All posts by Alexandra Mazur

Cheaper alcohol reserved for foreign military personnel at B.C. liquor stores

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B.C. liquor stores offer discounts to visiting foreign military officers.

Customers in British Columbia who used to buy liquor for cheap at their provincial liquor stores can no longer do so, except for a select non-Canadian few.

Just under a year ago, on Apr. 1, 2015, British Columbia’s Liquor Distribution Branch changed it’s buying policies. Previously, B.C. liquor stores were able to sell alcohol in bulk at a lower price to buyers referred to by the Liquor Distribution Branch as “special customers,” a list that included ship chandlers, consulates, and the Lieutenant Governor.

Now anyone who walks into a B.C liquor store will pay the same price as regular Joe Customer. These “special” buyers, and those who buy in bulk, will be directed to the Wholesale Customer Centre, where they will receive a similar discount as before.

Only one group is exempt from the changes in B.C.’s new liquor policy. According to documents received under the British Columbia freedom-of-information law, only members of NATO will continue to buy discounted liquor from 10 specific liquors stores in the province.

Viola Kaminski, senior communications officer for the BC Liquor Distribution Branch said that the reason for this exception was twofold. Firstly, she referred to the Visiting Forces and Visiting Forces Personnel Alcoholic Beverages Remission Order. This is a federal rule that stipulates that foreign military personnel must be offered discounts on alcohol purchases in Canada.

Secondly, Kaminski stated that most NATO members in B.C. are stationed on Vancouver Island. It was decided that it would be cheaper to allow the visiting officers to continue to buy from the selected liquor stores than to have the province pay to ship these customers over to the mainland to buy from the Wholesale Centre.

To be considered for a reduced rate in B.C., NATO members must go through a review process conducted jointly by the military and the Liquor Distribution branch. Foreign military officers in B.C., once registered for the discount, receive 40 per cent off wine and liquor, although there is no discount on beer.

Kaminski said that theses registrations were rare.

According to Kaminski, in B.C. there were 15 NATO members eligible for the discount in 2015, and only 13 registered NATO customers in 2014.

Last year, The Toronto Star printed an article claiming that over a 6-year period, $850,000 was lost in Ontario due to the NATO discount given at their provincial liquor stores. They recorded over 180 officers who received the discount, amounting to roughly 30 officers a year.

Kaminski did not reveal how much money was lost in B.C. per year due to the NATO discounts, but it seems that B.C. has been averaging half of the NATO members counted in Ontario each year.

Phillipe Brideau, a media relations officer from the Canada Revenue Agency, stated in an email that the discount given to foreign officers has been implemented since 1985 that combined different provincial laws of the same vein. Canada as a nation offers visiting officers alcoholic beverages free from federal duties and taxes.

According to Brideau, this is a courtesy that is granted to Canadian forces who visit other Commonwealth countries, countries part of the North Atlantic Treaty or countries listed in the Visiting Forces Act.

According to the documents received under freedom-of-information law, the money lost by selling to NATO customers will be reimbursed to the B.C liquor stores by the wholesale department.

Where they will get the money? That question remains unanswered.

 

3 Questions – ATIP

Previously-Asked-ATIP

ATIP – Vancover

ATIPrequestBC

ATIPreceipt-Federal.do

Parking and recrimination – playing the blame game in Centretown

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Over the last three years, there have been 850 complaints filed to the city about wrongfully attributed parking tickets in the Somerset ward, or rather the Centretown area. That’s more than 40 per cent of total parking complaints , even though the Somerset ward is the smallest in Ottawa.

Somerset Ward
Delineation of all the wards in the greater Ottawa area.
Somerset Ward
Somerset ward 14 delineation.

Mac Bruce-Fuoco had been parking in a residential area near Lees Ave. for the last nine months, free from fines or limitation times. So he was shocked when he received a ticket last week in that same spot. He then rushed to City Hall to fight his ticket.

“I was pretty confident because there was no sign anywhere,”said Bruce-Fuoco, a business student at the University of Ottawa.

But when he pleaded his case, he said the city official was quick to pull up a rule stating that parking authorities are allowed to ticket anyone who has been parked over three hours in a marked, or unmarked area.

“So the way I understood it is ‘gloves are off’ for anyone who isn’t in a paid for parking space or in a driveway. It just seems like a free-for-all,” said Bruce-Fuoco.

On the other hand, Troy Leeson, Ottawa’s deputy chief of Bylaw services in the parking division, seemed underwhelmed by the number of complaints, comparing it to the number of tickets Ottawa  gives out a year, which averages to about 350,000.

“Some of it might be related to an officer just punching a one instead of a two,” said Leeson. Since tickets are doled out according to license plate numbers it’s possible that simple human error might send an innocent citizen someone else’s ticket.

According to Leeson, the Somerset ward simply has more people parking there, which leads to more complaints.

The Centretown Local Area Parking Study was prompted last year by concerns held by a group of members from the community chosen to weigh in on city matters.

The study has outlined Centretown’s parking problems with relevant data. The numbers show the biggest concern of those who travel downtown is finding a place to park. A quarter of people polled stated that they frequently have trouble finding a parking space when driving downtown.



Parking on Elgin and its environing side streets are frequently over capacity, even though most parking is limited to an hour.



And yet, although this information is open to the public, city officials seem squeamish to speak more about the study. Leeson refused to comment.

Somerset ward Councillor Catherine McKenney wrote that she is unable to involve herself in parking ticket disputes, and did not comment on the study.

Lindsay Thomas and Scott Caldwell, both leading officials involved in the parking study, are listed frequently as those to call if more information was needed.

The City of Ottawa’s media office would not connect me with either of them. Rather the city refused to acknowledge any request related to the parking study at all.

Why the reluctance to speak about parking in Centretown?

In 2013, the city raked in nearly $20 million dollars in total revenue on parking tickets. Seeing as Leeson mentioned that Centretown had more instances of parking than any other area in the city, Centretown is no doubt a lucrative part of Ottawa’s income.

“I find that the way the bylaw is written is so that they can win 100 per cent of the time,” said Bruce-Fuoco.

The city officer did end up voiding his ticket, so in his case, at least 99 per cent of the time.

But now the young student is challenged to find a new spot that won’t empty his pockets, but won’t earn him a fresh ticket. A cumbersome struggle that many drivers must face in the city’s core.

Acidity between Canada and the United-States – A look at the Air Quality Agreement 25 years later

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A quarter of a century ago, doomsday reports about acid rain led to the signing of the Canada-United-States Air Quality Agreement. But today, climate change is the big storm on the horizon, and the once terrifying clouds of sulphur have floated away from public concern.

In the late 1970s, Canadian researchers and environmentalists connected the chemicals produced by coal burning plants and metal smelters, mainly sulphur dioxide, to acid rain that was poisoning forests, lakes and the fish that lived in them in northeastern North America.

Although Canada had the largest nickel smelter in North America, it was mainly the United States’ coal plants that were damaging Canada’s ecosystems. Because of the wind direction, American pollution produced 50 per cent of the acid rain in Canada, but only 10 per cent of the acid rain that fell over the United States came from Canadian pollutants.

Prime Minister Brian Mulroney, once dubbed Canada’s greenest prime minister, set out to convince Americans that something needed to be done.

“Reagan was going to veto anything that came up on acid rain,” said Leslie Alm, a professor in environmental policy at Boise State University. He added that the president and other American powers that be were more worried about the economies of coal plants and the auto industry than the lakes and trees in Ontario.

“There was not going to be any air quality accord between U.S. and Canada until the United States had developed their own acid rain policy,” said Alm, who wrote his PhD dissertation on acid rain in the 80s, and continued his research on the international issues surrounding acid rain well into the 90s.

Alm said that although Canadians were actively lobbying for acid rain policies in the U.S., the Reagan administration refused to move forward blaming lack of concrete research on the subject.

But as years went on, overwhelming scientific evidence led to a consensus on the dangers of acid rain, and in 1990, the American Clean Air Act was implemented. Newly elected George Bush Sr. promised to take swift action on the acid rain issue, signing the Air Quality Agreement with Mulroney in 1991.

Since 1991, both countries have released a progress report every two years to track acid rain pollutants in both Canada and America.

Their latest report, in 2012, stated an almost 60 per cent decrease in sulphur emissions in Canada since 1990, and a 79 per cent decrease in the U.S. during the same time frame.

According to Barbara Harvey, a spokesperson for Environment Canada, the agreement has been a success in both international and environmental policy.

“The Air Quality Agreement has enabled the two countries to work collaboratively to address transboundary air quality issues,” said Harvey. “This collaboration has fostered enhanced scientific cooperation to support the development of environmental policies.”

Don Munton, an expert on acid rain policy and a former professor in International Studies at the University of Northern British Columbia, advised to take these reports, and the partnership between Canada and the United States, with a grain of salt.

“Canada couldn’t solve it’s own problem,” said Munton. “We needed the United States to act, and the United States decided to act for it’s own reasons. The agreement itself was pretty well an afterthought.”

“It’s the agreement that, past tense, ‘dealt’ with acid rain. The emissions are still there that produce a lot of acid rain,” said Munton. He believes that both countries have fell into a habit of overstating their progress.

Nitrogen oxides, a chemical emitted from car exhaust, was included in the agreement, but deemphasized to protect the auto industry, according to Munton.

Harvey also mentioned that between 2012 and 2000, the level of nitrogen oxides has been reduced by approximately 45 per cent in both countries. But according to the Environment Canada website, in 2013, there was only been a 28 per cent total decrease in nitrogen oxides from 1990.

But Munton is hopeful for the future; he says new fears might be the remedy to old environmental wounds.

“Shutting down coal plants in the United States in order to reduce carbon emissions will simultaneously reduce sulphur dioxide emissions. The battle against greenhouse gases will solve the rest of the acid rain problem.”

Documents

Leslie Alm Journal Article:

Don Munton Journal Article:

Shopify is spending money to make money, experts say

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Shopify Stock Prices by alexmazur005 on TradingView.com

Source: TradingView

Shopify, Ottawa’s start-up surprise, hasn’t seen profits for several years, and lost over $4-million in their last quarter, according to their most recent financial statement.

Even though these numbers might be troubling for some shareholders, Nour El-Kadri, professor of Strategic Management at the Univeristy of Ottawa’s Telfer School of Management, believes that Shopify’s losses might be hints of its “big future” and an “ambitious agenda”.

Although its revenue shot up by almost 70 per cent in the last quarter, the company’s general and administrative costs – that is office space, computers, tech architecture and salaries – has more than doubled in its last quarter.


Basically, Shopify is spending more than it’s earning.

Nour El-Kadri is a professor at the University of Ottawa in eBusiness, Corporate Governance & Ethics.
Nour El-Kadri is a professor at the University of Ottawa in eBusiness, Corporate Governance & Ethics.

“They’re not doing this out of nowhere, they’re doing it with the idea of improved productivity,” says El-Kadri. He mentioned that Shopify’s habit to invest in its employees by providing creative workspaces, catered lunches, and other perks as a tactic of instilling “a family environment.” This sense of staff inclusivity has proven to work for other companies in the past such as Google and Facebook.

Shopify first started off as a snowboard selling company in 2004, based out of downtown Ottawa, but in 2006 Shopify began offering its easy to use online stores to service small to medium sized companies. The company has grown, with more than 200,000 online stores, and raised more than 100 million dollars when it opened its stocks to the public in May 2015.

Shopify moved offices in the last year to a building on Elgin street. The new creative design is in line with the company's belief in creative thinking.
Shopify moved offices in the last year to a building on Elgin street. The new creative design is in line with the company’s belief in creative thinking.

Since it became public, Shopify’s stock prices have plummeted, but mainly because so many people are buying Shopify’s stocks. In 2015, its number of shares has almost doubled  from the previous year, making Shopify a hot commodity in the ecommerce world.

James Bowen, another professor in the Telfer School of Management, and an expert on growth of start-up companies, jumped on the Shopify bandwagon and bought shares last year. Bowen says that the company is thinking, well, like a start up, and taking measured risks for future growth.

James Bowen owns stocks in Shopify, and is also an expert in ecommerce. He is a professor at the University of Ottawa at the Telfer School of Management.
James Bowen owns stocks in Shopify, and is also an expert in ecommerce. He is a professor at the University of Ottawa at the Telfer School of Management.

“If you want creative and innovative thinking that attracts good people, you need to create a corporate culture and environment,” says Bowen. Old and bureaucratic ways only hinder a company like Shopify that works in the fast paced environment of the exponentially growing industry of online businesses. According to Bowen, for Shopify to continue owning this market, it will have to keep up an environment where its people “can let their brains go at full speed”.

The company has also focused less of their attention on research and development, which for a high tech company might seem counter-intuitive. According to Bowen, Shopify’s base platform is already the best in the business, and therefore it’s more important for it to focus on monopolizing their market by improving existing features, instead of trying to reinvent Shopify’s well working wheel.

“Expansion beyond the norm” is what El-Kadri sees in Shopify’s aspirations. It seems as if they’re following through by partnering up with the some of the biggest names on the web.

In a press release following their last financial statement, Shopify stated that they were now partnered up with companies like Amazon, Facebook, and Twitter, who according to their new CEO Tobi Lütke, will “contribute to our long-term growth.”

El-Kadri did mention one minor area of concern.

“It looks like they’re not paying much attention or doing due diligence into their expenses,” said the business professor, who likened these habits to companies who flourished in the high tech boom.

“It’s only when they’re hit that they will start to look into those expenses and they will be cutting them down,” added El-Kadri.

Does he see that hit coming anytime soon?

“No,” said El-Kadir. “Shopify is on sound ground.”