurants has increased 2.1 per cent.
Of course, in mid-2022 came the inflation wave, driven by food price hikes, which may have pushed people away from the higher cost of full service restaurants.
A small luxury most people used to enjoy at least occasionally — and which brought people together — is eroding. And maybe that too, has something to do with why Canadians aren’t feeling so happy anymore.
 By Andrew Wilson
March 27th, 2026
BURLINGTON, ON
For families across the Greater Toronto–Hamilton Area (GTA), daily life involves a constant stream of decisions — from choosing childcare and financial tools to selecting restaurants, subscription services, and digital platforms. With so many options available, most of us rely on what’s easiest: Google rankings, Yelp reviews, TikTok recommendations, or “Top 10” lists.
 Can they be trusted? But here’s the catch — while these rankings feel authoritative, how they are actually built is often unclear. What criteria were used? Were the results tested or simply curated? And more importantly, can they be trusted?
This is where methodology becomes critical. In an environment saturated with polished recommendations, methodology is the layer that separates visibility from credibility. Understanding how rankings are created helps consumers move from passive scrolling to informed decision-making.
Why Verified Gaming Site Rankings Reflect a Broader Shift in Consumer Trust
The shift toward methodology-backed evaluation is particularly visible in regulated online entertainment, where transparency directly impacts user safety and financial outcomes.
Research into how Canadians select casino operators shows that credibility cues — particularly third-party endorsements — carry more weight than promotional offers in the initial shortlisting phase. Users who cross-reference verified gaming site rankings, according to player behaviour studies, place particular emphasis on accredited sources that disclose their evaluation methodology upfront. Criteria like withdrawal limits, live dealer game availability, and provincial licensing status consistently appear at the top of the evaluation checklist for Canadian players.
This behavior reflects a broader consumer trend. Across industries, people increasingly trust structured comparisons over brand storytelling, and transparency over visibility.
For GTA families, this translates into everyday decisions — whether comparing private schools in Oakville, evaluating mortgage providers regulated by the Financial Consumer Agency of Canada (FCAC), or selecting healthcare services.
“Consumers are no longer persuaded by visibility alone — they look for verifiable criteria and repeatable evaluation processes,” notes a recent report from the Ontario Securities Commission (OSC).
The Rise of Algorithm-Driven Decisions in Everyday Life
 Today, algorithms quietly shape most of our choices. Whether it’s Google’s search rankings, Amazon’s product listings, or TripAdvisor reviews, the top results are often perceived as the best.
But algorithms prioritize engagement, relevance, and user behavior — not necessarily quality.
In practical terms:
- A restaurant in Burlington might rank highly because of recent reviews, not consistent service quality
- A tutoring platform may appear first due to SEO optimization rather than proven outcomes
- A home service provider in Hamilton could be featured based on advertising spend
This creates what experts call a “visibility bias” — where what we see first feels like the safest choice.
Interesting fact: Over 70% of users never scroll past the first page of Google results, according to data from Statista, reinforcing how heavily algorithms influence decisions.
What Most Rankings Don’t Tell You
Behind many “Top 10” lists lies a lack of transparency.
 In many cases, rankings do not disclose:
- How criteria are selected
- When the content was last updated
- Whether placements are influenced by partnerships or affiliate models
As a result, a typical list might be:
- Outdated
- Influenced by monetization
- Not tailored to your specific needs
“A ranking without disclosed criteria is not an evaluation — it’s a curated opinion,” says a consumer transparency analyst at the University of Toronto’s Rotman School of Management.
This is particularly relevant in sectors like financial services, digital subscriptions, and healthcare, where decisions carry long-term consequences.
Methodology as the Foundation of Trust
So what does “methodology” actually mean?
In simple terms, it’s the structured process behind how something is evaluated.
A reliable methodology includes:
- Clear evaluation criteria
- Consistent scoring across all options
- Comparable metrics
- A repeatable testing process
For example:
- A restaurant review might assess food quality, service speed, and pricing consistency
- A financial product review could compare interest rates, fees, and accessibility under Canadian banking regulations
Without this structure, rankings are subjective.
“Methodology turns opinion into evidence,” states a report by the Canadian Competition Bureau.
Information Asymmetry in the Digital Age
Every transaction involves an imbalance of information — businesses know more than consumers.
In the digital era, this gap has widened dramatically.
 Brands now use:
Targeted advertising
Personalized offers
Data-driven messaging
Put simply:
“You’re seeing the version of the product the brand wants you to see.”
This is especially important in areas like:
- Financial decisions
- Subscription services
- Online platforms
Interesting fact: Canadian consumers interact with up to 6,000 ads per day across digital channels, according to Think with Google Canada.
Where Methodology Matters Most for Families
For families in affluent GTA communities, the stakes are often higher.
Key areas where structured evaluation matters most include:
- Education tools (private tutors, online learning platforms)
- Family finance products (insurance, investment platforms regulated by IIROC)
- Healthcare services (clinics, wellness programs)
- Travel and hospitality (hotels, booking platforms)
- Digital subscriptions and entertainment
In these cases, poor decisions don’t just waste money — they impact time, wellbeing, and long-term outcomes.
“Higher-cost decisions require higher-quality information,” emphasizes a study from McMaster University’s DeGroote School of Business.
How to Recognize a Reliable Review Platform
Not all “independent” platforms are truly independent.
A reliable review platform should:
- Clearly explain how rankings are created
- Define evaluation criteria
- Update content regularly
- Disclose partnerships or commercial relationships
- Use multiple metrics rather than a single score
Transparency is key. If a platform doesn’t explain how it ranks options, it’s worth questioning its reliability.
The Shift Toward Data-Informed Consumer Culture
We are entering a new phase of consumer behavior — one driven by data rather than branding.
Key developments include:
 AI-powered comparison tools that analyze multiple data points in real time- Financial dashboards used by Canadian banks like RBC and TD
- Increased regulatory oversight, especially in Ontario’s AGCO (Alcohol and Gaming Commission of Ontario) and financial sectors
Ontario, in particular, has become a model for structured transparency across industries.
“Trust is shifting from brands to systems,” according to a Deloitte Canada consumer trends report.
This means:
- Marketing alone is no longer enough
- Verified data is becoming the default expectation
Conclusion
Algorithms are useful — but they are not enough.
Rankings without methodology can mislead, especially in a digital environment where visibility often outweighs substance.
For modern consumers — particularly families making high-impact decisions — the shift is clear:
- Don’t just accept rankings
- Understand how they are built
- Prioritize transparency and verifiable data
The goal isn’t to reject marketing — it’s to balance it with evidence.
In a world of endless recommendations, the most valuable skill is not finding more options — it’s knowing which ones are built on something real.
 By Ronald Rodriguez.
March 27th, 2026
BURLINGTON, ON
Looking back at 2024, the gaming industry was already in the middle of a massive expansion. Global revenues had surpassed most entertainment sectors, player counts were climbing across every platform, and studios were racing to keep up with demand. But several forces were quietly building momentum beneath the surface — forces that would reshape the way games are built, played, and monetized over the next two years.
 Trends that defined the transformation. By early 2026, the landscape looks significantly different. Some of these shifts were predictable. Others caught even industry insiders off guard. Here are five trends that defined the transformation.
AI Went From Buzzword to Built-In
In 2024, every studio was talking about artificial intelligence. Most of the conversation revolved around generative tools — AI-assisted art pipelines, dialogue generation, procedural level design. The technology was promising but rough around the edges, and players were understandably skeptical about what it meant for creative quality.
Two years later, the conversation has shifted. AI is no longer a headline feature. It has become infrastructure. Matchmaking systems use machine learning to reduce skill gaps and keep sessions competitive. NPC behaviour adapts to individual play styles, creating encounters that feel less scripted. Even quality assurance has been transformed, with automated testing tools catching bugs that would have taken human testers weeks to identify.
The studios that gained the most ground were not those that used AI as a marketing hook, but those that embedded it quietly into systems players interact with every session. The result is a smoother, more responsive experience that most users never consciously notice — which is exactly the point.
The Line Between Gaming and Gambling Blurred Further
One of the more contentious developments since 2024 has been the continued convergence of traditional gaming and real-money mechanics. Loot boxes never disappeared — they evolved. Seasonal battle passes, gacha systems, and token-based in-game economies have become standard features across genres, from mobile RPGs to competitive shooters.
 Skill-based bonus rounds At the same time, the online casino sector went through its own parallel evolution. Platforms introduced gamified loyalty programs, skill-based bonus rounds, and social features borrowed directly from mainstream gaming. Anyone who followed the trajectory of casino games in 2024 could see the early signs of this convergence taking shape, as operators began borrowing gameplay loops and progression systems from the wider gaming world.
The overlap is hard to ignore. Players who grew up with free-to-play monetization models are now a core demographic for iGaming operators, and the design language flows both ways. Regulators in several jurisdictions have started treating certain in-game purchase mechanics with the same scrutiny previously reserved for licensed gambling products, a shift that has forced studios to rethink how they structure virtual economies.
Cloud Gaming and Mobile-First Finally Delivered
Cloud gaming spent years as a technology that was perpetually almost ready. In 2024, services like Xbox Cloud Gaming and GeForce Now had solid libraries but inconsistent performance, particularly outside major urban centres. Latency remained a dealbreaker for competitive play, and data costs made it impractical for many mobile users.
The expansion of 5G networks through 2025 changed the equation. Not overnight, and not everywhere, but enough to push cloud gaming past the tipping point in key markets. Subscription models stabilized, performance benchmarks improved, and the catalogue of available titles grew to the point where cloud-only players no longer felt like second-class citizens.
Mobile gaming, meanwhile, completed its shift from a casual sideshow to the primary platform for a majority of global players. The distinction between a mobile game and a console game has become increasingly meaningless. Titles that would have been exclusive to PC or console three years ago now launch simultaneously on mobile with near-identical feature sets.
Regulation Caught Up With the Industry
Governments moved slowly on gaming regulation for years, but the pace picked up sharply after 2024. The European Union advanced proposals targeting loot box transparency. Australia introduced mandatory spending disclosures for games marketed to minors. In North America, several provinces and states expanded their oversight of both gaming monetization and online gambling advertising.
 Age verification tools. For players, the impact has been broadly positive. Clearer spending limits, better age verification tools, and more transparent odds disclosures have become common features rather than exceptions. Studios initially resisted some of these measures, but the ones that adapted early found that player trust translated directly into longer engagement and higher lifetime value.
The regulatory push also accelerated industry self-regulation. Major publishers adopted voluntary codes of conduct around monetization, partly to get ahead of legislation and partly because consumer sentiment made it a competitive advantage.
Community-Driven Development Took Centre Stage
Perhaps the most underrated shift since 2024 has been the changing relationship between studios and their player bases. Early access models were already common, but the feedback loop has tightened considerably. Developers now routinely share roadmaps, hold public votes on feature priorities, and integrate modding support from launch rather than adding it as an afterthought.
This is not just a goodwill exercise. Studios that adopted transparent development processes saw measurably better retention rates and stronger community advocacy. Games that launched with modding tools built record-setting user-generated content libraries within months. The old model of a sealed, finished product released on a fixed date has given way to something more fluid — a continuous collaboration between creator and audience.
 Faster, smarter, and more connected The gaming industry in 2026 is faster, smarter, and more connected to its audience than it was two years ago. Not every trend has been universally welcomed, and there are legitimate concerns about monetization, data privacy, and the long-term effects of AI on creative jobs. But the pace of change shows no signs of slowing, and the players who shaped these trends through their choices and spending habits remain the most powerful force in the industry.
 By Nicholas Grant
March 26th, 2026
BURLINGTON, ON
Local citizens and members of the business community gathered Tuesday in the Appleby Ice Centre to discuss amendments to Burlington’s Community Improvement Plan (CIP) and affordable housing.
The CIP is a series of policies aimed to incentivize developers and property owners to evolve Burlington’s urban areas and to create more diverse housing so that the city can keep up with housing demands.
The City of Burlington has expressed desire to diversify options and to build up what is considered the “Missing Middle Housing”. The missing middle housing are multi-unit buildings that fit somewhere in between single-family detached homes, and low-rise buildings. Some examples of missing middle housing include: duplexes, fourplexes and townhouses.
 Ward 6 Councilor Angelo Bentivegna on the left and Director of Community Development Jamie Tellier talking to a resident. The city recently received $21 million from the Housing Accelerator Fund (HAF), as well as an additional 3-4 million in funds for 2026. HAF is part of the federal initiative to increase the access to housing through local incentives. Burlington was one of such recipients of funding under the fund’s $4.4 billion budget.
Some attendees of the event expressed frustration with the lack of transparency and accountability for where the $21 million from HAF went, and whether the three to four million dollars allocated to the project for 2026 will make a difference in achieving the city’s housing goals.
 The policy paper that supports much of the Community development planning The housing target for Burlington is 29,000 units, a number city officials admit they are not on track to achieving.
“We want metrics,” one attendee said. “And we want realistic metrics… I’d rather know, I don’t need numbers floating around that have no meaning, and no relevance to what we’re doing and trying to accomplish”.
This feedback was heard loud and clear from the city’s housing staff, acknowledging that “We didn’t give you everything you need to know to understand this program. We’re working furiously” Manager of Policy and Community of the City of Burlington Alison Enns said.
One of the programs available and a highlight of the plan is the Missing Middle Affordable Grant Program. The program takes aim at purpose built multi unit affordable rentals by introducing a series of financial incentives for developers.
The financial incentives include waiving municipal permit fees, grants towards pre construction designs, and up to $10,000 per affordable unit built.
In order to be eligible for grants under this program, a building needs to have fifteen per cent of built units as affordable; the developer need only keep it at ‘affordable’ rates for a minimum of 10-15 years depending on the program, after which, they are free to charge market rates.
The city’s definition of what is affordable is based on the Development Charges Act. which classifies affordable as a unit where “Rent is no greater than 80 per cent of the average market rent”. For the City of Burlington this means ‘affordable’ rent for a one bedroom unit is $1,733 or less, with affordable ownership rates being a property sold for $484,000 or less.
 It was a small audience with a lot of questions – many that weren’t answered. Manager of Policy and Community of the City of Burlington Alison Enns is in the front row, second from the right. The city doesn’t intend to incorporate income testing to designate what is considered affordable. Income testing, also known as a “Means Test” , determines whether a person is eligible for benefits from government programs based on income and wealth. It is used to assess who is in need, in order to determine the level of financial assistance needed.
“The objective is not solely affordable housing, It is the creation of housing”, Enns claimed. She urged other levels of government to step in “To deal with that deeper level of affordability”. She claims the city’s objective with the affordable housing initiative was to build on other programs. “We are very bit players on this”.
There’s a lot that remains to be seen about the city’s strategy and how it plans to reach its targets. They urge the community to get involved and engage with them. The last virtual open house takes place this Thursday, the 26th of March from 7-9 PM on Zoom.
Photo credits Nicholas Grant
By Gazette Staff
March 25th, 2026
BURLINGTON, ON
Natalie Pierre will get to experience a citizen protest outside her Harvester Road constituency office on March 28th
 By Joe Gaetan
March 25th, 2026
Third in a Four-Part Series
Introduction
The first article in this series examined how strong mayor powers were introduced. The second explored how they function in practice. This instalment explores: what do Ontario’s leading municipal institutions and professional bodies actually think of them?
Some of the answers are neither simple nor flattering
Across academic, administrative, and municipal governance organizations – IMFG, Strategy Corp’s CAO survey, AMO, and AMCTO – a pattern emerges: cautious skepticism, institutional unease, and deep concern about democratic and administrative integrity. While a minority see potential efficiency gains, most question whether the cure matches the disease.
IMFG: Innovation or Democratic Risk?
 The Institute on Municipal Finance and Governance (IMFG), is a non-partisan academic hub at the University of Toronto.
Some panelists warned that Ontario’s version of strong mayor powers does not resemble the American model cited in its defence. Rather than empowering mayors vis-à-vis senior governments, the framework may subordinate them to provincial priorities, effectively making them conduits for Queen’s Park rather than counterweights to it.
Others argued that strengthening the executive could improve accountability and reinforce a city-wide perspective.
Most striking is the minority-rule provision introduced under Bill 39. Bylaws deemed to be aligned with provincial priorities may pass with support from only one-third of council. This has no parallel in western democracies and a departure from longstanding democratic norms.
The institute also raised structural concerns: Will politicization of the public service intensify? Do all mayors have the administrative capacity to manage expanded powers? How will this framework function in smaller municipalities. The conclusion was not that strong mayor powers will necessarily fail – but that their long-term implications for autonomy, accountability, and democratic legitimacy remain uncertain and are potentially profound.
CAOs: Frustration Inside the Machine
If IMFG provides the theoretical critique, Ontario’s Chief Administrative Officers provide the lived experience.
 Strategy Corp’s confidential CAO survey reveals sharp divisions – but the dominant tone is frustration. Many senior administrators describe the legislation as unnecessary and destabilizing, arguing it attempts to solve a problem that did not exist. Nearly three years in, there is little evidence that housing supply – the stated rationale for the powers – has measurably improved.
Concerns are practical and immediate: the line between politics and administration is blurring; council dynamics are shifting; some elected members feel sidelined; and employment security for senior leaders is more uncertain.
Some mayors have delegated certain authorities back to council or the CAO. Delegation is reversible – that reversibility could create instability.
With the 2026 municipal election approaching, CAOs express unease. A new mayor could adopt a very different approach.
AMO: A Democratic Line in the Sand
The Association of Municipalities of Ontario (AMO), representing more than 400 municipal councils, drew a firm line on two elements: the unilateral hiring and firing authority over senior staff, and, the one-third voting threshold.
AMO warned that concentrated authority over department heads runs counter to good corporate governance practice.
The AMO has stated that allowing, bylaws for example, to pass with the support of only one-third of council violates basic democratic principles and norms. Such a mechanism risks disenfranchising elected councillors and destabilizing municipal governance.
AMO’s own survey underscores the following concern: 77 percent of mayors and 95 percent of councillors reported that they do not support the new powers.
AMCTO: Administrative Strain and Blurred Lines
 The Association of Municipal Managers, Clerks and Treasurers of Ontario (AMCTO) provides detailed operational data.
While many mayors have retained powers related to CAO appointments and committee structures, relatively few have aggressively exercised them. Yet even limited use has generated administrative strain: inconsistent legislative interpretation: additional burdens on staff; blurred accountability lines; and uncertainty regarding liability and professional neutrality.
AMCTO research – echoed in the CAO survey – finds no measurable correlation between the use of strong mayor powers and increased housing starts. The central promise of the legislation remains unproven.
At the same time, AMCTO reports that the framework is altering workplace dynamics. Staff are tasked with implementing mayoral directives that may bypass traditional consultation processes, creating reputational and operational risk. Even when powers are not exercised, their retention leaves employment stability and organizational structure subject to unilateral change.
A Converging Institutional Message
Across these organizations, three themes converge:
- Democratic legitimacy concerns, particularly regarding minority-rule thresholds:
• Blurring of political and administrative roles, with risks to staff neutrality; and
• Unclear evidence that the powers are achieving their stated housing objective.
 Strong mayor powers were introduced as tool targeted to build homes faster. Instead, they have reshaped municipal governance architecture – altering relationships between mayors, councils, staff, and the province.
The housing crisis may have triggered the reform, but the implications extend far beyond housing.
The fourth and final article in this series examines how these powers have played out in Burlington.
Strong Mayor Powers Part 1
 Joe Gaetan has a Bachelor’s degree in General Studies in Applied Studies from Athabasca University. He started his studies at the University of Waterloo, due to a job transfer to Alberta he finished his degree at Athabasca University.
 By Pepper Parr
March 25th, 2026
BURLINGTON, ON
Everybody knew, or at least those who have an understanding of what goes on at City Hall.
The event was scheduled to start at 11:30 – at about 11:15, people began to show up.
It didn’t take long for what turned out to be a very respectable crowd to be in Civic Square waiting for Lisa Kearns to tell them what they were hoping she would tell them – she was going to run for Mayor
“I love this City, I’ve always loved this city. I knew one day that I would call Burlington home.
 Kearns: I’ve shown up. I’ve listened. I’ve kept trust. I’ve asked the tough questions. “As your Councillor, I’ve shown up. I’ve listened. I’ve kept trust. I’ve asked the tough questions.
“Today, we are not just talking about the future – we are choosing how we shape it, together.
“I believe it’s time to get back to basics. Back to leadership that is present, accountable, and grounded in the everyday lives of the people we serve.
“That’s the foundation. And when we get that right – everything else becomes possible.
“I bring another perspective that matters – unmatched real-world corporate experience that shapes how I approach every tax dollar spent.
“Budgets aren’t just numbers on a page – they are priorities. They are the hard choices. Hard choices everyone is making these days. And they must reflect discipline,
accountability, and respect for the people facing a tax bill.
“Fiscal responsibility means making sure that growth today doesn’t become a burden tomorrow. It means delivering real proven value that makes your life better, not just
promises and not the desire of the day.
“Burlington is more than a place. It is a community defined by compassion, resilience, and a quiet determination to look out for one another.
“I’m intending to run for mayor because Burlington deserves leadership that is ready on day one. Kearns was not able to finish the sentence – the applause just burst – even Kearns was a bit taken aback.
She continued: “Leadership that understands both the complexity of our challenges and the strength of our community. Leadership that knows this city – not just in policy, but in practice.
“What people want is not complicated.
“People want a city that is welcoming, safe, and filled with opportunity.
“A city where you can enjoy your neighbourhood with pride, where families feel secure, and where we take care of the spaces we all share.
 When she said: “”I’m intending to run for mayor…” the applause was electric. Kearns was taken aback for a couple of seconds. “Here’s what I know.
“The next chapter of Burlington won’t be defined by one decision, or one issue. It will be D E F I N E D by how we
lead. And I believe that we need to lead from out in the community with transparency and accountability.
“Leadership should look like this:
 People wanted to record what they were certain was an important occasion. “Listening to every voice from every corner of the City. Every neighbourhood, every business, every community.
“Because leadership isn’t about standing above people. It’s about standing with them.
“That is why I am stepping forward.
“That’s what makes this moment so special to me.”
It took five seconds for the crowd to gather around her for the best photo op she has ever had.
The campaign doesn’t start officially until May 1st, but expect her to see every event she can cover in day and be out the next day doing the same thing.
By Gazette Staff
March 25th, 2026
BURLINGTON, ON
Ward 2 resident and businessman Brad Harness announced to that he is running in the 2026 municipal election to become the next Ward 2 Councillor for Burlington and Halton.
“Coun. Lisa Kearns has done a great job representing Ward 2. She is now running for mayor. I hope to be the choice of Ward 2 voters to represent them on city and regional council,” say Harness.
 Brad Harness: He will be holding a series of neighbourhood meetings during his campaign. “I grew up here – and I live in Ward 2, and my business is located here. It matters to me in what direction our city goes, and for me, it’s important that council be responsive to the majority wishes of city residents and taxpayers.”
Harness was born in Toronto and grew up in Burlington. He graduated from McMaster University with a degree in Social Sciences and from Sheridan College with a diploma in business management. After completing his education, he began a long career as a naval officer, having an interest in serving his country. Upon retiring from the Navy, he began his publishing business and has spent the past three decades as a journalist. He has covered municipal and regional politics in more than 30 Ontario municipalities and brings that knowledge of ‘other ways to do things’ to Burlington and Halton councils.
Brad is married to Hong Chen, a retired high school teacher. The couple have three married sons (working in police, transportation, and health care) and four grandchildren. He has been involved in political work at the municipal, provincial and federal levels in the past. His company has been involved in community news, local publications, internet websites, as well as in rental properties and investments.
Brad has sat on boards of directors for businesses, volunteer groups, and condo corporations.
Brad’s hobbies include painting, music, sailing and staying fit. He has volunteered in minor sports (baseball and soccer), the United Way, the Terry Fox Run for Cancer Research, the Rotary Club, and local heritage projects.
Brad has already started making his way around Ward 2, and will be doing his best to reach all homes. He wants to learn firsthand the priorities of Ward 2 residents and businesses and represent those priorities on council. He will be holding a series of neighbourhood meetings during his campaign.
“So far, I can say that the priorities of Ward 2 are: having more predictability regarding property tax increases, transportation issues (traffic and transit), maintaining lower building heights, and having a more accessible city hall.”
By Terence Thresh
March 4th, 2026
BURLINGTON, ON
 This article explores which gambling sites generally offer fast withdrawal times and what Canadian players should consider when comparing platforms. Some online gambling sites are recognized for quicker withdrawal processing times, often ranging from instant to a few business days depending on the payment method and verification requirements. Casinos like Premium Casino Bonus and select competitors aim to optimize withdrawal efficiency, but exact timelines vary by method, jurisdiction, and regulatory compliance.
For many online gamblers, the speed at which winnings are processed and funds are returned can be as important as the games themselves. Withdrawal times are influenced by a combination of casino banking policies, payment method processing times, account verification steps, and regulatory obligations. This article explores which gambling sites generally offer fast withdrawal times and what Canadian players should consider when comparing platforms.
Factors That Affect Withdrawal Speed
Before identifying specific sites, it is essential to understand the main variables that influence how quickly players receive their funds:
- Verification Status: Many casinos require identity and payment method verification before processing the first withdrawal. This step can add an initial delay.
- Payment Method: E-wallets like MuchBetter, PayPal, and cryptocurrencies often process withdrawals faster than bank transfers or card payments.
- Processing Policies: Some casinos release funds to the payment provider quickly but still list a pending period while internal reviews are completed.
- Regulatory Compliance: Operators in regulated markets, such as those overseen by the Alcohol and Gaming Commission of Ontario (AGCO), adhere to strict anti-money-laundering checks which can affect processing times: https://www.agco.ca
Understanding these elements helps contextualize why withdrawal speeds vary across sites and methods.
 Interac is a safe and efficient way of transferring funds – works only in Canada Sites Known for Faster Withdrawals
 E Wallets are popular and efficient. Certain online casinos publish estimated withdrawal times for various payment options. The following categories are helpful guides:
1. Instant or Near-Instant Withdrawals
- E-wallets and Digital Wallets: Wallets like MuchBetter, Neteller, or ecoPayz typically facilitate rapid transfers once the casino approves the request.
- Cryptocurrencies: Bitcoin, Ethereum, and other crypto options may process faster because they rely on decentralized networks rather than traditional banking rails.
Casinos that support these technologies, including Premium Casino Bonus, often show quicker turnaround for approved withdrawals.
2. Same-Day to 2-Day Bank Transfers
- Interac e-Transfer: In Canada, Interac e-Transfer can complete within hours to a couple of days once the withdrawal request is authorized.
- Instant Banking Methods: Some platforms offer direct bank options that may complete in a similar timeframe.
3. Up to 5 Business Days
- Credit/Debit Cards and Bank Wire Transfers: These traditional methods are more secure but can require longer processing windows, often extending up to five business days or more.
Premium Casino Bonus provides a mix of these options, typically emphasizing methods that reduce waiting periods for Canadian players.
Comparing Popular Online Casinos
 Casinos want to know who they are dealing with: verify your credentials and you are good to go. When comparing withdrawal speed across established brands, policies differ significantly.
For example, platforms like JackpotCity Casino and Spin Casino generally offer standard processing windows that can range from same-day e-wallet releases to several business days for bank transfers. Their timelines are comparable to industry norms, though specific experiences may vary according to the player’s verification status and chosen banking method.
In contrast, casinos such as Lucky Ones Casino or Casoola Casino highlight broader support for fast digital wallets and may publish clearer breakdowns of expected wait times by method. Similarly, brands like JustCasino and Dudespin Casino include multiple quick payout options, though actual turnaround still depends on internal verification processes.
Other competitors—including LuckyWins Casino, Golden Tiger Casino, Casino Classic, and Yukon Gold Casino—offer a mix of payment methods with varied processing timelines. Some may prioritize larger banking networks over speed, resulting in extended withdrawal windows.
Practical Tips for Faster Withdrawals
Even at sites known for efficient processing, individual experience can vary. Consider these recommendations to help minimize delays:
 Verification is essential: you have to do it before you can withdraw. 1. Complete Verification Early
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2. Choose Faster Payment Methods
Whenever available, e-wallets and cryptocurrencies typically deliver funds more rapidly than bank wires or cards.
3. Understand Terms & Limits
Review the casino’s posted timelines and any associated conditions (e.g., minimum withdrawal amounts, frequency limits) to align expectations.
4. Monitor Account Status
Inactive accounts or changes in personal information can trigger additional reviews, adding to processing time.
Conclusion
Withdrawal times at online gambling sites differ based on a combination of payment method, regulatory compliance, and internal risk controls. Casinos like Premium Casino Bonus and several competitors provide options that support quicker payouts, particularly through e-wallets and digital assets. However, exact speed varies and is dependent on verification status and the player’s chosen banking method.
Regulated markets, including Ontario under AGCO oversight, require platforms to balance efficient payouts with robust compliance practices. Understanding how these factors interact enables players to make informed choices based on their priorities for speed, convenience, and transparency.
Partea superioară a formularului
By: Joe Gaetan BGS
March 25th, 2026
Second in a Four-Part Series
Municipal governance in Ontario entered a new era under the Strong Mayors, Building Homes Act.2022 A mayor now holds a suite of executive-style tools more commonly associated with corporate leadership than with council chambers. These powers include shaping and tabling the municipal budget, vetoing certain council decisions, requiring a supermajority to override that veto, hiring or dismissing senior administrative leadership, and delegating – or reclaiming authorities at will.
In the private sector, similar powers operate within clear chains of accountability: shareholders and/or customers deliver rapid feedback when leadership overreaches.
In municipal politics, elections are held every four years, making the fit tenuous. A sharper look at these powers reveals both their practical impact and the risks they pose to collective governance.
Delegation: Uncertainty Under the Guise of Collaboration:
Subject to any prescribed limitations, the head of council may delegate their powers and duties. While the mayor can temporarily assign authorities to council or staff – budget preparation to council, administrative functions to the Chief Administrative Officer (CAO) – any or all of those powers can be withdrawn at any moment. The ability to withdraw delegations seems to be the least productive aspect of strong mayor powers.
Delegation can become a lever for control
This creates uncertainty, complicates human-resources relationships, and blurs lines of accountability. When authority over staff roles and municipal operations can shift unpredictably, decision-making becomes cautious and constrained, rather than efficient. In the wrong hands, delegation can reward compliance and suppress dissent, turning a tool meant to foster collaboration into a mechanism for centralizing power.
Veto Powers and Supermajority Voting: The Tilted Scale:
The dual concepts of veto authority and supermajority highlight how council’s traditional decision-making role can be undermined. Even if council disagrees with a mayoral decision, overturning a veto often requires a significant bloc of members to unite. In smaller councils (Burlington has 7 members), achieving that supermajority may be nearly impossible.
A few votes can override collective council judgment
Combined with other strong mayor powers, this dynamic gives the mayor outsized influence over policy, budget priorities, and municipal initiatives. Decisions that were once a shared responsibility now hinge on a single political office.
Budget Authority: Control Over the Public Purse:
Strong Mayor budget powers allow the mayor to set the agenda, table the budget, leaving council with limited practical influence. The final authority rests with the mayor, who can also veto amendments.
Budget control under SMP can put a few councillors in the driver seat.
This concentration of power risks prioritizing political objectives over long-term community needs, especially when council lacks the leverage to redirect spending without meeting a supermajority threshold.
 HOC is the Head of Council, the Mayor. With a seven-member Council, controlling what happens is in the hands of the Mayor, along with just three other members of Council. Hiring and Firing Senior Administration: HR Tampering with High Stakes:
The HR aspects of the powers reveal the risk of centralizing authority over the municipal administration. Decisions over staffing, organizational structure, and leadership continuity – including the hiring and firing of the CAO – can shift back and forth at the mayor’s discretion.
Is authority over staff roles strategic or unpredictable?
This is not just about management style. It has real implications for morale, institutional knowledge, and continuity in service delivery. Staff and council alike must navigate a governance system where executive discretion can alter the internal balance of power at any time.
Key Takeaways: Build Homes Faster or Weaken Democracy:
Delegation, vetoes, supermajority thresholds, budget control, and administrative authority may appear to offer flexibility or efficiency. In reality, they risk concentrating power in one office while creating confusion for council and staff.
Governance systems should be designed for the worst-case scenario, not the best. With voters only able to intervene every four years, it is fair to question whether these discretionary powers under the Strong Mayors, Building Homes Act, 2022 and the Municipal Act, 2001 will actually build homes faster, strengthen municipal governance – or centralize it with questionable benefit.
 Joe Gaetan is a Burlington resident and a frequent contributor on civic issues. He graduated from Athabasca University with a Bachelor of General Studies in Applied Studies.
By Gazette Staff
March 24th, 2026
BURLINGTON, ON
 Ward 2 Councillor Lisa Kearns Burlington Ward 2 Councillor, Lisa Kearns will make an announcement regarding her intentions to run, and in which capacity, in the Oct. 26 municipal elections.
Kearns was first elected to Burlington City Council in 2018 and re-elected in 2022 serving the residents of Ward 2 with distinction and strong community support.
Kearns holds an Honours B.A. in Political Science from the University of Western Ontario, and has also obtained the Institute of Corporate Directors designation.
 Councillor on a walking tour of her ward. Known for her many community engagement programs such as downtown walking tours, town halls, safety forums, and regular ward information sessions, Kearns also recently visited Ghana at the invitation of the Federation of Canadian Municipalities’ “Partnerships for Municipal Innovation – Women In Local Leadership” program.
Kearns serves on the City’s Audit committee, Halton Services Police Board, Burlington Public Library Board, Art Gallery of Burlington, Burlington Downtown Business Association, and the United Way Cabinet.
Her council priorities are focused on community engagement, climate resiliency, local business support, and complete communities.
Questions will be taken at the event. Opportunities for one-on-one interviews will also be available.
This media release was embargoed until Tuesday March 24th, 2026 at 11:30am.
 By Pepper Parr
March 24th, 2026
BURLINGTON, ON
Lisa Kearns will have announced that she is throwing her hat into the race for the Office of Mayor by the time this gets to you.
 Lisa Kearns was in pre-election mode during the Mayor’s State of the City address, during which she made no mention of Kearns. Kearns advised the media that she would be making an announcement, but embargoed that notice until a few minutes before she is to speak from Civic Square today at 11:30.
Why the embargo – everybody who follows city news knew she was going to run for Mayor.
What the public will want to hear is what kind of Mayor does Kearns want to be: A Rob MacIsaac or a Walter Mulkewich?
MacIsaac gave the city the Pier, the Performing Arts Centre and a number of other bold initiatives. Mulkewich kept taxes at close to zero throughout his terms of office, leaving the city with an infrastructure deficit the city is still paying for.
Budgets then are going to be a big, big issue – the 40% plus increase in taxes over the eight years the current council has been in place can’t be repeated.
Citizen engagement has to be revived, and the Procedural by-law has to be rewritten.
Kearns was the Council member who challenged Mayor Meed Ward on any clapping being done in the Council Chamber. Turned out there was nothing specific in the Procedural by-law about clapping.
Among the challenges Kearns faces once the election officially starts on May 1st is clearing up the last few remnants of the changes to the Official Plan.
 Curt Benson: His appointment as the CAO comes to an end when a new Council is elected. That Council will then have to decide if they wish to reappoint him. She has to decide who she will recruit as a Chief Administrative Officer.
She will have to pull together a team to serve with her in the 8th-floor City Hall office.
Questions: Will Kearns be the Mayor that finds herself serving a city where young people cannot buy a house?
There are several massive developments proposed. When will they get to the shovels in the ground stage and will young people be able to afford them?
The seven tower development planned for Fairview close to the GO station is in some kind of limbo
Bronte Creek Meadows is about to get underway.
The Alinea King Road development is stalled. She needs to work with both Planning and Legal to untie the knots for a site that will shift ground zero more to the west.
The Art Gallery crowd have convinced themselves that they need a new building – Kearns hasn’t said she wasn’t on for that idea. She serves as the Council representative on the Art Gallery Board.
Lisa Kearns became a member of Council with an impressive background. While in the private sector she served in senior capacities with large corporations. She knows and understands numbers and can wade through the dense Staff reports and get to the meat of them quickly.
She has a wicked sense of humour and likes working with people.
She studied political science at Western University, where she took part in her first political campaign.
She earned the Certified Corporate Director (ICD.D) designation from the Institute of Corporate Directors (ICD) at the University of Toronto’s Rotman School of Management. This certification indicates completion of the ICD-Rotman Directors Education Program and signifies a commitment to effective corporate governance. She also paid the very hefty fee, and was chosen as the valedictorian for her class.
Two children whom she has made a point of keeping out of the limelight.
 It has never been a matter of confidence – it’s the concern that she is going to get it right. The downside, and it is something she is going to have to work at, is the anxiety that creeps in from time to time.
One can, and should, imagine what Kearns will ask her Council colleagues to work with her on are the Directions Council gives the CAO.
What will Kearns do with the strong Mayor Powers? They call for her to prepare a budget. Will she look for a way to give all the Council members the opportunity to take a meaningful part?
There will be at least one new member of Council; the Ward 2 seat will be open.
There are high hopes for a new candidate in Ward Six.
Will she begin working with her colleagues on creating a bigger Council? Mayor Rick Goldring loved the seven member make up – it hasn’t served the citizens of Burlington very well.
Will Kearns be able to do what Meed Ward has not been able to do – create a Council that is more unified. At this point, we have a Mayor with close to control over Sharman, Galbraith and Bentivegna – four votes locked in on a seven-member council.
 Paul Sharman hasn’t been rock solid about running in October. She will not need Councillor Sharman as her numbers person – she understands the working of municipal finance as well as he does.
If Kearns becomes the Mayor of the city, Sharman won’t have the clout and influence he has with Meed Ward. He wasn’t rock solid about running next October again.
He once told me that Kearns would be a good Mayor.
Interesting times ahead of us.
Kearns has the desire to be Mayor; does she have what it takes to pull it off?
First opportunity to see how she handles herself will be today – when she makes her announcement in Civic Square at around 11:30 am
 By Gazette Staff
March 24th, 2026
BURLINGTON, ON
The school year calendar is developed with input from the School Year Calendar Committee consisting of representatives from the school communities including parents/guardians and employee groups. The Trustees of the Halton District School Board and Trustees of the Halton Catholic District School Board approved the calendar dates for the 2026-2027 school year during their respective Board meetings in February.
The calendar outlines the Professional Activity days (PA) for staff when schools will be closed to students, as well as school breaks and holidays. The first day of school for the 2026-2027 school year is Tuesday, Sept. 8, 2026.
These dates will be shared with families and are also posted on each school board’s website.
To view the 2026-2027 school year calendar, visit:
By Søren Frichs
March 24th, 2026
BURLINGTON, ON
The Rise of Digital Transformation in Local Communities
Homeowners associations (HOAs) have long been the cornerstone of neighbourhood governance, balancing residents’ needs with the realities of managing communal resources. In recent years, digital tools have revolutionized this sector by streamlining administrative tasks, enhancing communication, and fostering community engagement. Across many communities, local boards are now leveraging technology to facilitate transparent financial reporting, schedule maintenance, and even host virtual meetings. For those interested in the evolving nature of HOA community management, this digital wave represents not just a technological upgrade, but a complete transformation in how neighbourhoods operate.
The challenges faced by traditional associations—from cumbersome record-keeping to slower decision-making processes—have driven many boards to invest in new systems. Digital solutions simplify routine operations and empower homeowners with real-time access to information. Whether it’s tracking community budgets or streamlining service requests, these innovations are enhancing operational efficiency and building trust among residents.
Integrating Innovative Technologies for Enhanced HOA Operations
 The challenges faced by traditional associations—from cumbersome record-keeping to slower decision-making processes—have driven many boards to invest in new systems. As digital tools become a staple in community management, HOAs are increasingly exploring integrated solutions that merge administrative tasks with engagement options. Boards that once relied on paper records and face-to-face meetings are now embracing comprehensive software that provides dashboards for financial management, event planning, and even online voting.
Beyond civic tools, digital entertainment has also become part of how many Canadians spend their downtime at home. Online gaming platforms and casino guides have seen significant growth in recent years, with residents increasingly turning to resources like the Valencia Bonita HOA guide to explore their options. As internet access improves and digital literacy grows, more Canadians are comfortable navigating these platforms from the comfort of their own homes.
The adoption of digital tools for HOA management has led to significant improvements in transparency and accountability. For example, many associations now offer residents secure online portals where they can view governing documents, meeting minutes, and financial reports. These systems not only reduce administrative delays but also allow members to provide feedback and participate more actively. As communities become increasingly tech-savvy, focus is shifting from reactive problem-solving to proactive planning—a move that bodes well for long-term community development.
Benefits of Digital Tools for Traditional HOAs
The integration of digital tools into HOA operations is yielding numerous benefits. One of the most significant improvements is the acceleration of decision-making processes. With real-time data readily available, boards can quickly assess budgetary concerns, monitor compliance issues, and schedule maintenance before problems escalate.
Furthermore, digital tools have broadened the communication channels between board members and homeowners. Systems that support instant messaging, surveys, and virtual town hall meetings are fostering a more engaged and informed community. This enhanced interaction not only boosts resident satisfaction but also facilitates more efficient dispute resolution.
In addition to more efficient management, digital systems play a pivotal role in ensuring regulatory compliance. Increasingly stringent requirements from state and federal authorities demand that HOAs provide transparent, accessible records. By automating document management and communications, associations are better equipped to meet these standards while reducing the administrative burden on board members.
Research indicates that digital platforms can reduce process times and improve transparency in financial operations; a report by Deloitte’s Digital Transformation Insights underscores these benefits and reinforces the case for digital adoption in community management.
Overcoming Challenges in the Digital Transition
Despite the apparent advantages, embracing digital tools is not without challenges. Many HOAs face hurdles such as limited budgets, resistance to change among long-standing board members, or concerns over the security of online systems. These obstacles must be addressed carefully to ensure a smooth transition from traditional methods to digital solutions.
 Comprehensive training and educational programs for board members are essential in this transition. By partnering with technology and digital management experts, HOAs can gradually introduce new systems and ensure that all stakeholders become comfortable with them. Moreover, providing clear guidelines and protocols around data security can mitigate concerns regarding cyber threats. A McKinsey article on leadership and digital transformation offers practical strategies to help community associations navigate these challenges successfully: McKinsey’s Leadership and Digital Transformation Insights.
In many cases, small-scale pilot projects have proven effective in demonstrating the long-term benefits of digital tools. These initiatives allow HOAs to test the waters, adjust systems based on feedback, and gradually scale up implementation. This careful approach minimizes disruption and builds confidence among homeowners, ensuring that the move to digital management is both inclusive and well-supported.
Community Impact and Looking Towards the Future
The most transformative aspect of embracing digital tools in HOA community management lies in the empowerment of residents. With user-friendly online systems, homeowners have greater opportunities to be involved in decision-making. The transparency fostered by digital management leads to more collaborative relationships between board members and residents.
As communities experience increased engagement, local governments and community news outlets are recognizing these trends. An examination of community updates from the Burlington Gazette community updates illustrates how technology is beginning to influence even the most traditional areas of civic life.
Looking forward, the integration of advanced digital tools such as artificial intelligence and predictive analytics holds remarkable potential for the future of HOA management. By harnessing these sophisticated technologies, associations can forecast maintenance needs, optimize energy consumption, and customize services to better suit individual community requirements. This evolution will inevitably lead to smarter, more sustainable communities well-prepared to tackle future challenges.
Moreover, as regulatory pressures continue to evolve, HOAs that proactively adopt digital solutions will be better positioned to comply with new guidelines. This proactive approach not only fosters greater accountability but also creates a resilient framework capable of adapting to a rapidly changing technological landscape.
Conclusion: Transforming the Fabric of Neighbourhood Management
The shift towards digital tools for HOA management is more than a mere trend—it is a necessary evolution reflecting the growing expectations of today’s homeowners. Through streamlined operations, enhanced communication, and robust security measures, digital transformation is helping communities not only to survive but thrive in an increasingly digital world.
 By addressing challenges through targeted education and strategic implementation, HOAs pave the way for enhanced community involvement and better-managed neighbourhoods. By addressing challenges through targeted education and strategic implementation, HOAs pave the way for enhanced community involvement and better-managed neighbourhoods. As innovative solutions continue to emerge, the future of community management looks promising. Digital transformation is forging stronger, more transparent partnerships between residents and board members, ensuring that every neighbourhood benefits from the efficiencies of modern technology.
In this dynamic era, communities willing to invest in digital tools are setting new standards for governance. The thoughtful integration of technology secures not only operational improvements but also fosters trust and inclusivity among residents. With ongoing advancements, HOA management is poised to become a model for effective, future-ready community governance.
By Pepper Parr
March 24th, 2026
BURLINGTON, ON
Ward 1 Councillor Kelvin Galbraith told BurlingtonToday that he intends to run for City Council again. It will be his third term if he is re-elected, which is almost a certainty. He might even be acclaimed,
 Galbraith also serves as Deputy Mayor for Business and Red Tape Reduction.
Gailbraith is a small businessman who operated a gymnasium and began accumulating pieces of land close to the gym before he found himself selected as the candidate for ward 1 in a nomination meeting that had 13 candidates.
He entered into a Memorandum of Understanding with Emshi Developments Inc., a Burlington based firm specializing in commercial plazas and residential buildings. Notable projects in their portfolio include the Fairview Medical Arts Centre, Brantview Plaza, and the Burloak Common developments. Emshi owns a small plaza to the west of the Galbraith properties.
 Galbraith owns A, C and D. Emshi owns A. B is a garage that may or may not be part of the MOU. That property ownership puts him in a Conflict of Interest which Galbraith declares each time developments close to his holdings are on an agenda.
Declaring the conflict and not taking part in the voting is all Galbraith has to do. He doesn’t take part in the discussions related to property that is close to his holdings.
Galbraith has done nothing illegal.
However, when there are developments that do require a Council member to speak up for the residents in the ward, they, in effect have no representation.
That is the issue before Galbraith. He will say that he can represent the views of the residents of the ward on all the issues.
That just isn’t true. Nor is it what the democratic process is all about.
 Galbraith owns the two lots south of the land Indwell is expected to develop. He also owns the gymnasium (the white graphic in the center) The public has every right to know what Galbraith thinks about the Indwell development that is going to be developed on three lots to the immediate north of the two lots Galbraith owns on Waterdown Road. At this point the development isn’t controversial – it is certainly different and a welcome addition to the very affordable housing the city needs.
Should, and I say this very delicately because I have no reason to suspect there will be any issues with the Indwell development, but if there are Galbraith can’t talk about what is being done.
Galbraith in effect, has a hobble on what he can say. A council member who is limited on what he can say on an issue in the ward he represents should not be a member of Council.
Kelven Galbraith is a decent person; personable and honest; he once said he thought he would like to be Mayor.
I had lunch with Galbraith (he picked up the bill), and I asked if he had given any serious thought to running for Mayor this time around. His response was that he was comfortable with Mayor Meed Ward and would not run against her.
Galbraith has voted with the Mayor on just about every issue.
 The list of candidates was very long – Ward 1 citizens went for Kelven Galbraith – few outside the ward knew who he was. There are some people in Ward 1 who are not that keen on the Councillor, but one would be hard pressed to find more than a handful of people who don’t want him as their Council member.
This is the issue the residents of Ward 1 face. It is something they have to deal with. The 13 people who sought the nomination in 2018 proved the interest is there. Now is the time for it to come to the surface.
 By James Smith
March 23, 2026
BURLINGTON, ON
Once upon a time in Burlington-by-the-bay, the wise council of the Burlington Burghers, (not to be confused with the much heralded Hot-dogs of Easterbrooks), happened upon some gold the upper tiers of governance of the Fair Domain were willing to gift to the happy citizens of Burlington-by-the-bay to make it a more glad and pleasant part of the realm. The wise council proposed to use this gold to improve a Park honouring the illustrious Spencer the Smith.
As a very wise council indeed, they decided to make the gift of gold accomplish two things at one time; take an idle once loved train station of the Freeman, the village owned and that was slowly falling into rack and ruin, and move it to the Park honouring the illustrious Spencer the Smith. Thereupon, the once loved train station would be once again used, but now as a place of delight, information and as an accessible room o’washing.
 The Freeman station got moved around a number of times while the city figured out what it wanted to do with the thing. When city council failed to come up with a solution citizens found a home. So with the promise of gold from on high, the wise council hired architects to go about their arts by drafting blueprints for a renovation of the once loved train station and move it to a new location where it could once again have a new use and a new life serving the Burghers of Burlington. Plans were put to velum, and the wise council were on the verge of having the town crier proclaim the once loved station’s new use.
But then a storm clouds appeared! Evil trolls who dwelled in the dark towers opposite the Park honouring the illustrious Spencer the Smith and who despised fun and glee clicked and clattered their keyboards. “How dare the Burghers of Burlington take this gold and spoil our view of the billowing lake! A pox on their fun and gayety and on all that is jolly!” grumbled the oleiferous trolls.
The trolls did what trolls always do, they plotted and schemed on how to best stop the wise council’s wish to repurpose the once loved station. The trolls in their coven plotted and schemed and found a weak link in the wise council.
That weakness was found in none other than the Lord Mayor his ownself.! So disguised as poor and humble peasants, they convinced His Lord Mayorness not to use the gold to relocate and renovate the once loved train station to the Park honouring the illustrious Spencer the Smith. So due to the Lord Mayor’s eyes being deceived, the once loved station was left to rot next to the fire brigade’s barracks.
 Sitting on some “cribbing” with a sign badly in need of several coats of paint, the Freeman Station gets ready for its big move. As the years passed, the once loved train station’s fate grew more and more dire and a new wise council with a new Lord Mayor wanted rid of it and told the Burghers of Burlington as much. “As I come from ye olde England, where we have real heritage I say, this not be a structure of significance and heritage, so away with it!” Cried one member of the new wise council clutching his abacus with glee.
“Oh Vandals! Oh Philistines!” cried many Burghers of Burlington (including your humble ballad-monger), “the once loved train station should be saved, if not by you, oh wise council, then by us, its friends!” So the wise council gave their blessing to these Friends of the Station of Freemen to restore, move and renovate the once loved Freeman Train station. Bravely, two of the wise council, Meed-Ward and Lancaster came forward to mentor these Friends of the Station of Freemen. But since the talons of the evil trolls were long, the wise council forbid these friends of the once loved Freeman Train station from moving the station to the Park honouring the illustrious Spencer the Smith.
So the friends of the once loved Freeman Train station set about their work. They listened to many and discovered almost any location in Burlington-by-the-bay would not only cost tens of thousands of dollars to move, but would also cost even more money to move the many electrical and telegraph wires that crisscrossed the roads of Burlington-by-the-bay. Oh whine and pout! Any location is out of our means! Whatever shall we do?
 Freeman Train station commenced moving and renovating the station and collecting olde time train memorabilia. But then a wise friend of the once loved Freeman Train station looked carefully at a property next to the fire brigade’s barracks and wondered “why can’t we use that vacant lot?”. As the lot was separated from an owner’s factory by high transmission wires it was unusable by the factory. Upon approach, it seems the factory owners were all too happy to rent the land to the friends of the once loved Freeman Train station for a loonie so the once loved train station could be moved and renovated.
And so it was that the friends of the once loved Freeman Train station set about raising tens of thousands of dollars (as upper tiers of governance of the Fair Domain had long since spent the gold on more deserving villages).
As the donations came in, the friends of the once loved Freeman Train station commenced moving and renovating the station and collecting olde time train memorabilia.
As some of we former friends of the once loved Freeman Train station cautioned, a structure needs a use. Without a use, it will not thrive. While “locus in quo!” may be the cry of the Agents of Estates Real howsoever, and sadly, without a purpose or a programme even the most efficacious edifice set upon a busy thoroughfare and owned by the citizens of a village will eventually sit idle and slowly slide back into ruination.
 While lovingly restored and with a fine collection of fragments of things of trains and railways past, a collection without a programme is just a collection. The once loved Station of Freemen might end at this point. While lovingly restored and with a fine collection of fragments of things of trains and railways past, a collection without a programme is just a collection. While your humble bard no longer lives in Burlington-by-the-bay, it’s up to new friends to emerge with a new and exciting use for the once loved station of the Freemen.
Oh, and maybe paint over that badly conceived and poorly executed black and white carbuncle of a “mural” slap-dashed upon the wall that only makes the structure look even more abandon and forlorn while you’re at it. Then all of the good Burghers of Burlington-by-the-bay might live happily ever after.
 James Smith on the left, sitting through a council meeting with his FOFS colleagues. It’s been a decade since James Smith lived in ‘Burlie’. He doesn’t read the Gazette all that often. On the weekend he was reminded of the sad news of the Freeman Station being shuttered in a recent article. As a former president of The Friends of Freeman Station, I felt motivated to draft the attached. Smith also ran for the Ward 5 Council seat. Burlington would have been a different city had he won.
By Pepper Parr
March 23rd, 2026
BURLINGTON, ON
The New Democrats believe they have their teeth in Doug Ford’s ankles, and they are not about to let go.
 Premier Doug Ford seated in the Legislature Today Ford is trying everything to distract from his phone records
With Doug Ford eyeing Billy Bishop Airport for his latest use of Bill 5,
Ontario NDP Shadow Minister for Democratic Reform Chris Glover says the Premier is again trampling on the rights of Ontarians to hide his phone records. With Doug Ford eyeing Billy Bishop Airport he is attempting to distract the public from the concern over his use of a personal telephone for government business.
“Doug Ford is going to great lengths to distract from his most recent scandal,” said Glover. “As the Ontario Legislature returns from another extended break, the Premier is using his latest land grab in an attempt to change the channel from his phone records. Ontarians aren’t falling for it.
“The Premier says he consulted with the waterfront community — that’s not true. He says he has respect for environmental laws, but if he did, he wouldn’t give himself permission to break them with Bill 5.
“Bill 5 allows the Premier and his cabinet to break any provincial or municipal law anywhere, any time in Ontario. What environmental, safety, and labour laws are they planning to break at Billy Bishop Airport?”
“What is in his phone records that he’s so desperate to hide? Ontarians deserve the truth.”
The RCMP have questions they have yet to ask as well
 Joe Gaetan
March 23, 2026
Part one of a four-part Series
The Made-in-Canada Housing Crisis
Ontario’s housing crisis – and the introduction of Strong Mayor Powers (SMPs) – did not emerge overnight. They are the product of decades of federal and provincial policy choices. Beginning in the 1980s, the federal government steadily reduced its role in social housing. In 1993, it ended funding for new social housing altogether. By 1996, responsibility for housing had largely been downloaded to provinces, many of which lacked the fiscal capacity to sustain previous construction levels.
Fast forward to the pandemic era: ultra-low interest rates and a record population surge collided with a depleted housing supply. In 2023, Canada added 5.1 new residents for every housing unit built – the highest ratio in modern history – transforming a long-standing shortage into a national emergency.
The Ontario Housing Affordability Task Force Report
In 2022, the Ontario government struck the Ontario Housing Affordability Task Force, which released its report on February 8, 2022.
The report contained 55 major recommendations, including:
- A bold target of 1.5 million homes over 10 years;
• “As-of-right” zoning to allow housing to be built without discretionary approvals;
• Uniform urban design standards;
• Limits on abuse of heritage designations;
• Restrictions on appeals used to delay projects
• Creation of an Ontario Housing Delivery Fund to reward compliant municipalities and penalize non-compliance;
• Improved municipal financing tools; and
• Measures to address labour shortages.
Click HERE to access full report
Were Municipal Councils the Problem?
 The Task force looked at a number of causes, effects and the possible solutions to the housing problem, from cutting red tape – to investing in municipal infrastructure – to fixing the Ontario Land Tribunal. The reports’ view of municipal councils’ role in housing approvals was largely negative – not because councillors oppose housing in principle, but because electoral incentives often push them to prioritize vocal local opposition over broader housing needs. It describes a politicized planning process in which even proposals supported by professional staff are delayed or rejected to appease existing residents.
While the report stops short of explicitly endorsing Strong Mayor Powers, it clearly points toward removing or constraining council discretion – through as-of-right zoning, mandatory delegation to staff, and cost consequences for overturning staff recommendations – as the preferred solution.
In effect, the report frames reduced council control, rather than enhanced council leadership, as the pathway to accelerating housing supply.
Strong Mayor Powers – Genesis?
When voters went to the polls in 2022, they had no way of knowing that the mayor they elected would soon wield Strong Mayor Powers. The reason is simple: Premier Ford never disclosed his intention to fundamentally restructure municipal governance during the campaign.
The Housing Affordability Task Force made no mention of SMPs as a solution to the housing crisis. Nor did the province meaningfully consult local governments, municipal associations, or planning professionals before imposing these powers. In fact, the Association of Municipalities of Ontario (AMO) urged the province to consult widely, warning that extending such powers could produce unintended consequences.
The concept of “strong mayor” powers in Ontario did not emerge by accident. It reflects a long-standing political view that municipal governance should concentrate authority in the office of the mayor rather than distribute it across council. As legal scholar Alexandra Flynn notes in her analysis of Ontario’s strong mayor framework, the argument has often been framed around the idea that accountability is clearer when power rests with a single elected leader. In 2014 Ontario Premier Doug Ford expressed this view directly when discussing municipal governance, stating:
“If I ever get to the provincial level of politics, municipal affairs is the first thing I would want to change. I think mayors across this province deserve stronger powers. One person in charge, with veto power, similar to the strong mayoral systems in New York and Chicago and LA. I would want our mayors to have strong powers but to be held accountable; if the voters don’t like the job he or she is doing, they can fire that mayor in four years. That’s how it should work.”¹
By 2022 that philosophy would form the foundation of Ontario’s strong mayor legislation – powers that have been granted to municipalities like Burlington, and whose practical use and implications will be examined in this series.
Summary
Strong Mayor Powers were introduced as a tool to fix housing. Whether they will actually do so – and at what cost to local governance – remains an open question.
This Series, will examine:
Will the Ontario Housing Affordability Task Force’s fifty-five housing recommendations – or Strong Mayor Powers – actually result in more homes, or an erosion of democracy? The answer to these questions matter – not just for housing policy, but for the future of local governance itself.
Here is what’s next:
Article 2. Strong Mayor Powers – How They Actually Work
Article 3. Strong Mayor Powers – The Institutional Verdict
Article 4. Strong Mayor Powers – A Burlington Case Study
¹ Alexandra Flynn, “Un-Democratizing the City? Unwritten Constitutional Principles and Ontario’s Strong Mayor Powers,” The Supreme Court Law Review: Osgoode’s Annual Constitutional Cases Conference 115 (2024)
 Joe Gaetan is a Burlington resident and a frequent contributor on civic issues. He graduated from Athabasca University with a Bachelor of General Studies in Applied Studies.
 By Tom Parkin
March 23rd, 2026
BURLINGTON, ON
Will the coming price shock be contained to fuel costs? Or “leak” into other products, maybe bringing damaging Bank of Canada rate hikes?
War, what is it good for?
Not the price of bonds, and that’s a prediction of job losses for Canadian workers unless the coming wave of inflation can be contained, or at least contained just to oil prices.
A deep drop in the price of Government of Canada two year bonds drove yields way up last week, Bank of Canada data shows. The two-year bond is considered a strong predictor of where traders think the Bank’s key rate is headed.
Data from the London Stock Exchange Group now points to a 75 basis point increase to the central bank’s key overnight rate, rising from its current 2.25 per cent to 3.00 per cent by year end. But the LSEG data still only assigns a 20 per cent chance the Bank of Canada will start this rate increase next month.
Interest rate hikes would kill jobs at a dangerous time
Interest rate hikes add costs for households and businesses that hold loans, shrinking the money available for purchasing and investment. Their entire point is to cut aggregate demand by killing growth and jobs.
Heck of a way to run an economy.
It’s always damaging. And this timing is terrible. StatsCan’s Labour Force Survey for February shows Canada lost 110,000 jobs since December. The country is under an attack of “economic force” from Donald Trump as he attempts to deindustrialize us. And though some provinces and the federal government are fighting back with a major projects agenda, and the Carney government deploys defence Keynesianism, those shifts will not deliver in the short-term.
On the other hand, higher interest costs will start inflicting economic damage almost immediately.
Interest rate hikes can kill jobs but can’t create oil
The possibility of rate hikes arises from the attacks on oil production facilities in Iran, Kuwait, UAE, Saudi and Bahrain, and on tankers in the Persian Gulf, have pushed up the global price of oil.
Though the fuel Canadians buy today was probably refined from crude before the war, prices at the pump are already way up.
The price hike is driven by a supply shortage. But hiking interest rates will do nothing to create more oil and therefore will be ineffective at pushing down oil prices.
U.S. Federal Reserve Chairman Jerome Powell said his central bank might be able to “look through” the fuel price hikes, accepting the impact, which would be a hard hit, but just one-time. However, Powell expressed concern fuel price hikes might “leak” into other areas. It’s those other price increases that can be affected by turning down economic growth using rate hikes.
This time, can oil inflation be contained?
The previous wave of inflation took off when sanctions on Russia over its attack on Ukraine hiked oil prices. It was pushed higher by interrupted production of key products, like computer chips, and supply chain break-downs, particularly trans-pacific shipping.
But cost increases were not contained to those items. As work by Canadian economist D.T. Cochrane shows, domestic companies used the opportunity of external price shocks to add to their mark-ups, spreading inflation. The Bank of Canada originally believed inflation was “transitory.” But when it clearly had been allowed to become generalized the Bank pushed up rates, with the predicable damaging results.
To the degree Canadian governments can moderate an oil price surge or contain it —by prevent businesses from taking the opportunity to hike prices — the Bank’s intervention will be less. And the damage to Canada at this dangerous time will be less.
It should be a priority of governments to arm themselves with tools to prevent inflation’s “leak,” which will hurt the spending power and the jobs of Canadian workers at a time they are already under attack from out enemy in the White House.
By Pepper Parr
March 22, 2026
BURLINGTON, ON
A Council Chamber is where the elected officials gather to conduct the city’s business in a public setting.
The Burlington Council Chamber is so drab-looking.
When James Ridge was City Manager, major changes were made to the Council Chamber.
When compared to Council Chambers in other parts of the province, the Burlington Chamber looks like something from IKEA – done on the cheap.
Compare Burlington with some of the other cities in the province.
 Drab, cheap-looking with an AV system that doesn’t work far too often.  Council Chamber before the renovation.
 The Kingston, Ontario Chamber is a magnificent space.
 The Oakville Council Chamber at least looks decent.
 The Guelph Council Chamber leaves people feeling they have walked into an important room.
 Mississauga parades its history and origin in a nicely proportioned public seating area.  In London Ontario, Councillors know the public is watching.
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