Your Support Services Network (YSSN) has an incredible volunteer Board of Directors that looks for like-minded leaders who want to be a part of effecting positive, lasting changes for people in our community.

For more than 40 years, our Board has been the strategic foundation of our organization. They have guided YSSN’s growth and development to become an integrated hub of services and supports for people who live with serious mental illness, a developmental disability and/or have complex service needs.

If you are looking for a unique opportunity to volunteer your talents toward strategic thinking, organizational growth or financial oversight, and support the work of a community agency that is dedicated to helping people to live their best lives, please consider joining our Board.

We are looking for people who will have:

• a diverse perspective that reflects the culture and make-up of our community
• a personal connection and desire to make a difference in York Region, Simcoe County or Durham Region
• skills or lived experience in accounting, local government, fundraising, children’s services, or the mental health and developmental services system
• a willingness to serve a minimum three-year term
• availability to attend regular monthly meetings (up to 10 per year)

If you are interested in exploring this opportunity, we would love to hear from you. Please contact ed@yssn.ca by February 25, 2026.

The post Your Support Services Network (YSSN) appeared first on Capacity Canada.

Developers and builders want to make money today not tomorrow and the housing gravy train has been very good to them for many decades.  Just as they prefer to talk about building overpriced and grossly out of reach homes for the unhoused we have our Regional Chair Karen Redman  jauntily advising all and sundry that "...this is not about blame, this is about building a path forward." While I disagree with much of Kitchener mayor Barry Vrbanovic's comments which appear to show his dedication to the development industry, nevertheless he did strike a chord with his wish for all to know what happened to suddenly drop the bottom out of being ready for one million people here in the Region by 2051. 

Mrs. Puopolo and Masseo, developers, both want to believe that the water shortage is an engineering problem not an environmental or sustainability issue.  Minor (to them) facts such as low water elevation readings in a major aquifer are not setting off alarms as they should. I expect that these two gentlemen wouldn't concede a water shortage until the day they turn on the tap and nothing but dust comes out. Clearly freezing development permits until after the problem is both clearly defined AND if required greatly improved; is the proper action. 

Proper action also includes answering the question how did this problem sneak up on us? Obviously the Region's water department does not have an accurate handle on how much water is available from the Waterloo and Wellesley Moraines  plus from other aquifers in and around the Region of Waterloo such as Bedrock Aquifers in Cambridge, the Elmira Aquifers and more. Also I wonder just how reliable the Grand River is looking these days with the effects of greater extremes in weather upon us. 

It seems to me that often those like ex Woolwich councillor Mark Bauman and Regional Chair Karen Redman who trumpet "I won't play the blame game" do exactly that while pointing the finger at others rather than themselves.  

Remember the groundwater contamination in Waterloo Region is not only TCE (trichloroethylene), benzene, chlorinated solvents, NDMA; it's also nitrates, glyphosate (Round Up) and salt.  The salt of course comes from our roads and sidewalks in the winter to reduce slips and falls as well as auto accidents. In today's K-W Record however we learn that a new gravel pit in Wilmot Township, situated above the Waterloo Moraine has been accepting truckloads of snow this winter.  The title of the article by Terry Pender is "Ministry shuts down snow dump in Wilmot Township". One estimate is 50 truckloads of snow in the past two weeks being dumped at the surface of the Waterloo Moraine in the groundwater recharge zone.  The likelihood of this snow being contaminated with salt either from roads, driveways or parking lots is extremely high. 

Snow dumping is not permitted at this gravel pit under the license issued by the Ministry of Natural Resources (MNR) hence the owner was ordered to cease and desist. Allegedly the MNR. conduct regular inspections to ensure compliance with the terms of their gravel pit license however just like their sister ministry the MECP (Ministry of Environment, Conservation and Parks), that is highly unlikely especially in the winter time. This case like many was initiated by local citizens' complaints. 

The timing of course is exquisite as just last week the Region of Waterloo announced that more water would be diverted from the Shingleton Wellfield in Wilmot Township to K-W and Elmira. Kudos to Rory Farnan and Samantha Lernout of "Citizens for Safe Groundwater"  for their vigilance and action. 

I too in decades past have reported gravel pits for illegal dumping up here in Woolwich Township. Unfortunately there wasn't at the time a very public water supply crisis and absolutely nothing was done by our unesteemed Ministry of Environment (MOE) . Unfortunately gravel pits especially near the end of their gravel production time are prime areas for burying stuff you can't (or shouldn't) take to the Waterloo Region, Erb St. Landfill. I would think that dirty snow from our streets and highways is a prime candidate for illegal dumping in multiple Regional gravel pits in the winter because come spring the evidence literally melts away. 

Closer to home let's not forget our own snowdump here in Woolwich Township. It's right above the former First St. Landfill which is actually sitting upon reclaimed ground that used to be below the Canagagigue Creek before it was straightened in 1963 or 64 to allow the building of the Elmira Sewage Treatment Plant. Where exactly do you think all the salt, debris and contaminants end up every spring after snowmelt?  

Quoting Rory Farnan "All this talk of protection, but no teeth." He is correct and it is done intentionally by our politicians at all levels. They pass legislation allegedly to protect their citizens but rarely include serious enforcement provisions because afterall our developers, industrialists, gravel pit operators and employers are all well organized into lobby groups and who also financially support political parties while demanding relief from onerous and strict enforcement of many laws. 

Rounds has a Kotlin server that integrates a few things:

• PostgreSQL persistence via SQLDelight (hosted on PlanetScale!)
• WebAuthn4J for Passkeys
• kotlinx.html for dynamic web pages
• Ktor for HTTP binding

The service uses six database tables. The business domain tables are Game and GameEvent. Support for auth, sessions, and collaborative editing adds Account, Cookie, Passkey, and GameAccess.

Decomposing code into modules is something I’ve struggled with for a long time.

One some projects I’ve screwed up by putting too much responsibility into a single module. Big modules are slow to build and test. Their size means they’ll change more frequently and will be rebuilt more frequently. Decomposing them into smaller modules is difficult because it requires introducing abstraction boundaries where there aren’t any. Consumers of big modules also suffer because they drag in unwanted behavior.

On other projects I’ve made the opposite mistake by having too many modules. Each module requires its own build file, where I paste repetitive configuration. I get particularly frustrated when a new feature depends on multiple too-small modules: do I introduce a new dependency between these modules? Or do I introduce yet another module that depends on the others? Consumers of my modules choose what they want à la carte, but must write verbose build files in the process.

Ralf Wondratschek presented a pattern that was critical in decomposing the Square POS Android app. Each feature starts with three modules:

• public: the feature’s public API interfaces and value objects.
• impl: the feature’s implementation classes. It provides service objects that implement the public API.
• impl-wiring: dependency injection glue that binds the interfaces in public to their implementations in impl.

The full set of features are assembled together into an executable by an app module that depends on all of the impl-wiring modules.

Ralf also introduced a strict rule: projects can’t depend on each other’s impl and impl-wiring modules; they may only depend on each other’s public modules.

This scheme requires a lot of setup! But it yields compelling benefits:

• All impl modules can build in parallel!
• Changes to one impl module never causes other impl modules to rebuild. The build caches get lots of hits!

It’s simple and scalable and I wish I’d come up with it. Here’s what the scheme looks like for Rounds’ server. I’m using different words ’cause I dislike the word impl, and I put my wiring in the implementation module. I’m not using a dependency injection framework yet!

server
 |-- accounts
 |   |-- api
 |   '-- real
 |-- games
 |   |-- api
 |   '-- real
 |-- passkeys
 |   |-- api
 |   '-- real
 |-- server-development
 |-- server-staging
 '-- server-production

The last 3 server-* modules build executables for each environment that Rounds runs in. Each depends on all of the real modules.

The games/api module depends on accounts/api because each GameAccess entity has an associated AccountId. Similarly, accounts/api depends on passkeys/api for PasskeyId.

Most of the code is in real modules, and most of the code can build in parallel.

But I dislike dependencies between api modules. They build sequentially because there’s a dependency chain spanning them. I also have to carefully avoid creating a dependency cycle between these: it’s arbitrary that accounts/api depends on passkeys/api and not vice-versa!

When I look closer, the dependencies between my api modules is limited: I’ve got typesafe ID classes (AccountId, PasskeyId, etc.) and I reference these in my service interfaces. The fix is simple: introduce a new identifiers module with just that stuff:

server
 |-- accounts
 |   |-- api
 |   '-- real
 |-- games
 |   |-- api
 |   '-- real
 |-- identifiers
 |-- passkeys
 |   |-- api
 |   '-- real
 |-- server-development
 |-- server-staging
 '-- server-production

Now the various *-api modules depend on identifiers, and it defines simple value objects for all of my features:

package app.rounds.identifiers

data class AccountId(val id: Long)

data class CookieId(val id: Long)

data class GameAccessId(val id: Long)

data class GameEventId(val id: Long)

data class GameId(val id: Long)

data class PasskeyId(val id: Long)

The net result is a module dependency graph with nice symmetry and practical benefits.

Are you interested in making a meaningful contribution to Burlington’s vibrant arts scene? Are you passionate about the performing arts? The Burlington Performing Arts Centre is seeking a broad range of skilled leaders to join our Board of Directors. As we enter our 15th season of bringing world-class performances and experiences to downtown Burlington, we’re looking for dynamic individuals with diverse skills and talents who can help shape the future of our performing arts centre and Burlington’s cultural community. Whether your expertise lies in legal, investment management or community leadership, there’s an opportunity to contribute your talents while being part of something transformative.

The Burlington Performing Arts Centre (‘BPAC’) is a state-of-the-art, LEED Gold Certified facility designed by Diamond Schmitt Architects. Since it opened in September 2011, BPAC has become the focal point for performing arts activity in Burlington, providing close to 400 days of use between the 720-seat Main Theatre, the 165-seat Community Studio Theatre, the Family Lobby and the outdoor Plaza. BPAC is a charitable not-for-profit organization, a presenter, a rental venue, an educator, a community hub and the focal point for performing arts activity in downtown Burlington.

The BPAC Board of Directors welcomed Sara Palmieri as its new Executive Director in February 2025 and named Peter W. Van Dyk its new Board Chair by acclamation in November 2024.

The Board completed a new Strategic Plan for 2024-2027, identifying four key strategic objectives which will define success for The Burlington Performing Arts Centre:

A successful Burlington Performing Arts Centre will be:

1. A place where all feel welcome. An organization committed to diversity, equity, inclusion, belonging, and access to the performing arts.
2. A financially stable organization with the resources necessary to accomplish its mission.
3. A cultural hub that attracts diverse audiences and artists through a balanced programming model that presents professional and community performances.
4. An employer of choice that attracts the best in the business.

To read our 2024-2027 Strategic Plan, click here.

To read our Annual Reports, click here.

The Burlington Performing Arts Centre (‘BPAC’) offers the best in the performing arts to the Burlington community and beyond. We nurture and support local artists, arts organizations and promoters, and we engage the citizens of Burlington in meaningful arts experiences, animating the community and enriching people’s lives. Our vision is to capture the hearts and minds of the community through the power of the performing arts by entertaining, engaging and inspiring the citizens of Burlington, maintaining active engagement with the whole community and by taking a leadership role in community cultural development.

The Burlington Theatre Board Inc. is a governance board composed of volunteers responsible for the stewardship and general oversight of the organization. The Board provides strategic direction to the Executive Director and meets approximately seven times a year, with additional time
expected for sub-committee work.

The Burlington Theatre Board Inc. is currently seeking Board members with skills and experience in legal, investment management and community leadership, as well as a passion for the performing arts. Prior Board experience is not mandatory, but certification and a designation from the Institute of Corporate Directors would be an asset. BPAC Board members serve for 4-year terms and may serve for up to two consecutive terms (8 years total).

Board members are expected to:

• have deep ties in the Burlington community;
• be members of The Burlington Performing Arts Centre;
• participate in seven Board meetings, held both in person and virtually;
• participate in a minimum of one Board Committee (Audit and Risk Committee / Governance, Ethics and HR Committee / Development & Relationship Management Committee and Ad Hoc Committees as required), which may meet monthly;
• support BPAC functions and events (either through attendance or by other means);
• make an annual financial contribution that is personally meaningful, and/or actively support fundraising efforts through strategic introductions and engagement with the development team;
• act as ambassadors for BPAC.

To read about our current Board Directors, click here.
To learn about our membership program, click here.

Please send your CV and letter of interest as one document in PDF format to bpacboard@gmail.com on or before February 28, 2026.

If you have any questions about the application process, please send them to bpacboard@gmail.com and a member of the Governance, Ethics and HR Committee will respond.

The Burlington Performing Arts Centre is proud to be an equal opportunity workplace. We celebrate diversity and are committed to an inclusive environment for all employees, volunteers, patrons and artists. BPAC is actively interested in supporting BIPOC and 2SLGBTQI+ community members and we encourage members of these communities to apply. We thank all applicants for their interest. Interviews will take place in mid-March, 2026.

Burlington as we know it today is rich in history and modern traditions of many First Nations and the Métis. From the Anishinaabeg to the Haudenosaunee, and the Métis – our lands spanning from Lake Ontario to the Niagara Escarpment are steeped in Indigenous history. The territory is mutually covered by the Dish with One Spoon Wampum Belt Covenant, an agreement between the Iroquois Confederacy, the Ojibway and other allied Nations to peaceably share and care for the resources around the Great Lakes. We would like to acknowledge that the land on which we gather is part of the Treaty Lands and Territory of the Mississaugas of the Credit.

The post The Burlington Performing Arts Centre (BPAC) appeared first on Capacity Canada.

Success Beyond Limits is a collaborative, youth-led, community based movement that provides youth with holistic supports to complete their education and experience success in their lives.

A collaborative, youth-led, community based movement that provides youth with holistic supports to complete their education and experience success in their lives.

To improve educational outcomes, expand possibilities, and support youth in Jane and Finch along their individual paths to success.

Success Beyond Limits exists to provide youth with the opportunity to progress from where ever they are to where ever they want to be.  This is reflected in our programming, in which Mentees become Mentors-in-training, then become Mentors, who go on to play a variety of roles within our organizations (as tutors, co-op students and board members), eventually making contributions to the broader community.

Youth-led: Everything we do aspires to and is designed for establishing youth ownership of SBL by engaging and responding to the voices of youth. Youth are involved in our governance, as well as planning, adjusting, and delivering programming.

Collaborative: The common ground of success in education for our youth is where we meet with individuals, organizations, agencies, institutions and movements.

Community Based: Our focus, mandate and staffing are community-based, community-focused, and community-empowered.

Flexibility: All of our programming stays flexible in order to respond to the voice of the youth and their changing needs.

Our focus is to reduce the impact of external factors that negatively affect the educational success of youth in Jane-Finch.  We operate a 6-week summer program that offers credits, mentorship, youth employment, enrichment, nutrition, engagement, graduation, and relationship building.

We continue our support through our presence within Westview Centennial Secondary School, where we operate a youth space.  Through this space, our staff support youth during the school day, run an after-school program, and connect youth to an array of diverse opportunities.

The Board will elect a Treasurer to support the Board of Directors in their function of financial governance. The Treasurer will be qualified and experienced in overseeing the finances of organizations, as assessed by the Board of Directors, preferably be a CPA, and preferably having experience with non-profit organizations.

The Treasurer and Co-Executive Director (Operations) will meet (at minimum) on a bi-monthly basis.

The responsibilities of the Treasurer will include the following:

1. Annual review of the organization’s financial policies and procedures
2. Monitoring actual vs. budgeted allocations and ensuring any significant changes are reported to the Board on a quarterly basis
3. Review of annual operating budget
4. Review of existing monthly financial statements and reports
5. Work with Co-Executive Director and Finance Committee to implement, monitor, and evaluate financial controls and systems controls.
6. Review and recommend the quarterly financial statements to the Board, as prepared by the Co-Executive Director (Operations)
7. Provide guidance and support to the External Auditor, Bookkeeper, and Co-Executive Director (Operations) to ensure the timely completion of the audit.
8. Review and approve the audited annual financial statement on behalf of the Board; present the statement to the Board
9. Recommend an External Auditor to the Board for approval at the Annual General Meeting
10. Annual review of the organization’s Charitable Return to the CRA
11. Annual review of the organization’s insurance policies, including the Directors’ and Officers’ Liability Policy
12. Act as the subject matter expert surrounding all financial management and strategy
13. Chair the Finance Committee and the coordination of committee activities

The Board Director with expertise in Finance and Accounting will contribute their general knowledge or subject matter expertise on topics related to:

• Understanding Financial Statements: Ability to interpret balance sheets, income statements, cash flow statements, and other financial reports.
• Budgeting: Experience in overseeing the creation, implementation, and monitoring of organizational budgets.
• Financial Analysis: Ability to assess financial performance, identify trends, and make recommendations for improvement.
• Cost Management: Knowledge of controlling costs and improving efficiency while maintaining quality.

• Familiarity with accounting principles (e.g. NFPS) and an understanding of how they apply to the organization.
• Ability to review accounting practices and ensure compliance with financial regulations.

• Ability to identify, assess, and mitigate financial risks.
• Understanding of insurance policies, investments, and potential liabilities to protect the organization from financial threats.

• Experience in long-term financial planning to ensure sustainability.
• Knowledge of how financial decisions affect the overall strategy of the organization.
• Ability to make informed decisions about resource allocation, investments, and fundraising.

• Understanding of various fundraising strategies and how financial performance impacts fundraising efforts.
• Ability to evaluate the financial aspects of funding sources and partnerships.

• Board Meetings: Approximately 2 hours four times per year for Board meetings (typically virtual) and an AGM.
• Committee Meetings: Committees typically meet monthly or bimonthly

*Adopted from boardsource.org/resources/board-member-job-description/

The Treasurer is a volunteer, non-paid role, and is an executive member of the SBL Board of Directors. If you have any questions about the role or are interested in volunteering on the SBL Board of Directors, send your questions and/or resume to Tammie Orifa at tammie_orifa@hotmail.com.  Directors on the SBL Board are expected to adhere to the Privacy and Confidentiality policies of the organization and must express any known or potential conflicts of interest while affiliated with the organization.

To learn more about Success Beyond Limits, please visit their website at www.successbl.com/.

The post Success Beyond Limits appeared first on Capacity Canada.

The past few months in my house have been…a lot. A layoff has shaken our routine. The holidays showed up but didn’t really sparkle. Then came the flu, followed by Snowmageddon 2026, because apparently the universe wanted the full set.

Life felt like pushing a boulder uphill in slow motion. I was still showing up for work, still showing up for my family, still trying to keep the wheels turning. But inside? I was so far beyond tired that “exhausted” didn’t even feel like the right word anymore.

Then something unexpected happened. I got assigned to a new project with a team of coworkers I don’t normally collaborate with. Nothing dramatic, it was just a shift with a new mix of people with different energy.

It turned out to be the lifeline I didn’t even realize I needed.

These incredible women didn’t try to fix me. They didn’t swoop in with advice or solutions. They simply reached across the invisible workplace boundaries we pretend aren’t there and reminded me what real support feels like.

They made space for me to breathe again, just by listening and showing up.

Why Coworker Support Matters More Than Ever

We spend nearly a third of our lives at work, so it makes sense that the people around us matter, often more than we admit.

A 2025 study from Frontiers in Public Health found that almost half of U.S. workers report chronic work‑related stress that affects emotional, cognitive, and social well‑being (www.frontiersin.org).

But here’s the part that doesn’t get talked about enough:

Employees who feel supported in their mental health are twice as likely to report no burnout or depression compared to those who don’t (www.mindsharepartners.org).

Supportive peers aren’t a workplace perk. They’re a buffer, a stabilizer, and a quiet form of resilience.

Peerness Isn’t Therapy, But It Is Powerful

My coworkers didn’t hand me a five‑step plan for emotional recovery. They didn’t load me up with pep talks or clichés. What they offered was much more meaningful, just presence, honesty, and genuine kindness.

And somehow that shifted the emotional weather of my days. The moments that mattered most were small:

• A teammate saying, “You don’t have to carry this alone.”
• Someone acknowledging that yes, things had genuinely been a lot.
• A shared laugh that cracked through the fog.
• A “How are you?” that wasn’t just workplace choreography.

None of these moments were big or dramatic. But they grounded me. They reminded me that I wasn’t navigating this season alone.

And research backs it up: peer support strengthens resilience, improves coping, and reduces stigma in workplace mental‑health efforts (journals.sagepub.com, psycnet.apa.org).

But honestly? I didn’t need research to tell me that. I could feel it in my breath, in my shoulders and in my head and heart. They weren’t trying to fix “Crystal.” They were reminding me I didn’t have to white‑knuckle my way through everything.

Workplace Community Isn’t Accidental, It’s Built

One of my favorite truths from adult learning is that learning is social. We learn through experience, reflection, modeling, and connection.

This season reminded me that the most meaningful lessons at work don’t always come from training programs or leadership workshops.

They come from people.

• Seeing colleagues model openness
• Witnessing resilience up close
• Being part of a team that values people as much as results

This is community and it matters. Organizations that intentionally invest in psychological safety and openness see measurable improvements in employee well‑being and connection (mhanational.org).

But culture isn’t built in a strategy document. It’s built in mini‑moments, peer to peer, meeting to meeting, Zoom to Zoom.

What My Team Taught Me (That You Might Need Too)

Here are the lessons I’m carrying with me:

Small gestures can change an entire day. Even minutes of genuine empathy measurably improve well‑being (psycnet.apa.org).

Workplace relationships affect more than your performance. Strong peer connections reduce burnout and support overall satisfaction (journals.sagepub.com).

Openness creates more openness. Nearly 46% of employees still fear discussing mental health at work (www.mindsharepartners.org).

It’s okay to need your coworkers. Not as therapists, just as fellow humans.

Community is a form of resilience, and resilience is rarely built alone.

The Quiet Power of Community

Workplace community isn’t loud. It doesn’t trend. It doesn’t go viral. But it matters, quietly, consistently, profoundly.

And if your own cup is running low right now, I hope you find coworkers who show up for you in the small, steady ways that make a big difference.

Or maybe today is your chance to be that person for someone else.

The Quiet Power of Workplace Community was originally published in Code Like A Girl on Medium, where people are continuing the conversation by highlighting and responding to this story.

♦

The Treasurer and Chair of the Finance, Audit, and Risk Committee (FARC) plays a critical leadership role on CEE’s Board of Directors. The role ensures sound financial oversight, strong risk management, and accountable governance aligned with CEE’s mission to support the advancement and economic empowerment of young Black professionals.

As a Board member, the Treasurer contributes to strategic decision-making, helps shape Board meeting agendas, and serves as a key advisor on the financial implications of organizational priorities. This is a volunteer Board position, and the Treasurer also serves in the capacity of CEE’s volunteer Treasurer, supported by the Executive Director (ED) and Director of Finance.

• Fulfill all duties outlined in CEE’s Board Member role description.
• Act in the best interests of the organization and its mission.
• Help develop Board meeting agendas related to financial, audit, or risk matters in collaboration with the Board Chair and ED.
• Participate fully in Board meetings, strategic sessions, and retreats.
• Provide governance-level oversight while partnering appropriately with staff leadership.

This position is for a working board member. Candidates should be prepared to take an active, hands-on role in supporting the organization through committee participation, project-based work, and other operational contributions as needed.

• Provide strategic financial leadership and ensure the Board receives clear, timely financial information.
• Review, interpret, and present monthly/quarterly financial statements, forecasts, and variance analyses.
• Support and advise on the development of the annual operating and capital budgets.
• Ensure appropriate internal controls, financial policies, and reporting systems are in place.
• Monitor organizational performance against approved budgets and highlight emerging risks or opportunities.
• Advise the ED and Director of Finance on financial strategy, sustainability, and trends affecting the organization.

• Act as the primary liaison between the Board and CEE’s financial leadership (Director of Finance, ED, and relevant staff).
• Maintain a partnership-based working relationship with staff while respecting operational boundaries.
• Seek clarification from staff on financial risks, pressures, forecasts, and opportunities to support Board-level decision-making.
• Ensure that the Finance team is adequately resourced and supported to meet reporting requirements.

• Ensure CEE meets all financial regulatory requirements including CRA filings, ONCA (or Canada NFP Act) reporting, and annual returns.
• Oversee the annual audit or review engagement, including auditor selection and evaluation.
• Support the timely preparation and presentation of audited financial statements to the Board.
• Monitor progress on audit recommendations and internal control enhancements.

• Lead the Finance, Audit & Risk Committee in developing annual work plans, priorities, and meeting agendas.
• Facilitate at least eight FARC meetings per year, ensuring informed discussions and clear recommendations.
• Assess organizational risks (financial, operational, legal) and ensure mitigation strategies are in place.
• Recommend investment, reserve, banking, and debt strategies within Board-approved guidelines.
• Ensure CEE maintains appropriate insurance coverage for the organization and its Directors & Officers.

• Help develop Board meeting agendas, particularly regarding financial strategy, audit oversight, or risk decisions.
• Report committee findings and recommendations to the Board in a clear and actionable format.
• Support recruitment and onboarding of new FARC members.
• Foster a transparent and collaborative culture across the committee and Board.

• Professional designation:
  • CPA strongly preferred, but candidates with a CFA or other relevant financial credentials are also welcomed.
• Minimum three years of experience serving on a Board (nonprofit or corporate) is preferred.
• Proven experience interpreting financial statements and overseeing budgets.
• Understanding of or willingness to learn nonprofit finance, CRA regulations, and ONCA/NFP requirements.
• Demonstrated leadership experience in committees, financial strategy, risk management, or audit oversight.
• Strong integrity, sound judgment, and commitment to CEE’s mission.
• Availability to provide appropriate oversight and attend meetings (approx. 5–7 hrs/month).

• Appointed at CEE’s Annual General Meeting for a two-year term.
• Renewable up to three consecutive terms.

• Bi-monthly Board meetings.
• Minimum eight FARC meetings annually.
• Review of financial reports and audit materials before meetings.
• Regular communication with the ED and Director of Finance.
• Participation in CEE community events and stakeholder engagements.

Apply Today via secure.collage.co/jobs/ceetoronto/59266 

The post CEE Centre For Young Black Professionals appeared first on Capacity Canada.

It may be too much to hope for. Our politicians do best looking at short term problems not long term ones. Federally that would also apply to crime which by its' nature tends to be quiet and at least somewhat hidden from most of our views especially depending upon where we live. I expect that illegal drug use and petty crime go hand in hand in our inner cities and organized crime more obvious in Toronto, Hamilton, Montreal and Vancouver with unfortunate hot spots in Winnipeg, Thunder Bay and economically disadvantaged cities. Our federal government's response is to confiscate legally acquired firearms whose owners are licensed from the very same federal government. My understanding is that convicted criminals plus those with a history of serious mental illness can not obtain firearms licenses. So the federal government's crime fighting consists of disarming those proven to be law abiding.  That plan should work by fooling the public for what ten minutes, ten days, ten months ?

On January 26, 2026 the K-W Record published an article by a Director of the Institute for Water, Environment and Health, Mr. Kaveh Madani. His premise is that "Many natural water systems are no longer able to return to their historical conditions. These systems are in a state of failure - water bankruptcy." He further states "Despite these problems, nations continue to increase water withdrawals to support the expansion of cities, farmland, industries and now data centres." He has many other suggestions including respecting the science that tells our politicians when enough is enough. In other words don't keep growing and expanding population and economic growth blindly believing that engineering can solve all problems including water shortages. On its' own it cannot.

I'm still waiting for Wilmot Township to respond to the Region's plans for taking more water from their groundwater to satisfy Kitchener, Waterloo , Elmira etc. Why shouldn't the mayor of Wilmot, Natasha Salonen tell Woolwich to clean up their own act? Clean up our Uniroyal, Nutrite and Varnicolor Chemical contaminated groundwater so that we can once again be self-sufficient in water. When Cambridge finally admit their issues with TCE (and more) contaminated groundwater and actually seriously attempt to remove it at source rather than at their treatment facilities (Middleton Well Field etc.) then they might actually have enough reasonably priced water to send to K-W. The failure to clean up Breslube (now Safety-Kleen) decades ago assisted in shutting down two Kitchener wells, K70 and K71. Does Ms. Salonen think building a massive 700 acre industrial facility on top of agricultural land, combined with pumping groundwater on behalf of Kitchener-Waterloo  actually solve anything?

Difficult decisions in the PUBLIC interest need to be made now.   

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How Business Internet Pricing Works | Execulink Business

Learn what affects business internet pricing, including speed, location, service type, and contract options, so you can choose the right fit for your business.

How Business Internet Pricing Actually Works

Key Takeaways

• Business Internet pricing depends on location, service type, and capacity needs.
• Available speeds and pricing can vary by address based on network infrastructure.
• Speed is about capacity and consistency, not just headline numbers.
• Contract and month-to-month options serve different business needs.

When businesses compare Internet options, pricing can seem unclear at first. That’s because business Internet is structured differently than residential services, and it’s designed that way to support reliability, performance, and multiple users during the workday.

This article explains how business Internet pricing actually works, what affects it, and when it makes sense to review your current service.

How business Internet pricing is determined

Business Internet pricing is not one-size-fits-all. It reflects a combination of technical and operational factors that help ensure consistent performance for business use.

1. Service availability depends on location

The first factor that affects pricing and available options is location.

Different addresses are served by different types of network infrastructure. As a result:

• Available speeds may vary by address
• Some technologies are available in certain areas but not others
• Pricing reflects the network required to deliver the service

This is why businesses are often asked to qualify their address before finalizing Internet options. Address qualification helps ensure expectations match what can realistically be delivered to that location.

Qualify your address

1. Speed is really about capacity

For businesses, speed is less about “how fast” and more about how much activity the connection can support at the same time.

Higher speeds typically provide:

• More capacity when multiple users are online
• Better performance during peak usage times
• Greater support for cloud-based tools and applications

Choosing the right speed is about selecting a level that fits how your business operates today. not simply choosing the highest available number.

1. Pricing reflects the type of service delivered

Business Internet pricing generally accounts for:

• The underlying network infrastructure
• The selected speed or capacity
• Service reliability and support expectations

While two services may use similar access technology (such as fibre), pricing can differ based on how the service is delivered and supported. Some services are designed for everyday operations with standard support expectations, while others include defined service commitments, faster restoration targets, and expanded support availability.

Understanding this distinction helps explain why business Internet pricing can vary even when speeds appear similar.

Fibre services can be delivered in different ways

Fibre describes the connection type, not the service level.

Two fibre-based services can look similar on paper (especially if the speeds are comparable), but pricing can differ based on how the service is delivered and supported.

Some fibre services are built for everyday operations with standard business support. Others include defined service commitments, proactive monitoring, and faster restoration targets, which can matter more for businesses with low tolerance for downtime.

This distinction helps explain why business Internet pricing can vary even when speeds appear similar, and why different businesses choose different service levels based on operational risk.

♦

Actual availability, restoration targets, and support hours depend on provider and location.

1. Contract vs. month-to-month options

Business Internet services may be offered under a contract or on a month-to-month basis.

In general:

• Contract options often provide more predictable pricing over time
• Month-to-month options offer flexibility but may be subject to price changes

The right choice depends on how long you expect to remain at a location and how important pricing stability is for your business.

1. When it makes sense to review your Internet setup

Businesses commonly revisit their Internet service when:

• Teams grow or usage increases
• More tools move to the cloud
• Performance feels strained during busy periods
• Planning ahead for the year

A short review can help confirm whether your current service still fits your needs, or whether a small adjustment could improve day-to-day performance.

Explore business internet options

Frequently Asked Questions

Why does business Internet pricing vary by address?
Different locations are served by different network infrastructure, which affects available speeds, service types, and delivery costs.

Is faster Internet always better for a business?
Not necessarily. The best option is the speed that provides enough capacity for your users and applications without paying for more than you need.

What’s the difference between business and residential Internet?
Business Internet is designed to support multiple users, consistent daytime performance, and business-critical applications, which influences how it’s structured and priced.

Should I choose a contract or month-to-month plan?
That depends on how long you plan to stay at your location and whether predictable pricing is a priority for your business.

About the Author

Execulink Business Team

The Execulink Business team specializes in business Internet, voice, and connectivity solutions for Ontario-based organizations. With experience supporting small and mid-sized businesses across a range of industries, the team focuses on clear service options, predictable pricing, and local support.

The post Execulink Telecom: How Business Internet Pricing Actually Works appeared first on Greater KW Chamber of Commerce.

I remember being the “new girl” on the engineering team. I had just landed my first code selection for production deployment, a moment that felt like winning a bravery award. I was riding high on that validation until the alerts started screaming!!

“Who pushed that change?” the whisper got louder. My brain short-circuited. My nervous system flipped into a primal surge of Fight, Flight, or Freeze. I wanted to disappear and fix it simultaneously.

That was my introduction to the Red Zone, the intersection of high-stakes responsibility and Workplace Stress. While our corporate environments evolve at the speed of light, our nervous systems are still running on ancient software.

To survive and thrive, we have to understand that Corporate Pressure doesn’t disappear as we grow, it just changes its “circumference.”

In the beginning, my world was narrow. Finishing a single task felt like a monumental achievement. I remember celebrating a completed ticket in total isolation, treating it like a standalone victory rather than a small piece in a massive puzzle.

The Shift: From Mastery to Foundation
At this stage, your pressure circumference is small. Your world is your desk and your immediate output. The pressure oscillates between high intensity but low complexity; it’s almost always the internal whisper of: “Am I good enough?”

To excel here, you must realize that these small wins aren’t just tasks , they are the nervous system training grounds for your Professional Growth.

As I proved myself, the “reward” was more responsibility. Working and managing began to overlap. Suddenly, multitasking increased by manifolds. I wasn’t just responsible for my code; I was responsible for the flow of the project.

The Shift: From Output to Presence

As your circumference expands, your presence is demanded in more meetings and your brain is expected to hold more answers. The pressure is no longer just about “the work”, it’s about the Management Skills.

To excel at this level, energy management becomes more important than time management.

Eventually, I moved beyond systems and into the realm of stakeholders and global clients. I started handling critical projects with people from different cultures, backgrounds, and conflicting expectations.

The Shift: From Systems to Humans

When your circumference goes global, you become the face of the organization. The pressure becomes human-centric. The pressure becomes human-centric, requiring a high degree of Emotional Intelligence (EQ). You quickly realize that understanding a complex codebase is often easier than understanding a complex human.

To handle this level of pressure, you must trade your technical ego for cultural intelligence and empathy. You aren’t just solving problems; you are managing emotions, politics, and visions.

The environment changes, but our nervous system stays the same. The “Red Zone” never truly goes away; the stakes just get higher and the circumference gets wider.

The key to handling Corporate Pressure isn’t to wait for it to disappear but to expand your capacity to hold it without breaking.

Next time the alerts start screaming, whether they are server alerts or angry emails, take a deep breath. You aren’t just fixing a problem; you’re upgrading your internal software for the next level of the game.

“The pressure doesn’t get smaller; you just get better at carrying it. If this resonated with you, give it a ‘clap’ so others in the Red Zone can find it, too.”

The Corporate Red Zone: Why Pressure Scales Faster Than Your Skills was originally published in Code Like A Girl on Medium, where people are continuing the conversation by highlighting and responding to this story.

♦

KITCHENER - The Kitchener Panthers are proud to announce the signing of lefty relief pitcher Jake Liberta.

Liberta first arrived to Kitchener at the transaction deadline in 2025.

In five regular season appearances, he had an 11.25 ERA in 12 innings of work. The ERA doesn't tell the whole story, as without a rough appearance against Welland on Aug. 14, his ERA would sit at 5.59.

Liberta struck out 16 batters during the regular season, and punched out another four in two playoff appearances.

Before his time in Canada, Liberta played in Germany as both a pitcher and outfielder.

He win a championship in 2021 in the California Prospect League and a Northwoods League title in 2023 with the Green Bay Rockers.

Liberta is a graduate of the University of Hawaii Hilo (NCAA D2).

============

JAKE LIBERTA

• Bats/Pitches: L/R
• Hometown: Phoenix, AZ (IMPORT)
• Birthdate: December 19, 2000
• Pronunciation: Jake lib-URR-tuh

Why do I say "Thank Goodness" above regarding our water crisis getting nasty? I say it because history has shown that when all the stakeholders get together, hold hands and sing from the same choirbook; the public get it in the ear. In fact it's almost a given. The prime local example is the 1989 Elmira Water Crisis.  As long as the Ministry of Environment (M.O.E.) and Uniroyal Chemical were at each others throats in front of the Environmental Appeal Board (EAB), then the public were learning all the dirty environmental secrets of a multi-national, multi-billion dollar corporation . The plan was for the M.O.E. to then take the stand for examination and cross-examination after Uniroyal were finished. It never happened because Uniroyal knew that they had the dirt and the goods on the M.O.E. who were more than willing to sell out the public interest in order to save their own credibility and reputations. This the M.O.E. did by offering a sweetheart deal which allowed Uniroyal to save hundreds of millions of dollars in cleanup costs. These saved cleanup costs included both the downstream Canagagigue Creek as well as not forcing Uniroyal to remove as many DNAPLS as possible on and off their site.

The hoped for nastiness today is between local developers & builders  against the Region of Waterloo. It's even possible that we might see some sort of Region versus the province nastiness if we are very lucky. Do not be fooled by peace, love and harmony between essentially hard nosed, play it close to the line parties with vastly different interests. The developers and builders will quite happily build homes and commercial buildings to our very last drop of water as long as they get paid to do so. Regional Council politicians want status, recognition and when possible legacy projects to cement their reputations. Unfortunately most of them aren't remotely smart enough to actually be able to understand water systems or for that matter anything technical at all. including financing and budgets. This they do not want exposed hence they too will do almost anything to escape close scrutiny for the water crisis including selling out their constituents. Melissa Durell Executive Officer at Build Urban threw the first grenade when she suggested that the development freeze/water crisis was a "manufactured crisis".  

Both articles in today's K-W Record by Luisa D'Amato and Terry Pender suggested that regional staff and councillors might face civil and or criminal liability. Hallelujah it's about time. Generally speaking politicians like police officers have way too much immunity from prosecution or even accountability.  Throw all the stones you want and let the chips lay where they fall. If regional councillors have been ignoring staff water warnings for years and going full speed ahead on development then they need to be charged for putting all of us at risk of water shortages. The problem is there usually is enough mutual blame for the stakeholders to stop throwing stones, make nice, lie to the public and cobble together some kind of second class deal to stave off the worst of the consequences all while removing blame from the equation exactly as they did in Elmira. 

♦

The “mother” sauce béchamel entered the culinary lexicon in a formalized fashion at the hands of, (who else?), Escoffier in about 1902.

When you add Gruyere or Parmesan cheese, the béchamel becomes a Mornay sauce.

A white sauce, béchamel is simply one built with a roux and a liquid: milk-based, it maintains its white colour. Roux has been a sauce component for a long time, dating to the Middle Ages in Germany and Italy as early as the 1400s, and therefore much before being co-opted by the classic French preparations of the 17th- and 18th-centuries.

The origin of the name Mornay is debatable, but it has nothing to do with American actress Rebecca de Mornay … or the Seinfeld episode.

Photo/Mouse buck11 – english Wikipedia ([1]), Public Domain, commons.wikimedia.org/w/index.php?curid=4552760

Check out my latest post Sauce Mornay from AndrewCoppolino.com.

On New Years eve, the final episode of Stranger Things dropped. As I eagerly waited for the episode to load (not that long, thankfully), I could clearly see in my mind’s eye, the different systems that were working diligently behind the veil to bring it to me.

Two years ago, when season 4 came out, all I saw was the little spinning wheel and an instant later, heard the iconic Netflix “tudum”. Now, I can see (Well, not really SEE!) the request going out over the network — through routers, rate-limiters and gateways — reaching servers and APIs and finally, getting to that file sitting in a database (a better guess would be an LRU cache), waiting to be invoked. I could feel the response — “Stranger Things Season 5 Chapter 8” zooming back to me — and then the ever-satisfying “tudum”.

What changed? — I have embodied the spirit of a backend engineer, and all has been revealed to me.

If you don’t want the “magic debunked”, then stop right here and go back!

I am not one of the magicians behind Netflix. I’m just an overly curious, budding software engineer who likes to guess at how systems work. Most web applications build on a simple design structure — molding it to fit their unique needs. This structure is easy enough to guess at.

Applications send out requests

API’s sit on servers, deciding which requests deserve a response.

Databases Remember.

Wait a minute! But didn’t Netflix’s server crash when season 5 came out? How did that happen?

Now, we enter the upside-down of backend engineering. The system works fine when it's just one “mad-scientist” entering through a tiny gateway in Hawkins lab. But when a bunch of “idiots” decide to build a lab inside the bridge — the “crawls” need to be timed, screened, and secured — or you might end up with a fugitive in the back of your truck.

Rate Limiter limits the requests a user, IP, region, or service can make per second, to give everyone a chance and prevent one user from hogging up all the resources.

Cache’s maintain a dossier of frequent requests — in this case show/movie titles — to reduce the stress of searching the database.

Fault Tolerance makes sure the system bounces back or persists when issues occur — like when Steve’s car went through the wall of the bridge. The entire bridge didn’t collapse now, did it?

Thank God for that! Would have hated it if Steve died.

If a system is designed to handle 10 requests, and gets a 100 thrown at it, of course its bound to crash. But that’s not what happened with Netflix.

Netflix didn’t crash, it degraded.

Netflix is designed to handle huge traffic. They expect to receive an overwhelming amount of requests for the same titles during show/season drops. In such cases, the goal is to survive and not be the hero. Some requests received errors in response, and some responses took longer than normal, to protect the system.

You know how Dustin finds Dr. Brenners’ notes and has an “EUREKA” moment? Engineers have those too — only not from Dr. Brenners’ life’s work.

Us poor souls have to rely on dashboards, event logs, alerts and other boring tools(Sigh!). Each and every action is meticulously logged. Each behavior is analyzed and represented as key performance indicators or KPIs (another tale for another time) on dashboards. Systems are constantly tracked and alerts put in place to inform us of inconsistencies — like Will touching the back of his neck and shouting “guys! its here!” (sorry Will)

Because of these monitoring tools, Netflix engineers can keep an eye on things even if Netflix does go down. The system can recover itself or give advance notice if self recovery is impossible.

A pattern I’ve seen in almost all seasons of stranger things is that the group always works its way in 2’s, 3’s and 4’s towards the final showdown and have a “where have you been?” moment.(I don’t know why I heard Molly Weasley in my mind just then). Similarly, systems like Netflix are a bunch of moving parts doing their own thing in order to achieve a common goal — defeating Vecna.

NO!

Bringing you amazing binge worthy content!

Full Disclosure : This is by no means a complete picture of system design and DEFINITELY not an accurate model that netflix uses. Its just a roadmap of how most systems work. System Design, of course, has many more aspects to consider. My aim was to provide a structured thought process in a fun way. Each concept mentioned here can be its own article/series of articles.

A concept I did not touch on but is equally important is tradeoffs. Systems are costly to build and maintain and sometimes what we want can be way out of proportion with what we have the resources to build. Tradeoffs is the idea of choosing what to keep and what to abandon.

A Stranger Things Guide To System Design was originally published in Code Like A Girl on Medium, where people are continuing the conversation by highlighting and responding to this story.

Skills, MCP servers, Custom Coding Agents, Agents.md for SDKs to ground Coding Agents

TypeScript 434 Updated Feb 3

Scan MCP servers for potential threats & security findings.

Python 770 Updated Feb 3

Security Scanner for Agent Skills

Python 278 Updated Feb 2

The open agent skills tool - npx skills

TypeScript 4.3k Updated Feb 3

I’ve been trying to build a remarkable UI for Rounds.app. One feature that turned out quite well is tinting the game name & menu bar icons when the winner changes.

In this recording you can see colors change when I toggle the win condition:

I’ve got a two CSS classes, tinted and tintedDefault for the game name. I’m using a CSS transition to animate color changes:

.tinted {
  transition: color 300ms linear;
}

.tintedDefault {
  color: #ffffff;
}

By using a CSS class, any element that’s declared as tinted will automatically receive tints. For example, the title:

  <div class="title tinted tintedDefault">Calico</div>

Next I need to dynamically add a CSS rule. I’m using Kotlin/JS so it’s easy to hook up the adoptedStyleSheets API:

private var adoptedStyleSheet: CSSStyleSheet? = null
  set(value) {
    field = value
    val array = js("[]")
    if (value != null) {
      array.push(value)
    }
    document.asDynamic().adoptedStyleSheets = array
  }

To call it, I build a stylesheet rule from a string:

val colorOrDefault = color ?: Colors.DefaultThemeColor
val cssStyleSheet: CSSStyleSheet = js("""new CSSStyleSheet()""")
cssStyleSheet.insertRule(
  rule = """
    .tinted {
      color: ${colorOrDefault.css()} !important;
      opacity: 1 !important;
    }
    """,
  index = 0,
)
adoptedStyleSheet = cssStyleSheet

Using !important is important here; it ensures the dynamic tint takes precedent over the default one.

I remove the tint after a 1,500 ms delay:

resetJob = scope.launch {
  delay(duration)
  adoptedStyleSheet = null
}

That’s enough to tint the text, but I need another trick to tint the SVG icons. The easiest way I found to recolor an SVG file was a CSS mask. Thankfully my icons are single-color.

<div 
  class="imageButton tintedBackground tintedBackgroundDefault"
  style="mask: url('/assets/bottle40x64.svg'); width: 40px; height: 64px">
</div>

Annoyingly, the dynamic color for masks is the background, so I need a second pair of CSS rules:

.tintedBackground {
  transition: background-color 300ms linear;
}

.tintedBackgroundDefault {
  background-color: #ffffff;
}

And a second dynamic CSS rule:

cssStyleSheet.insertRule(
  rule = """
    .tintedBackground {
      background-color: ${colorOrDefault.css()} !important;
      opacity: 1 !important;
    }
    """,
  index = 1,
)

The most difficult part of the whole exercise is using restraint. I’m inclined to color everything in bright colors all the time, but that yields a very ugly UI!

Rounds is my free web app for scoring in-person games. Try it out at rounds.app.

The post Rock Rascals appeared first on Grand River Rocks Climbing Gym.

For the month of February, book one lesson and get the second for FREE! Both people must be booked on one payment, and must be booked into the same lesson.

Learn how to tie knots, do safety checks, and belay for your partner! Our 2-hour lesson includes the harness rental for the day, and a 2-week membership to practice your new skills.

Subject to availability

The post February Belay Lesson Special appeared first on Grand River Rocks Climbing Gym.

Like many of you, I’ve been paying attention to the immigration crackdown, the protests, and the murders in Minneapolis. It’s tragic and horrific. And I’m worried about our collective coworkers — whether they live in Minneapolis or elsewhere — who may be concerned about their personal safety and that of family members and friends. And many are bringing that fear to work.

Here are some ways to help coworkers feel seen, supported, and safer:

• Check in with coworkers, and really listen. Normalize not being okay. I appreciate this mindset of not pretending everything is fine and making space for saying, “I’m not okay today.”
• Share information that helps people know their rights. One example is the Red Card from the Immigrant Legal Resource Center, which outlines how to exercise your rights in the US, regardless of immigration status.
• Ask for workplace guidance and training. If your workplace hasn’t proactively addressed how to interact with immigration agents, consider asking HR or Legal for guidance.
• Share resources thoughtfully. Share sites like How can I prepare my family for any immigration emergency in ways that allow people to access them if needed.
• Offer practical help. Send a group message like “If anyone knows someone who needs errands run this week, I’m happy to help. Just message me.” Your support could make a real difference to someone who may be afraid to leave home.
• Support organizations doing this work. Donate, and encourage matching gifts or collective giving through your workplace.

Share this action on Instagram, LinkedIn, or YouTube.

Black History Month 2026 starts on February 1st, marking its 50th anniversary as a national observance in the US. In its honor, here’s a simple but powerful action to practice at work.

In Nursing while Black,” Calvin Moorley, a professor of nursing at London South Bank University, writes,

“An ethnic minority nurse in charge of a shift or clinical area is more likely to be questioned or challenged for their decision taken.”

Unfortunately, this extra scrutiny is not limited to nursing or healthcare.

Within Black communities, it’s common for people to coach each other to be “twice as good” as their white counterparts to achieve the same outcomes, and research shows that this isn’t just lore. It’s reality.

A study of the US labor market by Costas Cavounidis and Kevin Lang of Boston University found that Black workers experience greater scrutiny from their supervisors, which can lead to less favorable performance reviews, lower wages, and a higher risk of job loss.

Extra scrutiny creates a vicious cycle. Increased monitoring makes people more nervous. Nervousness leads to small mistakes. Small mistakes invite more negative feedback. Over time, those patterns widen racial gaps in pay, promotions, and retention.

One quick way to check yourself for bias is to consider, “Would I apply the same level of scrutiny to someone of a different identity or background?”

If the answer is no, or you’re not sure, take that as a cue to recalibrate.

Here’s another suggestion in honor of Black History Month.

In an article for Harvard Business Review, Laura Morgan Roberts, Ph.D., a researcher in positive psychology and diversity and inclusion, recommends several ways organizations can create the conditions for all workers to flourish.

One of her recommendations is to disrupt the praise deficit.

Roberts explains that research has shown people from marginalized groups are exposed to significantly less praise starting early in life. For example, Black and brown children receive fewer compliments and more disciplinary action in school than their white peers.

That pattern doesn’t magically disappear at work.

As Roberts notes, while managers often affirm the potential of early-career employees from majority groups, they tend to scrutinize employees from historically underrepresented groups more closely. They also recognize them less for demonstrated success.

Recognition comes in many forms. A congratulatory comment in the hallway. A supportive remark in an online forum. A peer recognition bonus. A formal recommendation letter. A simple thank you.

Consider who you have recently praised. Then reflect on who you haven’t praised.

Then ask yourself:

• Whose good work might be going unnoticed?
• Who could benefit from having their contributions named out loud?
• What recognition can I offer this week to help disrupt the praise deficit?

Remember that Dear Colleague memo the US Department of Education sent last year that told institutions to cease using race as a factor in admissions, hiring, scholarships, prizes, student support, and more?

To preserve federal funding, universities across the United States reacted swiftly. Many dissolved DEI-related departments, cancelled scholarships and programs, and scrubbed DEI terms from their websites.

Well, in August, a federal judge ruled the memo violated the law. And last week, the Trump administration dropped its appeal.

While I hope this opens the door for institutions to rethink how they support historically underestimated students, the path forward won’t be simple.

Universities may still be navigating other executive orders or directives. Some may feel bound by “deals” made under political pressure. And many leaders may understandably be wary of rapidly reinstating programs only to pull them back again.

As inclusive leadership expert Sacha Thompson wrote,

“Many institutions made rushed changes out of fear. This is a moment to slow down and get strategic.”

If you work in higher education, reflect on what the past year revealed about who lost access, support, or belonging, and what actually helped members of your community continue to do their best work and thrive.

Then consider:

• What should be thoughtfully restored?
• What should be redesigned, not just reinstated?
• And what changes do you want to advocate for moving forward?

This week’s spotlight on an ally action from the Better Allies community is from Kate Asquith, who wrote:

“I was recently on an interview panel where the interviews were held in rooms at a trendy shared workspace. Unfortunately, the chairs there were also trendy: narrow and structurally flimsy. As a fat person, those are a major red flag! It’s always important, but especially when you don’t know who will be visiting your space, to consider seating that accommodates fat visitors.”

Asquith added,

“We swapped out a few of the trendy chairs for sturdy ones without armrests, ensuring that anyone who sat down would be comfortable and supported. I’m glad we did, because an interview is stressful enough without someone having to ask for a different chair.”

I definitely notice and appreciate when offices offer inclusive seating. I recently visited a patient reception area with some wide seats, some tall, some with arms, and some without.

If your organization has a seating area for interviewees or other visitors, what chairs does it provide? And if there’s room for improvement, who will you reach out to?

If you’ve taken a step towards being a better ally, please reply to this email and tell me about it. And mention if I can quote you by name or credit you anonymously in an upcoming newsletter.

That’s all for this week. I’m glad you’re on this journey with me,

Karen Catlin (she/her), Author of the Better Allies® book series
pronounced KAIR-en KAT-lin, click to hear my name

Copyright © 2026 Karen Catlin. All rights reserved.

Being an ally is a journey. Want to join us?

• Say thanks to Karen and buy her a coffee (Need a receipt for educational reimbursement? Send us an email, and we’ll take care of it.)
• Follow @BetterAllies on Instagram, Medium, or YouTube. Or follow Karen Catlin on LinkedIn
• This content originally appeared in our newsletter. Subscribe to “5 Ally Actions” to get it delivered to your inbox every Friday
• Read the Better Allies books
• Form a Better Allies book club
• Tell someone about these resources

Together, we can — and will — make a difference with the Better Allies® approach.

Care For Each Other, and Other Actions for Allies was originally published in Code Like A Girl on Medium, where people are continuing the conversation by highlighting and responding to this story.

The post Morning hours for Dual Members & Punch Cards appeared first on Grand River Rocks Climbing Gym.

The post Changes to Members-Only Hours appeared first on Grand River Rocks Climbing Gym.

We’re pleased to share the recording of our webinar ‘HydroGeoSphere Development 2025: The Year in Review’. This session, presented by Dr. Killian Miller, Numerical Analysis Specialist at Aquanty, looks back at a year of major advancements to the HydroGeoSphere platform— highlighting new features, performance improvements, and key structural updates across the HGS ecosystem.

The webinar provides a technical overview of the many new commands and capabilities introduced throughout 2025, along with important changes to binary file formats that improve memory usage and runtime performance. It also explores the evolution of HGS post-processing, including the transition from hsplot.exe to the more powerful and flexible hgs2vtu.exe.

Key Highlights:

• Review new commands and feature enhancements released throughout 2025.

• Learn how updates to binary file formats improve performance and memory efficiency.

• Understand the structural evolution of the HGS ecosystem and the move to hgs2vtu.exe.

• Gain insight into best practices for adapting workflows to the latest platform updates.

This session is especially valuable for HydroGeoSphere users, model developers, and researchers looking to stay current with the latest tools and performance improvements.

Watch the recording now to catch up on a year of HydroGeoSphere development and see how the platform continues to evolve to support advanced, fully integrated hydrologic modeling.

Watch The Recording

Your master is speaking and I sure as hell don't mean me or any other local citizens and residents.  Scott Higgins, President of Hip Developments Inc., is speaking and maybe he's forgotten the way of the world. You'd think that his company name would remind him though: Hip Developments as in "joined at the hip"  with our local powers that be i.e. regional government. Come on boys and girls democracy functions best when the ruled (us) can sort of believe that we have a small say in things. For that to happen the real powers of money and influence have to work together with our sort of democratically elected representatives. In other words Scott soften your approach when you blurt out "I think it's a reaction to the ineptitude in water management." Of course it is but far more than likely it's not professional water staff who are inept as much as it is non-professional, untrained for anything except shmoozing, talking and politiking regional politicians who are just trying to vote in line with the powerful and influential but sometimes they get confused.  Once you're no longer in the habit of  thinking for yourself but of simply following orders then you get into trouble.

I also enjoyed Mr. Higgins shot at our Regional Police Service. Of course their budgets are out of control and have been for decades. Again you have a bunch of twits rubber stamping police budgets with the financially challenged mayor Shantz as part of the Police Board. At least she appears to have learned how to properly fill out the amazingly simple and easy Financial Election Statements after several tries.

I will say that Mr. Marcolongo of Environmental Defence does make a strong argument to restore the Region's planning authority that was removed by Doug Ford's provincial Conservatives. Mr. Marcolongo's suggestions at least in my mind make much more sense than regional councillor Doug Craig's attempts. There is one point however that I agree with Mr. Craig on and that is that we the public should learn the history of how we got to this point in the water crisis without being notified . Of course this is dangerously assuming that it is indeed the truth that regional councillors had not been notified much earlier.

♦

KITCHENER - The Kitchener Panthers are proud to announce the signing of infielder Charlie Towers.

Towers is entering his second season in Kitchener, after being moved from the Toronto Maple Leafs for Spenser Ross before the 2025 campaign.

Towers had a .223 average, and played in all 42 games in 2025 for the Panthers.

He had four home runs, four doubles, both career highs, and 14 RBI. He also stole nine bases.

Before Kitchener and Toronto, Towers played the 2023 season in Hamilton.

"I am happy to have Charlie returning for his second season with us," said general manager Shanif Hirani.

"He plays the game the right way, and always competed every time he steps on the diamond."

============

CHARLIE TOWERS

• Bats/Pitches: L/R
• Hometown: Toronto, ON
• Birthdate: May 14, 2001
• Pronunciation: CHAR-lee TOWERS

Todays K-W Record has another article by Terry Pender advising us of a staff report released yesterday. Repairs and changes to both the dormant Greenbrook water facility and the Mannheim water treatment plant are being proposed. The first would be completed by this coming September whereas the work at Mannheim will tale six to eighteen months to complete. There is also the suggestion to reallocate water from Wilmot Township to Kitchener and Waterloo. Gee I wonder how well that will be taken by folks in Wilmot Township firstly without the 700 acre land grab and secondly with that land grab included.

The Greenbrook wells have some industrial contamination in them from the nearby Ottawa St. Landfill. How extensive the "modifications" would be I do not know but wonder if they are primarily treatment issues. The Mannheim System may have it's disinfection system altered as part of their "changes" or not. Again our regional folks are being very cagey regarding chlorine versus chloramine disinfection between the two Systems as well as whether the AOP (Advanced Oxidation Process) treatment to remove trichloroethylene (TCE)  from the  Middleton Wellfield in Cambridge is problematic as well or not.

I find the so called water "surplus" in Cambridge very strange. Is this "surplus" counting all the contaminated wells and if so have they been "resting" until recently with K-W water making up the difference? Or have Cambridge residents been enjoying the thrills involved with drinking highly treated water that may have added toxic by-products of disinfection included?  For example is the alleged "stink" produced by mixing Mannheim water with Cambridge (Middleton wellfield) water merely the result of so much chlorine in both systems making the chlorine stink worse than we all ready know? Or is it something totally different and if so what is it? Also how exactly are the proposed new pumping station and watermains supposed to integrate these two systems? Pumps and watermains are not treatment facilities, they are parts of the distribution system whether internal distribution during treatment or external distribution from house to house or city to city. Once trust has been lost by authorities either gilding the lily or outright lying to citizens, then their word means nothing.

P.S. I particularly enjoyed the reporter's shots at the Mike Harris family who have done so much for the Conservative Party and so little for Ontario citizens.  Thank you for your service and goodbye.

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The Treasurer and Chair of the Finance, Audit, and Risk Committee (FARC) plays a critical leadership role on CEE’s Board of Directors. The role ensures sound financial oversight, strong risk management, and accountable governance aligned with CEE’s mission to support the advancement and economic empowerment of young Black professionals.

As a Board member, the Treasurer contributes to strategic decision-making, helps shape Board meeting agendas, and serves as a key advisor on the financial implications of organizational priorities. This is a volunteer Board position, and the Treasurer also serves in the capacity of CEE’s volunteer Treasurer, supported by the Executive Director (ED) and Director of Finance.

• Fulfill all duties outlined in CEE’s Board Member role description.
• Act in the best interests of the organization and its mission.
• Help develop Board meeting agendas related to financial, audit, or risk matters in collaboration with the Board Chair and ED.
• Participate fully in Board meetings, strategic sessions, and retreats.
• Provide governance-level oversight while partnering appropriately with staff leadership.

This position is for a working board member. Candidates should be prepared to take an active, hands-on role in supporting the organization through committee participation, project-based work, and other operational contributions as needed.

• Provide strategic financial leadership and ensure the Board receives clear, timely financial information.
• Review, interpret, and present monthly/quarterly financial statements, forecasts, and variance analyses.
• Support and advise on the development of the annual operating and capital budgets.
• Ensure appropriate internal controls, financial policies, and reporting systems are in place.
• Monitor organizational performance against approved budgets and highlight emerging risks or opportunities.
• Advise the ED and Director of Finance on financial strategy, sustainability, and trends affecting the organization.

• Act as the primary liaison between the Board and CEE’s financial leadership (Director of Finance, ED, and relevant staff).
• Maintain a partnership-based working relationship with staff while respecting operational boundaries.
• Seek clarification from staff on financial risks, pressures, forecasts, and opportunities to support Board-level decision-making.
• Ensure that the Finance team is adequately resourced and supported to meet reporting requirements.

• Ensure CEE meets all financial regulatory requirements including CRA filings, ONCA (or Canada NFP Act) reporting, and annual returns.
• Oversee the annual audit or review engagement, including auditor selection and evaluation.
• Support the timely preparation and presentation of audited financial statements to the Board.
• Monitor progress on audit recommendations and internal control enhancements.

• Lead the Finance, Audit & Risk Committee in developing annual work plans, priorities, and meeting agendas.
• Facilitate at least eight FARC meetings per year, ensuring informed discussions and clear recommendations.
• Assess organizational risks (financial, operational, legal) and ensure mitigation strategies are in place.
• Recommend investment, reserve, banking, and debt strategies within Board-approved guidelines.
• Ensure CEE maintains appropriate insurance coverage for the organization and its Directors & Officers.

• Help develop Board meeting agendas, particularly regarding financial strategy, audit oversight, or risk decisions.
• Report committee findings and recommendations to the Board in a clear and actionable format.
• Support recruitment and onboarding of new FARC members.
• Foster a transparent and collaborative culture across the committee and Board.

• CPA strongly preferred, but candidates with a CFA or other relevant financial credentials are also welcomed.
  • Minimum three years of experience serving on a Board (nonprofit or corporate) is preferred.
  • Proven experience interpreting financial statements and overseeing budgets.
  • Understanding of or willingness to learn nonprofit finance, CRA regulations, and ONCA/NFP requirements.
  • Demonstrated leadership experience in committees, financial strategy, risk management, or audit oversight.
  • Strong integrity, sound judgment, and commitment to CEE’s mission.
  • Availability to provide appropriate oversight and attend meetings (approx. 5–7 hrs/month).

• Appointed at CEE’s Annual General Meeting for a two-year term.
• Renewable up to three consecutive terms.

• Bi-monthly Board meetings.
• Minimum eight FARC meetings annually.
• Review of financial reports and audit materials before meetings.
• Regular communication with the ED and Director of Finance.
• Participation in CEE community events and stakeholder engagements.

The post CEE Centre For Young Black Professional appeared first on Capacity Canada.

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Join the KWMP Dance Club, a vibrant, bi-weekly dance series designed to foster community, fitness, and fun through beginner-to-advanced level dance instruction.

Beginner/Intermediate – 7:00pm to 8:00pm
Intermediate/Advanced – 8:00pm to 9:30pm

KWMP Arts Centre (14 Shaftsbury Drive, Kitchener)

Tailored to people who are new to dance or have basic training, this class is perfect for those who want to explore dance and/or hone their skills in a casual and low-pressure environment. Build confidence in movement with slower-paced instruction, a break down of technique and the introduction of basic choreography – and have fun while you’re doing it!

Class Structure: (1 hour total) Approx. 0.5hr Warm/Technique, 0.5hr Choreography

For more experienced dancers who want to challenge themselves, continue to push their skills and are comfortable picking up choreography. This class will be less focused on the basics and more about exploring musicality, style and more complex moves and combinations. It will include faster-paced choreography, transitions and a focus on performance quality. Great for audition training and taking your dance skills to the next level!

Class Structure: (1.5 Hour total) Approx. 0.5hr Warm Up, 1hr Choreography

$20 per class ($15 for KWMP Members). Sign up for a KWMP Membership.

Register Now

NO REFUNDS WILL BE PROVIDED DUE TO CANCELLATIONS.

The post KWMPs Dance Club is Back appeared first on K-W Musical Productions.

The Youth Impact Project (YIP) is a collaboration between the Children and Youth Planning Table of Waterloo Region (CYPT) and Smart Waterloo Region Innovation Lab (SWRIL). The Youth Impact Project looks to fund youth who are addressing local challenges which are identified through the 2023 Youth Impact Survey results. The funded projects include a focus on supporting youth mental and physical health, increasing feelings of belonging, and responding to climate change and food insecurity.

In 2024, over 100 youth from 15 local organisations pitched their ideas to a panel of nine youth. The Youth Decision-Making Panel (“The Dragons”) decided which projects would receive funding to make their idea a reality. In 2025, CYPT and SWRIL accepted youth applications online, and a team of three youth decided which projects received funding.

BrightSide Bags aims to help teens struggle less as they experience homelessness. These reusable bags are designed to be filled with everyday useful items for homeless teens, or teens in need. Bags will be made available at select locations (like schools, libraries, and shelters) based on which locations are easily accessible to teens in need. 

Applications for the 2025 Youth Impact Project are now closed and 17 youth projects across Waterloo Region received funding. Stay tuned in the coming weeks as we announce the final 2 projects!

Last but not least, we are grateful to our funders United Way Waterloo Region Communities and Region of Waterloo for making the Youth Impact Project possible.

Learn more about the Youth Impact Project here.

The post 2025 Youth Impact Project Showcase: BrightSide Bags appeared first on Children and Youth Planning Table.

Steady state from the Bank of Canada? One might think so, with rates unchanged at 2.25% at today’s policy meeting, but the truth is a little more complex. Uncertainty rules the roost, and not just here in Canada. As our Prime Minster recently said at Davos, we have ‘a rupture in the world order…’

I heard PM Carney’s speech and it was spot on the money. What is going on is of course problematic for anyone trying to gauge the future, including the Bank of Canada. They have stayed the course on rates simply because they have little other choice. According to the Bank, inflation has subsided slightly, making a move lower on rates a future possibility.

Why that is likely is fairly obvious. At the moment, we are saddled with existing tariffs, a re-working of CUSMA, continual on again/off again threats of new tariffs, annexation, and general ill will from the 47th President. He has no respect for conventions, allies, trade agreements or anything else.

Canada has weathered this storm reasonably well but our economy likely stalled out in the last quarter. Trade uncertainty and tariffs are definitely impacting our prospects. Employment figures have risen but few businesses are considering hiring in the near future. With inflation on target, and uncertainty ahead, it makes sense to stay put on rates. Cutting rates now will leave us with fewer options in the future should conditions materially weaken. Some excerpts from the press release below:

Economic growth is projected to be modest in the near term as population growth slows and Canada adjusts to US protectionism. In the projection, consumer spending holds up and business investment strengthens gradually, with fiscal policy providing some support. The Bank projects growth of 1.1% in 2026 and 1.5% in 2027, broadly in line with the October projection. A key source of uncertainty is the upcoming review of the Canada-US-Mexico Agreement.

CPI inflation picked up in December to 2.4%, boosted by base-year effects linked to last winter’s GST/HST holiday. Excluding the effect of changes in taxes, inflation has been slowing since September. The Bank’s preferred measures of core inflation have eased from 3% in October to around 2½% in December. Inflation was 2.1% in 2025 and the Bank expects inflation to stay close to the 2% target over the projection period, with trade-related cost pressures offset by excess supply.

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• 1-year fixed insured 4.69%
• 2-year fixed insured 4.29%
• 3-year fixed insured 3.64%
• 4-year fixed insured 3.84%
• 5-year fixed insured 3.74%
• 5-year variable insured 3.40%

Is the mortgage stress test still a thing in 2026? Yes it is, and with the higher rates we’ve seen, it’s even harder to qualify for a mortgage. The rules require you to qualify at either 2% above the rate your lender is offering you or 5.25%, whichever is higher.

Being forced to qualify at the higher stress test rate causes the principal portion of your monthly mortgage payment to shrink, lowering the maximum amount you’ll be allowed to borrow for your mortgage. But the rate you’ll actually pay once you buy is the rate you are offered by your lender. Your monthly payments will be calculated from this lower rate, not the stress test rate. As a result your monthly mortgage bill will be smaller too.

The stress test has been quite unpopular so the federal government has rolled out several new changes to make it easier to buy a home. They are now offering a first time buyer’s credit of $5000, and an increase in withdrawals from your RRSP to $35,000.

In addition existing borrowers are no longer required to re-qualify at the stress test rate when they renew or refinance their mortgages. This will allow borrowers some flexibility if they want to choose a different lender as they are no longer under the pressure of qualifying at an additional two percentage points.

If you’re looking for mortgage info or help please reach out.

The post Mortgage Rates appeared first on Andrew Shackleton.

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Lua 3.3k Updated Jul 9, 2025