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Sask. snowbirds selling vacation home in Arizona, say they can no longer live in Trump's America

Sask. snowbirds selling vacation home in Arizona, say they can no longer live in Trump's America

CBC26-02-2025

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Dale Botting has spent the past 45 winters travelling to sunny Arizona to escape Saskatchewan winters and enjoy the warm weather, golf and friends he's made at his desert vacation home.
But this winter will be his last.
Botting has listed his home in Chandler, Ariz., a suburb of Phoenix, that has been in his family since his dad purchased it 45 years ago.
Botting said he could have dealt with the weak Canadian dollar and has resisted the urge to cash in on his home's appreciated value over the years, but he could no longer live in Donald Trump's America.
"It's this Trump regime and this cultism," Botting told The 306 host Peter Mills from his Arizona home office.
Botting, a Saskatoon business leader, and former deputy minister and CEO of Enterprise Saskatchewan, said he's among the first of his friends to sell out of the snowbird dream.
But he believes others will soon follow and that it's best to get out while housing prices are still stable.
"As an ethical investor, I just don't like what I'm seeing. I don't like to invest in governments that are becoming more authoritarian and more imperialistic and we certainly see that."
The decision comes with mixed emotions. Botting and his wife Rose still love to golf and have built a good community in Chandler, including many American friends.
But Botting said he wants to fight the looming trade war from Canadian soil.
That's something he's uniquely equipped to do as a former head of the Saskatchewan Trade and Export Partnership.
"I worry about folks who are watching this increasing authoritarianism kick in almost every bloody night. The last 30 days have started to feel like 30 years."
He's not the only Canadian that feels that way.
Arizona real estate agents say Canadians are bailing out of the American market in record numbers, partly driven by the weak Canadian dollar and the chance to cash in on their home's appreciated value.
But for many, it's Trump's constant needling of Canadians through tariff threats or suggesting Canada should become the 51st state.
"They've been feeling bullied and the pinch of the Canadian dollar," said Laurie Lavine, a realtor in Phoenix, Ariz.
Lavine has an appreciation for the current Canadian sell off. He was born and raised in Winnipeg, holds dual citizenship and has lived in Phoenix for the past 16 years selling real estate.
"The bullying is kind of the last straw that broke the camel's back, and seven out of my 10 listings are for that reason alone."
Lavine said other realtors are experiencing the same surge of Canadians selling off their Arizona properties because they are fed up with Trump.
"In all my 27 years as a realtor, I've never really experienced this before," said Lavine, who sold real estate in Alberta before moving to Arizona.
One accountant that Lavine works with to help Canadians navigate the tax implications of selling American property is so busy he can't see new clients for two weeks, Lavine said.
"Normally I can get a client in to see him within a couple of days."
Lavine said most people he speaks with are puzzled by Trump's threats against Canada, and some worry the threats of tariffs or annexation are just the start of what Trump could do.
"My clients are fearful that in addition to tariffs they might decide to put an extra tax on a non-resident owning a property down here so many have decided to cash out," he said.
"They've just had enough."

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"While transformative to the economy and society, megaprojects are notorious for running late and overbudget", says Janet Rieksts Alderman, Chair of KPMG in Canada's Board Leadership Centre and National Leader, Power, Utilities and Renewables. There are many reasons for cost overruns and delays, including scope creep, poor planning, optimism bias (leading to underestimating costs, schedules and risks), stakeholder consultations, environmental assessments, bureaucratic delays and multiple layers of regulations, including federal, provincial and municipal laws. "But, the primary reason megaprojects fail is poorly designed governance," she says. "A large infrastructure project requires a well-designed governance framework that answers the question 'who does what, when and how' at every stage of the project. It establishes clear accountability, authority, and issue-escalation protocols, defines roles and responsibilities, and embeds oversight and reporting mechanisms at all levels to ensure alignment and transparency over the project's entire lifespan. It really is foundational, and helps project teams and Boards anticipate and plan for the unexpected." At last week's Institute of Corporate Directors (ICD) national conference in Edmonton, Mr. Parston, Doug Ewing, who leads KPMG's Major Project Advisory Services, and Ms. Rieksts Alderman explained the elements of a six-pillar approach to designing a proper governance framework that defines the project's ultimate success. The six pillars cover investment and business planning; governance and oversight; organizational structure and performance metrics; commercial and financial (structuring and financing projects effectively); approvals and social licence; and delivery and risk management. "After studying numerous projects in Canada and abroad that failed to meet expectations, we identified a number of common issues that caused projects to go over budget and schedule," says Mr. Ewing. "In order to deliver projects that meet targets, it's critical to establish a comprehensive framework that covers each pillar." "In a lot of projects, people get so bogged down in individual details, they lose sight and control of the overall objective," he says. "We recently helped a client get a major project back on track after they became so immersed in the engineering potential, the project morphed from its business purpose. This kind of thing happens more often than you think. In evaluating the project against both their objectives and the pillars of good governance, it became evident they needed to course-correct. As a result, we prevented them from missing their timelines, budgets and ultimately their business goals." About the KPMG in Canada Productivity Survey KPMG in Canada surveyed 250 business leaders in all industry sectors across Canada between May 9 and May 20, 2025, on Sago's premier business panel, using Methodify's online research platform. Thirty-one per cent lead companies with annual gross revenue between $500 million and $1 billion, 25 per cent report revenue between $100 million and $300 million, 22 per cent have revenue between $300 million and $500 million, 12 per cent between $10 million and $100 million, and 10 per cent, over $1 billion. No companies under $10 million in annual revenue were surveyed. Over half (52 per cent) are privately held, 28 per cent are owned by private equity firms, 18 per cent are publicly traded with headquarters in Canada, and 2 per cent are foreign-owned subsidiaries. KPMG LLP, a limited liability partnership, is a full-service Audit, Tax and Advisory firm owned and operated by Canadians. For over 150 years, our professionals have provided consulting, accounting, auditing, and tax services to Canadians, inspiring confidence, empowering change, and driving innovation. Guided by our core values of Integrity, Excellence, Courage, Together, For Better, KPMG employs more than 10,000 people in over 40 locations across Canada, serving private- and public-sector clients. KPMG is consistently ranked one of Canada's top employers and one of the best places to work in the country. The firm is established under the laws of Ontario and is a member of KPMG's global organization of independent member firms affiliated with KPMG International, a private English company limited by guarantee. Each KPMG firm is a legally distinct and separate entity and describes itself as such. For more information, see For media inquiries: Caroline Van Hasselt National Communications and Media Relations KPMG in Canada (416) 777-3288 [email protected] SOURCE KPMG LLP

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