By Staff

April 19th, 2024

BURLINGTON, ON

 

Premier Doug Ford spoke to to AMO in London this morning

His address is set out in full below.

“Well, good morning, everyone.

Thank you, Martin, for that kind introduction.

And before I get started…

I want to congratulate you Colin…

And the outgoing AMO Board of Directors…

For all the work you’ve done over the last two years.

Thank you for your partnership…

And for your service to the communities you serve.

Friends,

I’m thrilled to be back at the AMO conference…

And to celebrate AMO’s 125th anniversary.

It’s an amazing milestone.

A milestone built on a long legacy of bringing people together…

In service of finding common ground…

And delivering real solutions…

To building stronger communities…

Where people and families can live, thrive, and prosper.

And folks…

I don’t hesitate to say…

That AMO’s vision…

Its mandate…

Has never been more important.

That’s because Ontario is growing faster than it ever has before…

Some reports suggest that our population growth could be as high as eight hundred thousand.

That’s like adding a city the size of Mississauga

In a single year.

In a word…

This kind of growth is explosive.

People from across Canada…

From around the world…

Are moving to Ontario…

Eager to be part of the thriving communities we’re building…

Excited about the Ontario dream.

These newcomers…

They also want to participate in our growing economy.

An economy that’s added more than 800,000 new jobs since we came into office in 2018…

With 160,000 new jobs added since the beginning of this year.

In fact…

In recent years…

Ontario’s economy has attracted tens of billions of dollars in the tech sector…

$4 billion in life sciences…

And more than $44 billion in electric vehicle and battery plants.

What I’m most proud of…

Is that these new investments…

These new jobs…

Are being created in communities across the province.

Take for example our auto sector.

We can’t forget the dire shape it was in six years ago.

Sky-high energy prices…

And an uncompetitive business environment…

Forced plants to close…

And take jobs 300,000 jobs south of the border.

What a difference a few years and a pro-worker, pro-business government makes.

Over the past four years…

We’ve welcomed new battery plants in Alliston and St. Thomas…

With major investments across the electric vehicle supply chain in Brampton…

Brantford…

Port Colborne…

Windsor…

And Napanee…

To name just a few.

It’s so important to our government…

To ensure that the economic growth we’re experiencing…

Benefits the entire province.

That no matter where you live in Ontario…

You have the same opportunity to access a better job with a bigger paycheque.

So, today…

I’m excited to announce a new online tool…

Developed by Invest Ontario…

That will help local and international investors better connect with municipalities.

Through our new Partner Portal…

Municipalities will be able to upload information about commercial and industrial properties in their communities…

And provide companies with information about the property…

Including demographic trends, market analysis and First Nations treaty areas.

It’s going to be a powerful resource…

To help local governments and communities attract investments and jobs.

But friends…

As I’ve said before…

As we rebuild Ontario’s economy…

As our population grows…

We have to build the infrastructure needed to support this growth…

And ensure that it’s sustainable for generations to come.

We can’t make the same mistakes that previous governments made.

We have to plan for the future…

And build the roads…

Highways…

Public transit…

Hospitals…

Homes…

Schools…

And energy infrastructure we need.

That’s exactly what we’re doing…

With the most ambitious plan to build in Ontario history.

We’re investing nearly $100 billion to expand and improve transit, roads and highways.

In the north…

We’re widening Highway 17 from Kenora to the Manitoba border…

And making upgrades to Highways 584 and 11.

In Windsor, we’re building the Banwell Interchange…

And a new interchange connecting Highway 401 to Lauzon Parkway.

Here in Ottawa…

We’re providing funding for the design and planning for the Barnsdale Interchange.

In the GTA…

We’re building Highway 413 and the Bradford Bypass.

Shovels are in the ground…

To widen Highway 3 between Essex and Leamington.

We’re building a new Highway 7 between Kitchener and Guelph.

Folks…

I could be here all day.

This list of projects goes on and on and on.

We’re building more…

We’re building faster.

In health care…

We’re investing $50 billion over the next ten years on more than 50 hospital projects.

In education…

We’re investing $16 billion to build, repair and expand schools.

And we’re making record investments to ensure people and businesses have access to reliable, clean and affordable electricity…

For generations to come.

I know…

Over the next couple of days…

You’ll hear more about these infrastructure investments from my Cabinet and caucus colleagues.

But I want to take a couple of minutes here…

To talk about housing.

Since we came into office in 2018…

I’ve heard time and time again…

A lack of housing-enabling infrastructure…

Is the biggest barrier to getting more homes built.

Mayors…

I want to say…

We hear you…

We’ve heard you loud and clear.

That’s why…

At this conference last year…

I announced the Building Faster Fund…

A $1.2 billion program…

That rewards municipalities for reaching annual housing targets.

The Building Faster Fund has a been a huge success.

Over the past several months…

I had the privilege of visiting so many of you…

Too many to name…

To deliver big cheques…

With big dollar figures…

That municipalities can use for infrastructure projects…

To lay the groundwork for more housing.

In our most recent budget…

We also announced record investments in our Housing-Enabling Water Systems Fund…

And the Municipal Housing Infrastructure Program.

This new money…

Totalling nearly $2 billion…

Is going to be a game-changer…

For so many of your communities.

Earlier this month,

We announced the first round of investments from the Housing-Enabling Water Systems Fund…

A total of $970 million…

That will be distributed to 54 projects…

Across 60 municipalities…

Helping to build more than 500,000 homes.

But we’re not stopping there.

We can’t stop there.

We’re going to keep working with you…

To build the housing-enabling infrastructure you need…

To meet and exceed your housing targets…

And to bring the dream of home ownership into reach for more people.

As we build more homes…

As you welcome more people to your communities…

We also recognize the need to invest in the public spaces that foster a strong sense of community and belonging.

That’s why…

As part of our 2024 budget…

We announced a $200 million investment to help municipalities build and renew sport and recreational facilities.

I’m pleased to announce…

That applications for this new fund…

The Community Sport and Recreation Infrastructure Fund…

Are now open.

Municipalities…

Local services boards…

And not-for-profit organizations…

Can apply for up to 50 per cent of funding for projects…

And Indigenous communities and organizations can apply for up to 90 per cent.

I can’t wait to visit your communities…

To stand with you…

As we invest in the sports and recreation facilities…

Where so many new memories will be made.

Friends…

Ontario is growing…

Like never before.

This kind of growth isn’t without its challenges.

But it also opens the door to incredible opportunities.

In order to seize these opportunities…

And ensure every region…

Every municipality prospers…

We need to work together to build the roads, highways, transit, homes, hospitals and schools our growing communities need.

We need to continue to create conditions to attract new investments…

To create better jobs…

And yes…bigger pay cheques.

And we need to keep costs down for hardworking families.

Ontario is the envy of the world.

And we have every single thing we need to succeed.

We have the talent…

We have the resources…

We have the determination.

All we need is to keep working together…

Always in service of the great people of this province.

Let’s build a better Ontario…together.

Let’s get it done.

Thank you again for inviting me to speak today.

And may God bless the people of Ontario.”

Does this sound like the kind of speech that gets made during a re-election campaign?

By Harry Wilson

August 11, 2024

Burlington, ON

 

Yazan al Homsi Provides Insights Into Investment Trends in ESG and Technological Innovations: A Venture Capital Perspective.

In recent years, Environmental, Social, and Governance (ESG) investments have become a significant focus for venture capitalists. ESG investing refers to the practice of incorporating these three crucial factors into investment decisions, aiming to generate sustainable and ethical returns. This shift reflects a broader societal move towards more responsible and impactful business practices. The growing awareness of climate change, social equity, and corporate governance has spurred investors to look beyond mere financial returns, considering the broader impact of their investments.

The venture capital landscape has seen a notable rise in ESG investments. This is driven by a combination of regulatory changes, increasing consumer demand for sustainable products, and a genuine concern for the planet’s future. Governments worldwide are implementing stricter environmental regulations, and companies are under pressure to comply with these standards. At the same time, consumers are becoming more conscious of their purchasing choices, favouring brands that demonstrate a commitment to sustainability and ethical practices.

Yazan al Homsi, a renowned expert in the venture capital space, highlights the topicality of ESG investments, stating, “Everyone wants something that’s topical. So whether it’s the plastic upscaling or plastic pollution, green hydrogen, or AI for health tech, these are very topical topics.” This reflects the market’s appetite for innovations that address pressing global issues. Investors are not just looking for profitable ventures; they are seeking opportunities that align with their values and can make a significant positive impact.

The integration of ESG factors into investment strategies is not just a trend but a strategic imperative. Companies that prioritize ESG are often better positioned to manage risks and capitalize on opportunities in the evolving market landscape. This holistic approach to investing helps mitigate potential risks associated with environmental regulations, social unrest, or governance failures. Moreover, ESG-focused companies tend to attract a loyal customer base, enhancing their long-term profitability and resilience.

In conclusion, the rise of ESG investments in venture capital signifies a profound shift towards more responsible and sustainable investing. This trend is expected to continue as regulatory pressures increase, consumer preferences evolve, and the global community becomes more attuned to the urgent need for sustainable practices. Investors like Yazan al Homsi are at the forefront of this movement, recognizing the dual potential for financial returns and positive societal impact.

Technological Innovations Driving Green Energy and Plastic Recycling

The push towards sustainability has spurred remarkable technological innovations in green energy and plastic recycling. These sectors are witnessing a surge in venture capital investments, driven by the urgent need to address environmental challenges and the potential for substantial returns. Innovations in these areas are transforming the landscape, offering solutions that are not only eco-friendly but also economically viable.

Green energy, encompassing renewable sources like solar, wind, and green hydrogen, is at the forefront of this technological revolution. Startups in the green energy sector are developing cutting-edge technologies to harness these renewable sources more efficiently. For instance, advancements in solar panel efficiency, wind turbine designs, and energy storage systems are making renewable energy more accessible and affordable. These innovations are crucial for reducing our reliance on fossil fuels and mitigating the impacts of climate change.

Plastic recycling is another area where technological advancements are making a significant impact. Traditional recycling methods have often been criticized for their inefficiency and limited scope. However, new technologies are emerging that can recycle a broader range of plastics and do so more effectively. Techniques such as chemical recycling break down plastics into their molecular components, allowing for infinite recycling without degradation of quality. This not only addresses the issue of plastic waste but also reduces the demand for virgin plastic production.

Despite the promise of these technologies, ventures in green energy and plastic recycling face several challenges. Scalability remains a significant hurdle. Many innovative solutions work well on a small scale but encounter difficulties when scaled up to meet global demands. Financial viability is another critical issue. While these technologies are advancing, they often require substantial initial investments, and the path to profitability can be uncertain.

Yazan al Homsi provides a nuanced view of the financial aspects of these sectors, noting, “People want things that are a bit more mature in the sense that they have revenue and are closer to profitability. My argument to that would be, well, there are not many companies in these spaces that are actually in revenue and profitable.” This highlights the balance that investors must strike between supporting groundbreaking innovations and ensuring financial returns.

Success stories in green energy and plastic recycling serve as inspirations and proof of concept for these sectors. Startups that have managed to scale their operations and achieve profitability demonstrate the potential of these technologies. For example, companies developing advanced recycling methods are securing partnerships with major corporations, showcasing the commercial viability of their innovations. Similarly, green energy startups are entering into large-scale projects and receiving government support, further validating their business models.

In summary, technological innovations in green energy and plastic recycling are driving significant changes in the venture capital landscape. These sectors offer immense potential for environmental impact and financial returns. However, investors must navigate the challenges of scalability and profitability to realize these benefits. As Yazan al Homsi suggests, the maturity of these ventures plays a crucial role in attracting investment and achieving sustainable growth.

The Health Tech Boom: Balancing Innovation with Financial Viability

The health tech sector is experiencing an unprecedented boom, driven by technological advancements and the growing demand for innovative healthcare solutions. From artificial intelligence (AI) to remote patient monitoring, health tech startups are transforming the healthcare landscape, offering improved patient outcomes and operational efficiencies. Venture capitalists are keenly investing in this sector, recognizing its potential to revolutionize healthcare delivery.

AI in health tech is one of the most promising areas, with applications ranging from diagnostic tools to personalized treatment plans. Machine learning algorithms can analyze vast amounts of medical data, providing insights that were previously unattainable. This not only enhances diagnostic accuracy but also allows for more tailored treatments. Startups focusing on AI-driven health solutions are attracting significant venture capital funding, reflecting the sector’s potential.

Remote patient monitoring is another rapidly growing area within health tech. The COVID-19 pandemic accelerated the adoption of telehealth and remote monitoring solutions, enabling patients to receive care from the comfort of their homes. These technologies reduce the burden on healthcare facilities and offer continuous monitoring, which is particularly beneficial for managing chronic conditions. Investors are supporting startups that develop wearable devices and telehealth platforms, anticipating long-term growth in this space.

However, the financial viability of health tech startups remains a critical consideration for venture capitalists. While the potential for innovation is high, these ventures often face challenges in generating revenue and achieving profitability. The development and deployment of advanced technologies require substantial capital, and the path to financial sustainability can be fraught with obstacles.

Yazan al Homsi emphasizes the importance of robust management in navigating these challenges: “The key in my career has always been management. You always have to check management has to be on top of the ball. The three companies I’d say that all of them share that in them.” Effective management teams are crucial for steering health tech startups through the complexities of the market, ensuring that innovative solutions are translated into viable business models.

Moreover, the early-stage nature of many health tech ventures means that they often lack immediate revenue streams. This can be a deterrent for investors seeking quicker returns. Al Homsi points out, “The issue is like a lot of plastic recycling or healthcare for AI, there has not been real… There’s been a lot of talk and actual companies that execute on talk are far and few.” This highlights the need for thorough due diligence and a focus on companies with strong execution capabilities.

In conclusion, the health tech sector offers immense potential for transformative innovations and significant returns on investment. However, achieving financial viability remains a challenge. Investors must prioritize effective management and be prepared for a longer-term commitment to realize the benefits of their investments.

The Future Outlook: Security, Management, and Market Opportunities

As venture capital continues to flow into ESG and technological innovations, the future outlook for these sectors appears promising. However, several factors will influence the trajectory of investments, including security, effective management, and market opportunities. Understanding these dynamics is essential for investors seeking to capitalize on emerging trends.

Security is a paramount concern in the venture capital landscape. The volatility of financial markets and the unpredictability of technological advancements necessitate a focus on risk management. Yazan al Homsi underscores the importance of security, stating, “The benefit that we have is that in our industry people want more security. But the benefit that we have is you don’t know when interest rates are going to get cut, but the minute they get cut, all these growth stock names are going to get a lot of attention.” This highlights the need for investors to balance the potential for high returns with the inherent risks of innovative ventures.

Effective management remains a cornerstone of successful investments. Startups with strong leadership are better equipped to navigate the challenges of scaling operations and achieving profitability. Al Homsi’s experience demonstrates that companies with robust management teams are more likely to succeed: “A lot of people got cleaned out during the last two years because a lot of people could not sustain. They already had investments in other spaces e-gaming and growth companies just can’t turn from a growth phase to ‘We want to focus on revenue and profitability.'” This insight underscores the importance of selecting ventures with capable and adaptable leadership.

Market opportunities in ESG and technological innovations continue to expand, driven by ongoing advancements and increasing societal awareness. Investors are particularly interested in companies that can either be acquired by larger firms or transition to major stock exchanges. Al Homsi explains, “The ultimate game is you want to be involved in companies that ultimately are going to be either bought out by a major or they’re going to be moving to major exchanges. Those are the two ways to make meaningful alpha.” This strategic approach highlights the importance of identifying companies with clear exit strategies and significant growth potential.

Additionally, the perception and reception of recycling and other green technologies play a crucial role in their market success. Al Homsi notes, “People still look at the, especially when there’s been so much negative media about recycling, people think that the only thing… I think there was a segment by CBS that said the only thing that got recycled is them recycling the lie of recycling.” Overcoming such skepticism requires transparent communication and demonstrable results from green tech companies.

In summary, the future of venture capital investments in ESG and technological innovations is shaped by security, effective management, and strategic market opportunities. Investors must remain vigilant and adaptable, focusing on companies with strong leadership and clear paths to profitability. By doing so, they can navigate the complexities of these sectors and achieve substantial returns while contributing to sustainable and impactful innovations.

 

By Staff

July 31^st, 2024

BURLINGTON, ON

 

Another post secondary institution is setting up camp in Burlington.

Mohawk College announced its intent to expand facilities into the City of Burlington. The college has formalized a Letter of Understanding with the City of Burlington and Burlington Economic Development to establish new Mohawk College learning hubs and campuses in Burlington.

Interestingly – there is no mention in the media release of Alinea  Lands, the people developing the massive King Road property.  Their long term plan for the King Road site includes educational facilities

Mohawk College has been educating and preparing highly skilled graduates since 1996.

The recent launch of Mohawk College’s School of Climate Action, the continuing shortages in Ontario’s healthcare system, and growing demand for more people and training in skilled trades and technology are all priorities for the college.

Additional classrooms, labs, shops and applied research facilities will be required to meet the demand in these growth areas. Burlington is an ideal location to achieve this growth. Many locations within the city are easy to access through public transit and it is closer to home for many Mohawk College students who commute to Hamilton campuses from other communities.

The college already has a presence in Burlington through its partnership with Schlegel Villages, with a Living Classroom located at The Village at Tansley Woods. The site is used to deliver the Personal Support Worker (PSW), Practical Nursing (PSW to PN Bridging Stream), and the Occupational Therapy Assistant and Physiotherapy Assistant (OTA/PTA) programs.

The proposed expansion aligns with the City of Burlington’s Strategic Plan. Burlington City Council has identified the attraction of a post-secondary institution as an objective that will contribute to the overall health of the city. It supports Burlington’s goals of developing complete communities, expanding its youth population, and providing an educational environment to attract startups and grow businesses. The City is supportive of post-secondary opportunities for its residents.

“Burlington is open for business,” said Mayor Marianne Meed Ward. “We welcome post-secondary institutions and satellite programming as one way to boost local employment and support business. We’re partnering with Mohawk College to ensure our future is as bright, innovative, and as forward-looking as our community.”

Mohawk joins the Brock University involvement where they will occupy much of the Bateman currently under massive renovation site.

“There are promising opportunities in Burlington in healthcare, in industry, and across the regional economy,” said President Armstrong. “Students are looking for rewarding, fulfilling careers in desirable communities and employers are looking for well-educated and well-trained workers. Mohawk College is excited to create pathways to employment, preparing future-ready graduates for bright careers in Burlington and beyond.”

This planned expansion will roll out in phases over several years, with a variety of programs being offered in different locations. Mohawk will work with Burlington Economic Development to explore take shape and the requisite agreements are finalized. potential locations and uses. More specific information will be provided in the coming months as plans take shape and the requisite agreements are finalized. 

Anita Cassidy, Executive Director of Burlington Economic Development sees the Mohawk College’s plan to expand their facilities into Burlington as very exciting news.  “Mohawk College has supported our local business community for a long time, through access to applied research areas, experiential learning hubs, and of course connecting employers to top talent. We look forward to working with them in the coming months to find the ideal location for their students, faculty and staff to thrive here.”

Mohawk College educates and serves more than 32,500 full-time, part-time, apprenticeship and international students at four main campuses in Hamilton, Ontario and learning hubs across Hamilton through City School by Mohawk, as well as at the Mohawk College Mississauga Campus in partnership with triOS College.

The college was formed in 1966.  It came out of what was once the Hamilton Institute of Technology and the Provincial Institute of Textiles.

Burlington Economic Development (Burlington EcDev) is an agency of the City of Burlington that works to attract high-value companies to Burlington, support the expansion of existing businesses, and encourage the start-up and growth of new companies.

No word yet on just where the campus will be located.

By Pepper Parr

July 12th, 2024

BURLINGTON, ON

 

Nanos, a national polling organization and the Oakville, Milton and District Real Estate Board, released a report on opions people held about housing issues.

Ward 5 Councillor Paul Sharman brought it to the attention of Council members and commented on the content at some length.

Sharman points out what densification has come to mean to Burlington: the city is required to be 82% high rise buildings; 12% mid rise and 6% low density. The high rise and mid-rise will be infill because we have had essentially no greenfield land to build on. The Alinea properties did provide some extra green field land.

Were local governments making the right decisions?

RATING LIFE IN THE REGION

Residents of the regions gave the top rating to their community as a place to raise a family (Oakville mean of 8.3 out of 10, Burlington mean of 8.5, Halton Hills mean of 8.2, Milton mean of 7.5), and also gave high ratings to their region’s overall quality of life and as a safe place to live. All regions receive lower grades on being a place to take public transit, with a very poor grade in Halton Hills (mean of 3.4) and Milton (mean of 4.2). The region as a place where one can afford to buy a home scored the lowest (mean of 3.4 overall).

DIRECTION OF THE REGION

Residents of the Towns of Oakville (52%), Halton Hills (54%) and the City of Burlington (53%) are more likely to say the region is moving in the right direction than the wrong direction (35%, 33%, 33% respectively), while residents of Milton are split with 46 per cent who say the Town is moving in the wrong direction and 43 per cent in the right direction. Asked why they have that opinion, residents who think things are moving in the wrong direction mentioned the construction/development and the population growth that they believe is happening too fast (29% each).

REASON THEY LIVE IN THE REGION

Residents most frequently say the main reason they live in their community is because they grew up there and have been there a long time (high of 31% in Halton Hills, low of 21% in the Town of Oakville), or that they like the area and they believe it to be a nice place to live (14% overall). Just over one in ten also mentioned they live in the region because their family/friends live here (13%) or for jobs/work (11%).

PIECE OF ADVICE FOR THE REGION

The most frequent piece of advice residents had for their region was to ensure the City/Town grows at a manageable rate (24% of residents). This was followed by improving public transit and improving infrastructure/ roadways (nine per cent each) and improving traffic (eight per cent).

Key Findings – State of Housing

 HOUSING AFFORDABILITY IN THE REGION

A majority of residents from the Towns of Oakville (71%), Milton (70%) and Halton Hill (74%) and the City of Burlington (68%) say housing affordability in their community has worsened or somewhat worsened compared to five years ago. An additional one in ten say it has somewhat worsened (Oakville: 11%, Milton: 10%, Halton Hills: 9%, Burlington: 13%).

PREFERRED HOME TYPES OVERALL

About two thirds of residents of the region report living in a single detached family home (63% overall, 77% in Halton Hills). And additional one in ten say they currently live in a Town house (13%). Asked which type of housing they would want to live in, three quarters say they want to live in a single detached family home (74% overall, 85% in Halton Hills).

PREFERRED HOME TYPE IF DOWNSIZING

Asked which type of housing they would prefer to live in if they were to downsize, residents say they would want to downsize to a smaller single detached home (32% overall, 43% in Halton Hills, 28% in Burlington). Just over one in ten want to downsize to a Townhouse (11%).

SUPPORT FOR BUILDING SECONDARY/GARDEN SUITES

 

Residents of the region are more likely to support or somewhat support allowing homeowners in their community to build a secondary or garden suite on their property (Oakville: 56%, Halton Hills: 66%, Burlington: 56%) than oppose or somewhat oppose this (Oakville: 28%, Halton Hills: 26%, Burlington: 33%). On the other hand, residents of the Town of Milton have split opinions on this topic (43% support/somewhat support; 42% oppose/somewhat oppose).

PREFERRED APPROACH FOR NEW HOUSING*

Asked which approach they prefer for new housing in Oakville, opinions were shared between having a mix of units being added to existing homes on residential streets and high-rise apartment/condo towers being build around GO stations (32%) and Building high-rise apartment towers around GO Transit Stations and limiting units being added to existing homes (31%). Nearly one quarter prefer adding units to existing homes and limit high-rise apartment towers around GO transit stations (22%).

CONVERTING SINGLE-FAMILY HOMES

One third of residents say single-family homeowners should be able to convert their home into a duplex (34%). This was followed by under one in four who say they should be able to convert their single-family homes into a semidetached home (23%), a triplex (20%), a fourplex (18%) and a Town home (17%). Of note, nearly one third say homeowners should not be able to convert their single-family home in any of the above (32%).

 

 

By Shelley Green

July 10th, 2024

BURLINGTON, ON

 

All businesses, regardless of sector or whether they’re based online or on physical premises, are under pressure to reduce their carbon footprint as much as they can in order to help the collective effort to reduce global warming. A lot of people would assume that businesses such as online casinos, due to the fact that they are ‘digital’ and ‘online’, wouldn’t necessarily apply to them. But it does.

A lot of the top online casinos now offer a live experience where you can play against a live dealer; a fine example of this is online at LuckyKoala Live Casino Canada. And of course, if they’re going to have a live dealer, they need physical premises. And so today we are going to look at the steps that some of the top online casinos that offer these live games are taking in order to reduce their carbon footprint while at the same time being able to offer that all-important immersive and engaging experience to their players.

How they are going eco-friendly

As well as having to provide physical premises for a live dealer, a lot of online casinos have their own offices for staff who perform duties such as software development, marketing, and customer service. Likewise, on data or network servers, whether they are remote or in-house, they can still be attributed in either way to that company’s particular carbon footprint. As the demand for online casinos increases, so does the power and processing capacity that these casinos need to function optimally and present their players with a seamless experience. Any top casino brand needs to have a robust and professional infrastructure in place.

Turning to renewables

So if casinos are going to need more and more power and energy in the future, how do they go about this in as eco-friendly a manner as possible? Well, many of the top online operators are noticing that they need to do something and are moving towards having their systems rely on renewable energy rather than those backed by fossil fuels. This is energy typically used to power the technology behind their gaming platforms and also the servers, which, of course, accommodate and supervise all of the traffic going through their website. This option, however, needs to be thought about in quite a lot of detail as it can incur costs, and the transition needs to minimize disruption and therefore downtime of their website.

Another option?

Although casinos don’t want to have to go through the hassle of moving towards renewable energy to power their equipment themselves, either through time constraints or financial expenses, there is another option, and you may have heard of the term ‘cloud’ being bounced around various sectors within the technology field. It essentially means that a casino can operate all of its processing power remotely at a facility that is dedicated for such a purpose. The reason why this might be a popular option is that a lot of the companies offering cloud storage and processing already have eco-friendly and scale-able solutions in place to cope with the casino’s power consumption demands.

In Summary

Ideally, this has given you a bit of insight into the infrastructure that the online casinos need to have established and in place in order to deliver the experiences they do to players like me and you. And at the same time, the challenges and options that are there and available to them should make them want to start taking steps in order to try and be more eco-friendly and to also reduce their carbon footprint, doing their bit as a business to help combat climate change.

 

By Pepper Parr

July 2^nd, 2024

BURLINGTON, ON

 

For those who want to see a zero budget increase – listen to what Mayor Meed Ward is asking her colleagues to do.

She wants them to endorse the following direction she will give the Acting Chief Financial Officer.

The Strong Mayor powers act requires the Mayor to produce a budget. Her directions are:

 Mayoral Direction

Direction to the Acting Chief Financial Officer (CFO) pertaining to the 2025 Budget

In accordance with subsection 284.3 and 284.16 of the Municipal Act, 2001 (the “Act”), I, Marianne Meed Ward, Mayor of Burlington, hereby directs the Acting Chief Financial Officer (CFO) to:

• • With direction from the Mayor and in consultation with the CAO, and Deputy Mayor of Strategy and Budgets, prepare a summary of the draft 2025 budget for public consultation and input by September 13.

• • Prepare one Community Budget for release Nov. 4, considering feedback from the community, members of Council in both their council and Deputy Mayor roles (as outlined below), input from the Deputy Mayor of Strategy and Budgets, the needs identified in the 2025 financial needs and multi-year forecast (Financial Forecast) (F- 25-24) and direction from the Mayor.

• • Ensure any proposed changes to budget (increases or decreases) are done in accordance with the following four principles that balance providing for today while preparing for our future: Affordability, Livability, Sustainability and Transparency.

1. 1. Affordability:
      1. Residents are struggling with rising costs of living, which are also affecting costs of city The city’s financial plan must continue to include year over year decreases in the property tax increase to ultimately align with inflation plus state of good repair, as we catch up on priority needs while ensuring long term financial sustainability.
      2. Ensured any proposed increases are focused on community-identified essentials while ensuring the city stays on track to catch up with infrastructure investments and community amenities for our growing population.

• • Maintain or enhance the low income property tax relief program, free transit, fee subsidy, and other programs to ensure income is not a barrier to participation in community life and to make life more affordable for Consult with the Deputy Mayor for Environment on additional free transit.

1. 1. Ensure a competitive cost of doing business in the City of Burlington, and look for additional opportunities to provide grants, rebates or other incentive programs to business.
   2. Explore investments that will increase the city’s assessment base through new housing development and business attraction, which keeps property taxes down for residents and Consult with the Deputy Mayor of Housing and the Deputy Mayor of Business and Red Tape Reduction on budget initiatives aimed at increasing housing and business assessment growth, as well as reducing costs for housing delivery and businesses.

1. 1. Livability:

Burlington is the number one community in Ontario and top five across the country because of the great quality of life and services we provide. That’s why people choose to live, work, invest and visit. Our budget must ensure we maintain our great quality of life by:

• • Maintaining community service levels and standards while accounting for inflationary pressures
  • Enhancing services where identified as priorities by the community; Consult with the Deputy Mayor of Recreation & Community Services on enhancements to service offerings and non-tax revenue opportunities through sponsorships or other sources
  • Invest in infrastructure growth in the community through capital and land enhancements that support Council Approved Master Plans in accordance with the Multi-Year Community Investment Plan (F-24-24).
  • Prioritize investment of additional staff or resources in front line service delivery;
  • Before any increases in staff or resources are contemplated seek to fund these through efficiencies, re-allocation of existing funds, use of technology, new revenue sources, or other revenues that don’t rely solely on tax or fee increases.

1. 1. Sustainability:

Our budget must provide for present needs while preparing for our future. We can’t postpone investments today and send future generations the bill. All our decisions must have an eye both to affordability for the present and sustainability for the future, as follows:

1. 1. Invest in State of Good repair for community assets, with a minimum 1% infrastructure levy on the total tax bill (2% increase to budget) to ensure the right repair at the right time. This saves taxpayer money from delayed maintenance that costs up to10x This proposed levy is in accordance with the council-approved Asset Management Financing Plan (F-20-23)
   2. Stay on track with continued incremental investments in facility maintenance to improve customer satisfaction and reduce the risk of unplanned facility closures or service disruptions.

• • Maintain Burlington’s overall financial health considering a range of factors including debt, revenue, reserves, debt to revenue ratio and other

1. 1. Before considering any increase to rates, fees or property taxes, increase revenue and/or reduce costs through improved service, reprioritization of activities, efficiencies, technology advancements, sponsorships, or other
   2. Ensure rate and fee adjustments are aligned with inflation, market comparators and/or service enhancements requested by the community and justified only after exhausting other means to increase revenue or reduce costs.

1. 1. Collaborate with the city’s Government Relations team to secure Burlington’s share of funding programs from federal and provincial governments and related agencies; and to advocate to upper level governments to pay their fair share of community services and infrastructure which have been downloaded to the municipal property tax base. Report the impact of these costs to the community in a clear and transparent way.

• • Prepare a multi-year simulation in respect of multi-year costs, increased assessment revenue and other assumptions to ensure future generations aren’t saddled with today’s known In providing the simulation, provide a clear and transparent list of the assumptions driving the simulation (line items, as well as specific amounts).

• • Transparency:

Residents have asked for a simpler, easier to track and understand, presentation of the budget, to foster better community engagement. As such, staff are directed to:

1. 1. Present the budget book by department to include:
      • all specific costs of delivering the service
      • sources of revenue by type
      • reserve balances, draws or contributions
      • summary of cost pressures (if any)
      • new budget requests and rationale for how this will improve community services
      • select key performance measures and progress towards meeting them
   2. 

      Ensure performance measures focus on service outcomes and benefit the community.

      Ensure performance measures focus on service outcomes and benefit to the community of the service provided, and how any change in proposed budget or staffing will benefit residents.

• • Align the community engagement and budget presentation and approval schedule with the 2025 financial needs and multi-year forecast (Financial Forecast) (F-25-24), while allowing for additional opportunities for community and council engagement.

1. 1. Consult with the Mayor and Deputy Mayor of Community Engagement and Partnerships on enhanced opportunities for community input and communications on the budget.

This delegation takes effect on [insert date] and remains in effect until modified or revoked.

That insert date will be added when Council meets later in July; assuming that it that Council actually endorses – this Mayor has had problems getting her Council to go along with her on a number of issues recently.

Sample of the template that will be used to create the budget book were part of the announcement – there are quite a few pages – they will be published as a seperate article.

 

 

 

 

By Staff

June 26th, 2024

BURLINGTON, ON

 

Burlington is celebrating Canada Day on Monday, July 1, 2024, in Spencer Smith Park. The celebrations, sponsored by Bunzl, will begin at 11:30 a.m. and offer activities throughout the afternoon. The event officially kicks off at 4 p.m. with the Burlington Teen Tour Band, remarks from Burlington Mayor Marianne Meed Ward, special guests and Itabashi, Japan Mayor Takeshi Sakamoto. The City of Burlington is hosting a delegation from Itabashi, Japan, celebrating the 35th anniversary of twinning between Burlington and Itabashi.

This year, the City is introducing a family zone with activities during the day. This new feature includes an Inflatable Zone sponsored by Harb Plumbing, dog shows, food vendors, activity providers and entertainment.

Event attendees can observe a one-time pilot with a 10-minute drone show before the fireworks. A drone light show is a display that uses a group of drones with lights to create different patterns, shapes and images in the sky. After the drone and fireworks show, event participants and residents can take a quick survey to help the City plan for future Canada Day events.

The survey will be open the evening of July 1 at getinvolvedburlington.ca/dronesurvey.

July 1 events at Spencer Smith Park 

• 9 a.m. – Yoga in the Park 

• 11:30 a.m. to noon – Dog Show #1 

• Noon to 7 p.m. – Inflatable Zone 

• 1:30 to 2 p.m. – Dog Show #2 

• 2 p.m. – Citizenship Ceremony 

• 3 to 3:30 p.m. – Dog Show #3 

• 4 p.m. – Opening Ceremonies 

• 5:15 p.m. – Bharatham Academy of Indian Dance 

• 6 to 7 p.m. – Nagata Shachu, Japanese Taiko drumming 

• 7:45 to 10 p.m. – King Cruff, Bob Marley’s grandson, reggae, Soca, dancehall style 

• 9:30 p.m. – Drone show 

• 10 p.m. – Fireworks 

This schedule may change. For the most up-to-date schedule, visit burlington.ca/canadaday.

Canada Day Shuttle and Burlington Transit 

Downtown parking is in high demand during Canada Day festivities. Residents are encouraged to consider other transportation options such as cycling, walking, carpooling or taking Burlington Transit. 

An accessible, free shuttle service will run from noon to 11:30 p.m. The shuttle will pick-up and drop-off people at Mainway Arena (4015 Mainway) and the downtown John Street Bus Terminal. Free bike parking will be available near the Waterfront Hotel for cyclists to secure their bikes.

Burlington Transit is running a Sunday schedule with routes ending between 8 and 10 p.m. on July 1. Plan your trip on myride.burlington.ca .

Volunteers Needed 

Volunteers are needed for the Canada Day event. Various positions are available for anyone 14 years and older. Volunteer positions include set-up, tear down, inflatable assistant and event support.

To volunteer, visit burlington.ca/volunteer, click on Festivals and Events to register and apply.

“Our Canada Day celebration is always an event that offers something for everyone. It’s free and Burlington’s waterfront is a beautiful place to bring your family and meet your friends. The dog show is back and is always one of the most popular events of the day, second only to the fireworks. We’re excited to try a drone show for the first time ever and hear what people think of it, said Angela Paparizo, Manager of Arts and Culture

Links

burlington.ca/canadaday 

burlingtontransit.ca  

getinvolvedburlington.ca/dronesurvey  

 

–

By Staff

June 23rd, 2024

BURLINGTON, ON

 

The Conservation Halton Board has announced the appointment of Chandra Sharma as the organization’s new Chief Executive Officer. Chandra will begin her term with Conservation Halton on September 9, 2024.

Sharma has spent over two decades supporting the mandate of Ontario’s conservation authorities. In her current role as Chief Administrative Officer of the Niagara Peninsula Conservation Authority, Chandra has successfully led transformative initiatives to advance strategic planning with sound performance measures, strengthen government and stakeholder relations, and enhance long-term financial sustainability while reducing reliance on municipal levy. She is also a member of both the Canadian Institute of Planners and Ontario Professional Planners Institute and serves on the Board of Conservation Ontario, the umbrella agency representing Ontario’s 36 conservation authorities.

In previous senior leadership roles held with Toronto and Region Conservation Authority, Chandra saw to the effective development and implementation of cross-sectoral watershed management programs in Canada’s largest urban centre, with a continuous focus on strategic partnerships and community engagement.

The naming of Chandra Sharma as Conservation Halton’s new CEO follows a three-month long selection process and Canada-wide search. Recruitment began after predecessor Hassaan Basit announced in February that he would be joining the City of Burlington as City Manager—a role which he assumed in April 2024 following an outstanding career at Conservation Halton spanning almost 20 years.

Incoming CEO Chandra Sharma will work closely with Conservation Halton’s interim leader, Barbara Veale, to ensure a smooth transition of duties. Barbara Veale is Conservation Halton’s Senior Director of Watershed Management and Climate Change and has been serving as Acting Chief Administrative Officer since April 2024.

ABOUT CONSERVATION HALTON

Conservation Halton is the community-based environmental agency that protects, restores and manages the natural resources in its watershed. The organization has staff that includes ecologists, land use planners, engineers, foresters and educators, along with a network of volunteers, who are guided by a Board of Directors comprised of municipally elected and appointed citizens. Conservation Halton is recognized for its stewardship of creeks, forests and Niagara Escarpment lands through science-based programs and services. You can visit the website at www.conservationhalton.ca

 

By Staff

June 19^th, 2024

BURLINGTON, ON

 

This came in from the media people at Metrolinx:

They list the GO lines that they expect will have problems with the tracks  because of the heat wave we are dealing with.

They listed Barrie Line; Stouffville Line and Lakeshore East.  They did not show Lakeshore West (that’s us).  We reached out and asked if this was correct?

The response: “That’s right – currently, there are no impacts to Lakeshore West rail services due to the extreme heat. If anything changes we will keep you posted.”

How does that happen?  Are they using a different kind of steel for the Lakeshore West line?

Does the heat wave stop before it gets to Oakville and Burlington?

Whatever – this is their story and they are going to stick with it.

None of the following applies to us.

During prolonged periods of high heat, rail tracks have the potential to soften and expand that require us to run trains at slower speeds. To ensure the safety of our customers and crew, slow orders are issued along the network which also reduce the risk of track damage.

As a result of ongoing heat patrols and slow orders, the following trips have been impacted:

Barrie Line: 

Union Station 12:54 – Aurora GO 13:44 – Customers can take a GO bus from Union Station Bus Terminal running express to Rutherford GO, and making all stops north to Aurora GO.

• Aurora GO 15:04 – Union Station 15:54 – Customers can take a GO bus from Aurora GO, making all stops south to Rutherford GO station, and then running express to Union Station Bus Terminal.
  • Customers travelling to and from Downsview GO are encouraged to use the TTC.

Stouffville Line: 

Union Station 14:12 – Mount Joy GO 15:07 – Customers can take a GO bus from Union Station Bus Terminal running express to Unionville GO, and making all stops north to Mount Joy GO.

• Mount Joy GO 15:34 – Union Station 16:29 – Customers can take a GO bus from Mount Joy GO, making all stops south to Unionville GO station, and then running express to Union Station Bus Terminal.
• Customers travelling to and from Kennedy, Agincourt and Unionville GO are encouraged to take TTC.

Lakeshore East: 

Union Station 15:20 – Durham College Oshawa GO 16:22 trip has been cancelled. Please consider taking the 14:50 or the 15:50 train departing at Union Station.

• Durham College Oshawa GO 16:40 – Union Station 17:42 trip has been cancelled. Please consider taking the 16:10 or the 17:10 train departing at Durham College Oshawa GO.

Kitchener Line:

The Bramalea GO 15:22 – Union Station 15:59 train will not stop at Etobicoke North GO today due to weather related track conditions.

Customers at Etobicoke North GO are encouraged to use local transit.

We know that heat-related delays can be frustrating for customers, however we must take proactive measures to ensure the GO Transit network operates safely in all kinds of weather conditions.