Local News
Simkin Centre shows accumulated deficit of $779,426 for year end March 31, 2025 – but most personal care homes in Winnipeg are struggling to fund daily operations
By BERNIE BELLAN The last (November 20) issue of the Jewish Post had as an insert a regular publication of the Simkin Centre called the “Simkin Star.”
Looking through the 16 pages of the Simkin Star I noticed that three full pages were devoted to financial information about the Simkin Centre, including the financial statement for the most recent fiscal year (which ended March 31, 2025). I was rather shocked to see that Simkin had posted a deficit of $406,974 in 2025, and this was on top of a deficit of $316,964 in 2024.
In the past month, I had also been looking at financial statements for the Simkin Centre going back to 2019. I had seen that Simkin had been running surpluses for four straight years – even through Covid.
But seeing the most recent deficit led me to wonder: Is the Simkin Centre’s situation unusual in its having run quite large deficits the past two years? I know that, in speaking with Laurie Cerqueti, CEO of the Simkin Centre, over the years, that she had often complained that not only Simkin, but many other personal care homes do not receive sufficient funding from the Winnipeg Regional Health Authority.
At the same time, an article I had read by Free Press Faith writer John Longhurst, and which was published in the August 5, 2025 issue of the Free Press had been sticking in my brain because what Longhurst wrote about the lack of funding increases by the WRHA for food costs in personal care homes deeply troubled me.
Titled “Driven by faith, frustrated by funding,” Longhurst looked at how three different faith-based personal care homes in Winnipeg have dealt with the ever increasing cost of food.
One sentence in that article really caught my attention, however, when Longhurst wrote that the “provincial government, through the Winnipeg Regional Health Authority, has not increased the amount of funding it provides for care-home residents in Manitoba since 2009.”
Really? I wondered. Is that true?
As a result, I began a quest to try and ascertain whether what Longhurst claimed was the case was actually the case.
For the purpose of this article, personal care homes will be referred to as PCHs.
During the course of my gathering material for this article I contacted a number of different individuals, including: Laurie Cerqueti, CEO of the Simkin Centre; the CEO of another personal care home who wished to remain anonymous; Gladys Hrabi, who wears many hats, among them CEO of Manitoba Association for Residential and Community Care Homes for Everyone ( MARCHE), the umbrella organization for 24 not-for-profit personal care homes in Manitoba; and a representative of the WRHA.
I also looked at financial statements for six different not-for-profit PCHs in Winnipeg. (Financial statements for some, but not all PCHs, are available to look at on the Province of Manitoba website. Some of those financial statements are for 2025 while others are for 2024. Still, looking at them together provides a good idea how comparable revenue and expenses are for different PCHs.)
How personal care homes are funded
In order to gain a better understanding of how personal care homes are funded it should be understood that the WRHA maintains supervision of 39 different personal care homes in Winnipeg, some of which are privately run but most of which are not-for-profit. The WRHA provides funding for all personal care homes at a rate of approximately 75% of all operational funding needs and there have been regular increases in funding over the years for certain aspects of operations (including wages, benefits, and maintenance of the homes) but, as shall be explained later, increases in funding for food have not been included in those increases.
The balance of funding for PCHs comes from residential fees (which are set by the provincial government and which are tied to income); occasional funding from the provincial government to “improve services, technology, and staffing within personal care homes,”; and funds that some PCHs are able to raise on their own through various means (such as the Simkin Centre Foundation).
But, in Longhurst’s article about personal care homes he noted that there are huge disparities in the levels of service provided among different homes.
He wrote: “Some of Winnipeg’s 37 personal-care homes provide food that is mass-produced in an off-site commercial kitchen, frozen and then reheated and served to residents.” (I should note that different sources use different figures for the number of PCHs in Winnipeg. Longhurst’s article uses the figure “37,” while the WRHA’s website says the number is “39.” My guess is that the difference is a result of three different homes operated together by the same organization under the name “Actionmarguerite.”)
How does the WRHA determine how much to fund each home?
So, if different homes provide quite different levels of service, how does the WRHA determine how much to fund each home?
For an answer, I turned to Gladys Hrabi of MARCHE, who gave me a fairly complicated explanation. According to Gladys, the “WRHA uses what’s called a global/median rate funding model. This means all PCHs—regardless of size, ownership, or actual costs—are funded at roughly the same daily rate per resident. For 2023/24, that rate (including the resident charge) was about $200+ (sorry I need to check with WRHA the actual rate) per resident day.”
But, if different residents pay different resident charges, wouldn’t that mean that if a home had a much larger number of residents who were paying the maximum residential rate (which is currently set at $37,000 per year) then that home would have much greater revenue? I wondered.
Laurie Cerqueti of the Simkin Centre provided me with an answer to that question. She wrote: “Residents at any pch pay a per diem based on income and then the government tops up to the set amount.” Thus, for the year ending March 31, 2025 residential fees brought in $5,150,657 for the Simkin Centre. That works out to approximately $27,000 per resident. I checked the financial statements for the five other PCHs in Winnipeg to which I referred earlier, and the revenue from residential fees was approximately the same per resident as what the Simkin Centre receives.
Despite large increases in funding by the WRHA for personal care homes in recent years, those increases have not gone toward food
I was still troubled by John Longhurst’s having written in his article that the “provincial government, through the Winnipeg Regional Health Authority, has not increased the amount of funding it provides for care-home residents in Manitoba since 2009.”
These days, when you perform a search on the internet, AI provides much more detailed answers to questions than what the old Google searches would.
Thus, when I asked the question: “How much funding does the WRHA provide for personal care homes in Winnipeg?” the answer was quite detailed – and specific:
“The WRHA’S total long-term care expenses for the fiscal year ended March 31, 2024 were approximately $632.05 million.” There are approximately 5,700 residents in personal care homes in Winnipeg. That figure of $632.05 million translates roughly into $111,000 per resident.
“The budget for the 2024-2025 fiscal year included a $224.3 million overall increase to the WRHA for salaries, benefits, and other expenditures, reflecting a general increase in health-care investments.” (But, note that there is no mention of an increase for food expenditures.)
But, it was as a result of an email exchange that I had with Simkin CEO Laurie Cerqueti that I understood where Longhurst’s claim that there has been no increase in funding for care-home residents since 2009 came from.
Laurie wrote: “…most, if not all of the pchs are running a deficit in the area of food due to the increases in food prices and the government/wrha not giving operational funding increases for over 15 years.” Thus, whatever increases the WRHA has been giving have been eaten up almost entirely by salary increases and some additional hiring that PCHs have been allowed to make.
Longhurst’s article focused entirely on food operations at PCHs – and how much inflation has made it so much more difficult for PCHs to continue to provide nutritious meals. He should have noted, however, that when he wrote there has been “no increase in funding for care home residents since 2009,” he was referring specifically to the area of food.
As Laurie Cerqueti noted in the same email where she observed that there has been no increase in operational funding, “approximately $300,000 of our deficit was due to food services. I do not have a specific number as far as how much of the deficit is a result of kosher food…So really this is not a kosher food issue as much is it is an inflation and funding issue.
“Our funding from the WRHA is not specific for food so I do not know how much extra they give us for kosher food. I believe years ago there was some extra funding added but it is mixed in our funding envelope and not separated out.”
So, while the WRHA has certainly increased funding for PCHs in Winnipeg, the rate of funding increases has not kept pace with the huge increases in the cost of food, especially between 2023-2024.
As Laurie Cerqueti noted, in response to an email in which I asked her how the Simkin Centre is coping with an accumulated deficit of $779,426, she wrote, in part: “The problem is that the government does not fund any of us in a way that has kept up with inflation or other cost of living increases. If this was a private industry, no one would do business with the government to lose money. I know some pchs are considering out (sic.) of the business.”
A comparison of six different personal care homes
But, when I took a careful look at the financial statements for each of the personal care homes whose financial statements I was able to download from the Province of Manitoba website, I was somewhat surprised to see the huge disparities in funding that the WRHA has allocated to different PCHs. (How I decided which PCHs to look at was simply based on whether or not I was able to download a particular PCH’s financial statement. In most cases no financial statements were available even to look at. I wonder why that is? They’re all publicly funded and all of them should be following the same requirements – wouldn’t you think?)
In addition to the Simkin Centre’s financial statement (which, as I explained, was in the Simkin Star), I was able to look at financial statements for the following personal care homes: West Park Manor, Golden West Centennial Lodge, Southeast Personal Care Home, Golden Links Lodge, and Bethania Mennonite Personal Care Home.
What I found were quite large disparities in funding levels by the WRHA among the six homes, either in 2025 (for homes that had recent financial statements available to look at) or 2024 (for homes which did not have recent financial statements to look at.)
Here is a table showing the levels of funding for six different personal care homes in Winnipeg. Although information was not available for all homes for the 2025 fiscal year, the figures here certainly show that, while the WRHA has been increasing funding for all homes – and in some cases by quite a bit, the rate of increases from one home to another has varied considerably. Further, the Simkin Centre received the lowest percentage increase from 2024 to 2025.
Comparison of funding by the WRHA for 6 different personal care homes
We did not enter into this project with any preconceived notions in mind. We simply wanted to investigate how much funding there has been from the WRHA for personal care homes in Winnipeg in recent years.
As to why some PCHs received quite large increases in funding, while others received much smaller increases – the WRHA response to my asking that question was this: “Due to the nature and complexity of the questions you are asking regarding financial information about PCHs, please collate all of your specific questions into a FIPPA and we can assess the amount of time needed to appropriately respond.”
Gladys Hrabi of MARCHE, however, offered this explanation for the relatively large disparities in funding levels among different PCHs: “Because funding is based on the median, not actual costs, each PCH must manage within the same per diem rate even though their realities differ. Factors like building age, staffing structure, kitchen setup, and resident complexity all influence spending patterns.
“The difference you found (in spending between two particular homes that I cited in an email to Gladys) likely reflects these operational differences. Homes that prepare food on-site, accommodate specialized diets (cultural i.e. kosher), or prioritize enhanced dining experiences (more than 2 choices) naturally incur higher total costs. Others may use centralized food services or have less flexibility because of budget constraints.
“The current model doesn’t adjust for inflation, collective agreements, or true cost increases. This means many homes, especially MARCHE members face operating deficits and have to make tough choices about where to contain costs, often affecting areas like food, recreation, or maintenance. The large differences you see in food spending aren’t about efficiency —–they’re a sign that the current funding model doesn’t reflect the true costs of care.”
But some of the disparities in funding of different personal care homes really jump off the page. I noted, for instance, that of the six PCHs whose financial statements I examined, the levels of funding from WRHA for the 2024 fiscal year fell between a range of $63,341 per resident (at Golden Links Lodge) to $78,771 at the Simkin Centre – but there was one particular outlier: Southeast Personal Care Home, which received funding from the WRHA in 2024 at the rate of $98,321 per resident. Not only did Southeast Personal Care Home receive a great deal more funding per resident than the other five PCHs I looked at, it had a hefty surplus to boot.
I asked a spokesperson from the WRHA to explain how one PCH could have received so much more funding per capita than other PCHs, but have not received a response.
This brings me then to the issue of the Simkin Centre and the quite large deficit situation it’s in. Since readers might have a greater interest in the situation as it exists at the Simkin Centre as opposed to other personal care homes and, as the Simkin Centre has reported quite large deficits for both 2024 and 2025, as I noted previously, I asked Laurie Cerqueti how Simkin will be dealing with its accumulated deficit (which now stands at $779,426) going forward?
Now, as many readers may also know, I’ve been harping on the extra high costs incurred by Simkin as a result of its having to remain a kosher facility. It’s not my intention to open old wounds, but I was somewhat astonished to see how much larger the Simkin Centre’s deficit is than any other PCH for which I could find financial information.
From time to time I’ve asked Laurie how many of Simkin’s 200 residents are Jewish?
On November 10, she responded that “55% of residents” at Simkin are Jewish. That figure is consistent with past numbers that Laurie has cited over the years.
And, while Laurie claims that she does not know exactly how much more the Simkin Centre pays for kosher food, the increases in costs for kosher beef and chicken have outstripped the increases in costs for nonkosher beef and chicken. Here is what we found when we looked at the differences in prices between kosher and nonkosher beef and chicken: “Based on recent data and long-standing market factors, kosher beef and chicken prices have generally gone up more than non-kosher (conventional beef and chicken). Both types of meat have experienced significant inflation due to broader economic pressures and supply chain issues, but the kosher market has additional, unique cost drivers that amplify these increases.”
In the final analysis, while the WRHA has been providing fairly large increases in funding to personal care homes in Winnipeg, those increases have been eaten up by higher payroll costs and the costs of simply maintaining what is very often aging infrastructure. If the WRHA does not provide any increases for food costs, personal care homes will continue to be squeezed financially. They can either reduce the quality of food they offer residents or find other areas, such as programming, where they might be able to make cuts.
But, the situation at the Simkin Centre, which is running a much larger accumulated deficit than any other personal care home for which we could find financial information, places it in a very difficult position. How the Simkin Centre will deal with that deficit is a huge challenge. The only body that can provide help in a major way, not only for the Simkin Centre, but for all personal care homes within Manitoba, is the provincial government. Perhaps if you’re reading this you might want to contact your local MLA and voice your concerns about the lack of increased funding for food at PCHs.
Local News
Jewish Federation releases amounts to be allocated to each of its 12 beneficiary agencies
By BERNIE BELLAN I had been reporting on allocations given to the 12 beneficiary agencies of the Jewish Federation for over 11 years – until last year, when I took a break from covering our major Jewish organizations.
These past couple of months, however, I’ve gone back to looking at financial information for some of our major Jewish organizations, including the Jewish Foundation of Manitoba and Jewish Child and Family Services. (If you want to read my reports on the two Annual General Meetings held by those organizations you can find them elsewhere on this website.)
Over the years as well, I had also been adding to a table that I began to compile 12 years ago that showed comparison figures year over year for how much had been allocated by the Jewish Federation to each of its 12 beneficiary agencies. Even though I didn’t do any reporting on allocations by the Jewish Federation last year, I was able to obtain information about the 2025 allocations that I’ve reproduced in the table that you can see here. (That table only shows information for the past five years, although I do have tables showing information about allocations going back as far as 2014 that can be found on my website if anyone is interested.)
Looking at the figures for this coming year though, a couple of things stand out: For one, there will be no allocation for Aleph Bet Child Life Enrichment, just as there wasn’t one last year either. This comes after having received allocations for as long as I’ve been covering the allocations committee, so that might require some further investigation to find out why Aleph Bet Enrichment is no longer receiving an allocation. Secondly, there will be a small allocation for the Irma Penn School of Jewish Learning – as there was last year also, after a multi-year absence of the school applying for allocations. The Irma Penn School used to advertise in The Jewish Post & News when it was active, but I don’t recall seeing anything about it the past two years. At one time it was very popular among adults. It would be worth looking into how it functions these days. (Over to you, Myron. You used to write about the Irma Penn School.)
Also, the report of the Allocation Committee says: “The Jewish Learning Institute resumed their participation in the Allocations process after a hiatus of a few years to enhance their revitalized programming.” But the Jewish Learning Institute did receive funding in 2025 and 2024, so it’s not clear why the report says there was a “hiatus of a few years.” No big deal, really.
It’s always been interesting for me – and I’m sure for you, too, to look at trends: Which beneficiary agencies have been receiving the largest increases in allocations year over year or, as the case may be, the smallest increases in funding – relative to what other agencies received?
According to the report of the allocations committee, “The 2025-26 Combined Jewish Appeal Campaign raised $7,224,856 this year.”
That amount is $660,577 more than what was raised in the 2024-25 campaign, which was $6,864,279. While a portion of what was raised goes toward beneficiary agencies, another portion goes to Israel, another portion is to cover operating expenses of the Federation, and another portion goes to replenishing the Federation’s emergency fund, which was badly depleted during Covid.
Insofar as how much each of the beneficiary agencies receives,, each year the allocations committee of the Jewish Federation meets during the course of the year to decide how to allocates funds to the 12 beneficiary agencies of the Federation.
The allocations are to be given to the respective agencies on September 1.
The total amount allocated to the Federation’s beneficiary agencies is $95,700 more than what was allocated last year, and $193,600 more than what was allocated in 2024. There will be a total of $3,050,000 allocated in 2026, compared to $2,954,300 in 2025, and $2,856,400 in 2024. Interestingly, the total amounts allocated in 2023 and 2022 were higher than what were allocated in 2024 and 2025, but the allocation to Gray Academy in 2022 was exceptionally high – $974,000, compared with $900,000 this year. In 2022 Gray Academy was still dealing with the fallout from Covid and the huge increases in costs that arose from having to resort to online teaching.
As well, until this year, the most ever allocated by the Jewish Federation to its beneficiary agencies was also in 2022 – when the community was still in the grip of the Covid crisis and total allocations were $3,003,000. At that time the Federation tapped into an emergency fund that it had on hand – and totally depleted that fund.
In its report the allocations committee went into some detail explaining its methodology and how certain criteria were given special attention when it came to determining allocations.
Each of the agencies had representatives appear before the committee. Those representatives were given 15-20 minutes to make presentations to the members of the committee and answer a series of questions pertaining to eight different criteria.
Here, in summary, are the main criteria the report cites as “priorities” when it came to deciding how much to allocate to agencies:
- Social isolation and lack of belonging: “Longing for belonging,” a desire for a
stronger sense of connection to the Jewish community and Jewish identification. - Seniors Isolation: Does this program address the problem of seniors’ isolation?
- Teen Program Continuity Gaps: Gaps in programming continuity limit teen
leadership opportunities. Peer connection programs across this demographic
must be prioritized. - Building Jewish Identity and Connection: Strengthening Jewish identification
ensures every program builds Jewish community through authentic Jewish content
and context. - Poverty and Financial Barriers to Participation: Financial challenges can prevent
community members’ full participation in Jewish life. - Accessibility and Inclusion for People with Disabilities: People with cognitive or
physical challenges face barriers to full participation in Jewish life. - Exclusionary or Unwelcoming Environments: Language and practices may
unintentionally exclude interfaith families, LGBTQ+ individuals, Jews of color, and
others. - Data on Participation and Community Needs: Do you have data available on who
participates in programs, who is underserved, and what impact programs have?
Even after having subjected each of the agencies to that sort of rigorous scrutiny, however, the fact remains that the sizes of the increases given to each agency were quite consistent with what had been given in previous years.
Here, for instance, are the increases that have been given to some of the agencies for the past three years:
Gray Academy – 2026 increase over 2025: $30,000; 2025 increase over 2024: $30,000
Gwen Secter – 2026 increase over 2025: $19,000; 2025 increase over 2024: $11,500
JCFS – 2026 increase over 2025: $30,000; 2025 increase over 2024: $25,000
Rady JCC – 2026 increase over 2025: $18,000; 2025 increase over 2024: $10,000
What it all boils down to, I would suggest, is that the allocations each of those agencies received are consistent with what they had received in previous years, notwithstanding the supposedly rigorous criteria that the allocations committee says it adopted in reviewing the presentations given by each agency.
Local News
Gavin Katz: “The next great Jewish football player”
By BERNIE BELLAN Back about 15 years ago I had the idea to hire renowned sports writer Scott Taylor to write occasional columns for The Jewish Post & News. Although the great Harvey Rosen – who passed away in 2022, was still our regular sports columnist, I thought that having Scott contribute his own takes on sports might add some additional flavour to the paper.
And it did – for several years – until Covid hit and I had to pare back expenses, including for freelance writers.
Scott has kept in touch from time to time since he last wrote for us though, so it was with great delight that I received an email from him the second week in June that had in the subject line: “Next Great Jewish Athlete.”
Here’s what Scott wrote in that email: “I was talking with Fort Garry Lions head coach John Makie last night.
“Thought you might like to know about the next great Jewish football player … if you don’t know already.”
Attached to the email was a poster that was a montage of different images – all highlighting someone by the name of Gavin Katz. Part of the poster is attached here – and in it you can see all sorts of accolades for young Gavin, including his having been designated “lineman of the year” by Coach Makie last year, as well as his having captained his Pee Wee team (which is limited to players under 14 years of age).
I followed up Scott’s suggestion and contacted John Makie to try and get some comments from him about Gavin Katz, as well as contact information for Gavin’s parents.
Here’s what Coach Makie wrote to me about Gavin who, last year, was in his second (and final) year playing for the pee-wee level Fort Garry Lions:
“I’ve known Gavin Katz for a season of football. In this season, I’ve come to learn his grit, toughness and his sheer willingness to get to the ball. A lot of our players on the team would run to the ball, but Gavin sprinted. If he was challenged, he rose to the occasion. We made him our Most Outstanding Lineman not only because of his talents on the field but his leadership. He was committed to the process, he began to lead others to this through guidance and exemplary attendance.
“I am quite proud of Gavin and what he did for us this year.”
“Unfortunately, we came up just short last season, but Gavin taught us how to become a champion and the Lions will be hungry for success next season.”
“I really hope he continues to play football!”
That was high praise for Gavin Katz, indeed. During my conversation with Makie he told me that Gavin’s father was Regan Katz and that Regan was the vice-president and Chief Operating Officer of the Winnipeg Goldeyes baseball team.
I contacted Regan and asked him whether I could get in touch with Gavin. Regan gave me Gavin’s phone number, but when I tried calling him all that I got was his voice messaging. I did leave a voice message, but didn’t hear back from Gavin right away – which should come as no surprise for anyone who’s tried contacting a teenager by phone: They simply don’t use their phones for phone calling – only for texting.
So, on a Saturday morning – when I figured Gavin would probably be at home, I emailed Regan again, asking him whether he could have Gavin call me. It was 10:40 in the morning. Regan responded that Gavin was still asleep.
I wrote back: “What? I thought he’d be up jogging or doing some heavy exercise at 7 AM. What kind of pro football player is he anyway?” (Um, if you’re reading this and not familiar with my writing style, I do veer into sarcasm quite readily.)
In any event, around 11 am Gavin did call me back and we had a most pleasant conversation. After talking to him I could well understand why Coach Makie was so effusive in his praise for him.
I began by asking Gavin where he goes to school?
He said he’s currently in the French immersion program at Ecole River Heights and before that he was also in the French immersion program at Sir William Osler School. Next September Gavin will be going to Kelvin, he said.
We then began to discuss his football career. I asked Gavin when he first started to play organized football?
He said that he started playing flag football five years ago – and that he still plays flag football (which has only five players on a side, as opposed to the 12 players on a side in tackle football). Gavin added that, in addition to playing flag football – which he really loves, he noted, he also coaches and referees flag football.
Gavin’s interest in playing tackle football though, was piqued by his attending a Winnipeg Blue Bombers camp for putative young players four years ago.
“That’s when I first put on pads,” he explains.
Gavin added that he’s been going to Blue Bomber games ever since he was quite young and that, at various times he’s had the privilege of meeting such Blue Bomber greats as Adam Bighill, Nick Demski, Brady Oliveira, and Zach Collaros.
Two years ago Gavin joined the Fort Garry Lions Pee Wee level team (when he was 12).
“My first year I was on the offensive line,” he notes. “My second year (last year) I started as a linebacker, but then I was moved to the defensive line.”
Here’s a link to a clip of Gavin showing his prowess as a defensive lineman in a game last fall: Gavin in action (He’s number 50 in the video.)
Now, while Gavin was not overly tall for his age last year… he was 5’4″ and weighed 135 pounds, he was certainly big enough to play on the defensive line at the Pee Wee level.
But – talk about a growth spurt! Gavin says he grew four inches since the Lions season ended in October; he’s now 5’8″, but even more impressive – he says he’s put on another 35 pounds – and in Gavin’s case, it’s all muscle.
I asked him where he works out and he answered that the family has a home gym, which he uses assiduously, in the evenings.
Gavin says he’s ready to move up to the next level of football, which would be at the Bantam level or Junior Varsity, and that he will try out for the Kelvin Clippers when he enters Kelvin this fall. He says though that he would probably “end up on the practice roster” for the Clippers varsity team where he will be fighting for a playing role, because if he does make the team he’d be among the youngest players on the team (usually Grades 11 & 12 only).
Our conversation then turned to my asking Gavin about his family. I already knew his father’s name, I told him (and that his father was former mayor Sam Katz’s nephew), so I asked him what his mother’s name was? He said it was Mandy or Amanda and that her maiden name was Falk. Gavin also has a younger sister, Brynlee, who is eight, he said.
Gavin notes that he was bar mitzvahed last year. He’s also maintained very high marks in school, he says, getting a 91 in math and an 87 in science.
So, since Scott Taylor had billed Gavin as the “next great Jewish athlete” in his email to me about Gavin, I asked Gavin how far he wants to pursue football?
His answer was that “I’ll go as far as I can.”
Considering that he grew four inches and gained 35 pounds in less than a year, Gavin could very well be big enough soon to play on the defensive line for a team of under 16 year olds but, he says, “I like playing linebacker,” which requires a great deal more mobility than playing on the defensive line.
Still, linebackers have to combine a great many skills, including mobility, strength – and most of all, toughness, as they not only have to stop running backs, they often have to take on offensive linemen as well.
I asked Gavin what he likes most about playing linebacker? His answer: “I like hitting.” (Now, don’t take that the wrong way. It’s simply the enjoyment that many football players derive from the contact that comes with playing tackle football. And these days many young women have begun taking up tackle football for the same reason.)
But, what about injuries? I wondered. Has Gavin suffered any? I asked him.
“I’ve had a few injuries,” he answered. “I dislocated the growth plate in my elbow,” he noted and, “when I was ten I injured my achilles tendon,” he added. However, in neither case did Gavin require surgery – lucky for him.
How far into the future did Gavin see his football career headed? I asked him. He was ready with the answer: “I’d like to play for the Arizona Sun Devils” (the name of the Arizona State football team).
I told Gavin that, in past years (when I was more active as a writer) I’d profiled many young Jewish athletes for The Jewish Post & News. One of the athletes with the most potential was a young hockey player who could skate like the wind, I told Gavin, but unfortunately, he stopped growing and, as his coach at the time told me, he could teach skills, but he couldn’t teach “height.”
In Gavin Katz’s case though, since he’s only 14 and is already growing rapidly, it seem certain that his height and weight are not going to hold him back from continuing to excel at football when he moves up the ladder of stiffening competition as he grows older.
It will be interesting to check in with Gavin on a regular basis in the coming years to see how he’s progressing. Winnipeg’s Jewish community hasn’t produced too many star football players over the years, although I did mention to Gavin that I had done a story about a young man who had played for the Grant Park Pirates several years ago – and that my writing now about Gavin was going to lead me to try to look in our archives for that story to remind me who it was that I had written about – and perhaps whether I could find out anything about where he had gone with his football career.
It turned out that the young man’s name was Nahaniel Lisak and that he had been nominated for the Jewish Athlete of the Year award back in 2022 when he was 17 years old, but was already 6’2″ and weighed an impressive 295 pounds. Here’s what the Rady JCC had written about Lisak prior to that year’s sports dinner: “He was named to the CFC (Canada Football Chat) All-Canadian First Team and was the recipient of the Winnipeg High School Football League (WHSFL) Kas Vidruk Lineman of the Year. At the school level he was named the Grant Park Football Most Valuable Player and was awarded the school’s Football Captain Award. He was runner up for the 2021 WHSFL Defensive MVP & 2021 Harry Hood Citizenship Award. In grade 10 he became a known player in Manitoba and was named a Nationally ranked top 100 player in Canada, being a top 5 Manitoban and top three defensive tackle in the 2022 graduating class.”
I Googled Nathaniel Lisak to see if I could find out anything about him now and saw that he’s realized his dream of attending McMaster University (where he’s in his fourth year of Commerce) and is also a star player for the McMaster Marauders.
So Gavin, if you’re reading this – there’s a stellar example of someone whose career you could emulate. But the Arizona Sun Devils? Couldn’t you settle for the University of Manitoba Bisons? Why do our best and brightest almost always want to leave Winnipeg?
Local News
Chesed Shel Emes project to improve safety, accessibility and parking after acquiring fire-damaged property
By MYRON LOVE The Chesed Shel Emes, Winnipeg’s non-profit funeral chapel and ritual tahara house, has embarked on a new project that will enhance safety, accessibility and provide more parking opportunities.
The new project stems from the Chesed’s acquisition of the property immediately north of the chapel on Main Street at Magnus Avenue. The plan will involve the demolition of the existing house and paving of the lot. This will allow the use of a pre-existing side door in the chapel to be used to transfer coffins directly to the hearse — thus freeing some additional parking in front of the building.
Rena Boroditsky, the Chesed’s long-time executive director, points out that pallbearers will no longer have to carry coffins down the front steps but, instead, walk along a level surface and place the caskets directly into the back of the hearse. As well, the new parking lot will have room for accessible parking.
“We weren’t looking for a new project,” Boroditsky reports. “About a year ago, we learned that the family who owned the home — and had been renting it out for a number of years — was looking to sell after the property suffered a devastating fire. We seized on the opportunity rather than have a retail business open or an apartment block be built that would further complicate the parking in front of our building.”
Boroditsky notes that the finished product will take a couple of years to complete. “Permits take time,” she says. “I expect that we will be able to demolish the house in the fall and have the paving done next year.”
She estimates that the budget for the work will come to about $190,000. “We have applied to the Jewish Foundation of Manitoba and the Asper Foundation for grants,” Boroditsky reports. “We are also appealing to our many generous supporters in the community.”
She proudly points out that Chesed succeeded in raising $4-million for its most recent redevelopment program, in which the 100 year old office and tahara building was replaced with a new structure designed specifically to meet the needs of the Chevra Kadisha.
The new building includes state-of-the-art equipment for the care of the deceased — a larger tahara room with stainless steel counters, new up-to-date refrigeration, mechanical lifts for transferring bodies more safely, and enhanced safety features to improve the experience of volunteers and ensure the dignity of the deceased. The accessible facility also includes expanded storage space for caskets, shrouds, and supplies, a lending library, and private meeting spaces for mourners to gather. That project was completed five years ago.
“We are happy to report that we don’t have a mortgage,” Boroditsky says. “We have always exercised good fiscal management, and have been blessed with community support”.
Chesed Shel Emes began operations in 1930, serving all members of the community regardless of denomination, affiliation, or level of observance. No one is denied service due to financial constraints. Everyone is guaranteed a dignified funeral and burial care. The chapel was opened in 1947 as an active synagogue and community center.
“Over the past few years, we have been hosting more funerals,” Boroditsky notes, “in part because the Shaarey Zedek was closed for renovations for almost two years, and the Etz Chayim relocated to Wilkes Ave. As a result, more people were able to see that we offer a clean, warm and welcoming space.
Readers who wish to make a gift to support the “Opening New Doors” campaign can phone Rena at 204-582-5088, or visit the website at www.chesedshelemes.org New Chesed Shel Emes project will improve accessibility, allow for more parking in front
