 By Pepper Parr
November 4th, 2024
BURLINGTON, ON
Just how well do the seven members of Council get along?
Not always that well.
 Lisa Kearns thought she heard a sigh. Ward 2 Councillor Kearns wanted a document that sets out how Staff Directions were being handled. There seemed to be a significant number that were not being acted on
Kearns asked: “Do I need a staff direction to ask for a memo to that effect? Is it needed for council to enter into the budget conversations for 2025 with confidence?
 Mayor Meed Ward: Wondering who is talking to her. “I’d like it in writing.”
While Mayor Meed Ward was not on camera, Kearns addressed her saying:
“Sorry, Mayor, would you like to make a comment, since you just made an audible sigh.”
 By Pepper Parr
November 4th, 2024
BURLINGTON, ON
So, it has come to this.
A once great newspaper gets sold to a wealthy businessman who keeps the presses running.
That is until his financial interests are threatened.
Jeff Bezos bought the Post for $250 million in 2013.
 To Jeff Bezos, the Post was a toy, it gave him some entrance, not that he needed it. For the most part, he kept his hands off the day-to-day operations, and kept an eye on how much he had to inject into the newspaper to keep it alive.
To Jeff Bezos, the Post was a toy, it gave him some entrance, not that he needed it.
Besides owning Amazon he had a number of high-tech interests, the biggest being Blue Origin, a private aerospace company that provides sub-orbital spaceflight services.
This is where the big, really big dollars were.
 There is hardly a household on the continent that isn’t impacted by his financial interests. It is reported that sometime this year, when Bezos was discussing Blue Origin contracts with federal-level bureaucrats, mention was made of a problem. ‘You have a Washington Post problem’ was the way it is reported to have been put to Bezos.
Traditionally American newspapers have endorsed candidates. The Post had an endorsement they intended to publish last week.
Bezos instructed senior editorial management not to publish an endorsement.
Executives from his aerospace company met with Donald Trump on the same day the newspaper prevented its editorial team from publishing an endorsement of his opponent in the US presidential election.
More than 250,000 readers cancelled their subscriptions; reported to be 20% of their circulation.
Peanuts to Bezos; another death knell to the newspaper publishing industry and another hammering of newspaper credibility.
 Democracy dies in Darkness The reports, editors and columnists all huffed and puffed but most were at their desks the next day.
What if the people who write the news and those who operate the presses banded together and published the newspaper? Make it a 16-page edition with nothing but the masthead on the front page. The rest would be blank – except for the advertising. Circulation for that day would have soared.
What a statement.
 Jeff Bezos Would Bezos have shut the paper down – would it have mattered if he did?
The Washington Post is dead – the credibility it had is gone – and in the process, they took another chunk out of the industry’s hide.
What will Jeff Bezos do should Kamala Harris become the next President of the United States?
The Post has a motto: Democracy dies in Darkness; indeed it does.
Salt with Pepper is an opinion column reflecting the observations and musings of the publisher of the Gazette, an on-line newspaper that is in its 12th year as a news source in Burlington and is a member of the National Newsmedia Council.
 By Viktoria Deshko
November 4th, 2024
BURLINGTON, ON
Ontario has emerged as a pioneer in regulated gambling across North America, establishing one of the most comprehensive and player-focused frameworks in the industry. Since the landmark launch of its regulated online gambling market in April 2022, the province has successfully balanced expanding entertainment options while maintaining strict consumer protections. This approach has created a secure environment for residents to enjoy various forms of gambling, from traditional casino games to sports betting, all within a carefully monitored system.
Overview of Ontario’s Gambling Regulations
 The gambling landscape in Ontario is overseen by two main regulatory bodies working in tandem to ensure safe and fair gaming operations. The Alcohol and Gaming Commission of Ontario (AGCO) serves as the primary regulator, while iGaming Ontario (iGO) specifically manages the online gambling sector.
According to BettingGuide, the Ontario market now includes 64 regulated online casinos, making it one of North America’s most diverse gambling jurisdictions. As of 2024, Ontario’s regulated market has grown to include 52 operators managing over 70 gaming websites, making it North America’s most competitive jurisdiction. This robust marketplace has demonstrated remarkable success, generating over $28 billion in wagers and more than $1.08 billion in gross gaming revenue in just the first half of the 2023-24 fiscal year
.The regulatory framework has proven its legal validity through significant court challenges. In May 2024, the Ontario Superior Court of Justice confirmed the legitimacy of Ontario’s iGaming market model, reinforcing the province’s authority to regulate online gambling.
Key Features of Ontario’s Regulatory System:
The framework includes strict geographical limitations, requiring players to be physically present within Ontario’s borders when placing bets or playing online casino games. Licensed operators must maintain rigorous standards for:
 Game integrity and fairness- Protection of player funds and personal information
- Prevention of underage gambling
- Implementation of responsible gambling measures
- Compliance with anti-money laundering regulations
A significant development in early 2024 was the implementation of new advertising restrictions. As of February 28, 2024, the AGCO has prohibited the use of athletes and celebrities in gambling advertisements, except when promoting responsible gambling practices.
Recent Changes and Key Points in Ontario’s Gambling Landscape
The Ontario gambling market continues to evolve with significant developments shaping the industry throughout 2023 and early 2024. The province has implemented stricter advertising regulations to protect vulnerable populations, particularly focusing on youth exposure to gambling content. These changes include a complete ban on the use of athletes in gambling advertisements and restrictions on bonus offers and inducements.
A notable shift in the market has been the increasing focus on responsible gambling tools. Licensed operators must now provide players with enhanced self-monitoring features, including:
 Mandatory deposit limits- Time management tools
- Reality checks during gaming sessions
- Detailed account activity statements
- Customizable betting limits
The market has also seen the introduction of several new licensed operators, expanding the legal options available to Ontario residents while maintaining strict regulatory oversight.
Ensuring Safe Gambling: Resources and Support Available
Ontario has developed one of North America’s most comprehensive responsible gambling support systems. The province offers multiple layers of assistance for individuals and families affected by gambling-related issues:
Prevention and Education Programs:
ConnexOntario provides 24/7 support through their helpline, offering immediate assistance and connecting individuals with local resources. The PlaySmart centers, located at all land-based casinos and gaming facilities, offer on-site support and information about responsible gambling practices.
Self-Exclusion Program:
The centralized self-exclusion program, launched in 2024, allows individuals to ban themselves from all forms of gambling in Ontario through a single registration process. This program now includes:
- Unified registration across online and land-based venues
- Customizable exclusion periods
- Mandatory responsible gambling education before reinstatement
- Automatic blocking from all licensed gambling websites
Treatment Options:
 Free counseling services are available through the Centre for Addiction and Mental Health (CAMH) and various community-based organizations. These services include:
- Individual and family counseling
- Group therapy sessions
- Financial management guidance
- Peer support programs
The province’s commitment to responsible gambling is reflected in the requirement that all operators contribute to problem gambling research and treatment programs, ensuring sustainable funding for these essential services.
 By Staff
November 3rd, 2024
BURLINGTON, ON
The Remembrance Day Services on November 11 will be held at Spencer Smith Park (1400 Lakeshore Rd.), and Veteran Square (426 Brant St.).
Burl-Oak Naval Veterans Remembrance Day Service: 9:00 a.m.
 The warships and Merchant Marine that took part in WWII are remembered. This 30-minute ceremony takes place at the Naval Ships Memorial Monument in Spencer Smith Park. For more information, contact the Burl-Oak Veterans at 905-318-0236 or visit burloaknavalveterans.org.
Remembrance Day Procession, 10:30 a.m.
The procession will be led by armored personnel carriers and will begin at Central School on Baldwin Street, travelling down Brant Street to Elgin Street, Locust Street, Ontario Street and ending at the Cenotaph in Veteran Square, 426 Brant St.
The streets noted will be closed from 10:00 a.m. to 1:00 p.m.
Royal Canadian Legion Branch 60, Remembrance Day Service, 11:00 a.m.
 Wreaths are laid at the base of the Cenotaph. This 45-60-minute ceremony will be held at the Cenotaph in Veteran Square, on the north side of City Hall and will be live-streamed for those who cannot physically attend. For more information or to access the live-stream link, please visit Royal Canadian Legion Branch 60 website burlingtonlegion.com.
The ceremony will include a colour guard, two minutes of silence, music performed by some members of the Burlington Teen Tour Band, reading of In Flanders Fields along with the laying of the wreaths.
 By Pepper Parr
November 3rd, 2024
BURLINGTON, ON
We first saw Andrea Grebenc when she ran as a school board trustee. She was elected in 2014 and again in 2018.
 Grebenc had a very solid working relationship with the then Director of Education Stuart Miller As Chair (2018-2021) Grebenc and her trustees steered the board through the pandemic during which she pressed the Minister of Education to do a better job of ensuring the school boards had the tools they needed to cope with a situation the country had not seen in more than 100 years.
She became the Go To Girl for the media.
An opportunity to run for provincial office appeared and Grebenc ran for the Liberal Party nomination. She didn’t win that race; the candidate that did lost the election.
She ran for Regional Chair in 2022 and got 20,000 votes – a surprising number for a candidate with little in the way of Regional profile.
The positive part of her campaign was that she was frequently the only candidate willing to debate Gary Carr who had been Regional Chair for more than a decade.
 Andrea Grebenc: Serving as HDSB Chair during the pandemic Grebenc has been recognized as a Burlington community supporter and honoured as a Community Champion by SB Partners Chartered Accountants (2024)
She currently serves on Burlington’s Integrated Transportation Advisory Committee (ITAC) and Appleby Line Street Festival organizing committee
Initiated and provided logistics for (80+ member group) Masks for COVID Burlington to support local Long Term Care facilities’ staff and resident safety in May 2020
She served on the Mayor’s COVID Taskforce.
Entrepreneur and business owner 20+ years Grebenc has been an instructor at McMaster University for 20+ years in the Web Design and Development Program
Three children, two who are recent graduates and one still in the public education system; her husband is a cyber security specialist at the University of Toronto
 Andrea Grebenc is now seeking the Ontario Liberal Party nomination for Burlington. Grebenc graduated from Wilfrid Laurier University (Hons) and has an Adult Education certificate earned at Conestoga College. She has a Certified in Cybersecurity designation – ISC2.
 Andrea Grebenc is now seeking the Ontario Liberal Party nomination for Burlington.
Why? “We need changes.”
More on what she wants to see done and how she would get started in a follow-up article.
Email: contact@andrea4burlington.ca 905-510-4847
 By Ray Rivers
November 2nd, 2024
BURLINGTON, ON
 Pierre Poilievre speaking in the House of Commons. Federal opposition leader Pierre Poilievre has turned his tax-cutting guns to another tax. The GST owes its origins to another conservative leader, former PM Brian Mulroney, who introduced this hated tax way back in 1991. And the public response was to decimate the once mighty Progressive Conservative Party, taking it from a strong majority to two lonely seats in the House of Commons.
New homes are currently taxed at the full HST rate of 13% in Ontario. Poilievre’s proposal would lift the GST portion off homes worth less than a million dollars. That would mean a potential saving of as much as $50,000 for the new home buyer. It’s a novel idea, but one that the current government has dismissed.
They’ll tell you that the housing market, like most markets, is subject to the laws of demand and supply. Currently there is already excess demand for homes and cutting the sales tax would just add to that excess demand. In addition, because it’s essentially a sellers’ market today, some of that $50,000 would likely end up as additional profit in the pockets of the home builders.
Getting rid of the HST is an idea worth discussing, though. All taxes and subsidies distort market behaviour. But broad-based sales taxes like the HST disincentivize consumption which is, after all, what drives an economy. More importantly, broad sales taxes are regressive since they impact those with lower incomes more than the wealthy. That is why the government offers GST rebates to low income earners.
 Increasing taxes on spirits could be a revenue producer. There are other ways for government to raise revenue. We could reintroduce inheritance taxes and/or start taxing lottery and gambling winnings and other windfalls. We could make all capital gains fully taxable as was the original intent. It is just another source of income, after all. We could increase the progressivity of income tax for a more equitable society. And we could apply even more taxes on those goods or services that can harm us; like tobacco, alcohol and fossil fuels.
If Ontario also removes its PST, the potential home buyer saving could be as high as $130,000. But even if the homeowner could save money on a new home, that doesn’t mean one would be available for them. The real problem is too few houses for too many people and too many people for too few houses.
To help with the supply side the federal government has started incentivizing municipalities to build more housing infrastructure and open up more land for (re)development – by throwing money at it. They haven’t been this involved in actual home building since Mr. Mulroney ended federal involvement when he was still PM.
The feds are involved because they are also a huge part of the problem. To get the economy moving again in the wake of the pandemic, business leaders and some provincial leaders, including Mr. Ford, pushed the federal government into opening the nation’s flood gates to immigration. And the feds listened to them.
In response, Canada processed a record of over 5 million applications for permanent residency in 2022 with about 10% of those, almost 500,000, given the right to live and work here. And that doesn’t include the temporary migrants. In total over a million new entrants came here, each of them competing for today’s housing.
 Prime Minister Justin Trudeau welcoming immigrants to Canada. As anticipated, these new arrivals spurred economic activity and Canada came out of the post pandemic slump faster than many other G7 nations. But the upshot is that our housing sector was not ready for the influx. Realizing the error of their ways, the feds have now decided to significantly lower immigration targets over the next few years. And that has woken up Mr. Poilievre who, in response, has suggested linking the rate of immigration directly to the rate of new home construction.
It is difficult to see how Mr. Poilievre’s GST cut would solve Canada’s short term housing supply issue. But his plan to pay for it by slashing the new federal programs which have shown some promise in adding to today’s housing stock is just the wrong thing to do. On the other hand, benchmarking immigration rates to some tangible target, like new housing starts, has to be an improvement over past practices. The way I see it anyway.
 Ray Rivers, a Gazette Contributing Editor, writes regularly applying his more than 25 years as a federal bureaucrat to his thinking. Rivers was once a candidate for provincial office in Burlington. He was the founder of the Burlington citizen committee on sustainability at a time when climate warming was a hotly debated subject. Ray has a post graduate degree in economics that he earned at the University of Ottawa. Tweet @rayzrivers
Background links:
Cutting GST – More GST cut – Ford Want More Immigration – Canada Immigration –
Housing Crisis – Immigration Targets – Harper Cuts GST –
 By James Portside
November 1st, 2024
BURLINGTON, ON
This information is not professional investment advice. Investors are advised to do their own research into individual stocks before making an investment decision.
The five stocks with the largest dollar value of insider acquisitions in the public market are:
|
| Advantage Energy Ltd —–Buy Quantity: 25,000 Average cost: $8.78 Total: $219,600.00 |
| Insider |
Relationship |
Transaction |
Date |
Quantity |
Price |
Total |
| Angevine, Jill Terilee |
4 – Director of Issuer |
10 – Acquisition or disposition in the public market |
10-31-24 |
20,000 |
$8.78 |
$175,600.00 |
| Balog, Stephen |
4 – Director of Issuer |
10 – Acquisition or disposition in the public market |
10-31-24 |
5,000 |
$8.80 |
$44,000.00 |
|
| Gold Reserve Ltd —–Buy Quantity: 70,000 Average cost: $3.11 Total: $217,998.31 |
| Insider |
Relationship |
Transaction |
Date |
Quantity |
Price |
Total |
| Camac Partners, LLC |
3 – 10% Security Holder of Issuer |
10 – Acquisition or disposition in the public market |
10-31-24 |
70,000 |
$3.11 |
$217,998.31 |
|
| The Bitcoin Fund —–Buy Quantity: 2,000 Average cost: $93.00 Total: $186,000.00 |
| Insider |
Relationship |
Transaction |
Date |
Quantity |
Price |
Total |
| Pye, Frederick |
7 – Director or Senior Officer of Insider or Subsidiary of Issuer (other than in 4,5,6) |
10 – Acquisition or disposition in the public market |
10-28-24 |
2,000 |
$93.00 |
$186,000.00 |
|
| Quebec Innovative Materials Corp. (formerly Quebec Silica Resources Corp.) —–Buy Quantity: 450,000 Average cost: $0.29 Total: $131,715.00 |
| Insider |
Relationship |
Transaction |
Date |
Quantity |
Price |
Total |
| Inwentash, Sheldon |
3 – 10% Security Holder of Issuer |
10 – Acquisition or disposition in the public market |
10-28-24 |
225,000 |
$0.29 |
$65,857.50 |
| ThreeD Capital Inc. |
3 – 10% Security Holder of Issuer |
10 – Acquisition or disposition in the public market |
10-28-24 |
225,000 |
$0.29 |
$65,857.50 |
|
| PrairieSky Royalty Ltd —–Buy Quantity: 4,000 Average cost: $28.53 Total: $114,108.00 |
| Insider |
Relationship |
Transaction |
Date |
Quantity |
Price |
Total |
| McKenzie, Margaret Anne |
4 – Director of Issuer |
10 – Acquisition or disposition in the public market |
10-30-24 |
4,000 |
$28.53 |
$114,108.00 |
The five stocks with the largest dollar value of insider dispositions in the public market are:
|
| Talon Metals Corp —–Sell Quantity: -114,588,550 Average cost: $0.08 Total: -$9,167,084.00 |
| Insider |
Relationship |
Transaction |
Date |
Quantity |
Price |
Total |
| Resource Capital Fund VI L.P. |
3 – 10% Security Holder of Issuer |
10 – Acquisition or disposition in the public market |
10-30-24 |
-114,588,550 |
$0.08 |
-$9,167,084.00 |
|
| The Real Brokerage Inc —–Sell Quantity: -72,725 Average cost: $7.48 Total: -$543,840.53 Options Issued: 72,725 Average cost: $0.03 Total: $2,540.22 |
| Insider |
Relationship |
Transaction |
Date |
Quantity |
Price |
Total |
| Poleg, Tamir |
4 – Director of Issuer, 5 – Senior Officer of Issuer |
51 – Exercise of options |
10-28-24 |
72,725 |
$0.03 |
$2,540.22 |
| Poleg, Tamir |
4 – Director of Issuer, 5 – Senior Officer of Issuer |
10 – Acquisition or disposition in the public market |
10-28-24 |
-72,725 |
$7.48 |
-$543,840.53 |
|
| Reitmans (Canada) Limited —–Sell Quantity: -10,100 Average cost: $2.68 Total: -$27,068.00 |
| Insider |
Relationship |
Transaction |
Date |
Quantity |
Price |
Total |
| Wait, Richard |
5 – Senior Officer of Issuer |
10 – Acquisition or disposition in the public market |
10-30-24 |
-10,100 |
$2.68 |
-$27,068.00 |
|
| Platinum Group Metals Ltd —–Sell Quantity: -7,950 Average cost: $2.89 Total: -$22,965.00 Options Issued: 11,186 Average cost: $1.60 Total: $17,941.16 |
| Insider |
Relationship |
Transaction |
Date |
Quantity |
Price |
Total |
| Marlow, Timothy Douglas |
4 – Director of Issuer |
51 – Exercise of options |
10-28-24 |
3,236 |
$1.81 |
$5,857.16 |
| Mgudlwa, Mlibo |
5 – Senior Officer of Issuer |
10 – Acquisition or disposition in the public market |
10-29-24 |
-7,950 |
$2.89 |
-$22,965.00 |
| Mgudlwa, Mlibo |
5 – Senior Officer of Issuer |
51 – Exercise of options |
10-30-24 |
7,950 |
$1.52 |
$12,084.00 |
|
| ZTEST Electronics Inc —–Sell Quantity: -25,000 Average cost: $0.38 Total: -$9,500.00 |
| Insider |
Relationship |
Transaction |
Date |
Quantity |
Price |
Total |
| Jeyanayagam, Suren |
7 – Director or Senior Officer of Insider or Subsidiary of Issuer (other than in 4,5,6) |
10 – Acquisition or disposition in the public market |
10-30-24 |
-25,000 |
$0.38 |
-$9,500.00 |
By Pepper Parr
November 1st, 2024
BURLINGTON, ON
How does the city determine how much a staff member will be paid?
Civil servants in the municipal sector have to put up with a public that wants to know where every nickel and dime goes. And at times they are relentless.
The provincial Sunshine list, a document that lists everyone on the public payroll and how much they earned, including benefits, is referred to frequently.
The city has a tightly controlled regime that sets out how much staff are paid.
 City Hall staff at a United Way BBQ The city has what they refer to as pay grades – there are 19 0f them.
One of the 19 pay grades is assigned to a job
The grade, which is a pay level that has a high number and a low number, is set when a person is hired or moves into a new job.
A staff member can be moved from one pay grade to another, the assumption is that they move up a grade level rather than down a grade level.
We asked Human Resources to provide an example of a grade – we didn’t care which one.
Their response: An example of a grade is: Job grade F ranges from $67,749 to $84,687.
Who determines when a staff member gets moved up in the parameters of the pay grade was not explained – we didn’t ask.
In the past pay cheques were mailed to employees – the bulk are now automatically transferred to bank accounts. Some, apparently are still being paid by cheque.
By Staff
October 31st, 2024
BURLINGTON, ON
On October 15th, Anne Marsden sent a concern to Service Burlington
They responded:
Thank you for contacting the City of Burlington. Your Public Parks and Open Spaces Maintenance request has been received by the city.
We have noted the service address as 1400 LAKESHORE RD. and captured some details of your case: Washrooms at Spencer Smith closed on holiday.
If you have questions or new information to provide for this request, contact Service Burlington with the reference number CAS-315840-H9M4S4
The Service Burlington team is available to assist you Monday to Friday, 8:30 a.m. to 4:30 p.m.
Sincerely, Service Burlington
On October 29th, 2024 Marsden reminded the city that she had received an answer, asking:.
Can we receive notification of when our concern regarding public washrooms closed at Spencer Smith will receive a response? We were expecting a response before the Mayor got back from Japan, especially given the public interest in the impact of these public washrooms that are accessible to all are in a building where the public has access on a daily basis were closed to public on a great day for enjoying the facilities at Spencer Smith Park on Thanksgiving Monday.
We understand no one at City Hall including themWard 2 Councillor, the Mayor and Parks and Rec Dept want to deal with it but the public deserves an explanation and assurance these washrooms will not be unnecessarily closed to public again.
Want to guess how this is going to get resolved?
Related news story:
There was a time when the Council did something about opening washrooms on holidays
 By Staff
November 1st, 2024
BURLINGTON, ON
Gayle Kabbash sent along pictures she took during her morning walk along the western end of the Beach saying that: “Beautiful walk on our amazing beach this morning! We are lucky to have this in our community. My only concern is the sludge that gets pushed in at this time of the year. Is this a natural thing or due to people messing with our environment? I’ve never seen this in smaller lakes?? Question for BurlingtonGreen Environmental Association.
 Peace and quiet.
 Does anyone know what is creating the sludge the Gayle saw on the Beach this morning? Not sure that BurlingtonGreen has an answer. The Region monitors the quality of the water and posts notices when it is not safe to swim. We will see what we can learn from them.
By Tom Parkin
November 1st, 2024
BURLINGTON, ON
Now a “have-not” province, Ontario has no clear economic strategy despite the flurry of weak data.
While the average wage rose in every other province in August, Ontario’s average hourly wage fell for a second straight month, according to data released by Statistics Canada Thursday morning.
Help Data Shows challenge misinformation and lop-sided opinion.
 Ontario’s average wage fell to $30.25 in August, down from a June, 2024 peak of $30.87 to a level below February’s average hourly wage of $30.34.
Alberta’s average hourly wage, once by far the strongest in Canada, has now slipped into third spot, behind British Columbia at $31.91 and Quebec at $30.80.
No clear economic strategy despite data
Despite Ontario’s worrying metrics, the Ford PCs have not provided a strategy to push investment into improved productivity and securing future wage growth.
A failure to address the GTA housing crisis has driven up household debt, which became sharply more expensive under the weight of higher interest rates. The impact on household budgets can be seen in Ontario’s retail sales, which remain 4.5 per cent below a peak in June 2022 while Canada excluding Ontario hit a new record in retail sales in August.
Weaker consumer demand has hurt jobs, with Ontario’s unemployment rate higher than the national average while over 13,000 manufacturing jobs have been lost since 2018, when Premier Ford gave a “guarantee” he would created 300,000 manufacturing jobs to replace those lost in the Liberal era.
The wage fall comes as Ontario continues to de-unionize with Alberta-style labour laws that ban “card check” certification for most workers and give employers more opportunities to interfere in unionization efforts.
A weakened economy has turned Ontario from a contributor to the confederation to a have-not province receiving equalization payments from Ottawa.
Tom Parkin is a social democratic columnist and commentator based in Toronto who has worked for the NDP in Saskatchewan and Ontario.
By Pepper Parr
October 31st, 2024
BURLINGTON, ON
This is unfortunate.
An investigation has found that the City of Burlington contravened the Municipal Act by failing to give required notice of closed meetings earlier this year, where councilors discussed hiring a new city manager.
 In January, Burlington City Council passed a staff recommendation to hold special closed council meetings in January and February to conduct confidential interviews and deliberations related to the recruitment of a new city manager. The motion waived all requirements for public notice of any closed meetings related to the city manager search.
The issue has nothing to do with the person chosen to serve as the next City Manager (the title for the job was changed to Chief Administrative Officer – (CAO)
It has everything to do with the way the Mayor chose to ride roughshod over the rules. It also reflects on Council members who chose not to insist that the Mayor follow the rules.
Most of the discussion will take place behind closed doors
By Staff
October 31st, 2024
BURLINGTON, ON
A reader asked:
 Can someone please tell us when we can expect an answer to why the Spencer Smith Washrooms were closed on Thanksgiving Monday? This is our fourth response to the question/complaint confirming the question is being asked. This service question is not going to go away because everyone, other than giving it a complaint number is ignoring a very reasonable question with regard to the services that taxpayers have paid to be put in place and expect to be open at the Park on a very busy Thanksgiving Monday at the Park.
Response from the Office of the Mayor:
Access to the washrooms at Discovery Landing are dependent on the operating hours of the restaurant.
 The washrooms are on the lower level – the restaurant is on the upper level – one has nothing to do with the other – other than that they are in the same building. City is waffling on this one. Editor’s note: That statement is just not true.
No explanation as to why the City of Burlington provided washrooms are dependent on a private restaurant. These washrooms serve the city ice rink and the park with its Splash Pad and have nothing to do with the restaurant.
This is a very serious service city issue that is being blamed on a private restaurant.
Why?
Doesn’t look like this issue is going to go away.
By Pepper Parr
October 31st, 2024
BURLINGTON, ON
When the city released the proposed Budget for 2025, several people were interested and wanted to get the 615 page document and review the contents.
Burlington has small community groups that are prepared to put in the time and the energy to serve as xxx of the document on behalf of the public.
The Gazette has done two in-depth reviews of the planned spending for Information Technology and the Storm Water spending, along with a few very short articles.
Community groups have been active as well.
One group found what they thought were mistakes that had to be corrected.
They advised the CFO who ensured the corrections were made but did not advise the public.
 Craig Millar, CFO, thanked the group saying: “My apologies for the errors on pages 21 and pages 24. They have been corrected and reposted on the City’s web page.
The citizens’ group has said since that they are reviewing concerns over matters on page 17.
The citizens group advises that the budget has been revised for pages 21 and 24 but notes that no notations appear indicating that some numbers have been changed. This isn’t transparent and anyone who is looking at the first version won’t know there is a newer version.
The citizens’ group and other Burlington residents are working together to review the City budget. Considering its length (615+ pages) and the short time frame with which residents have been given to study the document, this is onerous and time-consuming. Also, considering the Mayor’s “public budget meetings” all occurred before the budget was released, the opportunity for feedback on the actual details of the budget can only be given by email to council/staff or by delegating on a weekday morning. We do not consider the upcoming “telephone town hall” to be a credible engagement opportunity.
The citizen’s group made an important point when they said they chose to email because they wanted to ask questions which they are not allowed to do during delegations. They also wanted their request to be on the record, and any response to be in writing.
Every city should have a citizen’s group that is prepared to do the hard work needed to understand, analyze, and interpret city budgets.
 By Liam McGee
October 31st, 2024
BURLINGTON, ON
Since moving to Burlington ten years ago, I have been fascinated by the brand of municipal politics practiced here. I come from quite a different local experience, a more active one, and have often remarked on the relative passivity of this City’s residents. It seems to take a fair amount to get people here excited. It happened in 2018 when the current Mayor and Council were first elected (to their current roles) and it may be happening again with the Mayor’s second budget under the aegis of her Strong Mayor powers. It would appear that many people have issues with the proposed expenditure plans for 2025. And perhaps even more find that the process of civic communication and engagement used to present and explain the planned budget was unsatisfactory and unsatisfying.
 Times of popular discontent are often the very best times to introduce change -to pose the challenging questions and unusual ideas that might lead to improved approaches and better ways of doing things. So, in this spirit and before Burlington begins its 2025 budget debate next week, I ask why do each of the municipalities within the Halton Region have separate purchasing, traffic, transit, fleet management, bylaw enforcement, human resource, records management, permitting and Information technology functions – to name an obvious few? Why are there four separate and quite distinct web sites with equally varied backend customer interfaces? Why are the administrative and operational processing systems all “roll your own”? The four municipalities are fundamentally the same business with identical core administrative processes and needs. Indeed, there are also common statutory requirements to much of what they do through the prescriptions of the Ontario Municipal Act. But each municipality has established itself as a discreet entity – a fiefdom unto itself. Even the governance structures of each municipality differ to the degree permissible under provincial oversight. The result is duplication of effort, bloated bureaucracy, needless expense, reduction of bench strength (scarce skills and technical expertise) and inconsistent if not conflicting citizen experience.
I believe that political entities habitually resist aggregation in any form; they instinctively fear the loss of identity, power and control that comes with consolidated operations or being only part of a larger whole. So, for example, when the Ford Government introduced its Regional Review in 2019, the common reaction of most well-run municipalities was to oppose regional amalgamation as a loss of “local voice” and sensitivity to unique citizen needs. Eventually the initiative died in a very opaque cloud of political confusion and counter-direction. But, was the fear of loss of local autonomy ever ground-truthed against actual experience and has the citizen experience in the Halton municipalities been rich and satisfying as a result. I would argue to the contrary.
 1: This is not an economically sustainable model 2: how much does this debt cost the taxpayer ?  Now may be the time that these long-term Halton career politicians actually assumed a true leadership role and worked, as a collective, to rationalize their common services into a shared resource pool. Of course, this would be flying in the face of the current Ford government direction towards disaggregation – a return to over 400 little service centres with over 400 voices chirping in the wind (and over 400 varied client/customer experiences). In this time of mounting budget pressures and fiscal uncertainty, consolidation of essential support services provides economies of scale, operational savings, greater purchasing power and consistency of approach. It allows for the development of centres of expertise/excellence with a depth of resource strength, reduced bureaucracy and the development of critical back-up and recovery services. It provides the mechanism, the structure, for improved levels of support to the region’s citizens. Most importantly, and somewhat ironically given the popular wisdom of five years ago, it actually strengthens “local voice” – but more on this aspect later.
Liam McGee is a retired university professor – political science and sociology. Taught at two Canadian universities during his career. Burlington resident for 10 years, lives with his wife of 45 years and two large dogs. Three grown children who now have lives of their own and bring the grandchildren with them when they visit.
By Julieta Belen Correa
October 31st, 2024
BURLINGTON, ON
Vermont’s sports betting scene is embracing digital currencies, setting a new standard for tech-savvy payment systems in the industry.
Vermont’s taking a bold leap into the future of sports betting, and it’s not just about placing wagers anymore. The state’s fresh approach to regulated betting brings something special to the table – a tech-savvy payment system that welcomes digital currencies. While traditional betting markets might still be figuring out their digital strategy, Vermont’s already showing how it’s done, catching the attention of neighbours near and far, including our friends up north in Canada.
 It’s a digital world with Bitcoin being the digital currency. Think of Vermont as the cool kid who’s not afraid to try something new. The Green Mountain State hasn’t just opened its doors to sports betting – it’s rolled out the red carpet for innovation. State officials have crafted smart, balanced rules that feel less like red tape and more like a safety net, making room for both old-school banking and cutting-edge digital payments. They’re particularly clever about blockchain tech, setting up a playbook that other states might want to borrow.
Modern payment solutions
 Remember when paying for things online felt like rocket science? Well, Vermont’s betting scene is making digital payments feel as natural as using your smartphone. Digital payments in gambling continue to grow significantly year over year. With the rise of sports betting crypto platforms, these blockchain-powered solutions are seriously quick, turning hours or days of waiting into just a couple of minutes. This efficiency is reshaping the landscape, offering a glimpse into the future of financial transactions in the betting industry.
Security and verification
When it comes to keeping things secure, Vermont isn’t messing around. The state processes a substantial number of transactions daily with remarkable reliability. The state’s gaming commission has built a security system that’s like a virtual bouncer – checking IDs, encrypting data, and keeping an eagle eye on anything that looks fishy. It’s all happening in real-time, too, so any suspicious activity gets flagged faster than you can say “place your bets”.
Regional implications
Vermont’s innovative approach is turning heads across the northeast. Digital payment options have significantly improved player satisfaction across the industry. It’s not just affecting the US either – Canada is watching closely, especially since the economy is so connected with Vermont’s. It’s like a preview of what’s possible when betting meets modern technology.
Future developments
 Blockchain – the most secure way to transmit data. The future’s looking pretty exciting for Vermont’s betting scene. The state’s already given the thumbs up to several blockchain verification systems, paving the way for even more crypto options. Digital currency use in regulated betting is expected to grow substantially in the coming years. Vermont’s not just keeping up with the times – it’s helping write the future of betting technology.
By Pepper Parr
October 31st, 2024
BURLINGTON, ON
The 600 page agenda that Council members are going to have to get through in two days has an interesting item.
 For a small structure, the John Street transit station has had a huge impact on the development of high-rise towers in the downtown core. Relocation of the Burlington Transit Terminal
Direct the Director of Burlington Transit to proceed with relocating the Burlington Transit Bus Terminal from 430 John Street to the Burlington GO Station, located at 2101 Fairview Street; and
Direct the Manager of Realty Services to proceed in accordance with the instructions sought in the confidential transit department report.
The immediate question is why?
 By Pepper Parr
October 31st, 2024
BURLINGTON, ON
Tax increases are about numbers and your money.
City Council has begun the process of determining how much money it will spend and what the tax rate will be.
There are two numbers floating around.
8.3%
7.5%
 Both are not yet official – yet to be determined by Council
The 8.3% is the percentage the budget (which is the money being spent) will increase over last year.
The 7.5% number is the increase in the amount of tax you will pay over last year – in other words your tax will increase by that 7.5% number
Why the difference?
Most of the city income is from the taxes they levy on property.
The number of properties that can be taxed is higher this year; a lot of new housing is now being occupied and can be taxed. That new tax money from the new properties is what has lowered the tax rate you will be expected to pay.
Not clear yet? Read it again.
By Pepper Parr
October 31, 2024
BURLINGTON, ON
From Tom Parkin we learn that:
Ontario’s August retail sales still below June 2022 while the rest of Canada hits record.
Massive mortgage debt from Ontario housing crisis may be behind absent consumer.
While Canadian retail sales outside Ontario set a record in August, Ontario’s sales remained 4.5 per cent lower than the peak in June 2022, according to data released by Statistics Canada last Friday.
Ontario’s August retail sales were $24.729 billion, $1.165 billion below the June 2022 peak of $25.894 billion.
Excepting Ontario, Canadian retail sales continued to climb throughout 2022 and did not turn down until January 2023, seven months after Ontario’s peak.
 People shopping – just not as many in Ontario as in the other provinces. The retail turndown outside Ontario was also smaller and shorter. From a January 2023 peak of $41.870 billion, retail sales had tumbled $1.068 billion, or 2.6 per cent, when retail sales hit bottom five months later, in June 2023.
Housing, fuel, food prices pound consumers in mid-2022
Canadian consumers were being hit from all sides in mid-2022, but the impact on consumers and retail sales has been more painful and long-lasting in Ontario than in any other province.
Food inflation pushed the price of store-bought food up 9.7 per cent between April 2021 and April 2022 and hit an annualized 11.4 per cent in September 2022.
War pushed up fuel prices when, on May 30, 2022, the European Union announced a ban on Russian oil shipments, pushing the price of a barrel of oil above $120. In June 2022, Canada’s average pump price for a litre of fuel hit $2.07, up from $1.40 in December 2021.
The GTA housing crisis got suddenly worse. In March 2022, the Canadian Real Estate Association’s benchmark composite price of a house in the Greater Toronto Area peaked at $1,313,800, up 33.7 per cent from March 2021. Rental accommodation inflation peaked in August, 2022 with the price of a one bedroom GTA apartment 21.6 per cent above August 2021, according to Rentals.ca.
Interest rates ignite the GTA debt bomb built by the housing crisis
The more powerful and lasting effect on Ontario retail sales may be due to the mountain of household debt amassed due to the housing crisis.
The March 2022 housing GTA housing price peak was the same month the Bank of Canada first raised interest rates. On March 2, 2022 the Bank first hiked the policy interest rate, raising it 0.25 percentage points to 0.50 per cent.
After near-monthly increases, when rates reached 4.5 per cent in January, 2023, the benchmark price of a GTA house hit bottom, crashing to $1,064,100, according to CREA data.
During the massive GTA housing price run up, Canadians’ residential mortgage debt rose dramatically, adding over $400 billion from $1.324 trillion in Q1 2019 to $1.749 trillion in Q3 2023. In Q2 2024 Canadian mortgage debt stood at $1.853 trillion, according to Canada Mortgage and Housing data.
Not surprisingly, the centre of the housing crisis was also the centre of that debt pile. Mortgage debt against Toronto residential properties increased from $298.1 billion in Q1 2019 to $407.2 billion in Q3 2022, then plateaued, according to CMHC.
In Q1 2019, 22.5 per cent of mortgage debt was secured against Toronto property; in Q3 2022 it was 23.3 per cent. The share of mortgage debt in Vancouver, Calgary, Edmonton, Ottawa and Montreal were all declining.
 Ontario housing starts: Politicians who let the housing crisis run wild have put all Canada in a jackpot. The failure of the Ontario government to spur housing starts has had national economic implications, including the decision last week to start shrinking the Canadian population, which will in turn shrink economic growth.
Politicians who let the housing crisis run wild have put all Canada in a jackpot. Housing isn’t just a right. It’s a fundamental part of economic infrastructure and there are deep consequences for failing to build it.
And so there you have it – but not to worry, Premier Ford is going to send you a cheque for $200; supposedly in January and that will boost retail sales. Ford is hoping it will boost his chances of being returned to office when he calls an election
Tom Parkin is a political commentator with a social democratic perspective who has worked in politics in Ontario and Saskatchewan and in the Canadian labour movement.
By Pepper Parr
October 30th 2024
BURLINGTON, ON
Burlington’s Digital Services department has grown to become massive; it just might be the largest in the city.
What does it all amount to?
 In the next decade the city expects to spend $70 million on digital services. As the city moves away from paper copies of documents the software systems being developed will allow each department to share what it has in the way of data with every other department. Linking everything is complex and requires software that can handle and manage the data flow. When a department makes a change to a document – every other department that needs that data will have it at their fingertips instantly.
The Pipeline to Permit dashboard is a very good example. Click on the link below and play with it. All kinds of data that is available in real-time.
You can access this dashboard by clicking HERE
The city web site to be upgraded:
The good news for those who use the city’s web site is that it is to undergo a revision.
The funding request is essential for the ongoing support, enhancement, and promotion of the City’s online communications and engagement platforms, as well as the customer service options they enable. To facilitate community use of online services and improve communication and engagement with residents, we must ensure that the City’s website remains inclusive, continuously evolves, and is responsive to customers’ needs. Investments in these areas are crucial to meet the growing demands of the city and its residents.
Upcoming initiatives include
- Enhancements to support ongoing phase 3 of web modernization project and potential impacts from KPMG web architecture review
- Enhancements to support any non-project scoped integrations to ERP, EAMS, AIMS, or other emergent projects
- Enhancements to support future development and integration of CIAM single identity login.
- Potential full site renewal in 2026
 Wifi for buses
 It was a service the public wanted. Will every bus route have the service? Provide free Wi-Fi network on all conventional and specialized buses to all customers who board with a Wi-Fi enabled device such as a smartphone, laptop computer or tablet.
Once connected, customers will be directed to the Burlington communication channels. Enhanced digital connectivity builds on one of transit’s competitive advantages and provides the ability to dedicate attention to digital devices to get work done and remain connected while travelling.
Wi-Fi on buses will provide improved connectivity to the bus to support enhanced operations and maintenance, revenue opportunities, operator and public safety solutions and other future opportunities.
This initiative also aligns with customer survey feedback to provide Wi-Fi on buses.
Automated Speed Enforcement Program.
The software is in support of the Automated Speed Enforcement Program. The initial rollout of the program will look to implement 6 cameras. The program, with the cameras and this required software, will deploy an additional effective tool to mitigate speeding and the resulting impacts (collision severity and customer requests relating to speeding and aggressive driving).
Emergency operations
This is for the equipment required for the Emergency Operations Co-ordinator (EOC).
 Emergency operations at the time were just not up to the job of managing the problems that resulted from continuous rainfall. The city learned during the July flooding that there were not enough people with the right equipment to handle the increase in communications to stay on top of what was taking place in real-time.
As an outcome of EOC drills, additional IT accessories have been recommended to ensure that staff working from the EOC have the required equipment to operate during hybrid activations, and to ensure that there is sufficient redundancy in the telecommunications systems available to ensure that the EOC can continue operating effectively if there are outages with our primary telecommunications service providers.
 Municipal election
This project provides funds to acquire technology that enhances the citizen experience for the municipal election. The funds will be used: for software, hardware to perform automated ballot scanning and tabulation, laptops, Internet connections, and barcode scanners.
 Digital and business transformation
The Enterprise Asset Management Solution (EAMS) Project is focused on digital and business transformation in the areas of asset maintenance and asset planning, identified as a priority in Council’s Vision to Focus document. To date, a $4,356,300 capital order has been established for the project through the 2018-2030 capital budgets for the solution/implementation services, staffing resources, hardware and project contingency. Since the previous budget request submission, the EAMS solution/implementation services RFP was issued, proposals were evaluated, a recommended proponent was selected and contract negotiations commenced. During this period, the project schedule has been refined increasing implementation period by 18 months and additional expenditures were identified. Additional funding of $500,000 is required to support project delivery, bringing the total EAMS capital budget to $4,856,300. These additional funds are required to support staffing for additional 18 months, mobile devices for staff, additional technology infrastructure, data preparation and migration to the new EAMS solution and additional contingency reserve.
 Customer experience
While the city is committed to enhancing its Customer Experience – making it happen has taken years. The strategy in place to address the challenges identified during the initial implementation of our Customer Relationship Management (CRM) system needed significant changes. In alignment with the evolving Digital Business Strategy, we are embarking on a new CRM rollout. This initiative began with the development and deployment of a Minimum Viable Product (MVP) in a specific area, allowing us to assess the system’s effectiveness before broader implementation.
The upgraded CRM solution will significantly improve our capacity to connect with customers, understand their needs and preferences, and cultivate more personalized relationships. It will streamline access to City services and information, optimizing customer interactions across all channels. Additionally, the new technology will provide enhanced data insights, supporting more informed decision-making and enabling ongoing refinement of our service delivery.
 End of life for software is a reality.
Existing corporate and department applications and existing technology infrastructure all require scheduled upgrades. Upgrades provide vendor support compliance, improved functionality, issue resolution, and technology currency. Without upgrades, vendor support expires, technology becomes obsolete, performance is jeopardized and security concerns intensify. If left too long, systems fail and business continuity is at risk.
Each year systems and assets reach end of life. Support will no longer be available unless an upgrade is undertaken. Examples of anticipated renewals include the telephone system and network hardware.
In 2025 there will be a major focus on upgrades / enhancements to various software and physical hardware infrastructure.
 Phasing m365 solutions
This project is a phased enablement of M365 (The M stands for Microsoft) solutions such as OneDrive and SharePoint to strengthen collaboration, data exchange and productivity throughout the enterprise while supporting a hybrid workforce. Enhancement of licensing for enterprise mobility and security licenses to improve our security and cyber readiness. A plan for future permanent administration and support requirements will be developed.
Public expects extensive online, enablement, and self-serve options for service delivery.
Citizens, businesses, and employees now expect extensive online, enablement, and self-serve options for service delivery. To meet these expectations and fulfill our commitment to a digital vision, we have identified significant resource, process, skill, and technology gaps that could impede our ability to achieve our Vision to Focus (V2F) and Digital Transformation goals.
To bridge these gaps, we are executing a multi-year roadmap. This project provides essential funds to acquire new applications and infrastructure, ensuring our business services remain robust and future ready. As technology evolves at a rapid pace, this capital budget allows for agile adaptation to emerging needs and opportunities.
Our focus is on several key initiatives (i.e. – portal and digital identity) and themes:
Digital Transformation: Investing in digital solutions to modernize our operations, enhance service delivery, and improve overall efficiency. By leveraging the latest technologies, we aim to streamline processes, reduce manual work, and provide better support to our staff and citizens.
Digital Twinning of Services: Developing virtual models designed to reflect our physical services, enabling more efficient management, decision making and delivery of services to our citizens and businesses.
Application Rationalization: Assessing and optimizing our existing application portfolio to eliminate redundancies, reduce complexity, and ensure we are using the best tools for our needs. This approach will not only improve performance but also result in cost savings.
Cost Optimization: Strategically managing our IT investments to maximize value and minimize expenses. By adopting a cost-conscious approach, we will ensure that every dollar spent contributes to our strategic goals and enhances our service offerings.
Emerging Technologies: Exploring and implementing cutting-edge technologies such as artificial intelligence, machine learning, and cloud computing. These advancements will enable us to stay ahead of the curve and provide innovative solutions to our community.
Positive Outcomes for Organizational Goals: Aligning our IT initiatives with the broader organizational objectives outlined in the Vision to Focus plan. Our investments will support the Red Carpet, Red Tape Initiative, environmental stewardship, housing pledges and other priority projects, driving success and fostering a culture of continuous improvement.
Citizen-Centric Services: Ensuring our technology investments directly benefit the lives of our citizens. By focusing on user-friendly and accessible solutions, we aim to enhance the quality of life for all community members, providing them with efficient, responsive, and reliable services.
Chad Macdonald serves as the TITLE for the city. Before his arrival from Halifax the city didn’t have anyone with the depth needed to move the city into the digital world. Chad had the capacity to see the really big picture and convince then City Manager Tim Commisso that huge changes had to be made if the city was to move into the digital world.
Commisso bought the understanding Macdonald brought with him and it appears that CAO Hassaan Bait is going along with it as well. The city is certainly spending a tonne of money making it happen.
The Dashboard (Click HERE to look at it) that Mayor Meed Ward maintains is a leading practice that municipalities across the country will eventually use, is an impressive piece of software. Our question is – How many people actually use it. It just might be one of those “nice to have” but not really worth what it cost to create it.
Replacement of the current IT Service Management product
This project is for a replacement of the current IT Service Management product, which is unable to meet all required business needs. With the move towards cross departmental support teams for various corporate solutions, a new solution is required to better manage staff incidents and requests. Benefits will include improved customer satisfaction, reduction in turnaround time with requests and incidents, and better support as we move to a hybrid workforce. The request for this year is for the additional modules and consulting work for enhancements.
Establishing foundational common and reusable platforms,
The Customer Centric Digital Architecture Blueprint supports the Burlington Digital Business Strategy through establishing foundational common and reusable platforms, and at the same time is open to agility, flexibility and innovations so that the City can respond to ever-growing demand and expectations from the City’s customers in this new digital-era and other disruptive factors that drive the change. The funding is to support planning and implementing the Customer Centric Digital Architecture Blueprint, through an incremental approach, with initial focus on Portal and Web Form Platform and Customer Identity and Access Management Platform; Future platforms also include a Secure Online Payment Platform, a Unified Customer Notification Platform, Application and Data Integration Platforms, and other data and security platforms.
Fund and implement critical enhancements to the Workday platform188
This project aims to fund and implement critical enhancements to the Workday platform. The scope includes improving Payroll and Time Tracking (PATT), optimizing Benefits integration with OMERS and Sunlife, and enhancing system integrations. Additionally, the project will focus on streamlining financial operations, refining business processes for greater efficiency, and ensuring the necessary bi-annual professional setups are completed to maintain system performance and compliance.
 IT Security
The City’s IT Security Program is an important aspect of corporate risk management. The goal of the Program is to protect information assets, be resilient to cyber threats and to enable our IT staff and City services to innovate while maintaining a secure environment. Technology enhancements are required to develop and maintain an IT Security Program. In 2025, the Program will address Security Event and Information Management and control enhancements outlined in existing work plans as well as audit recommendations.
Funds required to cover the hardware and software for each information technology new employee
Provide information technology equipment required for new positions. This may include laptops, mobile devices, monitors, annual increase in electronic document storage and back-up, etc.
Based on budget estimates, this expense reflects the average cost per new position with job requirements for information technology hardware and for software licenses.
 Minor technology enhancement
Funds are allocated each year to support minor technology enhancement projects and consulting services.
What does it all amount to?
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