General Motors Closures - Where Do We Go From Here?

  Yesterday's announcement by General Motors that is was closing several manufacturing plants in both Canada and the U.S. was grim news for 2,500 assembly workers in Canada, 14,000 in the U.S. plus thousands more with salaried positions throughout the company.  I learned of this pending announcement Sunday night on my way to Toronto via an exclusive story released by CTV news.  While it is unfortunate not only for the affected workers but for the province as a whole, it was not unexpected.  The Canadian retail industry has gone through change ie: Sears and Target and will continue to do so, the auto industry and other businesses is no different.

  On Monday I was one of approximately 400 members of the Ontario Real Estate Association (OREA) attending a conference in Toronto to discuss advocacy issues pertaining to both REALTORS as well as Ontario home/property owners.  Speakers at this event included Premier Doug Ford, NDP Leader Andrea Horwath, Green Party Leader Mike Schriener, interim Provincial Liberal Leader John Fraser, Canada's Ambassador to the U.S. David MacNaughton and lastly former Prime Minister Stephen Harper.  Rarely do you have the opportunity to meet and hear such political talent in the same day and I felt privileged to attend.

  Needless-to-say Monday morning's announcement by GM news impacted the conference, Premier Ford was delayed half an hour in arriving having been on the phone addressing the issue with GM's President.  Whether you like Premier Ford or not, Ontario's new government have moved quickly to address many of the issues facing the Province not the least of which is the economy and the deficit.  Mr. Ford did not shy away from the closure issue acknowledging that GM workers will need assistance in securing new employment.  At the same time he remained resolute that Ontario is "open for business."  Faced with global economic change and competition, he said that Ontario and in fact Canada needs to attract business that includes smart and other up and coming technologies, artificial intelligence and those that represent the future growth of business outside the traditional manufacturing sector.  Ms. Horwath on the other hand touted that the government needs to fight GM's decision in every way possible, as does the head of their Union.  Clearly they have no grasp of reality and they still cling to the belief that unions have a lot of clout.

  My father, a dentist like his farther and brother was a car guy so I come by it honestly.  He was for the most part a strong GM customer.  Growing up we had Chevrolets, Pontiacs, an Olsmobile even a Corvair with the odd Ford thrown into the mix.  My father died in 2001 and I have always thought how shocked he would be if he had lived to see GM file for bankruptcy with the Pontiac and Oldmobile divisions both gone along with Mercury, Plymouth and others.  I as well have had my share of GM vehicles over the years.  In addition to my current car an Audi, my wife has a 1980 Corvette which she drives in the summer and it continues to go up in value.  We also have a 2015 GMC Denauli pick-up bought earlier this year (with cash) for less than half of its original $69,000 sticker price.  Will I ever buy a brand new vehicle again?  Not likely when I can let someone else take a 30% or 40% hit in value in the first three or so years of the vehicle's life.  Also, I am not interested in low interest financing, "employee" pricing or any other gimmicks the auto makers throw at consumers. 

  I moved to Collingwood in 1985 as the result of a transfer with Goodyear Canada.  Goodyear's Collingwood plant was a significant supplier to GM and Ford that included fuel and transmission lines, rad hoses and other hose products.  Those days are long gone.  Collingwood's Pilkington glass plant supplies auto glass for the Chevrolet Impala, a poor selling car that will soon no longer be in GM's vehicle lineup.  My father had a 1962 Impala, he always said it was the nicest car he ever had, I wish I had it now!  Fortunately the majority of Pilkington's business is outside of GM, good for them.

  Following their brush with bankruptcy GM is in relatively strong financial shape.  By means of the direction they announced yesterday, they have chosen to invest in the future which like for may other car/truck manufacturers includes electric vehicles and those that are self driving as reflected by GM's purchase of San Francisco based startup Cruise Automation for $1 billion in 2016.

  Times and marketplace changes driven by consumers will continue to rise and I believe the acceleration of those changes will continue to escalate.  Politicians and unions can kick and scream all they want but trying to fight what consumers want and are willing to pay for is like trying to swim up Niagara Falls.  GM has set a good example for many in business to follow, make the required changes to float with the rising tide rather than try to swing against the current.

  Like everyone I offer my condolences to the GM workers affected by the closure of Oshawa and GM's other facilities.  You will absolutely need to maintain a strong resolve to find alternate work, which may require training for new skills in order to transition into a completely different field of work.  Despite the challenges we all face from time to time perseverance always pays off.  Hopefully Ontario's current government will implement the required efforts to develop employment opportunities in the province's economy that will offer opportunities for these displaced workers as well as for our our children, opportunities that we as adults never had.

It's Municipal Election Time - Have You Voted?

  Great article on the democratic election process by Ian Adams and well worth the read.

  I ran in the last municipal election for Collingwood Council and I am not afraid to admit that the 38 vote shortfall Ian mentions in this article between getting elected and not was me.  While I was disappointed at the time I took pride in my campaign efforts and the contribution I made in bringing forth change to the town's municipal government.

  People that supported my efforts last time have asked why I did not run in this election.  The simple reason is having sold my home earlier this year I no longer live or own property in Collingwood and now reside in Clarksburg.  Nonetheless my interest in this community, province and country have not diminished and I have actively but quietly followed the current election process.  My children were both born in Collingwood.. My son and his girlfriend have just moved back to Collingwood so like everyone I have a vested interest in the well being and future of the communities I am affiliated with. 

  I have cast my vote in both the Blue Mountains as well as on Manitoulin Island where I own properties.  I did my research of the candidates which isn't hard and asked questions when needed.

  On Monday it will be interesting to see if my choices made a difference in helping those I voted for get elected.  More importantly it will be interesting to follow the process to see if those elected to their Council positions serve their respective communities in the best interest of the public at large during the next four years.

A Piece Of Colliingwood Maritime History Is About To Sink

  It is unfortunate that we as Canadians have taken such a laissez-faire position to saving and preserving items that offer a glimpse of our past and represent a historic value that cannot be replaced once lost.

  The master plan for the redevelopment of Collingwood's harbour front is no doubt years away from being fully implemented and completed but hopefully amongst its many features it will serve to recognize and celebrate the Town's shipbuilding and maritime past. 

  The S.S. Norisle pictured here was built in Collingwood in 1946 and served as a passenger and car ferry between Tobermory at the tip of the Bruce Peninsula and Manitoulin Island up to 1974 when its replacement the Chi Cheemaun (also built in Collingwood) went into service.  Up to its retirement, the Norisle was the last steam powered passenger ship on the Great Lakes. The ship was subsequently sold by the province to the Township of Assiginack on Manitoulin Island for $1 (one dollar) and towed to the town of Manitowaning where it has remained ever since.  The ship went through a number of uses including that of a restaurant and later a museum but has sat idle for many years deteriorating.  I took these drone shorts of the ship earlier this summer. 

  My mother was born on Manitoulin, I have spent every summer there since I was an infant and my brother and I have a cottage property a short distance from the ferry dock that we have owned for 45 years.  In my late teens for a summer job I worked on the ferry dock at South Baymouth parking cars, then tying up the Norisle and it's sister ship the Norgoma when they arrived.  I also drove cars on and off the ferries which in itself was a challenge especially on the Norisle as it involved taking cars down an elevator into a dark lower hold.  There was no turning around to back up, you watched and followed the directions of the 1ST or 2ND Mate as he pointed and moved his finger as to how and where to steer.  It was a great experience.

  In recent years the Norisle has been at the centre of a lawsuit between the Township of Assiginack and the S.S. Norisle Steamship Society.  The Society was hoping to purchase the ship and restore it so as to offer cruises such as the Seqwun does on the Muskoka lakes.  While doable that in itself is a large and expensive undertaking given the ship is 72 years old and today's safety requirements are much more stringent.

  News was released yesterday that the Township and Norisle Steamship Society have reached an agreement resolving their dispute.  The ship is being sold to a group in Tobermory (Tobermory Maritime Association) that will acquire the ship and subsequently sink it as a scuba diving site.   It's too bad that something more appropriate could not have been decided for the fate of this piece of Collingwood history.  While 5,000 or 6,000 scuba diving enthusiasts visit Tobermory annually, that number is minuscule (Collingwood gets more than that on one weekend to see Elvis impersonators) compared to the number of visitors the ship could attract as a permanent, moored fixture here in Collingwood or elsewhere. 

  This is another piece of Canadian history and Collingwood heritage that will be lost which is too bad.  That is why many of us are working diligently via the Nottawasaga Lighthpouse Preservation Society of which I am the current Chair to acquire and restore the Nottawasaga lighthouse off Collingwood.  More of that in future posts.

  Back in 2008, the City of Toronto brought in their own "municipal land transfer tax" MLTT which was applied to purchases and paid by the buyers of real estate within the city.  For years, buyers of real estate in Ontario have paid a provincial land transfer tax based on a scale that increased as the total purchase price went higher. 

  I have been a full time REALTOR for 16+ years and the provincial land transfer tax rate has always been the same.  On the first $55,000 of the purchase price, the buyer pays a tax rate of .5%.  From $55,000 to $250,000 the tax rate increases to 1% and for any amount over $250,000 up to $400,000 the land transfer tax payable is $1.5%.  Above $400,000 and up to $2 million the rate increases to 2.0% and for any amount over $2 million the land transfer tax increases yet again to 2.5%. 

Example: It a home outside of Toronto sells for $500,000, the total provincial land transfer tax payable is as follows:

- On the first $55,000 @ .5%  (1/2%)             $275.00

- From $55,000 to $250,000 @ 1.0%          $1,950.00

- From $25,000 to $400,000 @ 1.5%          $2,250.00 

- From $400,000 to $500,000 @ 2.0%        $2,000.00

TOTAL LAND TRANSFER TAX                  $6,475.00 


 The total land transfer tax payable on that same property if located in Toronto would be the provincial tax of $6,475.00 plus the Toronto land transfer tax of another $6,475.00 for a total payable of $12,950.00.

  Municipalities across the province in general have not been prudent managers when it comes to managing expenses forcing them to look elsewhere for sources of revenue and implementing a municipal land transfer tax in Toronto was a good example.  Based on Toronto's success, many other municipalities jumped on the same tax grab bandwagon hoping to increase their revenues while jeopardising the dream of home ownership for many.  Thankfully the province stepped in and with some added pressure from the Ontario Real Estate Association (OREA) the opportunities for municipally implemented additional land transfer taxes was thwarted.

  Is it now safe to go back in the water?  No so according to an email I received today from OREA.  Apparently municipal Councillors in York Region north of Toronto have demanded that the province give the them the required municipal power to implement their own MLTT. 

  Here we go again, municipal spending continues to drain a region's economic well-being and the answer is?  Let's pass on another tax to the public.  The same politicians that advocate increased property and additional land transfer tax implementation are the same ones that lament about the lack of affordable housing.  They just don't get it.

  This is not only a provincial election year but a municipal one as well.  We had all better get out and make sure our voices are heard.  I know that I will.   

 

Collingwood Loses The Enterprise Bulletin Newspaper

   The big news of the day is the news media itself.  Torstar and Postmedia have agreed to a non monetary swap of some 40 newspapers of which all but about five will be shutdown.  What does this mean for our immediate area?  The Collingwood Enterprise Bulletin and the Meaford Express will no longer cease to exist, driving by the Enterprise Bulletin today reflects that the door is already locked.
  For many, this comes as no surprise.  Declining advertising revenues stemming from more and more consumers both searching for and buying products and services online has taken a heavy toll on newspapers overall income.  I remember years ago the Toronto Star having a whole classified section just for cars.  Those ads quickly disappeared as the result of the Auto Trader publication and later autotrader.ca.  The same scenario has unfolded several times since affecting virtually every type of business I can think of.
  Back in August of 2012 I did a post titled Print Versus Online Advertising. I had attended a real estate conference and sat in on a session pertaining to advertising.  In 2010, online advertising expenditures across the U.S exceeded print advertising.  While this statistic was based on the U.S., Canada would be no different.  Canada has always been one of the global leaders in the adoption of Internet services so to think that print advertising was not already under severe threat in this country is foolish. 
  Real estate has remained one of the last strongholds for print advertising expenditures.  Home sellers are often impressed to see their property advertised in one of the local papers or in one of the many area magazines but the reality is, obtaining a buyer through a print ad is very very rare.  I cannot think of when I last had a call or email inquiry from a print property ad. No matter how nice or how many photos an add may contain, sites like realtor.ca allow for up to 30 photos plus virtual tours.  A postage stamp sized photo(s) with a bit of text in a print ad pales in comparison to how a property can effectively be marketed online and with a global reach versus just a local one.
  Whats broken in the newspaper industry is not the lack of news or the number of potential readers, its the advertising revenue model.  The print news industry needs to figure out how to better attract and monetize online advertising.  Websites such as Facebook and Kijiji offer free advertising but get revenue by selling upgraded ad options on their sites.  In the wake of declining ad revenues newspapers have been forced to increase the cost pf their papers. A couple of weeks ago I picked up a the weekend edition of the Globe and Mail with my groceries, little did I realize it was $6.00.  Never again will I buy a weekend paper.
  While its too bad to see an institution like the Enterprise Bulletin fold, the reality is papers such as these cannot financially sustain themselves by selling printed ad space, technology is a powerful foe and failing to adopt to an ever changing landscape driven by technology no matter what business you are in is a fool's game. 
  What is unnerving is the potential lack of local content in the news that will be available to us covering such things a municipal and community affairs.  Time will tell if the one remaining print newspaper, the Connection will survive in print or will it too face the same fate as these other publications?

Collingwood General and Marine Hospital Redevelopment

  As a former candidate for Collingwood Council in the last municipal election, I have continued to follow the activities of the current Council. While I may not agree with every decision they have made, overall I feel they have done a good job of making sound, rational choices regarding the future of the community.

  Over the past few months I have followed the ongoing saga regarding the hospital re-development process and I did attend the recent public meeting at the Georgian Bay Hotel.  The media has published numerous stories about the alleged adversarial relationship that has existed between the Town and the hospital Board.  The hospital Board has seemingly been casting aspersions about Council's failure to support the Board's choice of Poplar Sideroad as the best if not only location on which to build a new facility.

  I do not profess to be an expert on this situation but my observations lead me to believe it is the hospital Board and not the Town that has impeded the process of advancing our case for a new medical facility with the Ministry of Health.  There is no question that our current hospital is struggling to keep up with the demands of the community and will continue to do so as more and more ageing Ontarians retire here.  From everything I have seen and read, the hospital Board seems to have been focused solely on location (Poplar Sideroad) versus selling the Ministry on the need for a new facility here.  It is my understanding that ultimately the Ministry of Health decides on location anyway so why spend time advocating one and only one location when it's not your call to begin with?  As with any effective sales pitch selling "why" something is needed comes first and in this case the "where" is secondary.

  Apparently I am not alone in my thinking. An article published on Simcoe.com titled "Planner tells Collingwood Hospital Board: stop being combative criticises the Board for have a combative attitude when it comes to their preferred site.  In this article land use planner Don May is critical of the hospital Board's position on the Poplar Sideroad location and the adversarial approach they have taken in defending this location as their preferred site.

  There is no doubt that we need a new and or an expanded hospital in the area.  Needing one and getting one are two very different matters.  Let's face it, we are not the only community in Ontario that is facing challenges when it come to health care.   Every level of government including the Province is cash strapped, there is only so much money to go around and $300 to $400 million for a new hospital is not money that is just lying there for the taking.  On top of that millions of dollars in road improvements would be needed on Poplar Sideroad to create the appropriate access to a new medical facility there.

  When I ran for Collingwood Council one aspect of my platform was that many of the issues facing this area are "regional" in nature.  Economic development, transportation and yes health care all need a regional approach to find the proper and affordable solutions,  One group in Collingwood wants the General and Marine hospital to remain where it is while the hospital Board wants a new facility on Popular Sideroad.  Meanwhile, Wasaga Beach has offered "free" land hoping to attract a new hospital there.  That is not working collaboratively for the better good of the region, it's municipality versus municipality playing for the spoils and unless something changes and soon, we will not see a new hospital here in my lifetime and or perhaps yours.

Saving The Nottawasaga Lighthouse

  Last year I was asked if I would let my name stand for the Board of Directors of the Nottawasaga Lighthouse Preservation Society (NLPS) and as someone who likes to give back to the community, I heartily agreed.  At the NLPS Annual general meeting in June I was both elected to the Board and subsequently asked if I would act as Chair for the group which I further agreed to.  My great grandfather was a lighthouse keeper at South Baymouth on Manitoulin Island so I suppose its in my blood.

  A lot has happened in the ensuing nine months some of which I will share here, and it's all due to the efforts of what has to be the hardest working, most dedicated group of individuals on the Board of Directors as well as other volunteers engaged in fundraising etc. that I have ever had the pleasure of working with.

  Ten or twelve years ago when I was a Director of the Collingwood Chamber of Commerce, the late Jim Kilgour came to the Chamber with the idea of restoring the Nottawasaga Lighthouse.  At the time this seemed like an ambitious plan, little did we know back then just how large this undertaking actually is and not just from a monetary standpoint.  Multi-levels of the federal government are involved including the Department of Fisheries and Oceans (DFO) and Public Works both of which have been extremely supportive of our efforts.  The DFO who is tasked with disposing of dozens of lighthouses across Canada has called us "the most credible group we are working with," granting us permission to access the island last fall to undertake the shrink wrapping of the tower.  Despite a very uncooperative Mother Nature which necessitated wrapping of the tower not once but twice, the work was completed under the most adverse of conditions while I guiltily vacationed in New Zealand.  Special mention and thanks goes out to NLPS Vice-Chair Stephen Emo, Board Member Robert Square and to our Engineers Doug Harkbart and Erle Heintzman for persevering literally to the bitter end, completing the work on December 8th and remarkably under budget.  During the work we completed last fall, the government commissioned a structural assessment of the tower Stantec Engineering and despite the significant amount of exterior stone that has fallen off, the tower is structurally sound with no signs of leaning or other movement.

The current issue of On The Bay magazine features a letter I submitted thanking a number of local businesses who generously helped us throughout the wrapping process.  These include: Weatherall Dock and Dredge of Markdale, CRS Rentals Collingwood, Bill Brown Lumber Collingwood, SDM Construction of Woodbridge, Collingwood Home Hardware and the Town of Collingwood, Parks and Rec Department.


Since last year's Annual General Meeting our Treasurer Nancy Leno, sister of the late Jim Kilgour and NLPS secretary Pat Anstett have worked behind the scenes building a much improved accounting and membership management system along with better banking arrangements.  Last fall we launched a newsletter to keep our Members abreast of our activities and accomplishments and we trust they have found this informative.  For the most up-to-date and accurate recap of our activities, NLPS members and the public-at-large are encouraged to visit the  "Official" NLPS Facebook page.

  As with any project of this size, fundraising is a huge component of what needs to be done to accomplish the ultimate goal, first restoring the lighthouse and later rebuilding the lightkeeper's house which fell victim to a fire many years ago.  NLPS Fundraising Chair Gary Norman has and continues to work tirelessly on numerous initiatives aimed at building our financial reserves and creating awareness of our cause.  Throughout the past months we have received some noteworthy contributions from both private individuals and corporate donors.  Most recently we launched the sale of lighthouse prints, featuring the work of local artist Andrew Peycha.  Andrew's picture of the tower was commissioned by local Collingwood residents John and Carol Saunders who graciously loaned us their original to make 200 limited edition copies each one signed and numbered by the artist.  Prints are available for $125.00 with a framing package offered by Georgian Frame Gallery.

  Despite a blustery winter with a lot of severe winds,  the accompanying photo I recently shot with my drone shows that the wrapping of the tower completed last fall has stood up as expected.  The initially installed shrink wrap which fell victim to high winds last November was replaced with a heavier, reinforced tarpaulin material used by the trucking industry`and we anticipate it will readily stand up for two or three years while we raised the necessary funds to commence the restoration process.

  As of this posting, discussions are underway for the eventual transfer of ownership of the property from the government to NLPS.  Land Registry records which as a REALTOR® I have access to reflects the current owner as "Her Majesty The Queen in Right of Canada."  Prior to any transfer of ownership taking place, an environmental assessment of the tower lands and other steps need to be completed.  During the remainder of this year we hope to undertake a thorough cleaning of the interior, complete some additional wrapping of the exterior a start work on some shoreline improvements for a better docking arrangement at some future point in time.  None of this work will happen quickly but it will nonetheless be rewarding and will get us that much closer to realizing our ultimate goal.    

  We have seen an overwhelming level of support from the community all of whom are hoping to see our vision for the restoration of the lighthouse fulfilled. We have made numerous presentations to local community groups including probus clubs and others, sharing the history of the Nottawasaga Lighthouse and our vision for its future.  If you and your group would like to learn more and would like to arrange a speaking engagement please feel free to contact me by phone or email as shown at the bottom of this post. 

While we are a determined and dedicated group that has accomplished a great deal, we need your help.  Volunteers are needed for a variety of functions including fundraising, membership promotion, marketing and other activities.  If you would like to learn more or to volunteer for what is proving to be a fun project please visit the NLPS website, and be sure to LIKE the Official NLPS Facebook page.  Please feel free to contact me at 705-443-1037 or via email chair@nlps.info to learn more. 

Should Collingwood Sell It's Remaining Stake in Collus?

  Like many of you I have been following the ongoing efforts of the Town of Collingwood to sell their remaining 50% interest in Collus.  According to a recent article online by Simcoe.com, Collingwood Council voted 7 to 2 in favour of continuing talks with one potential buyer in the hopes of securing an agreement.  The Town of Wasaga Beach is similarly engaged in the same process, looking to divest themselves of Wasaga Distribution.  It is such a heated topic with Wasaga Beach residents that a referendum may be called.

  It's easy for any of us to get emotional about the potential sale of Collus or Wasaga Distribution most of which I believe is driven by fear.  Ontario's soaring hydro rates are front and centre on a daily basis with the media seizing every opportunity to point out that Ontario allegedly has the highest electrical rates in North America.  Selling off either of these distribution entities is seen by most as a threat that will potentially increase monthly hydro bills even further in the future.  In reality there are a lot of other factors that need to be considered here not the least of which is future changes in technology.

 When I ran for Collingwood Council in the last municipal election, the ink had just dried on the 50% sale of Collus by the Town of Collingwood to Powerstream.  It was a touchy issue in the public eye at the time one in which I thought would surely come up during the election campaign.  To that end I met with then Chair of Collus, David McFadden to gain further insight and to better understand the reason behind the sale and how it would benefit our community.

  According to online records, at this moment there are 78 public utility/electrical distribution companies (PUC's) scattered across the Province whose mandate is to distribute electricity throughout their respective service areas.  Areas not served by these 78 smaller entities typically falls to Hydro One.  Like Hydro One, these 78 smaller companies are responsible for maintaining their respective electrical grids both above and below ground.  In addition, these smaller PUC's maintain administrative support for billing customers, collecting money owed etc. and this often includes water and sewer services as well.  Performing all of these functions entails a lot of people and a lot of equipment making this a very capital intensive business.  I suspect that many of the smaller PUC's across the Province may be marginally profitable and as such they may not have the financial resources to re-invest in their business, for better systems, employee training, reducing costs or for upgrades to improve the level of services they provide.  There is no doubt in my mind that improvements to efficiencies and systems resulting in lower costs of operation and better service for consumers would be attained if there was a consolidation in the number of PUC's across the Province.  Collus' partner Powerstream, has just merged with three other public utility providers to operate under the new name "Alectra."  In a press release issued on January 16th one of the proposed benefits stated as a result of this merger was " Residential customers will save an average $40 per year on bills as merger efficiencies are achieved over the next 10 years."

  A further case in point is with respect water and sewer services.  Following the 50% sale of Collus to Powerstream, Collingwood has since removed water and wastewater services from Collus and moved it in house under the Public Works Department.  This change was estimated to generate about $750,000 in annual savings. Since implementation, the estimated savings as reported at a Council meeting were in reality even greater so it's not hard to see how a fundamental change in business practice can yield improved efficiency and less cost.  Consolidation of the 78 PUC's in Ontario may well generate significant savings by eliminating redundancy and costs while potentially improving services to both residential and commercial customers.

  The other issue that must be considered is technological changes.  According to the reports I receive from Collus, my electrical usage is well below the average for similar homes in my neighbourhood.  Yes I am a single guy so unlike a family my hydro usage will be less but I have also taken steps to reduce my energy use as well.  Most of the lights in the high use areas of my house such as the kitchen, dining and living rooms are LED's.  If I am not in a room the lights are off.  I just installed a high efficiency gas furnace which saves me money on both gas and hydro.  In addition I installed a WiFi thermostat that allows me to control my heating and cooling using my smartphone regardless of where I am.  By using less I am in essence "less" of a customer for Enbridge and Collus as the revenue they generate from me is diminished.

  With respect to energy generation and use, I believe that we have just scratched the surface regarding technology.  Solar panels are springing up across our region both on farms and on individual residential homes roof tops.  Battery technology whether for vehicular use or in homes is improving dramatically and will continue to do so for years to come.  Tesla's Powerwall 2 can power an average two bedroom home for a day and Tesla's cars are becoming quite common even in our area.  Further, Tesla and other companies have developed what are essentially solar panel shingles.  How long will it be before technology exists whereby you will generate your own power, store it and use it in both your home and car?  The fact is you can now albeit it is still limited and expensive but in the future costs will come down and energy self sufficiency will be much more mainstream than it is today.

  What with consumers like myself using less and with emerging
technologies that will change the way we generate and consume
electricity it begs the question what does the future look like for traditional power distribution companies (PUC's) such as Collus and is now a good time to sell?  PUC's like Collus and Wasaga Distribution will no doubt always be around but just like other industries that were confronted by changes in consumer habits with traditional business' disrupted by technology they are going to have to adapt and change in order to survive.  That takes money and lots of it.  Is the Town wise to exit this business now by selling their remaining 50% stake in Collus?  I think so and I hope those on Council that are involved in making the appropriate decision(s) are considering what the future holds and how it will impact what is essentially a decades old business that until now has held a monopoly.  It won't happen overnight, but that monopoly is about to change and we will all be better off.

You Can Help Save The Nottawasaga Lighthouse

As many of you may be aware, there has been a movement afoot for a number of years now by a dedicated and passionate group of volunteers to acquire and restore the Nottawasaga Lighthouse. Originally initiated by the late Jim Kilgour, this project was stalled due to Jim's untimely passing and was subsequently resurrected by Krista King and a following of eager and passionate individuals that are strong advocates of seeing this iconic structure restored to its former glory.

 

  I am an avid boater and have spent my entire life travelling on Georgian Bay and northern Lake Huron based from cottage at South Baymouth on Manitoulin Island.  I have a great appreciation for and fascination with lighthouses, both as navigational aids while boating as well as the unique architectural and historical significance they represent  My great grandfather was the lightkeeper of two range lights at South Baymouth one of which is pictured here so there is also some family connection to these unique structures.

  The Nottawasaga Lighthouse was one of six "Imperial" towers built between 1855 and 1858.  Ironically, our own Nottawasaga Lighthouse went into service in 1858, the very same year that the Town of Collingwood was incorporated.   All six of the towers are still in existence today, unfortunately the Nottawasaga Lighthouse is in the worst shape stemming from years of neglect as the light was decommissioned in 2003 after which it was subsequently struck by lightning causing further damage.  For a complete history of the lighthouse and other information please visit the Nottawasaga Lighthouse Preservation Society (NLPS) website.

  This past June I was elected to the NLPS Board of Directors and humbly assumed the position of Chairman.  Collectively the Board has worked very hard through the summer months and this week we are in the process of taking the first step in what we hope will be a successful and historically correct restoration of the tower and eventually the rebuilding of the lightkeeper's house.  The accompanying picture is one of the six Imperial towers, this one on Cove Island off Tobermory.  One day the Nottawasga Lighthouse will stand as proudly as this one.  Over the next four to six weeks we will be shrink wrapping the tower to help prevent any further degradation of the structure while we raise the necessary funds for its restoration.  While this work is underway you too can help.

  Aviva Canada is one of the leading casualty and property insurers in Canada.  Each year the Aviva Community Fund provides $1 million in funding for special community projects across the country and this year the Nottawasaga Lighthouse has made their list of contenders for up to $100,000 in funding.  You can help by casting you vote to save our "Light."  To date we have over 9,300 votes but many more are needed.  Please visit Aviva's "Help Save The Nottawasaga Lighthouse" webpage or the NLPS website to cast your vote and encourage your friends to do likewise.  Each person can cast 18 votes, it's quick and easy yet will potentially mean a great deal in helping us to secure this funding opportunity.

  In the coming weeks I will endeavour to keep you apprised of the shrink wrapping process as we race against the weather to complete the work.  If you have any questions and or to offer your support in any way, we are always looking for volunteers in various capacities so feel free to contact me at 705-443-1037 or via email at rrcrouch@rogers.com

  

What's Wrong Downtown

  During this fall's municipal election campaign two all candidates meetings were held by Collingwood's Business Improvement Association (BIA) pertaining to business the downtown core.  Candidates were asked what our “vision” was for Collingwood’s downtown.  While the answers were varied, the overall objective was how would we propose to stimulate economic growth in the downtown core?  We’ve all heard the concerns over paid parking, the big box retailers opening on the west side of town and a host of other reasons as to why businesses on Hurontario Street are having a difficult time prospering in a changing economy.  Ice sculptures and other initiatives aimed at drawing consumer traffic to Collingwood’s main street are fine but there’s an underlying problem that no one seems to want to address. 

  This morning, one of my real estate associates went downtown to make a purchase.  He visited three separate stores (all in the same business) before finally getting what he wanted.  He went to the first store their sign said open at 9:30am, but at 9:50am no one was there.  On to store number two.      By this time it’s nearing 10:00am.  Store two is slated to open at 10:00am, the place is in total darkness with no sign of any life whatsoever that would indicate they are eminently about to open so rather than wait around on he went to store number three.  Store three opens at 9:00am, half an hour to an hour before their competitors. By this time they’ve already been open for over an hour and guess what, they were very busy. 

  Three stores all identical relative to their businesses.  Three different opening times two of which had failed to open as per their posted hours.  Another business on Hurontario Street is closing offering up to 80% off, we all know which one.  I peered in their blackened window this morning as they are closed on Monday!  Closed on Monday?  You are closing for good.  You have inventory to liquidate.  The town is full of holiday visitors on what is one of the busiest retail weeks of the year and you are closed?

  Something has to change downtown and it’s not simply removing the parking meters.  I hope that our new Council along with partners such as the BIA and Chamber of Commerce establishes an economic development plan that will not only address attracting new employment to Collingwood, it will change the attitudes of some area business owners in order they are not the victim(s) of their own shortcomings.  Ice sculptures and bonfires etc. are all nice but ultimately people go downtown to shop.  We need to make to easy for residents and visitors alike to patronize the downtown businesses and seemingly, nobody needs to be reminded more of that than the businesses themselves.  

2014 Christmas Turkey Challenge

  Having served on the Board of Directors of our local Real Estate Association for a number of years including that of President (2008), I have been proud of the support that we as an organization have given to the community.

  On behalf of the Members of the Southern Georgian Bay Association of REALTORS® (SGBAR), the President of the Association, Wayne Cornfield, presented cheques to various local charities representing proceeds of over $7,000 from the Ontario REALTORS Care Foundation – Every REALTOR® Campaign. This year’s recipients were: Community Reach in Midland, Campbell House Hospice in Collingwood and the Housing Resource Centre.

  Each SGBAR Member contributes monthly through the Every REALTOR® Campaign. The Ontario REALTORS Care Foundation acts on behalf of Ontario REALTORS® in funding shelter-related charities across the province. Shelter is defined as a refuge, haven or protection that provides or improves quality of life from hunger, the elements, physical/psychological abuse, disabilities and illness. In 2014, the Foundation was able to provide over $800,000 in grants to more than 200 shelter-based organizations! “The Foundation is committed to contributing to its members’ communities,” says Cornfield. “It’s one of the ways our local REALTORS® can give back to the communities where they live, work and play.”

  This year we joined our colleagues from the Midland area in a "Christmas Turkey Challenge."  Collectively we raised over $5,000 and purchased 312 turkeys from Foodland and Freshco to distribute to less fortunate families throughout the Southern Georgian Bay area.

  From my perspective this is what Christmas should be all about.  I don't need gifts and for the most part neither does my family.  It's much more gratifying to give back to the very communities which we as REALTORS® make our livings from.  Congratulations and a heartfelt thanks to all of my real estate colleagues across Southern Georgian Bay.

The Clock is Ticking, Time for One Last Play in the Remediation Game

 Over the past several months I have refrained from openly blogging myself about the various issues taking place in our community, focusing instead on real estate and other related matters.  I have on occasion posted some of my comments on other blogger's sites specifically "Enough Is Enough" and "View From A Nobody" while I sit back and deliberate on what is going on in our community and more importantly, how do we fix it?

  This past Monday I sat in on the Council meeting primarily to see first hand, how Council was going to deal with the lingering mess known as the Admiral Collingwood site at the corner of Hume and Hurontario Streets. Today I emailed the Enterprise Bulletin the following as a Letter to the Editor and in the event it is not published I thought I would share it herein.

To The Enterprise Bulletin

This letter is in response to your story titled “Remediation deadline for Admiral property delayed two weeks” pertaining to the pond at the corner of Hume and Hurontario Streets.  While attending the Council meeting of Monday April 28th I could not help but recall a commitment made in the football theme “Half Time” newsletter that Council inserted into our February 2013 Collus bills.  In keeping with the game context of said newsletter, let’s compare the current situation.

  In last year’s four page full colour newsletter to their constituents, Council outlined their “second half game plan” which included the following statement regarding Admiral Collingwood and the Shipyards and I quote: “Encourage the developers to finish the project this term.”  Fourteen months later, the playing field hasn’t changed, these sites remain untouched and team Collingwood continues to fumble the ball despite their assurances to us of the contrary.

  Anyone that has followed this situation knows that the development at the corner of Hume and Hurontario Streets has gone through so many rule changes that a “time out” has now been called by the developers.  With their legal counsel sitting on the sidelines and billing taxpayers by the hour, team Collingwood must now revise their second half game plan for one final play of the game late in the 4th quarter.  This is yet another unfortunate delay in the game with the citizens of Collingwood (the fans) becoming increasingly restless and disenchanted.  Only those fans wishing to see the game played fairly with a positive outcome remain in their seats, loyal to the cause while everyone else heads for the nearest exit.    

  This delay of game need never have happened for as in most games there are rules.  In the development game rules consist of official plans, zoning by-laws, site plan agreements and other stipulations some of which can be amended.  The rules of the game for the Corner of Hume and Hurontario Street were all very evident going in including the fact that the property resides in the Town’s Heritage Conservation district.  The developer’s desire to change the rules initiated a fan revolt.  Once the rules were changed in favour of the developer’s team, a cold economic wind had blown in.  Further, fans didn’t like the developer team’s game plan, the cold stadium seats remained unsold and the team folded.

  Since the outset, there have been so many rule and player changes that the game has now become a free-for-all.  We’ve gone from a highly organized and strategically played game of football to the mayhem of dodge ball where virtually anything goes.  Despite their best yet unrealistic intentions of having Admiral Collingwood and the Shipyards completed “this term,” Council has now seemingly abandoned that game plan, thrown away the rule book and adopted once again the developer’s play book which is what got us to where we are in the first place.  I suspect the two week delay of game will result in team Collingwood running to their own goal line effectively scoring on themselves. 

  The clock is ticking down the final few seconds, team Collingwood is trailing, time for one more play in the game.  What to do?  Grant the developers the one year extension (yet another delay of game) that one of them is requesting with the provision that some minor site remediation be done in the next 60 days. This is after all the southern gateway to our downturn core and we’ve endured an unkempt playing field far too long.  Fans will soon be arriving in the form of the summer tourist crowd not to mention the Town’s beloved Elvis fans.  A one year extension places the future of this site in the hands of the incoming Council, one in which we hope will be more effective in developing a game plan that will deliver a final product worthy of this landmark location and of an aesthetic and financial benefit to the community.  

  The loyal fans of team Collingwood cannot and will not take much more.  In order for the game to be effectively played out, the field conditions need to improve and the established rules need to be consistently followed.  The current team Collingwood is so dysfunctional; it clearly isn’t up to the task.  It’s time to fire the coach, make some player trades and put others on waivers.

  I do not mean to make light of this festering situation but you can't help but put a comedic spin on this multi-year comedy of errors.  How many more acts of political theatrics must we endure before either (a) the site is cleaned up while it awaits a potential new owner or (b) the current developers get on with a marketable project(s) that meets the needs and demands of commercial tenants, residential buyers or a combination of both.

  Official plans, zoning by-laws and other municipally adopted policies and regulations are in place specifically to guide development in an effective and controlled manner.  As I said above, the ball has and continues to be fumbled and or tossed around with no real attempt at following any rules much less successfully carrying it down the field to score a touchdown.

Saving The Nottawasaga Lighthouse

As most of you already are aware, Collingwood has a storied history much of it based on its geographic waterfront location.  In 1986 we lost the shipyards, which was a unique landmark and a major contributor to the economic development of the town.  Seemingly, we are getting closer to losing another important aspect of the Town’s water based history, the Nottawasaga Island lighthouse.

  The Nottawasaga lighthouse was one of six “Imperial” lighthouses constructed in the latter part of the 1800’s.  I travel past one of them regular in the summer on the way to my Manitoulin Island.  The Cove Island lighthouse as shown in the photo to the right, is located north of Tobermory on the Bruce Peninsula and marks the entrance to Georgian Bay from Lake Huron.  You can readily see the similarity to this structure compared to our own Nottawasaga lighthouse.  The Nottawasga lighthouse now decommissioned, is in grave disrepair with its stone facade crumbling and falling to the ground leaving the interior stone walls exposed to the weather and further deterioration.

  Locally, a group that sees the value in maintaining this important historical landmark is attempting to drum up enough interest and support to save the Nottawasaga lighthouse thus serving to preserve Collingwood’s marine heritage.

  As you might have already noted, as an avid boater I love spending time on the water so lighthouses have a special place in my heart.  I am also fascinated by the history they represent.  The lighthouse pictured to the right is one of two that marks the channel into South Baymouth on Manitoulin Island.  It was first manned by my great grandfather so I also have a family connection with these unique structures. 

During the last week of August, I took a trip from my cottage one day by boat, a 65 mile round trip out to Lonely Island which is remotely situated in the northern portion of Georgian Bay.  Lonely Island is aptly named.  Imagine living in total desolation on an island infested with Massssauga rattlesnakes.  Apparently no one ever stayed there very long hence the name.  There is no protected harbor on the island leaving the docking facility for supply and maintenance vessels totally exposed to winds, waves and ice.  The Canadian Coast Guard eventually gave up trying to maintain a dock so the light situated high atop a hill is now accessed via helicopter.  All that remains of the various lighthouse keepers’ days on Lonely are crumbling stone foundations belonging to what was once their residence and other outbuildings.  My companion and I made our way ashore and with sticks in hand to beat off any rattlesnakes attempted to hike up to the light.  With the path petering out, increasingly overgrown and with our attire consisting of shorts with bare feet in boating shoes, we thought the better of proceeding further.  Better to return I thought dressed in long pants and hiking boots.

  Lastly, the lighthouse to the right is another one I see regularly during my water bound travels on Manitoulin.  It’s located in a somewhat remote location on the southern shore of Manitoulin in a place called Michaels Bay.  Michaels Bay was a thriving community with a logging based economy until it was wiped out by a forest fire around the turn of the last century.  Ships would arrive to load and transport the logs south to parts of southern Ontario and the U.S. and this lighthouse played an integral part in their safe passage.  The lighthouse pictured herein is actually a replicate, built by volunteers one being my Uncle, at their own expense to commemorate its historical significance.

  Not all of the lighthouses around Georgian Bay such as the Nottawasaga light here in Collingwood are in active duty.  They nonetheless are worth saving.  I commend those trying to drum up enough support to save the Nottawasaga lighthouse and I invite you to visit the Help Save the Nottawasaga Lighthouse Facebook page at https://www.facebook.com/nottawasaga.lighthouse.  A Volunteer signup and brief meeting will be held Sunday, Sept. 22nd at 9:30 am sharp at the Collingwood Legion 490 Ontario Street.    

Collingwood Council's Half Time "Show"

Once again our utility bill for the past month from Collus was extra thick due to the "Half Time" news and update provided to us, a courtesy from Town Council.  After digesting this unsolicited and unwanted information, I sent the following response to each of the members of Council expressing my displeasure.  

To Mayor Cooper and Honourable Members of Council,


In speaking with many of my fellow constituents in Collingwood, the majority of us either object to or simply do not care to read the political propaganda that is all too frequently being included with our monthly billings from Collus.

Notwithstanding the fact that campaigning for the next term is two years away, the content as contained in the “Half Time” news and updates is nothing more than self proclaimed accolades with accomplishments that are either superficial and or are in no way quantified in terms of meeting any meaningful goals and or objectives. Further the publication itself, portrayed as a weak analogy to a sports event, does not represent the seriousness with which you should be managing what amounts to a relatively large corporation with millions of dollars in debt.

Amongst your highlights you claim the following:
Taxes

In year one, “kept property taxes and user fees low” and in year two “kept taxes and user fees low again.” Compared to what?

Debt

In year one, “lowered the Town’s outstanding debt from $41 million” To what? and “topped up our financial reserves.” By how much?

In year two, “lowered the debt to $37 million by year-end” From what prior level? and “Topped up reserves.” Again by how much? Nothing is quantified in terms of the debt reduction or how much was added to the reserves.

Costs

In year one, “Reduced municipal spending” and “Significantly reduced legal costs.” Again bold claims, nothing is quantified.

Growth

In year one, “Approved new developments including Creekside and Mountaincroft.” Not true, these developments were underway well before this term of Council.

Municipal

In year two, Purchased new Works and Parks & Recreation Dept. property and building at much less than the appraised value.” How many appraisals were obtained? How is an 18,000 square foot building on 5 acres appraised at more than the $2.25 million purchase price when the 200,000 square foot Goodyear facility on 60 acres sold for $1.5 million? The Goodyear sale should have clearly impacted the appraisal of the 10th Line property. That’s how real estate works and this clearly suggests the Town overpaid considerably for this property.

Recreation

In year two, “Developed a tax-neutral solution to build much needed, new recreational facilities through the use of Sprung technologies.” You committed to spend over $12 million dollars and in the process divided the community in terms of what recreational facilities people wanted and needed to best serve the municipality’s. Operational costs for the Sprung buildings is a complete unknown at this point. Whatever they are they will result in added annual operating expenses on the Town’s budget moving forward yet the claim is being made that this entire recreational initiative is “tax neutral?”

Some of the accomplishments not mentioned are as follows:

In a municipality desperately in need of strong day-to-day management the CAO was let go and taxpayers have no idea as to why. We have no economic development Officer and or initiatives to implement an employment strategy that will replace the hundreds of jobs lost in the community since the shipyards closed in 1986. Instead, you tout your noteworthy accomplishments as being “improved signage on local trails, initiated a natural heritage study, approved a community garden project” amongst other so called highlights that do not represent the key issues affecting the community nor are they initiatives that offer any tangible form of success measurement.

Moving forward the “Second Half Game Plan” is said to be the following:

Taxes

“Continue to keep taxes and municipal costs low.” What is the definition of low? There are no tax or cost reduction goals indicated. How is Council’s performance to be measured without them?

Debt

“Reduce the outstanding debt even more.” How much is “even more” and how with this be accomplished?

Communications

“Engage a communications co-odinator to improve social media engagement.” Not only do most people have no idea what this is, co-ordinator is spelled a wrong. This vaguely referred to position sounds like more cost at a time when you are claiming you will “continue to keep taxes and municipal costs low?

Admiral Collingwood & The Shipyards

“Encourage the developers to finish the project this term.” You have no influence and or control over essentially what the market will dictate and seemingly the market has delivered a verdict on both of these projects.”

In closing, the citizens of Collingwood are in need of and are entitled to a great deal more from our elected officials than a Half Time “show.” Many of the so-called accomplishments outlined in this newsletter are unsubstantiated and superficial in nature that need not consume 4 pages in colour no less. Based on my many years of experience, I can assure you that your unsupported claims of success would never pass scrutiny in a corporate boardroom or at a shareholder’s meeting.

The only meaningful “score” will be the one made come election day when the citizens of Collingwood cast their ballots. Then and only then will we see how many “touchdowns” you the current Council members will achieve.

You’ve asked for suggestions, comments and ideas and I have responded as I hope other will as well. Please endeavour to use our tax dollars wisely, refrain from any further unnecessary and unwanted insertions in our Collus bills or elsewhere. I encourage you to manage the Town’s resources as you would your own. Come election time you will have ample opportunity to tout your accomplishments using the appropriate funds from your personal campaign budgets versus the money entrusted to you by the taxpaying community.

Respectful submitted,

Rick Crouch

I consider this mid-term self assessment of Council's achievements tantamount to having your child write their own report card.  We deserve a much higher level accountability from our elected officials.  What are your thoughts?

Melancthon Township Mega Quarry - Dead!

 The highly controversial proposed mega quarry for Melancthon Township along the County Road 124 corridor is apparently dead.  Siting the lack of community and government support, Highland Companies have withdrawn their application for the project according to Global Toronto.
  Lack of community support is a gross understatement given the huge public outcry this project generated.  One only needs to look at the proliferation of "Stop the Mega Quarry" signs around our area not to mention the thousands that turned out in protest for "Foodstock" in 2011 and more recently for "Soupstock" in Toronto where 40,000 people gathered.   
  I like to think of myself somewhat of a visionary. Perhaps it stems from the disciplined corporate culture that I came from prior to entering real estate but I always tend to look at the present as well as the future when mapping out a business or other strategy.  It's a matter of looking at where we are today, where we want to go or what opportunities do we want to capitalize on tomorrow and how do we get there. 
  In my opinion, this vision is lacking in many of our local communities.  Fundamentally we need to recognize why people are drawn to this area and we need to build on that.  Quarries, development intensification, increased commercial development and other initiatives are all elements that may prove to be detrimental to the attractiveness of the southern Georgian Bay region.  As one of my real estate clients expressed, this area does not have an monopoly on being a nice place to live. 
  Growth is inevitable but we need to manage growth in such a way as to preserve the very reason why people come here to start with.  Stopping the mega-quarry is a good place to start and shows that people can make a difference.  The fight against the project garnered support from both community groups as well as from organizations such as the David Suzuki Foundation.  Hats off to all of those that fought the good fight, I commend you on a victory well earned and one that will benefit us all.


 

Another Collingwood Landmark Gone

 Much like the old Admiral Collingwood Public School, the smokestack at Kaufman Furniture and some other long standing structures around Town, another Collingwood landmark has been reduced to rubble.

Purchased by the Town of Collingwood in order to improve the intersection at Hurontario and First Street, the Mountainview Hotel is gone.  I can't say that I share the same memories as others around Town as I believe I was only in the place once.  I am sure however that many a Collingwood citizen as well as visitors from outside of Town, downed a few beers and told a few yarns in the Mountainview.
In the addition to a more functional if not safer intersection, I sincerely hope we see a development project on the site that will compliment the Town as well as make much better use of the property. 

  It is a shame that Collingwood has such a wasted asset as our waterfront.  Over the years through both business as well as personal travel, I have visited numerous cities and towns in Canada, the U.S. and abroad that are located on one type of body of water or another. Be it on a lake, a river an ocean or a sea, water draws and captivates people.  In most instances when a body of water is utilized for the attraction that it is, it is a huge economic driver for the given area.  In Collingwood it is by and large, an unutilized assest that has been left stagnating for years. Instead of perhaps being a thriving tourist mecca, with shops, restaurants, a place for transient boaters to tie-up in order to replensish their gallerys or take in the sights, Collingwood's waterfront is home to a sewage treatment plant, a grocery store and a courthouse, complete with a chain-link holding area for felons awaiting trial.  Some such as the Collingwood Branch of the Architectural Conservancy of Ontario felt that the Mountainview had some value and economic promise but alas it is gone.

  As the water recedes in Georgian Bay and the sun sets on the remaining pile of rubble that was once the Mountainview Hotel, we can only hope that somebody or someone with a vision steps up and transforms Collingwood's waterfront from its diamond-in-the- rough status to the sparkling gem that lurks beneath.

4th Annual National Garage Sale for Shelter

  On Saturday May 12th, 2012, myself and my associates at the local Royal LePage offices collectively - All Real Estate Services, Locations North & Trinity Realty will be participating in the 4th Annual National Garage Sale for Shelter, in support of the Royal LePage Shelter Foundation.

  Our offices are hosting a Garage Sale at 499 First St, Collingwood from 8:00 a.m. until 2:00 p.m. on that day (May 12th) and it is certain to be a great event that will “drum up” lots of people and hopefully money – all for a worthwhile cause! Face painting, balloons, entertainment, a bake sale, food – oh and not to mention the garage sale itself! Lots of fun for the whole family!

 

  We are asking for your support in the way of a donation to be used as part of our Silent Auction. A voucher or a gift certificate to be used towards local goods and/or services would be a great idea or you might prefer to make a cash donation to The Royal LePage Shelter Foundation. We would be happy to promote your business and involvement in all of our advertising!   All the proceeds of the auction will be donated directly to our local Women and Children’s Shelter – My Friends House.

  If you would like to participate in the Garage Sale, yourself, you can purchase a table for $25 to sell any unwanted or unused items from around your home. Come spend the day with us in support of a great cause and get of that stuff you have been wanting to dispose of.

 

The Royal LePage Shelter Foundation is Canada’s largest public foundation dedicated exclusively to funding women and children’s shelters and violence prevention and education programs. We believe in the importance of giving back to the very community we as REALTORS® make our livings from.  As
such, Royal LePage is the only Canadian real estate company to have its own charitable Foundation. Attached please find information regarding the Shelter Foundation. At last year’s sale, Royal LePage nationwide raised an astounding $ 425,000 - the largest charity Garage Sale ever held in Canada.  Locally, we raised $ 3,000 for My Friends House – and we hope to surpass that amount this year!

 

We certainly appreciate any help you could provide. Should you require further information, please contact our Garage Sale Coordinator Caitlin at 519-599-2136 or contact myself rickcrouch@propertycollingwood.com.