By Pepper Parr

November 20th, 2023

BURLINGTON, ON

 

The following are the 19 Motions to amend the Mayor’s Budget submitted by Ward 3 Councillor Rory Nisan.

Motion for Council to Consider:

Consider a package of amendments to maintain the reduced tax rate of 4.99% while funding top and high priority positions.

Reason:

Below is a summary table of amendments I am putting forward. Together they represent a rationalizing of proposed FTEs while maintain the tax rate at the 4.99% as proposed by the mayor.

Financial Matters:

Although these amendments do not need to be approved as a package, I am prioritizing the need to maintain the tax rate at 4.99% while funding key positions not currently funded in the mayor’s budget but recently identified as higher priorities. Items below are listed in the thousands.

Motion Seconded by: Not Required Share with Senior Staff

Approved as per form by the City Clerk,

Reviewed by the City Manager – In accordance with the Code of Good Governance, Council-Staff Relations Policy and an assessment of the internal capacity within the City to complete the work based on a specific target date (quarter/year).

Comments:

City Clerk:    none

City Manager:      none

Motion for Council to Consider:

Add 2024-032 – Manager Organizational Development ($157,373) to 2024 budget, subject to offsetting savings having been found through earlier approved 2024 budget reduction amendments to maintain tax rate at 4.99%.

Reason:

While this is a very challenging budget, the above position has been identified as a top priority by staff.

Financial Matters:

This item is recommended to be included in the budget through savings found elsewhere so that the tax rate is not increased. Specifically, I suggest redeploying savings from cutting 2024-022 (Expansion and Customer Experience in Community Gardens) and 2024-035 (Burlington Lands Partnership 1.75 FTE) to fund this position. These positions were identified as medium priority.

Motion Seconded by: Not Required Share with Senior Staff

Approved as per form by the City Clerk,

Reviewed by the City Manager – In accordance with the Code of Good Governance, Council-Staff Relations Policy and an assessment of the internal capacity within the City to complete the work based on a specific target date (quarter/year).

Comments:

City Clerk:                         none City Manager:      none

Motion for Council to Consider:

Add 2024-014 – Station 8 Firefighters – Year 2 ($301,419) to the 2024 budget, subject to offsetting savings having been found through earlier approved 2024 budget reduction amendments to maintain tax rate at 4.99%.

Reason:

While this is a very challenging budget, the above positions have been identified as a high priority by staff and by approving four positions rather than two we can significantly increase the life-saving coverage provided by the Fire Department.

Financial Matters:

This item is recommended to be included in the budget through saving found elsewhere so that the tax rate is not increased. Specifically, I suggest redeploying savings from 2024-28 (Community Planning Housing Initiative-Housing Strategy) and 2024-33 (Planner II-Community Initiatives) to fund this position. These positions were identified as medium priority.

Comments:

City Clerk:  none City Manager:      none

Motion for Council to Consider:

Remove 2024-020 – Winter Maintenance – School Cross Walks ($88,000) from the 2024 Budget and request that the Mayor consider inclusion of this item in the 2025 Budget.

Reason:

To deliver a tax rate residents can afford, some difficult choices must be made. As important as an enhanced maintenance of school cross walks may be, this motion defers the expenditure to 2025 budget, allowing a lower tax impact to the community.

Financial Matters:

Savings from deferring this item, as well as savings from deferring 2024-042 (Winter Maintenance – Expanded Parking Lots) may be redeployed to fund Vision Zero programming position while maintaining a tax rate of 4.99% for the city portion.

Regardless of whether the Vision Zero position is funded, I recommend deferring the item.

Comments:

City Clerk: none City Manager:      none

 

Motion for Council to Consider:

Remove 2024-022 – Expansion and Customer Experience in Community Gardens ($38,200) from the 2024 Budget and request that the Mayor consider inclusion of this item in the 2025 Budget.

Reason:

To deliver a tax rate residents can afford, some difficult choices must be made. While the community garden program is important, this motion defers the expenditure to 2025 budget, allowing a lower tax impact to the community. I suggest a relook at the program considering the cost per garden plot and ongoing demand.

Financial Matters:

Savings from deferring this item, as well as savings from deferring the 1.75 FTEs included in 2024-035 (Burlington Lands Partnership) may be redeployed to fund two FTEs identified as top priorities: 2024-031 (Enterprise Business Services Support – Workday/EAMS Training Coordinator) and 2024-032 (Manager Organizational Development) while maintaining a tax rate of 4.99% for the city portion. Regardless of whether these top priority positions are funded, I recommend deferring the item.

Motion Seconded by: Not Required

Share with Senior Staff

Approved as per form by the City Clerk,

Reviewed by the City Manager – In accordance with the Code of Good Governance, Council-Staff Relations Policy and an assessment of the internal capacity within the City to complete the work based on a specific target date (quarter/year).

Comments:

City Clerk:   none

City Manager:      none

Motion for Council to Consider:

Remove 2024-028 – Community Planning Housing Initiative ($172,414) from the 2024 Budget and request that the Mayor consider inclusion of this item in the 2025 Budget.

Reason:

To deliver a tax rate residents can afford, some difficult choices must be made. While bolstering the housing initiative is important, this motion defers the expenditure to 2025 budget, allowing a lower tax impact to the community. This position was noted as a medium priority, and significant investments are being made in the 2024 budget that will promote the housing file (e.g. 2024-036 – Permit and Application Streamlining).

Financial Matters:

Savings from deferring this item, as well as savings from deferring 2024-033 (Planner II – Community Initiatives) may be redeployed to fully fund 2024-014 (Station 8 Firefighters – year 2), a high priority, while maintaining a tax rate of 4.99% for the city portion. Regardless of whether these high priority positions are funded, I recommend deferring the item.

Motion Seconded by: Not Required Share with Senior Staff þ

Approved as per form by the City Clerk,

Reviewed by the City Manager – In accordance with the Code of Good Governance, Council-Staff Relations Policy and an assessment of the internal capacity within the City to complete the work based on a specific target date (quarter/year).

Comments:

City Clerk:  none

City Manager:      none

Motion for Council to Consider:

Add Solicitor – General Litigation, Municipal Law, Insurance Practice (2024-030) for $190,512 to the 2024 budget offset by a recovery from the capital program.

Reason:

While this is a very challenging budget, the above position has been identified as a high priority by staff and can be funded by savings on capital projects that will no longer require outside legal counsel to the same degree.

Financial Matters:

This item is recommended to be included in the budget through savings found elsewhere so that the tax rate is not increased. Specifically, as this position will create savings by no longer needing to depend on outside counsel to the same extent, it is suggested that the financing be funded through a recovery to capital. Doing so will not result in fewer capital projects being completed.

Motion Seconded by: Not Required Share with Senior Staff þ

Approved as per form by the City Clerk,

Reviewed by the City Manager – In accordance with the Code of Good Governance, Council-Staff Relations Policy and an assessment of the internal capacity within the City to complete the work based on a specific target date (quarter/year).

Comments:

City Clerk: one

City Manager:      none

Motion for Council to Consider:

Add 3 positions (Data Engineer, Manager of Experience Strategy and Design, and M365 Product Manager) in 2024-030 – Burlington Digital Service ($486,569) to 2024 budget, subject to offsetting savings having been found through earlier approved 2024 budget reduction amendments to maintain tax rate at 4.99%.

Reason:

This motion does not include the solicitor role which is included in separate case due to being funded from capital.

While this is a very challenging budget, the above positions have been identified as a high priority by staff.

Financial Matters:

This item is recommended to be included in the budget through savings found elsewhere so that the tax rate is not increased. Specifically, I have another amendment to remove the $1M provision to the Innovation and Transformation reserve fund.

• Deliver customer centric services with a focus on efficiency and technology transformation

Motion Seconded by: Not Required

Share with Senior Staff

Approved as per form by the City Clerk,

Reviewed by the City Manager – In accordance with the Code of Good Governance, Council-Staff Relations Policy and an assessment of the internal capacity within the City to complete the work based on a specific target date (quarter/year).

Comments:

City Clerk: none

City Manager:      none

Motion for Council to Consider:

Add 2024-031 – Enterprise Business Services Support – Workday/EAMS Training Coordinator ($109,220) to 2024 budget, subject to offsetting savings having been found through earlier approved 2024 budget reduction amendments to maintain tax rate at 4.99%.

Reason:

While this is a very challenging budget, the above position has been identified as a top priority by staff.

Financial Matters:

This item is recommended to be included in the budget through saving found elsewhere so that the tax rate is not increased. Specifically, I suggest redeploying savings from cutting 2024-022 (Expansion and Customer Experience in Community Gardens) and 2024-035 (Burlington Lands Partnership 1.75 FTE) to fund this position. These positions were identified as medium priority.

Motion Seconded by: Not Required

Share with Senior Staff

Approved as per form by the City Clerk,

Reviewed by the City Manager – In accordance with the Code of Good Governance, Council-Staff Relations Policy and an assessment of the internal capacity within the City to complete the work based on a specific target date (quarter/year).

Comments:

City Clerk:  none

City Manager:      none

 

Motion for Council to Consider:

Add 2024-031 – Application Analyst Workday / EAMS ($136,391) and Workday Analyst ($124,512) subject to offsetting savings having been found through earlier approved 2024 budget reduction amendments to maintain tax rate at 4.99%.

Reason:

This motion does not include the solicitor role which is included in separate case due to being funded from capital.

While this is a very challenging budget, the above positions have been identified as a high priority by staff.

Financial Matters:

This item is recommended to be included in the budget through savings found elsewhere so that the tax rate is not increased. Specifically, I have another amendment to remove the $1M provision to the Innovation and Transformation reserve fund.

Approved as per form by the City Clerk,

Reviewed by the City Manager – In accordance with the Code of Good Governance, Council-Staff Relations Policy and an assessment of the internal capacity within the City to complete the work based on a specific target date (quarter/year).

Comments:

City Clerk: none

City Manager:      none

Motion for Council to Consider:

Add 2024-032 – Transit Maintenance Supervisor ($108,470) to 2024 budget, subject to offsetting savings having been found through earlier approved 2024 budget reduction amendments to maintain tax rate at 4.99%.

Reason:

Funding more buses and drivers means, eventually, support positions must also be funded as part of the expansion of the service. Funding a transit maintenance supervisor will ensure safety of the mechanics and other employees, and improve the overall maintenance of the busses, improving the public transit system.

Financial Matters:

This item is recommended to be included in the budget through saving found elsewhere so that the tax rate is not increased. Specifically, I suggest redeploying savings from increased revenue assumptions to transit to fund this position.

Approved as per form by the City Clerk,

Reviewed by the City Manager – In accordance with the Code of Good Governance, Council-Staff Relations Policy and an assessment of the internal capacity within the City to complete the work based on a specific target date (quarter/year).

Comments:

City Clerk: none

City Manager:      none

 

Motion for Council to Consider:

Add 2024-032 – Transit Operations Supervisor ($108,470) to 2024 budget, subject to offsetting savings having been found through earlier approved 2024 budget reduction amendments to maintain tax rate at 4.99%.

Reason:

Funding more buses and drivers means, eventually, support positions must also be funded as part of the expansion of the service. Funding a transit operations supervisor will improve safety of drivers and riders on the road and improve the overall system.

Financial Matters:

This item is recommended to be included in the budget through saving found elsewhere so that the tax rate is not increased. Specifically, I suggest redeploying savings from increased revenue assumptions to transit to fund this position.

Approved as per form by the City Clerk,

Reviewed by the City Manager – In accordance with the Code of Good Governance, Council-Staff Relations Policy and an assessment of the internal capacity within the City to complete the work based on a specific target date (quarter/year).

Comments:

City Clerk: none

City Manager:      none

Motion for Council to Consider:

Add 2024-032 Web Designer ($119,562) to 2024 budget, subject to offsetting savings having been found through earlier approved 2024 budget reduction amendments to maintain tax rate at 4.99%.

Reason:

While this is a very challenging budget, the above position has been identified as a high priority by staff.

Financial Matters:

This item is recommended to be included in the budget through savings found elsewhere so that the tax rate is not increased. Specifically, I have another amendment to remove the $1M provision to the Innovation and Transformation reserve fund.

Approved as per form by the City Clerk,

Reviewed by the City Manager – In accordance with the Code of Good Governance, Council-Staff Relations Policy and an assessment of the internal capacity within the City to complete the work based on a specific target date (quarter/year).

Comments:

City Clerk: none

City Manager:      none

 

Motion for Council to Consider:

Remove 2024-033 – Planner II – Community Initiatives ($130,906) from the 2024 Budget and request that the Mayor consider inclusion of this item in the 2025 Budget.

Reason:

To deliver a tax rate residents can afford, some difficult choices must be made. While bolstering the planning department is important, this motion defers the expenditure to 2025 budget, allowing a lower tax impact to the community. This position was noted as a medium priority, and significant investments are being made in the 2024 budget that will promote the housing file (e.g. 2024-036 – Permit and Application Streamlining).

Financial Matters:

Savings from deferring this item, as well as savings from deferring 2024-028 – (Community Planning Housing Initiative) may be redeployed to fully fund 2024-014 (Station 8 Firefighters – year 2), a high priority, while maintaining a tax rate of 4.99% for the city portion. Regardless of whether these high priority positions are funded, I recommend deferring the item.

Approved as per form by the City Clerk,

Reviewed by the City Manager – In accordance with the Code of Good Governance, Council-Staff Relations Policy and an assessment of the internal capacity within the City to complete the work based on a specific target date (quarter/year).

Comments:

City Clerk:  none

City Manager:      none

 

Motion for Council to Consider:

Reduce the 2024-035 – Burlington Lands Partnership item by the 1.75 FTEs ($250,000) in the 2024 Budget and request that the Mayor consider inclusion of this item in the 2025 Budget.

Reason:

To deliver a tax rate residents can afford, some difficult choices must be made. While the Burlington Lands Partnership is important, this motion defers the expenditure to 2025 budget, allowing a lower tax impact to the community. The $200K purchased services are not included in the deferral and proposed to remain in the budget.

Financial Matters:

Savings from deferring this item, as well as savings from deferring 2024-022 (Expansion and Customer Experience in Community Gardens) may be redeployed to fund two FTEs identified as top priorities: 2024-031 (Enterprise Business Services Support – Workday/EAMS Training Coordinator) and 2024-032 (Manager Organizational Development) while maintaining a tax rate of 4.99% for the city portion. Regardless of whether these top priority positions are funded, I recommend deferring the item.

Approved as per form by the City Clerk,

Reviewed by the City Manager – In accordance with the Code of Good Governance, Council-Staff Relations Policy and an assessment of the internal capacity within the City to complete the work based on a specific target date (quarter/year).

Comments:

City Clerk:  none

City Manager:      none

Motion for Council to Consider:

Remove 2024-042 – Winter Maintenance-Expanded Parking Lots ($75,000) from the 2024 budget and request that the Mayor consider inclusion of this item in the 2025 budget.

Reason:

To deliver a tax rate residents can afford, some difficult choices must be made. While plowing more parking lots is important, this motion defers the expenditure to 2025 budget, allowing a lower tax impact to the community.

Financial Matters:

Savings from deferring this item, as well as savings from deferring 2024-020 (Winter Maintenance – School Cross Walks) may be redeployed to fund the Vision Zero programming position while maintaining a tax rate of 4.99% for the city portion.

Regardless of whether the Vision Zero position is funded, I recommend deferring the item.

Motion Seconded by: Not Required Share with Senior Staff

Approved as per form by the City Clerk,

Reviewed by the City Manager – In accordance with the Code of Good Governance, Council-Staff Relations Policy and an assessment of the internal capacity within the City to complete the work based on a specific target date (quarter/year).

Comments:

City Clerk:  none

City Manager:      none

Motion for Council to Consider:

Add Vision Zero / Active Transportation programming position ($124,129) to 2024 budget, subject to offsetting savings having been found through earlier approved 2024 budget reduction amendments to maintain tax rate at 4.99%.

Reason:

The Integrated Mobility Plan has been unanimously supported by committee and is an on-the-ground transportation reality going forward.

A Vision Zero plan has been a priority for council since at least 2019 when it was referenced in our Vision to Focus strategic plan. Recent tragedies on our roads reinforce the need to accelerate our work to make our roads safe for all. Active Transportation Coordination is critical to the Vision Zero plan. Approved plans need to be operationalized with sufficient funding.

Financial Matters:

This item is recommended to be included in the budget through saving found elsewhere so that the tax rate is not increased. Specifically, I suggest redeploying savings from 2024-020 (Winter Maintenance – School Crosswalks) and 2024-42 (Winter Maintenance – Expanded Parking Lots) to fund this position.

Motion Seconded by: Not Required Share with Senior Staff

Approved as per form by the City Clerk,

Reviewed by the City Manager – In accordance with the Code of Good Governance, Council-Staff Relations Policy and an assessment of the internal capacity within the City to complete the work based on a specific target date (quarter/year).

Comments:

City Clerk: none

City Manager:      none

Motion for Council to Consider:

Remove the provision to Innovation and Transformation Fund ($1M) from the 2024 Budget and reduce 2024-036 Permit and Application Streamlining by $1M.

Reason:

To deliver a tax rate residents can afford, some difficult choices must be made. While the Innovation and Transformation Fund was developed with the right intentions, one of those was to reduce pressure on future year tax rates as a safety valve for strategic items. This has not worked out as expected as the financial needs tax rate is nearly as high as last year.

Financial Matters:

Savings from deferring this item may be redeployed to fund eight FTEs identified as top priorities: 2024-030 (Burlington Digital Services) 2024-031 (Application Analyst and Workday Analyst) and 2024-032 (Recruitment Coordinator and Web Designer) while maintaining a tax rate of 4.99% for the city portion.

Motion Seconded by: Not Required

Share with Senior Staff

Approved as per form by the City Clerk,

Reviewed by the City Manager – In accordance with the Code of Good Governance, Council-Staff Relations Policy and an assessment of the internal capacity within the City to complete the work based on a specific target date (quarter/year).

Comments:

City Clerk:  none

City Manager:      none

Motion for Council to Consider:

Increase the Senior’s Tax Rebate from $575 to $837, increase the City’s provision to support this program by a further $116,000 and request that the Region of Halton continue to participate in the cost sharing of their portion of this program, subject to offsetting savings having been found through earlier approved 2024 budget reduction amendments to maintain tax rate at 4.99%.

Reason:

Many residents are facing difficult decisions with their home budgets next year. The most vulnerable residents are low and fixed-income seniors who have little or no capacity to increase their income or reduce their already minimized expenses. The Low- Income Seniors Property Tax Rebate currently offers $550 per year to support this vulnerable community. Staff recommend an increase to $575 this year.

I recommend a rebate of $837. This will result in the average senior currently accessing the program receiving an increased rebate that mitigates the proposed 4.99% city tax increase. This is based on the average home value (CVA) of a qualifying senior currently in receipt of the program. The total cost to City to allow for the increase to

$837 is a further $116,000 in addition to the $150,000 currently budgeted for this program.

The Region of Halton and School Boards participate in the cost sharing of the current program. The rebate for the education component of the rebate is automatically shared by the School Boards. To note, I will be approaching the Region of Halton to seek their continued participation for their increase for their portion of the rebate to ensure full mitigation of the overall 2024 tax increase to Burlington residents accessing this program. Should the Region of Halton not continue to fully cost share in this program the amount of the Region’s share would be the responsibility of the City to fund requiring a further budget increase of $31,000.

These figures are based on the current number of residents in the program and does not account for additional participants.

More details on the program and eligibility requirements can be found at https://www.burlington.ca/en/property-taxes/low-income-seniors-property-tax- rebate.aspx

Financial Matters:

This item is recommended to be included in the budget through saving found elsewhere so that the tax rate is not increased. My overview document includes $218k in savings.

Motion Seconded by: Not Required

Share with Senior Staff

Approved as per form by the City Clerk,

Reviewed by the City Manager – In accordance with the Code of Good Governance, Council-Staff Relations Policy and an assessment of the internal capacity within the City to complete the work based on a specific target date (quarter/year).

Comments:

City Clerk:  none

City Manager: none

 

By Pepper Parr

November 19th, 2023

BURLINGTON, ON

 

The following are the motions ward 5 Councillor Paul Sharman has put before Councillor.

Motion for Council to Consider:

Sharman Motion 1: Remove $2,200,000.00 “Multi-year Community Investment Funding (Report CM-03-22)” from the mayor’s budget.

Reason:

Recommend that a decision on the above 2024 budget provision be deferred until staff can formally investigate the development and application of new financing tools including those as outlined in recent BLP workshop held on Sept 18th in support of future community development and deliver attainable housing.

New municipal infrastructure financing tools could potentially be utilized to support provision of major community infrastructure as part of any future plans for development of new strategic growth areas and other communities inclusive of BLP land related partnership opportunities. The development of future communities in collaboration with private sector organizations will most certainly yield significant financial benefits to participating organizations. As such, the opportunity to fully analyze, scrutinize and explore all other options should be considered prior to approving and collecting such a dedicated levy, notwithstanding the need for additional funding does exist for a number of reasons.

An option may include the targeted use of additional long-term City debt properly supported by economic analysis and a project business case to justify such investment. Other options may include creation of public private partnerships (PPP) in co-operation with developers; application of Tax Increment Financing by-laws as allowed for by the Province; and specific funding agreement opportunities with land owners and developers.

Approved as per form by the City Clerk,

Reviewed by the City Manager – In accordance with the Code of Good Governance, Council-Staff Relations Policy and an assessment of the internal capacity within the City to complete the work based on a specific target date (quarter/year).

Comments:

City Clerk: none

City Manager:      none

Motion for Council to Consider:

Sharman Motion 2: Add $2,355,289.00 for the following critical positions to the 2024 budget:

Critical Staffing Additions
			2024
Department			Financial	Mayor’s
/ Business			Needs	Proposed		SERVICE
Case	Position New	FTE	Value	Budget	Difference	GRP
2024-031	Workday/EAMS Training Coordinator	1	$ 109,220		$  109,220	BDS
2024-032	Manager Organizational Development	1	$ 157,373		$  157,373	HR
2024-027	Firefighter (Stn 8)	4	$ 602,837	$ 301,419	$  301,419	EICS
2024-031	Application Analyst – Workday/EAMS	1	$ 136,391		$  136,391	BDS
	Workday Analyst	1	$ 124,512		$  124,512	BDS
	Data Engineer	1	$ 138,684		$  138,684	BDS
2024-030	Manager of Experience Strategy and Design	1	$ 190,512		$  190,512	BDS
	Solicitor – General Litigation, Municipal Law, Insurance Pra	1	$ 190,512		$  190,512	LEG
	M365 Product Manager	1	$ 157,373		$  157,373	BDS
	Analyst – Compensation	1	$ 124,512		$  124,512	HR
	Recruitment Coordinator	1	$ 130,906		$  130,906	HR
	Transit Operations Supervisor	1	$ 108,470		$  108,470	CPRM
2024-032	Transit Maintenance Supervisor	1	$ 108,470		$  108,470	CPRM
	Operator – Recreation Services 4 PT roles converted to FT	1	$ 100,000		$  100,000	RCC
	Platform Administrator	1	$ 157,373		$  157,373	BDS
	Web Designer	1	$ 119,562		$  119,562	CR&E
	Total Critical Staffing Additions				$2,355,289

Reason:

These positions are necessary to sustain the organization by filling critical, much delayed, staff shortages as well as to fulfill business transformation objectives.

Approved as per form by the City Clerk,

Reviewed by the City Manager – In accordance with the Code of Good Governance, Council-Staff Relations Policy and an assessment of the internal capacity within the City to complete the work based on a specific target date (quarter/year).

Comments:

City Clerk: none

City Manager:      none

Motion for Council to Consider:

Sharman Motion 3: Add the following high priority positions to the 2024 budget:

Reason:

These positions are necessary to achieve V2F goals

High Priority Staffing Addition
2024-033 Analyst – Government Relations/Grants		0.5	$      63,006		$      63,006	SR&A
Engagement & Volunteer Coordinator		1	$  119,562		$  119,562	CR&E
Supervisor Customer Experience		1	$  119,562		$  119,562	CR&E
2024-032 Technologist – Field Services		2	$  210,896		$  210,896	CPRM
Traffic Operations Student (increase fro		0.6	$      29,000		$      29,000	CPRM
Urban Forestry Supervisor		1	$  145,406		$  145,406	EICS
2024-031 Product Manager Workday/EAMS		1	$  157,373		$  157,373	BDS
					$  844,805

Approved as per form by the City Clerk,

Reviewed by the City Manager – In accordance with the Code of Good Governance, Council-Staff Relations Policy and an assessment of the internal capacity within the City to complete the work based on a specific target date (quarter/year).

Comments:

City Clerk: none

City Manager:      none

 

By Staff

November 10th, 2023

BURLINGTON, ON

 

When things get worse and worse in the minds of people they begin looking for new and different ways to solve the problem.

This is what the world of politics is all about.

The public gives the power they have (expressed most vividly at the ballot box) to people they elect and expect them to act in the best interest of the people who voted for them.

The really brilliant politicians have the capacity to discern what their public wants. They truly love the people they represent and in return get elected again and again.

For some reason that doesn’t happen in Burlington.

The low voter turnout and the lack of active local groups in different communities has resulted in a city council that doesn’t feel it has to be accountable. The current lot was returned to office and feel they must be doing something right.

Burlingtonians often get described is as complacent, but in 2018 they were anything but. Then Ward 2 Councillor Marianne Meed Ward was running for Mayor and four newbies were running for office, along with Paul Sharman who held the ward 5 seat and Angelo Bentivegna who beat Blair Lancaster by a slim 48 votes in the 2014 election.

The public turnout at the ward level debates put on by ECoB was an outstanding success. Unfortunately ECoB was unable to build on the success, partly due to the leadership and the failure of residents in the different wards to help make ECoB a city wide citizen organization.
There is now a population that is looking for new leadership.

If what Blair and White are thinking of is ever going to happen citzens are going to have to be involved.

Steven White and Blair Smith have both been active in the politics of the city but have never run for office. They also bring different political philosophies to their thinking.

They share a view that something has to be done to get a better grade of politician; people that will listen to the public and ensure that the city hall administration delivers on the will of Council

In a comment in the Gazette earlier this week Blair Smith responded to another resident saying:

“Your voices are strong and true and focused on exactly the right issues. Unfortunately, you fight from a position of great disadvantage. Literally, the Mayor, Council and COB senior management control both the media and the message. And the results are totally predictable.

“Perhaps, it is time to consider how citizens can regain a degree of control by offering a clearer choice – an open alternative that allows issues to be simply stated and positions to be compared; that provides a selection of Ward and Mayoral candidates who represent a common philosophy of fiscal and social stewardship; and who are all truly responsive to local issues first and foremost.

“This is certainly not my brainchild. Several of us have started to ‘ponder’ what a “slate” of candidates might look like for the 2026 election. How they would be selected? What the selection and vetting criteria might be? How to position ‘a list of candidates’ within the boundaries of the Municipal Election Act?

Obviously, there are many dimensions to be investigated and many logistical issues to be addressed. Perhaps 2026 is too soon for an operative approach.

But, I believe that the basic idea needs consideration. It might address the weak candidate, ‘best of a bad lot’ and ‘the devil we know’ conditions that have plagued (arguably) every election (2018 excepted) since 2002.

It would introduce the benefits of a common, well-articulated platform to our current municipal environment – not a party per se but a “slate of common interest”.

Stephen White added in a Gazette comment he made:
“You can call it a slate, a party, a coalition, a “slate of common interest’ or whatever. Whatever name you apply, the reality is we need to do something very different in this City because the present arrangement of municipal engagement by concerned residents clearly doesn’t work, and no one at City Hall appears to be listening.

“The recent budget discussions highlight two distinct realities: 1) the present arrangement of electing independent Councillors who are responsive to voters’ perspectives isn’t effective; 2) there are no effective checks on the actions of Council and the public service, and no mechanism to hold them accountable.

“More than anything else I think we need a clear statement or platform on what citizens want regarding transportation, development, affordable housing, finances, public transit, etc. This City has a lot of bright, talented, educated people, and I’m confident we could forge an effective coalition that would present a common front on what is needed.

“We need to get off this “hamster wheel” of continually responding to municipal issues and bouncing from crisis to crisis. Not only is it ridiculously time consuming but it’s frustrating and unproductive.

It’s time residents took control of the agenda and stated clearly and unequivocally our expectations of this Council and its public service. A good place to start is with the budget, and anything in excess of 2-3% certainly doesn’t cut it.

By Pepper Parr

November 7th, 2023

BURLINGTON, ON

 

It was the start of a two day review of what Staff wanted City Council to hear as they worked their way towards what in the end would be a budget that the Mayor presented.
Ward 6 Councilor Angelo Bentivegna brought the meeting to order and turned it over to Executive Directror Sheila Jones who told Council there was a lot to get through and then turned the meeting over to City Manager Tim Commisso who said “I think today and tomorrow are very important sessions. This is the third iteration of coming to council to speak about needs and your decision making.

“It is not very often that we drop a 92 page, PowerPoint deck on you. I want to acknowledge the work that went into that. The entire Staff team worked on this and you will see a tighter integration with the budget. The other that is really important is alignment; when I speak about alignment it is more in the context of how do we align with strategic objectives, goals and operating objectives.

It is in this area that I see us really advancing. We’re not quite there yet, but I think at the end of the day how we set objectives and how those objectives guide your decision making in terms of resource allocation and budget are fundamental to us in terms of our strategic management.

Last week when we introduced the budget I unfortunately did not acknowledge John Ford’s leadership. I’m not sure what other municipalities are doing but I can tell you, Burlington is at the very forefront of it.

Burlington always does as good a job as any municipality in terms of how we’re moving forward. So thank you, Sheila. I’ll turn it back to you.

Jones who is all business asked the AV people to put up the first slide – there were 91 left and Jones made sure that there was no slippage.

“In the past we have had Service Information approaches – in today and tomorrow’s session, you will see a shift in approach. You received the 2024 Financial Needs and Multi year Forecasts presented by our CFO Joan Ford, and our coordinator of budgets Lauri Jivan on October 30.

“You received the mayor’s budget on November 2.

“The session today and tomorrow are designed to be directly aligned to your decision making process not only for the 2024 budget, but for future years. A multi year approach means the decisions you make today will have a cumulative impact on the future operations of this city. What you will hear in the next two days is intended to augment the extensive information that was provided in the 2024 Financial Needs forecast.

“We are coming into these sessions on the assumption that you are familiar with the business cases and the other budget information . Today and tomorrow provides counsel with an opportunity to ask questions and better understand the complexity of the financial needs for 2024. We have aligned the key investment information to the 2020 to 2026 Burlington Vision to Focus (V2F) which you endorsed in principle this past October.

“For ease of reference we have included the business case number should you need to reference the 2024 Financial Needs book.

“As you can see, we have a very extensive schedule within each focus areas. We will go through a couple of presentations, then pause for questions from Council. Our time for questions is short. So I’m asking you to keep your questions focused on the information. Members of our leadership team are here to respond to your questions. I will do my best to keep us on track and on schedule.

“It will be a bit of a judgment call as the questions are asked to see what we can answer in these sessions; we may need to move on. So please understand if your question requires a more extensive answer you can submit your questions to me and we will work to get written responses to all of council by the end of this week.
“This morning you received an email from me with the responses to the two Staff Directions that were raised in committee last week. These will be on the table for discussion during our session tomorrow. So please get comfortable get your note paper ready get your to jot down your questions and as we go along because we will have quite an extensive day.

“Every year you as counsel make investments in our services to better our community, it is important to acknowledge these investments and more importantly, what outcomes those investments have achieved, along with provincial funding councils investment and support for our staff and community planning, building forestry, digital services, corporate strategy, engineering and corporate communications and engagement throughout 2023 resulted in a streamlined and improved pre building permit process, including the visibility of the process to applicants the results will telling a decrease in processing time from 17 weeks to five and a half weeks and 30% of applications being processed within two weeks or less.

“Through this work, our staff now have the knowledge and skill to look at their work in a different way through the continuous improvement lens. We literally taught our staff to fish. So that process improvements can continue.

“For example, in seeking out ways to improve the collection of development charges to provide applicants with better clarity of charges to be paid and saving processing time by conducting this work at the optimal time in the development approval process. We know the improvements will not stop there, but will continue councils multi year investment in transforming information technology to Burlington digital services has advanced our organization. Not only have we broadened our approach to technology to include functions supporting digital enterprise architecture, product delivery and decision support and human centered delivery.

“We have our first digital business strategy by creating and fostering awareness of our capabilities, our skills and technology utilization to deliver better customer outcomes.

“We have an actionable strategic planning framework and road-map for how to use digital technologies, staff empowerment, and culture change to fuel business outcomes. The transformation has significant impact on our organization and needs to continue so we can continue to increase our agility to keep pace with rapidly changing resident expectations and broader external environment.

“Councils multi year investment in creating a new bylaw compliance department has enabled the focus transition and stabilization of our existing board based approach to a proactive team based approach to bylaw review, enforcement and licensing. With the new director carry dive run in place. The transition is underway.

“With continued investment outlined over a four year timeline the end state is a centralized service department for bylaw enforcement, with officers training in multiple areas for efficient response to all areas. This approach will increase service hours provide capacity to respond to emergency issues, such as like taxis and coyotes and reduce the risk that issues will grow to unmanageable levels and support a comprehensive review and public consultation for all bylaws.

“Finally councils investment in coyote response strategy is related to the new department. The focused response has resulted in improved community communication and education of living with coyotes through the collaboration of animal services and corporate communications and engagement. The continued collaboration of Animal Services customer experience and Digital Services resulted in significantly improved reporting and tracking of coyote sightings to enable Animal Services to respond and serve the community.

“These are just some of the highlights barely scratching the surface of the results of the past year and of previous years investments

“Our organization like every organization faces risks, we are not immune. In fact, we are dealing with some of these macro risks today. We don’t need the World Economic Forum to tell us although they will confirm we are in a world dealing with the impact of climate change, as we see the continued need for investment in green infrastructure and changes in our behaviours to adopt. In dealing with the dark side of technology where bad actors use cyber and data security against us. Hence the need for increased awareness and heightened vigilance in preventing and detecting these threats in dealing with the aftershock of the pandemic, and its impact in several areas, in particular human capital.

“Following the pandemic, we saw an impact on supply chain where we see the increase in costs and timelines for delivery. As the world gets back to pre-pandemic times. We see the impact on consumer behaviour, where you will see and have seen adjustments to budgets to reflect the changes in our customers use of recreation programs transit and parking and on operational resilience as we become more agile in our service delivery.

“We are in a world dealing with digital disruption as we see ourselves become more active through our digital business strategy. We are dealing with regulatory and law changes in disruptions. We have become all too familiar with this in the recent months with the provincial government changes.
Finally we are dealing with the fallout from geopolitical events that may not happen are in our backyard, but they have an impact on us as an individuals, as a family, as colleagues and as a community.

“The macro risks are not the only risks we need to be concerned about. The aspirational goals set out in vision 2040 or 25 year strategic plan also face risks. The audit committee and council received the risk assessment in June of 2022 where we identified the top common risks. Each of these risks has a mitigation strategy.

“Your decisions in this budget will have implications not only for today, but for the future years to come. Not unlike the cumulative effect of zero tax increases for a period of eight years during the 1990s. All our efforts are needed to increase our confidence in achieving these aspirational goals.

At that point Jones introduced Sue Evfremidis, Acting Executive Director Human Resources – over to you Sue.

By Pepper Parr

November 1st, 2023

BURLINGTON, ON

 

It was during a discussion about a new approach to issuing development permits that Ward 4 Councillor Shawna Stolte said to Michelle Diplock, Manager of Planning and Government Relations for the West End Home Builders’ Association: “I think you’re the right person for me to ask this question.

“Given the fact you represent the building industry, so you’re not speaking for any developer in particular, but I tasked you to consider going back to have a conversation with the members of your association (WEHBA ) – now this is going to be a little bit inflammatory but I’m going to say anyway, – when you use the terms economic viability, or that this new bylaw may impact the ability for developers to provide housing and the way the city wants.  I think each of those terms needs to be followed with the extension of that sentence by saying economic viability based on the development industry’s present business model, or impact the ability to provide housing based on the development industry’s present business model.”

“My question is, do you think there is an appetite within the development community to work with the city within this bylaw, to collaborate so that if the development industry is looking to accommodate their business model, that they’d also be willing to look to amend their business model to make sure that Burlington is getting the housing it needs?”

Diplock responded: “I think there’s two parts to your question. I think in terms of the baseline in terms of what a developer needs to build, and the profit margins that they are required to demonstrate to the banks and the financial institutions to proceed is a 15% requirement. So if a developer can’t prove they’re going to meet that 15% profit margin, they are not able to proceed with that development.

“And so they will consider kind of doing a different type of development or doing something somewhere else where they can meet that because if they cannot get the financing from the banks, and I think this is an increasingly important piece, as interest rates are going up, and as banks are kind of calling and saying like, how are you leveraged on what does your entire kind of company’s portfolio look like? That’s a really important piece.

“And so just acknowledging the fact that like, if the, if you’re going for private sector, new development, you need to be able to meet that 15% threshold on your pro forma or the numbers, like don’t work and nothing gets built. I think there is an appetite on behalf of the industry to work with the city to see how we might do kind of the piece of our business that is really to deliver market housing supply in a way that also supports a number of the city’s other objectives, as well.

“But I think right now, and in today’s current context, one of the primary objectives needs to be new housing supply to address our current kind of backlog of shortage and take the pressure off of the entire kind of housing continuum spectrum.”

Stolte replies – “Good, thank you. I appreciate that. I don’t know the building industry well enough to understand is there.

“Is it present practice or do you think there could be some room for a property owner were to own two properties, one of which was geographically located to accommodate luxury units therefore the potential for profit margin could be much higher than 15% and approach that as a package where on another property they may own that may be more suited more suitable on say a public transit route for more affordable or attainable housing.

“Do you see there being the possibility of approaching banks with a package arrangement where one property subsidizes the other so that everybody in Burlington gets access to housing that they can afford?

Diplock: “So I’m going go off script – we were hosting a meeting this morning with a variety of nonprofits and for profit builders to discuss these challenges in Hamilton. And I think one of the biggest kind of barriers for the nonprofit and delivering the affordable housing side is they don’t have the money to do the initial kind of pieces to push forward projects like that.

“So they can’t approach a bank and ask for a loan if they don’t have that kind of collateral within their portfolio which nonprofits typically do not. I think there have been some examples of builders collaborating with nonprofit organizations, but I think it’s very difficult to do across different properties. So that is one, I guess, answer, I think.”

Stolte. Thank you for that. Really helpful.

By Staff

October 23rd, 2023

BURLINGTON, ON

 

An American,  Kristina Karamo,  Chair of the Michigan Republic Party, said “We need to be good stewards of our planet. But that doesn’t mean I need to do away with my gas vehicle and drive an electric vehicle with a battery from China.”

It would be tempting to dismiss Ms Karamo as an irrelevant crank, but she is not irrelevant. She represents an extreme wing of a movement that is gathering pace around the world: a backlash against pro-climate policies. One of its more familiar cheerleaders could be America’s next president. On September 27th Donald Trump said: “You can be loyal to American labour or you can be loyal to the environmental lunatics but you can’t really be loyal to both…Crooked Joe [Biden] is siding with the left-wing crazies who will destroy automobile manufacturing and will destroy our country itself.”

How serious an obstacle is all this to curbing global carbon emissions?  The world’s biggest emitter, China, understands the need to decarbonise and is investing massively in solar and wind. The second-biggest emitter, America, has taken a green turn under Mr Biden. Brazil has sacked a rainforest-slashing president; Australia has ditched a coal-coddling prime minister. Nearly a quarter of emissions are now subject to carbon pricing. And the pace of innovation is impressive.

The political undercurrents are less reassuring. Voters are realising that remaking the entire global economy will be disruptive. Some—a minority—dispute that man-made climate change is under way. Others object to certain policies deployed to tackle it, because they impose costs on ordinary citizens, or add hassles to their overstretched daily lives.

Some, particularly the elderly, do not like change at all, especially when it means fuss today in return for benefits they may not live to see. Even among those who accept that action is needed, views differ as to who should shoulder the burden. Many would prefer it to fall on someone else.

Awareness of the dangers of climate change seems to have risen over the past wildfire-charred decade. In polls of 12 rich countries by Pew, an American think-tank, the share of respondents who said it was a “major threat” rose in every country except South Korea, where it was already high. Clear majorities everywhere bar Israel agreed with this description. Yet this does not mean they are willing to pay more taxes to help prevent climate change. In a survey of 29 countries by Ipsos, a pollster, only 30% of respondents said they would be willing to cough up.

Crowding out

Perhaps most alarmingly, a partisan gap has opened even on scientific questions. In all of the 14 rich countries surveyed by Pew in 2022, people on the political right were less likely to see climate change as a major threat than those on the left   . In Australia, Canada, Germany, the Netherlands and Sweden the gap was very large: between 22 and 44 percentage points. In America it was a gobsmacking 63 points. And a new poll by YouGov for The Economist found that whereas 87% of Biden voters believed that climate change was caused by human activity, only 21% of Trump voters agreed.

In democracies such divisions have consequences. In rich democracies, especially, divisions over climate are aggravated by populist politicians, who take real problems (such as cost and disruption) and exaggerate them, while claiming that the elite who impose green policies don’t care about ordinary motorists because they cycle to work.

Populism tends to undermine effective climate policy in several ways. First, populists are often sceptical of experts. When people say “trust the experts”, suggests Ms Karamo, they really mean: “You are too stupid to make decisions about your life.”

Second, populists are suspicious of global institutions and foreigners. “Every subsidy we award to an electric-vehicle manufacturer is really a subsidy to the [Chinese Communist Party], because we depend on them, like a noose around our neck, for the batteries,” says Vivek Ramaswamy, a Republican presidential candidate. Such attitudes are bad for climate mitigation, argues Dan Fiorino of the American University in Washington, DC, because “climate policy is as much a matter of foreign relations as it is of economic policy.”

Third, populists encourage people to believe that the elite are plotting against them, thus adding paranoia to public life and making compromise harder. Mr Trump frames policies to promote electric cars as a threat to the American way of life, and does so in ways that make his fans bristle with rage and laugh out loud.

“They say the happiest day when you buy an electric car is the first ten minutes you’re driving it, and then, after that, panic sets in because you’re worried. Where the hell am I gonna get a charge to keep this thing going? Panic!” he told workers in Michigan. “If you want to buy an electric car that’s absolutely fine…But we should not be forcing consumers to buy electric vehicles…There’s no such thing as a fair transition to the end of your way of life.”

If Mr Trump is re-elected in 2024, he would once again pull out of the Paris Agreement on climate change. He would also roll back executive orders on such things as methane emissions. He would probably not be able to repeal Mr Biden’s big climate law (misleadingly called the Inflation Reduction Act), which involves huge subsidies that are popular with recipients in red states as well as blue ones. But he would appoint bureaucrats who could obstruct its implementation. At a minimum, America would cease to offer leadership on climate change at a crucial moment, says Mr Markey. “You cannot preach temperance from a barstool. You cannot tell other countries to do the right thing if you as a country are not.”

The right way?

In Germany this year the hard-right Alternative for Germany (AfD) has risen in the polls—and did well in state elections on October 8th—by lambasting the energy policies of the ruling coalition, which includes the Green Party. It says they will “impoverish” the country. The AfD is ostracised by mainstream parties, but the centre-right borrows its talking-points.

The Greens hurt their own cause with a plan to make green home-heating almost mandatory before there were enough skilled installers to install heat pumps. Householders struggled to book tradesmen. The government backed down in September and extended the deadline—but the political damage had been done.

Now in Germany it is not just the hard right that bashes the Greens. Their rallies have been pelted with stones, eggs and insults. Martin Huber of the Christian Social Union (CSU), the main centre-right party in Bavaria, told The Economist that all the Greens do is make Verbotsgesetze (laws that forbid things). At a rally in Andechs, a pretty village 40km from Munich, the head of the CSU, Markus Söder, drew guffaws from a beered-up Oktoberfest crowd with a series of jabs. When the lights suddenly brightened he quipped: “So at least they are still sending us electricity from Berlin.” An elderly supporter said: “I heat my house with wood. How can I afford to change this, and why should I in my old age?”

Not their cup of tea

In Britain, the Conservative prime minister has adopted the main populist themes. In a speech last month, Mr Sunak stressed that he favours curbing emissions, but decried the way Britain’s climate goals had been set “without any meaningful democratic debate about how we get there”. (His party has been in power since 2010.) He also lamented that green policies “will impose unacceptable costs”. He named specific, frightening sums. “For a family living in a terraced house in Darlington, the upfront cost [of a heat pump] could be around £10,000 ($12,200).”

He vowed to scrap plans that have never seriously been considered: “taxes on eating meat…compulsory car-sharing [and] a government diktat to sort your rubbish into seven different bins”. And he played the nationalist card. “When our share of global emissions is less than 1%, how can it be right that British citizens are…told to sacrifice even more than others?” (Brits are less than 1% of the global population.)

“Rishi is playing with fire,” says Michael Grubb of University College London. Businesses crave predictable policies in order to plan for the long term. “Making climate change part of a culture war will undermine investor confidence.”

Nitrogen is not a greenhouse gas; the problem is that big intensive Dutch farms produce enough of it (from fertiliser and cowpats) to threaten important nature reserves. The government wants to buy out farmers, leading to a reduction in the number of livestock of between a fifth and a half. Such bossiness has provoked rustic rage, with tractor protests and farms across the country flying the national flag upside down. The Farmer-Citizen Movement took 20% of the vote in provincial elections this year—in a country where only 2.2% of people farm. At a general election on November 22nd the more eco-friendly parties are expecting a thumping.

Sowing discontent

In most developing countries, net-zero targets are far in the future and voters have not yet been asked to make big sacrifices to reach them. For many, the harm wrought by climate change itself is a bigger worry. A massive 74% of Indians, for example, say they have experienced the effects of global warming, up from 50% in 2011, according to a survey by Yale University. “We’ve lost crops because of extreme heat and rains and it has got worse in the past few years,” says Shiv Kumari, a farm labourer in Delhi whose fields were flooded this summer. Such trauma translates into greater support for green policies: 55% of Indians say India should reduce its emissions immediately without waiting for other countries to act, up from 36% in 2011.

Globally, innovation will eventually ease the grumbles that drive so much of the anti-climate backlash. “The clean is already cheaper than the dirty in many parts of the economy, and those parts will just get bigger and bigger,” says Nicholas Stern of the London School of Economics. But it matters immensely how fast this happens. Many green technologies require hefty upfront investment, which is harder when interest rates are high. This particularly affects the poor world. “Look at Africa. If you pay 15% interest, wind and solar are not cheaper than fossil fuels for generating electricity, though they are cheaper at 7% or 8%,” says Professor Stern. He suggests supercharging multilateral lenders to crowd in other sources of finance. “The most unrealistic and dangerous thing of all would be to go slow,” he says.

Plenty of clean technologies are cheaper in the long run but have stiff upfront costs. Many voters in rich countries will need help with these. So will developing countries, where the high cost of capital still makes many green projects unaffordable. Globally, politicians who care about the climate should take the backlash seriously. That means being honest with voters about the inevitable disruption, and striving to minimize the pain.

By  Laurie  Dumont

October 18th, 2023

BURLINGTON, ON

 

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In addition to English and Spanish, the casino is continuously working on expanding its language offerings to further accommodate its diverse clientele. This versatility shows the dedication of the platform to staying in tune with the needs of players and providing an accessible gaming space for everyone.

By offering a casino experience tailored to a variety of language preferences, 1Win Casino fosters an inclusive atmosphere for its players. The supportive language options and clear, concise content found on the platform demonstrates its understanding of its customers and adds to its growing appeal among Canadian online casino enthusiasts.

Customer Support and Services

1Win Casino offers its customers an excellent support experience, allowing them to feel confident and secure in their gaming journey. Numerous support channels are available to ensure quick and efficient assistance when needed.

To start with, the casino provides live chat support, enabling players to reach out for assistance in real-time. The live chat option is easily accessible on the website, and it connects users to a knowledgeable and friendly support representative promptly. This way, players can have their concerns addressed and resolved without any significant delays.

In addition to live chat, 1Win Casino also offers support through email. Players who prefer using email can easily send their queries or issues to the casino’s dedicated support email address, and expect a timely response from the support team. Email support, although not as immediate as live chat, still provides an effective method of communication, allowing for more in-depth queries to be resolved.

One of the key aspects that makes 1Win Casino a popular choice among Canadian players is its commitment to providing a comprehensive support experience. The casino ensures that the support team has a firm understanding of the platform, games, and any challenges that may arise. This understanding allows them to assist players in a knowledgeable and efficient manner.

The utilization of Neuro-Linguistic Programming (NLP) techniques helps the support team communicate with players effectively, ensuring they feel understood and valued. This approach to customer support is instrumental in maintaining the casino’s positive reputation among its user base.

In summary, 1Win Casino’s customer support and services play a significant role in the platform’s popularity in Canada. The availability of live chat, email, and knowledgeable support staff ensures that players’ needs are met in a timely and efficient manner, fostering a sense of trust and loyalty among its users.

1Win and International Players

1Win Casino has become increasingly popular among Canadian and international players, partly due to its extensive selection of games and prizes. Their offerings cater to a vast range of preferences, engaging players from around the world, including those from Latin America and Mexico.

The casino boasts a wide array of games, such as table games, slot machines and live casino action, to provide a rich and varied gaming experience. 1Win’s casino draws in players from all over, including those from Chile, Mexico and other Latin American countries. These players appreciate the diverse gaming options and the opportunity to earn impressive prizes, which contribute to 1Win’s overall popularity in Canada.

1Win also supports an advanced sportsbook, covering an extensive range of sports, including fantasy sports and eSports. This feature allows players to bet on various events, such as tennis, football, cricket, volleyball, horseracing, golf and more. Furthermore, the platform enables pre-match and live betting, appealing to sports fans and offering them a convenient and user-friendly experience.

The appeal of 1Win Casino doesn’t stop at its selection of games and sports betting options. The platform also provides a smooth user experience, with an efficient and accessible layout. This quality attracts international players, including those from Mexico, and helps 1Win maintain its reputation as a top online casino choice in Canada.

In conclusion, 1Win Casino’s popularity in Canada can be attributed to its extensive variety of games and prizes, advanced sportsbook, and user-friendly platform. The casino’s ability to cater to the preferences and needs of international players, particularly those from Latin America, demonstrates its commitment to providing an exceptional gaming experience for all.

Security Measures at 1Win

At 1Win Casino, the safety and security of their customers are top priorities. They have implemented various measures to ensure all transactions, personal information, and gaming experiences remain secure and enjoyable. In this section, we will discuss some of the key security measures 1Win Casino has put in place.

Firstly, 1Win uses advanced encryption technologies to protect all sensitive data transmitted over the internet. Whenever you make a deposit, request a withdrawal, or submit personal information, your data is encrypted using state-of-the-art SSL (Secure Socket Layer) technology. This means your information is safe from potential hackers and unauthorized access.

In addition, 1Win has a strict privacy policy that explains how they collect, use, and protect your personal information. The casino respects your privacy and is committed to maintaining the highest level of confidentiality when handling your data. They will not share or sell your information to third parties without obtaining your consent, ensuring your details remain private and secure.

Moreover, 1Win complies with all relevant data protection regulations, including any local regulations in Canada. As a result, you can trust that the casino utilizes best practices to ensure the security of your personal information and financial transactions.

Lastly, 1Win Casino is licensed and regulated by the government of Curacao, which means they must adhere to strict guidelines and procedures designed to protect players and maintain fair gaming practices. The casino is regularly audited to ensure compliance with these standards, resulting in a safe and reliable gaming environment for all players.

In conclusion, 1Win Casino takes security very seriously, employing state-of-the-art technologies and strict regulations to protect your personal and financial information. As a player, you can enjoy the casino’s wide range of games and betting options with confidence, knowing that your safety and security are well taken care of.

Currencies Accepted at 1Win

At 1Win Casino, players have the convenience of using various currencies for their transactions. This popular Canadian casino caters to a diverse clientele, ensuring that they can seamlessly deposit and withdraw funds. Among the currencies accepted at 1Win are the Euro (EUR), United States Dollar (USD), and Mexican Peso (MXN).

In addition to these primary currencies, 1Win also supports a variety of other popular and regional currencies. By offering multiple currency options, the casino makes it simpler for players from different countries to participate without having to go through the hassle of currency conversion.

Depositing funds at 1Win is quick and straightforward, enabling players to begin enjoying their favourite casino games in no time. With various payment methods available, such as credit cards, e-wallets, and bank transfers, players can choose the most suitable option for their needs and preferences. By offering such payment flexibility, the casino can cater to its diverse user base and provide a superior gaming experience.

In conclusion, 1Win Casino’s popularity in Canada is due in part to its support for multiple currencies, including EUR, USD, and MXN. This convenience, paired with the wide variety of games and features available, makes 1Win an attractive destination for players seeking a seamless online casino experience. With the continuous expansion of the online gambling industry, casinos that cater to diverse players’ needs will undoubtedly continue to thrive.

Frequently Asked Questions

Is 1Win Casino a legitimate platform?

Yes, 1Win Casino is a legitimate online gambling platform. It holds a license and authorization issued by Curacao, ensuring that it complies with international standards and norms. Playing at 1Win Casino is safe and secure, making it a popular choice among Canadian players.

What are common withdrawal issues at 1Win Casino?

While 1Win Casino generally provides a smooth withdrawal process, some common issues might include delays in processing withdrawals, identity verification requirements, or issues related to preferred payment methods. To minimize these issues, make sure you have completed the necessary verification procedures and choose a reliable payment method that works for you.

How do I use the 1Win Casino app?

Using the 1Win Casino app is quite simple. First, download the app from the official website or your device’s app store. Once installed, sign in to your account or create a new one if you’re a first-time user. Browse through the vast selection of games, including slots, table games, and live dealer options. Select your preferred game and start playing for real money or in demo mode to get a feel for the platform.

What are some popular 1Win Casino promo codes?

1Win Casino offers various promotions and bonuses to enhance your gaming experience. These promotions may include welcome bonuses, free spins, and deposit match bonuses. To stay updated on the latest promo codes and offers, check the casino’s promotions page regularly or sign up for their newsletter to receive notifications.

How does 1Win Casino compare to other Canadian casinos?

1Win Casino stands out among other Canadian casinos due to its diverse selection of over 10,000 games, user-friendly interface, exceptional customer support, and competitive promotions. With a focus on providing the best gaming experience to Canadian players, 1Win Casino is quickly becoming a top choice for many.

What are the best strategies to win at 1Win Casino?

To increase your chances of winning at 1Win Casino, consider employing various strategies, including choosing games with high RTPs (return to player), managing your bankroll wisely, and learning game rules and strategies before playing. Additionally, take advantage of bonuses and promotions, practice in demo mode, and remember to gamble responsibly.

By Pepper Parr

October 12th, 2023

BURLINGTON, ON

OPINION

The hiring of a new City Manager is pivotal for any municipality.

The current City Manager, Tim Commisso, is due to complete his work on January 10th, 2024, expect the Mayor to keep him on as an advisor for a period of time.

The City Manager, traditionally is the only person a City Council hires. He is put in place to run the administrative side of the City.

Every city manager has a style, an approach to the way they do things. During a short period of time Burlington went through two city managers: Jeff Fielding followed by James Ridge. The two men were total opposites – for those who worked with both – it was quite a ride.

It would be hard to find a policy, a service or a change that Jeff Fielding made that you could point to.  James Ridge did his best to introduce newer approaches – the 2018 Council didn’t like much of what he attempted to do and made firing him their first order of business.

Tim Commisso’s legacy will be radically different.

In the three or four months ahead of us Commisso will be up to his ears in working through the changes, some subtle, other much different, in the newest version of the Strategic Plan – the document that sets out to guide what gets done in a city.

Burlington is at a point where it is becoming a much different city.

Population growth between now and 2031 is going to sky rocket. All those new people will live, for the most part, in high rose towers.

They will need services and they will put a huge strain on the roads – traffic congestion is something they will complain about for decades.

Transit, which was a joke for the longest time, will become a vital service. The city has to get cars off the streets – a feat that will challenge everyone. Burlington today is married to cars – it will be a messy divorce.

Tax increases will upset many – the current Mayor is a spender, living with the belief that all those high rise towers will result in the money just rolling in – give the city a decade and there won’t be any financial problems.

Maybe, spending money that you don’t have and doing so with the belief that it is on the way is not the definition for fiscal prudence.

The fundamentals of finance are not the current Mayor’s strong point. Getting her way is something she has managed to do quite well. When she came into office she had a Council with five people who were newbies.  They now know where the washrooms are and each has developed a style and a way of doing things. Not much in the way of collegiality with this lot.

Two of the five think the Chain of Office is something they might get to wear.  Maybe.

Now that she has Strong Mayor powers Marianne Meed Ward doesn’t have to listen as much to the other members of Council on what can only be described as a fractious group of people serving as a City Council. They do nice nice talk talk during the public sessions – but there are struggles that are for the most part kept out of sight.

The budget that will be presented to the public later this year will have some input from Council – but it will be the Mayor’s Budget.

The City Manager that is hired might end up being what Mayor Meed Ward decides  is best for the city

Burlington is going through massive changes with nowhere near enough engagement with the citizens.

Challenging times indeed.

Salt with Pepper is the musings, reflections and opinions of the publisher of the Burlington Gazette, an online newspaper that was formed in 2010 and is a member of the National Newsmedia Council.