As we wrapped up the final quarter of 2025, there was a strong sense of pride across Our Farm. After one of our longest and most productive seasons to date, autumn and early winter gave us time to reflect on everything we accomplished and to start looking ahead to another exciting year of growth.

The last months of 2025 were all about momentum. Our weekly Wednesday Markets continued right through December to the end of February 2026, ensuring fresh, affordable vegetables remained available to our community well beyond the traditional growing season. Thanks to the cooler purchased in 2024, we were able to store field crops longer and maintain high-quality produce for market pickups. This support was especially important as grocery prices continue to rise.

Community connection remained a highlight through the fall. Corporate volunteer groups and individual volunteers continued to assist with trail maintenance, garden care, and wrap-up tasks, contributing to over 600 volunteer hours pledged throughout the year. Their support helped keep the farm welcoming, accessible, and thriving right through the season’s close.

In 2025, we grew an incredible $59,327.04 worth of produce! That’s an increase of more than $12,500 from 2024. We also celebrated the impact Our Farm was able to make beyond our own organization. Regular donations of produce continued to support community partners and by the end of the year, Our Farm had donated $5,667.95 worth of food to the Waterloo Region community, something we are so proud of.

As the fields quieted and tools were stored away, it was clear that every goal we set for 2025 had been accomplished. From increased production to major infrastructure improvements, it truly was a year that exceeded expectations.

While 2025 may be behind us, planning for 2026 is already well underway and the excitement is building.

Seed orders are complete, crop plans are taking shape, and new projects are being developed across our sites. Building on last year’s success, we are looking forward to another season of abundant harvests, strong markets, and continued learning for our team through professional development opportunities and on-farm innovation.

We’re  planning our third season offering veggie box subscriptions for 17 weeks over the summer! If you want to be in the loop when that goes on sale, please sign up for Our Farm Updates here!

The post An Update from Our Farm appeared first on KW Habilitation.

Life feels easier within the comfort of your home.

Hot tea is always within reach. There’s no pressure to look a certain way. No forced small talk. No subtle tension when a manager walks by.

It feels… lighter.

But behind the screen, something quieter is happening.

Your chances of standing out are shrinking. Your exposure to how workplaces actually function is fading. And slowly, almost invisibly, your attitude toward growth begins to soften.

At a stage where growth should be intentional, comfort takes over.

No commute.
No conference rooms.
No overheard conversations.
No one tapping your shoulder to say, “Hey, quick thing…”

On the surface, it feels efficient. Even comfortable.

But if you’re a new engineer who has never experienced an in-person workplace, there’s something important you might not realize.
It's understanding what remote work quietly removes—and what you need to rebuild intentionally.

When you work from home, your tasks are usually well-defined:

• Pick up a ticket
• Write code
• Fix bugs
• Push changes

You get comfortable executing.

But in an office, something else happens in parallel:
You overhear why decisions are made, you see disagreements unfold, and you notice who influences what and how.

That ambient exposure builds context.

Without it, your growth can become narrow:
You would often be clear on what to do, but not always why it matters.

And over time, that gap grows and shows.

In an office, visibility happens passively:

• People see you working
• They notice your involvement
• Your presence builds familiarity

In remote setups, none of that exists by default.

Your work doesn’t travel unless you make it travel.

So even if you’re doing good work, it can remain invisible—not because people don’t care, but because they’re busy; they’re not in your day-to-day catch-up calls, and you're not in their line of sight

This can lead to a frustrating feeling: “I’m working hard, but no one seems to notice.”

And visibility gap slowly creeps in

In a physical office, you can compensate for weak communication by clarifying things in person and reading expressions in real time.

Remote work removes those safety nets.

Now your thinking is judged by the following:

• Slack messages
• PR comments
• Meeting inputs

If your communication is unclear, your work appears unclear—even if your thinking is solid.

This accelerates something many engineers only learn later:

Clarity is not optional. It’s part of your job.

In offices, feedback is often subtle in the form of a quick correction at your desk, a casual “this approach might not scale," or a 2-minute post-meeting comment

These are low-pressure, high-frequency signals.

Remote work replaces them with:

• Formal reviews
• Scheduled 1:1s
• Written comments

Which means:
Feedback becomes less frequent but more loaded

By the time you hear it, it often feels heavier than it should.

And if you’re not proactive in asking, you might not get enough of it at all.

One of the most underrated parts of early career growth is
Who knows you—and how they know you

In offices, relationships form organically:

• Coffee breaks
• Walking between meetings
• Casual conversations

Remote work reduces interactions to
Scheduled calls with specific agendas

Which means you might only know the following:

• Your immediate team
• Your manager

And that’s it.

This limits:

• Opportunities
• Mentorship
• Internal mobility

Not immediately, but over time.

This is not a disadvantage you’re stuck with.

But it is one you need to actively compensate for.

A few shifts make a significant difference:

1. Make your work visible

• Share updates proactively
• Write clear PR descriptions
• Summarize what you did and why

Not for attention — for alignment.

2. Ask for context, not just tasks
Don’t stop at “what needs to be done."

Ask:

• Why are we doing this?
• What trade-offs are we considering?

This builds depth.

3. Speak—even if briefly
You don’t need to dominate meetings.

But:

• Ask one question
• Share one thought
• Summarize one idea

Presence matters.

4. Create your own feedback loops
Don't wait for formal reviews.

Ask:

• “Is this approach reasonable?”
• “Anything I could improve here?”

Small, frequent feedback compounds.

5. Build connections intentionally
Message people.
Schedule short calls.
Be curious about their work.

It may feel unnatural at first, but it replaces what the office would have done for you.

Starting your career remotely isn’t a disadvantage.

But it is a different game.

Early growth isn’t just about output.
It's about context, communication, visibility, and relationships.

In an office, these come to you.

In remote work, you have to build them yourself.

And the sooner you realize that,
The faster you close the gap between doing the job
and actually growing in it.

How to Grow Faster While Working from Home was originally published in Code Like A Girl on Medium, where people are continuing the conversation by highlighting and responding to this story.

 Or put a little differently by Samantha Lernout of Citizens for Safe Groundwater "I've lost complete faith in their ability to manage water".  This comment is in Luisa D'Amato's Opinion piece in today's K-W Record titled "Anger deepens in Wilmot over water". Personally I would suggest that while the Region of Waterloo have a long history of saying the right things publicly and indeed of some innovative planning decisions over the decades nevertheless when push comes to shove regional councillors  are and always have been a bunch of environmentally illiterate twits with a self-serving fascination for money, power, authority, economic growth at ALL costs and legacy projects. This is why I worry that they will latch onto the Lake Erie pipeline just like native born leeches latch onto their prey.

Apparently to date the Region have not shared groundwater elevation levels (i.e. metres above sea level-masl) with local councils. What a great way to keep everybody else in the dark while you make up your own numbers. The report on the groundwater elevations for the Wilmot Centre Wellfield has been delayed until April 8/26. Even then the fibbing has not yet ceased as the region apparently still claim that the surreptitious pumping of Wilmot's water since 2019 was only for "testing" purposes. I'm thinking that if I ever get caught robbing a bank my excuse will be that I was only "testing" their security. See how far that gets me.

Another article by Bill Jackson titled "Waterloo Region asks for provincial moratorium on water-taking permits" advises that the Motion put forth a month or so ago by a regional councillor (Barry Vrbanovic?) has actually been passed. That Motion was to direct 50% of all new water capacity to support new development in the region. Geez does that not make abundantly clear how weakly regional councillors prioritize water for everybody over more profits for the development and building industries? That Motion is a direct result of lobbying by those industries and how quickly councillors respond to them versus to all the rest of us who really by now just want to flush our politicians down the toilet if only we had the water to do so.

When: Sunday May 3rd, 2 – 3:30 pm

Meeting Point: Victoria Park Clock Tower, 79 Joseph St, Kitchener, ON N2G 1J2

Walk Leader: Siming Wu

Have you ever wondered what happens when rain hits the streets of Kitchener? Where does it go? Beneath our feet lies a fascinating network of pipes, drains, creeks, and infrastructure quietly working to keep the city running.

Join us for a short urban exploration walk where we’ll uncover the hidden systems beneath Kitchener. As we stroll through downtown and nearby parks, we’ll look at everyday things—storm drains, creeks, manholes, and historic buildings—and reveal the invisible networks that connect them.

When: Sunday May 3rd, 2 – 3:30 pm

Meeting Point: Veterans Green, Beech Street at Hazel Street

Walk Leader: Michael Druker, Phil Marfisi

Waterloo’s Northdale neighbourhood is undergoing a rare transformation from a mid-century suburb to an urban, pedestrian-oriented mixed-use district. We will share what led to the master planned upzoning and how well it is working. As we walk through the neighbourhood, we’ll note features of different urban planning eras and novel aspects of city building not found elsewhere in the region, and discuss lessons for urban intensification.

The walk will end near a bubble tea shop for anyone who wants to continue the conversation.

When: Saturday May 2nd, 2 – 3 pm

Meeting Point: Corner of Lucan Avenue and Roger Street 

Walk Leader: Susan Marchiori

This walk is for families and other interested in discussing how playgrounds contribute to community building.

In the past Conestoga Rovers (CRA), on behalf of Uniroyal Chemical, Crompton & Chemtura, were accused of writing Conclusions and Recommendations to reports that simply did not reflect the data and findings of those reports. In other words CRA would cherry pick items here and there within the reports of little significance and arbitrarily pretend to believe that they had far more weight and significance than they did. This was but one of their methods during DNAPL studies done in the late 1980s and early 1990s. They were actually accused by a consultant (CH2M HILL) for the Region of Waterloo of intentionally sampling for DNAPLS in the least likely locations to find them and then claiming "see there aren't any DNAPLS here."

Similarly monthly Progress Reports showing reduced on-site pumping might be acknowledged as a temporary mechanical breakdown easily fixed yet month after month and year after year the trend continued to decrease. Also there was never any acknowledgement of public verbal promises made by  Chemtura staff regarding the Tripling of off-site groundwater pumping in the monthly Progress Reports. Neither a tripling nor even a Doubling ever occurred and yet not a peep in those monthly reports as they bragged about exceeding their old off-site Target pumping rate by five or six litres per second (i.e. from 53 l/sec to 58 l/sec).

Now Lanxess continued that fine tradition with their Risk Assessment (RA) of the Canagagigue Creek. Apparently they can manipulate various assumptions throughout the RA process in order to conclude that despite many, many exceedances of health criteria for multiple contaminants both in Creek sediments and soils; not to fuss as the RA claimed "...no unacceptable risks...". There were also issues with floodplain soils as well and don't get me started on amateurish sampling of Creek sediments using shovels instead of professional core samplers. Along with these polluter self-serving failures were the locational sampling biases that failed to properly sample the majority of the five miles of downstream Canagagigue Creek all the way to the Grand River.

All in all unethical and dishonest junk science, psuedo science and wishful thinking science alone will not succeed. It also takes a combination of either stupidity, laziness or dishonesty by sitting politicians at the municipal, regional and provincial levels. Woolwich Township and Waterloo Region, fortunately for polluters, are blessed with an abundance of these. 

".. it doesn't take much for a woman to be called insane, or hysterical. And all it takes is the wrong doctor, one who thinks sending her away will solve the problem."

"These women were so used to being ignored and forgotten when they weren't being punished and shamed. They'd internalized it to the point where the idea of anyone in power caring about their quality of life, or whether they lived or died at all, was not only foreign, but ludicrous."

"Because it's always a lack of options that hangs women, in the end."

The Northern Alberta Business Incubator (NABI) is seeking applications from individuals interested in serving on its Board of Directors.

NABI operates as a not-for-profit organization governed by a volunteer Board of Directors responsible for strategic guidance, governance, and financial oversight.

NABI is recruiting approximately five (5) to six (6) Directors. The Board is also seeking a candidate with strong financial expertise who may be positioned to assume the role of Treasurer as part of the Board’s succession planning.
Directors are appointed for one, two or three-year terms and play a critical role in guiding the strategic direction and governance of the organization.

For more than three decades, NABI has supported entrepreneurs and small businesses across Northern Alberta by providing incubation space, mentorship, programming, and connections that accelerate business growth.

NABI’s vision is to be a collaborative business incubator that empowers startups and local businesses through knowledge, resources, and strategic connections, driving innovation and regional economic growth.

Through its programs, partnerships, and entrepreneurial community, NABI supports companies as they build sustainable businesses and scale their impact.

The Board of Directors provides strategic oversight and governance leadership for NABI.

Working collaboratively with the Executive Director, the Board:

• Establishes and monitors the organization’s strategic direction;
• Ensures financial accountability and appropriate risk oversight;
• Supports the long-term sustainability of the organization; and
• Strengthens relationships across the regional innovation and business ecosystem.

Board members contribute their expertise, perspectives, and networks to support NABI’s mission and strategic priorities.

To support Board renewal and organizational priorities, NABI is seeking candidates who can contribute expertise in the following areas:

• Treasurer-ready financial expertise, ideally with senior financial leadership experience;
• Finance and accounting expertise to strengthen the Finance Committee;
• Property and/or asset management experience;
• Board governance experience and understanding of governance roles; and
• Demonstrated capacity and availability for active Board and committee participation.

NABI values a Board composed of diverse professional backgrounds, perspectives, and lived experiences.

Candidates may bring experience in areas such as:

• Accounting, finance, or investment;
• Property or asset management;
• Business leadership or senior operational roles;
• Technology commercialization or innovation ecosystems;
• Legal, governance, or risk management;
• Research, academia, or economic development; and
• Entrepreneurship or scaling businesses.

Candidates should also demonstrate:

• Strategic thinking and sound judgment;
• Collaborative leadership and strong relationship-building skills;
• Commitment to ethical governance; and
• A passion for supporting entrepreneurship and regional economic development.

Board members are expected to:

• Attend and actively participate in Board and committee meetings;
• Prepare for meetings and contribute to strategic discussions;
• Support effective governance and oversight of the organization;
• Assist in strengthening partnerships and community connections; and
• Serve as ambassadors for NABI within the broader business ecosystem.

The anticipated commitment is up to 10 hours per month, including Board and committee participation.

NABI is committed to maintaining a Board with the skills, perspectives, and experiences required to guide the organization effectively.

Interested applicants are invited to submit:

• A cover letter outlining their interest in joining the Board and the experience they would bring; and
• A current resume.

Applications may be submitted by April 17, 2026 to: emilie@nabi.ca

The post Northern Alberta Business Incubator (NABI) appeared first on Capacity Canada.

As the snow begins to melt and flowers start to bloom, Ontario homeowners know that spring comes with its own set of challenges…especially when it comes to managing the clutter and mess the seasons bring. A well-designed mudroom isn’t just a functional space; it’s a game-changer for keeping your Kitchener-Waterloo home organized, clean, and welcoming.

In regions like Kitchener-Waterloo, mudrooms act as a buffer between the outdoors and your living space. From wet winter boots to muddy spring raincoats, this transition area helps protect your floors, keeps your home organized, and makes everyday routines easier for the whole family.

Here are some features that help you have a functioning mudroom, and tips for homes without a dedicated mudroom space.

1.Durable Flooring – Choose water- and dirt-resistant materials like ceramic tile or luxury vinyl that can withstand wet boots and muddy paws.

2. Ample Storage – Incorporate cubbies, hooks, and built-in benches with hidden storage. This keeps shoes, coats, and sports gear neatly organized.

3. Seating Area – A bench or seating area makes it easy to put on or remove shoes, especially for kids or seniors.

4. Hooks and Racks – Wall-mounted hooks for coats, hats, and umbrellas keep items off the floor and easy to grab on busy mornings.

5. Drop Zones – Consider small baskets or trays for keys, mail, and everyday essentials. It reduces clutter and keeps items in one convenient location.

With bulky outerwear and lots of snow making its way into the house, Winter presents its own set of challenges. Here are some mudroom tips to help you overcome some common issues.

• Use waterproof mats at the entrance to catch snow and ice.
• Add boot trays to manage slush and prevent slippery floors.
• Keep a basket for gloves, scarves, and hats for easy access.

Although the coats may be thinner, Springtime is no stranger to wet clothing and moisture making its way inside. Switch over your mudroom to get ready for Spring.

• Swap heavy coats for lighter jackets and rain gear.
• Replace snow boot trays with a mat for wet shoes and umbrellas.
• Refresh the space with a pop of color. Think bright baskets or spring-themed décor.
• Store winter gear away in labeled bins or higher shelves until next season.

With these thoughtful additions and seasonal adjustments, your mudroom can stay functional and organized year-round, making everyday life smoother for your family while protecting your home from the mess of Ontario weather.

Even if your home doesn’t have a dedicated mudroom, you can still create an organized and functional entryway:

• Use a Rug or Mat: Protect floors from mud, snow, and wet shoes. Opt for a washable or durable mat that covers high-traffic areas.
• Add a Bench or Small Table: A bench provides a spot to sit while putting on shoes. A small table can hold keys, mail, or baskets for gloves and hats.
• Install Wall Hooks: Vertical storage works wonders in tight spaces. Hooks for coats, bags, and umbrellas keep clutter off the floor.
• Portable Storage Solutions: Use baskets or bins under the bench for shoes, winter accessories, or seasonal gear.
• Rotate Seasonally: Swap out bulky winter items for lighter spring essentials to keep the space tidy and functional.

With a few smart additions, even a foyer can function like a mini-mudroom, keeping your home clean, organized, and ready for Ontario’s unpredictable weather.

• Innovative storage solutions for your home
  Incorporating innovative storage solutions into your home can be a game-changer if you’re struggling with organization. Here are some creative ideas.
  
• Organize your house with these storage ideas
  A room-by-room list of storage ideas that will organize your entire house.

When you list your home in Kitchener-Waterloo, you might focus on square footage, upgrades, or the age of the roof. But when buyers walk through the front door, their first impressions are often shaped by something much simpler: how the home feels.

Whether they’re relocating for a job at the University of Waterloo, upsizing in Laurelwood, or buying their first place near Uptown, buyers tend to notice the same key things right away.

Here’s what stands out most during a showing and how you can use it to your advantage.

Tip: If you have questions about what you can do to make your home appeal to buyers in this market, let us help! Give us a call.

First impressions start at the street.

From established neighbourhoods in Waterloo to family-friendly areas in Kitchener, buyers are already forming opinions as they pull into the driveway.

They notice:

• The condition of the front door
• Landscaping and lawn care
• Cleanliness of windows and siding
• The roof and garage door

Even in a competitive market, buyers are drawn to homes that look cared for. A tidy exterior signals that the inside has likely been maintained as well.

Tip: Power wash the walkway, trim shrubs, and consider a fresh coat of paint on the front door. Small updates create a strong emotional impact.

It’s immediate and impossible to ignore.

Lingering cooking odours, pet smells, heavy perfumes, or mustiness can instantly change how a buyer feels about a home. In contrast, clean, neutral air makes a space feel fresh and move-in ready.

Buyers touring multiple properties in one afternoon will quickly compare homes based on this subtle but powerful factor.

Tip: Open windows before showings (weather permitting), avoid heavy air fresheners, and ensure carpets and upholstery are freshly cleaned.3.

Buyers love bright spaces.

When touring homes across Waterloo Region, one of the first things buyers do is look toward the windows. They notice:

• The size and placement of windows
• Whether blinds are open
• How much sunlight fills the main living areas

Natural light makes rooms feel larger and more inviting.

Tip: Open all curtains and blinds, clean windows inside and out, and turn on lights in darker rooms, even during the day.

Before buyers start evaluating layout or finishes, they subconsciously assess upkeep.

They notice:

• Scuffed walls
• Dirty baseboards
• Worn flooring
• Outdated light fixtures
• Clutter

A well-maintained home feels reassuring. Buyers interpret cleanliness as a sign that the property has been responsibly cared for.

Tip: Deep clean beyond surface-level tidying. Pay special attention to kitchens, bathrooms, and entryways.

Once the emotional first impression settles in, buyers begin assessing functionality.

In neighbourhoods popular with growing families, buyers often look for:

• Open-concept kitchen and living areas
• Clear sightlines to the backyard
• Main floor laundry
• Practical bedroom placement

They’ll mentally place their furniture and imagine their daily routines.

If rooms feel cramped or awkward, buyers notice immediately.

Tip: Rearrange furniture to highlight space and flow. Remove excess pieces to make rooms feel larger.

The kitchen can potentially seal the deal.

Buyers quickly evaluate:

• Cabinet condition
• Countertop material
• Appliance age
• Storage space

Even if a kitchen isn’t brand new, cleanliness and good lighting go a long way. In many Kitchener-Waterloo homes, updated kitchens are a major value driver.

Closets get opened. Always.

Buyers want to know:

• Is there enough storage?
• Are closets organized?
• Is the garage usable?

Overstuffed closets suggest a lack of space, even if square footage is adequate.

Tip: Remove at least 25–30% of items from closets before listing.

Buyers are trained (and often advised by their agents) to look for red flags like:

• Water stains on ceilings
• Cracks in walls or foundation
• Outdated electrical panels
• Aging furnaces

They may not be inspectors, but they’re watching closely.

Being proactive about small repairs before listing can prevent negative assumptions.

Above all, buyers notice how a home makes them feel.

When a space feels clean, bright, and well cared for, buyers can imagine:

• Family dinners in the dining room
• Kids playing in the backyard
• Relaxing evenings in the living room

That emotional connection is often what turns a showing into an offer.

Understanding what buyers notice first can help you prioritize updates that truly matter.

If you’re considering listing your home in Kitchener or Waterloo or the surrounding area, we’d be happy to walk through your property and identify the small changes that can make a big impact.

The right first impression can make all the difference. Contact us today.

I had my baby in 2023. Like most new parents, I had a plan. I’d take a year of parental leave, master the art of soothing a tiny human, and then slide back into my Frontend Engineer seat like I’d never left.

It turns out that raising a human is significantly harder than debugging a complex state management issue. My “village” was thousands of miles away, and between the nightmare of tourist visa hurdles and the sheer exhaustion of toddler life, I realized one year wasn’t enough. I needed more time. I extended my leave until my daughter turned two, finally feeling like I had a handle on things.

By November 2025, I was ready. I had the “The Plan” finalized:

1. Kindergarten? Decided.
2. Foreign language classes? Scheduled.
3. Career goals? Set to “Permanent Growth” mode.

I was ready to rejoin the tech world. But instead plans went upside down.

For a few days, I was in shock. While I was focused on developmental milestones and nursery rhymes, the tech world had moved at warp speed. Suddenly, everything was AI-this and AI-that. I felt like I had stepped out of a time machine.

I had a choice: accept that my career gap was a “game over” screen, or treat this like a massive technical debt project that needed a serious refactor. I chose to be a fighter.

If you’re currently staring at a career gap or a sudden layoff, here is how I’m navigating my “relaunch” (because, let’s be honest, it’s a marathon, not a sprint).

• Perform a “Personal Tech Audit”: Tech moves fast. I spent the first few months being brutally honest about what I lacked. I sat down and mapped out the upgrades I needed — diving back into React and Node.js — before I even touched a “Submit Application” button.
• The “Ink it to Think it” Rule: If a goal only exists in your head, it’s just a wish. I started writing everything down. Seeing your progress on paper stops the “What did I even do today?” spiral.
• The 1-Hour Code Sprint: Every single day, I spend at least an hour on coding challenges. It’s like a gym workout for your logic. It’s painful at first, but the “muscle memory” comes back.
• Sweat Out the Stress: Your brain can’t code if your body is falling apart. I’ve made sports a non-negotiable part of my day. Whether it’s badminton, table tennis, or volleyball, moving my body keeps my mind from dwelling on the “unemployed” label.
• Build Something Real: Recruiters want to see code, not just a resume. I started building projects — like a platform for my local volleyball league — and pushed them to GitHub. It’s the best way to prove that my skills didn’t evaporate during maternity leave.
• The LinkedIn Face-Lift: After two years away, my profile looked like a digital ghost town. I had to start from the beginning, updating every skill and project detail. It’s tedious, but it’s your digital storefront.
• Finally:- Feeding the Mind: Upskilling isn’t just about syntax; it’s about mental endurance. When the screen gets too bright, I turn to books. Whether it’s the life lessons in The Monk Who Sold His Ferrari or the deep, moving narratives of The Kite Runner and A Thousand Splendid Suns, reading has been my anchor. It reminds me that every story has its difficult chapters before the resolution. Even The Art of Being Alone taught me that this “gap” isn’t a void — it’s a space for self-discovery and strength.

To the companies looking at candidates like me: If you see a career gap, please judge us on our technical skills today, not our time away. If we can’t pass the technical bar, fair enough. But don’t reject a “fighter” just because they took time to raise a human.

The determination it takes to relaunch a career after a gap is the same determination you want in an Engineer when the production server goes down at 2 AM.

I am still looking. I haven’t reached the destination yet, but I’ve taken the first steps. To anyone else trying to relaunch: hang on tight. The journey of a thousand miles begins with a single step — and maybe a few cups of very strong coffee.

We are getting close. I know I am.

Find me on LinkedIn here: bhagya-krishna

The Career Gap Myth: Why a “Fighter” is the Best Engineer You Can Hire. was originally published in Code Like A Girl on Medium, where people are continuing the conversation by highlighting and responding to this story.

I failed my first driving test. I was sitting at a T-junction, completely missed a car crossing the intersection, and nearly T-boned it.

It’s been 20 years, but I remember the hot rush of anger, disappointment and embarrassment vividly. But ever since that day, I have been hyper-vigilant at intersections. That single, glaring failure made me a safe driver for two decades. Was the sting worth it? Absolutely.

Years later, I experienced a very different kind of crash.

As a Product Manager, I led the launch for a new platform. On paper, it was an engineering masterpiece. It worked brilliantly and solved a massive technical headache. The only problem? It required a migration effort from product teams who were already drowning in their own roadmaps. Nobody had the time to adopt it.

It was a classic PM failure. I built a flawless solution for a reality my users didn’t live in.

Failures — whether you’re behind the wheel or driving a product roadmap — are the ultimate forcing function for growth. They provide the brutal, honest data we need to course-correct. But getting the feedback required to actually learn from those failures? That’s where things get complicated.

Negative feedback is just an organization’s way of flagging a bug in your strategy or behavior. Personally, I love it. It’s highly actionable and motivates me to iterate.

But biologically, our brains hate it. We are wired to register criticism as a threat, which is why our default instinct is to avoid it. And if you are a woman in tech, that natural avoidance is heavily amplified by a very real double standard.

You don’t need a research paper to know this, though plenty of studies back it up: when something goes wrong, women tend to internalize the blame, while men often point to external factors. We also know that women in leadership — especially in male-dominated arenas like product and engineering — are penalized more harshly for mistakes.

When the penalty for failure is higher, you naturally become risk-averse. Which is pure poison for innovation.

Here is where the double standard really hurts us. Women are often expected to be “cuddly” rather than assertive. This expectation infects the feedback loop. Managers, terrified of causing offense or dealing with emotions, will default to the “feedback sandwich” or just shield their employees from hard truths entirely.

Let’s be clear: when managers withhold honest feedback, they are actively sabotaging their team’s growth.

This is why I swear by Kim Scott’s concept of Radical Candor. It cuts straight through the corporate nonsense. The framework relies on two simple pillars: Care Personally and Challenge Directly.

The mandate is simple: just be honest. No fluff. If someone is doing something that isn’t working, tell them.

We do this in our personal lives all the time. You probably wouldn’t hesitate to call out a partner or a sibling for a bad decision because they know you care about them. We need to bring that exact same energy to our stand-ups and 1:1s.

When you are navigating the fallout of a failure, here is how to keep the focus on growth:

• Stop avoiding the awkwardness: Don’t let the fear of a tough conversation rob someone of their development. When my platform adoption flatlined, I didn’t need stakeholders politely nodding in meetings; I needed them to tell me my rollout strategy was completely out of touch. Honest friction is the only way to iterate.
• Candor is not cruelty: Directness is never an excuse to be a jerk. Feedback has to be specific, actionable, and delivered with the explicit goal of helping the other person win.
• Make it a two-way street: Fostering a culture of growth means normalizing the fact that PMs, engineers, and executives are all going to drop the ball sometimes. Teams must feel safe giving feedback up the chain, not just receiving it.

Failure isn’t the end of the road. It’s the guardrail that keeps you on the track.

Whether you’re navigating a blind intersection or trying to convince exhausted engineers to migrate to a new tool, the goal was never to be perfect. The goal is to get the radically candid feedback you need so you can drive a little better tomorrow.

Embracing Failure as a Path for Growth was originally published in Code Like A Girl on Medium, where people are continuing the conversation by highlighting and responding to this story.

An underrated skill that helps you grow faster than you think

Ego in the workplace is often misunderstood.

Most advice reduces it to something simplistic: “stay humble,” “don’t take things personally,” or “leave your ego at the door.” In reality, none of this is practical. Ego is not a switch you can turn off—it's a byproduct of ambition, competence, and self-awareness.

The real challenge is not eliminating ego but managing it in an environment that constantly tests it.

This article breaks down the less obvious realities of ego in corporate settings—and how to handle them without hurting your growth.

In corporate environments, your ego reacts less to what actually happens and more to how you interpret what happens.

For example:

• A colleague interrupts you → “They don’t respect me.”
• Your idea is ignored → “My input isn’t valued.”
• Someone else is praised → “I’m being overlooked.”

These interpretations feel real, but they’re often incomplete.

Corporate environments are noisy:

• People are distracted
• Context is missing
• Decisions are rushed

Not every negative signal is a judgment of your capability.

Practical shift:
Pause before reacting. Ask, "What are 2–3 alternative explanations for this situation?”
This single habit reduces unnecessary ego-driven reactions.

One of the biggest sources of ego friction is the assumption that effort directly leads to recognition.

In reality, recognition depends on

• Visibility
• Stakeholder alignment
• Communication clarity
• Timing

Two people can put in equal effort and receive very different outcomes.

If your ego is tied to effort alone, you will feel consistently undervalued.

Practical shift:
Treat visibility and communication as part of the work—not as self-promotion, but as delivery.

Ego strongly attaches to correctness.

You may find yourself thinking:

• “But technically, I’m right.”
• “This is the better approach.”

However, corporate decisions are rarely made on correctness alone. They involve trade-offs across:

• Time constraints
• Business priorities
• Team alignment

Insisting on being right—without considering context—can slow you down.

Practical shift:
Before pushing a point, evaluate:

Does this materially change the outcome?

Is this the right forum to push this?

What is the cost of insisting vs aligning?

Effectiveness > correctness.

Even neutral feedback can feel like a personal attack:

• “This needs more structure."
• “Your communication can improve."

Ego translates this into

• “You’re not good enough."
• “You’re behind others."

This is where many professionals stagnate—not due to lack of skill, but due to defensiveness.

Practical shift:
Create a separation:

You = long-term capability

Your work = current output

Feedback targets the second, not the first.

Many professionals withdraw when their ego takes a hit:

• After being ignored once
• After being corrected publicly
• After feeling less knowledgeable

But silence has a cost.

In most corporate settings:

• Silence is interpreted as lack of clarity, confidence, or ownership
• Not as thoughtfulness or restraint

Practical shift:
You don’t need to speak often, but you need to speak intentionally:

Summarize key points

Ask clarifying questions

State your position briefly

This maintains presence without overcompensating.

Ego constantly compares:

• Who got promoted
• Who speaks better
• Who gets noticed

The problem is—you don’t see the full picture:

• Their past work
• Their stakeholder relationships
• Their visibility across teams

Comparison without context leads to distorted conclusions.

Practical shift:
Convert comparison into analysis:
Instead of: “Why them?”
Ask: “What are they doing differently that I can learn from?”

Corporate growth is rarely immediate.

There is often a lag between:

• Improved capability
• External recognition

During this lag, ego becomes restless:

• “Is this even worth it?”
• “Am I being ignored?”

Many people change direction too early because they expect instant validation.

Practical shift:
Track internal metrics:

Quality of decisions

Clarity of communication

Complexity of problems handled

These compound—even when recognition doesn’t.

It’s important to make a distinction:

• Weak ego → avoids challenges, fears visibility
• Inflated ego → resists feedback, overestimates contribution
• Managed ego → seeks growth, adapts based on reality

You don’t need less ego.
You need a better-regulated ego.

Ego in corporate environments is not a flaw—it's a signal.

It highlights:

• Where you feel undervalued
• Where you seek recognition
• Where your expectations don’t match reality

Ignoring it doesn’t work. Suppressing it doesn’t last.

The advantage comes from understanding how it operates—and building systems to manage it:

• Reframing interpretations
• Separating identity from work
• Prioritizing effectiveness over correctness
• Playing a long-term game

Because in the end, career growth is not just about skill.

It’s about how well you handle the internal friction that comes with it.

How to Manage Ego in Corporate — That No One Tells You was originally published in Code Like A Girl on Medium, where people are continuing the conversation by highlighting and responding to this story.

Output the licenses used by dependencies and check if these are compatible with the project license

Python 109 Updated Mar 26, 2025

Oops to err is Uniroyal like, to forgive divine. Gee I hope I haven't offended any Uniroyal lovers still alive in Elmira.  If I have then I guess I'll just have to live with it. By the way I bumped into former councillor Julie-Anne Herteis last evening.  She appears well and did not seem to still be mad at me for unkind things I may have said about her while she was a Woolwich councillor.  That's good because while sitting politicians are fair game, retired or those moving forward in life are not.

The typo is an easy one to make when we are discussing health criteria concentration numbers of toxins along with laboratory Method Detection Limits.  In yesterday's post I started off O.K. in my first paragraph stating that both the authors of a recent report and the Editor of Environmental Science magazine stated in their Summaries that "...analytical limits are far too high for detecting many chemicals, especially pesticides." Then however near the end of my second paragraph darn if I didn't reverse the word higher and use the word lower. Maybe that's not so much a typo as a brain fa*t? 

Here is an example. If you have a chemical with a health criteria concentration of  .5  ug per litre  (.5 ug/l) i.e. half a microgram per litre of water AND a laboratory Method Detection Limit however of 1 ug per litre ( 1 ug/l)  i.e. one microgram per litre then you have a problem because  the laboratory measuring the particular chemical can only measure as low as one microgram of that chemical per litre of water. Therefore the chemical can be above it's health concentration in drinking water (say for example three quarters of a microgram of chemical per litre of water)  however it is assigned a concentration of ND or Non Detect because the lab either don't have the equipment to measure that small or the appropriate process/method to do so. Also sometimes it can also be a matter of cost. Certain labs may charge extra for doing more expensive and difficult very low concentration analyses of a chemical.

Therefore this can be a legitimate limit on determining the toxicity of some chemicals in various mediums whether water, soil air etc. Or on the other hand it can be a very convenient method of weaseling out of showing exceedances of health criteria by toxic chemicals thus reducing expected cleanup costs. Unrepentant polluters lacking in ethics have become adept at this kind of gamesmanship just as regulators and credentialed public advisory committees have learned to look the other way in reports evidencing this kind of data. 

Last year a scholarly article was published in Environmental Science Magazine titled "Limitations of chemical monitoring hinder aquatic risk evaluations on the macroscale". This was a very large study of decades of monitoring data from across the United States.  Both the Editor and the authors included a Summary or Abstract if you will. Each essentially said that despite decades of monitoring, less than 1% of chemicals with possible toxic effects have the proper data required for risk assessment. The second statement from both parties was that analytical limits are far too high for detecting many chemicals, especially pesticides. Thirdly both advised that these limitations have biased risk perceptions and I would add risk assessments.

If none of this rings any bells than you have not been keeping up with the risk assessments done by Uniroyal Chemical/Chemtura and later on by Lanxess Canada who are only too keen not to spend another nickel on cleaning up the Canagagigue Creek after spending millions (?) on lobbying, bribing?, monitoring and persuading politicians and credentialed TAG/TRAC members that all is well.  I have long said that risk assessments are mathematical models filled with assumptions that can be favourably bought by polluter clients for a fraction of real cleanup costs. When as it turns out these monitoring data are also woefully incomplete including laboratory detection limits of toxic chemicals higher than their mandated health criteria; then what you have is not a risk assessment it is actually a get out of jail free card produced by well educated, intellectual prostitutes all pretending to rely on the "professionalism" of others. 

Mention is made of both DDT and Dioxins as are present in the Canagagigue Creek, courtesy of Uniroyal Chemical and Lanxess Canada, accompanied by warnings as to their enhanced toxicity.  

The post 2025 CYPT Annual Report appeared first on Children and Youth Planning Table.

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Condé Nast’s Gourmet sadly ceased publication in October 2009, but there is one dish from the magazine that I have tweaked and have made ever since: a sheet pan delight that sees peppers, onions and chunks of chicken thigh broiled to succulence with crispy, charred edges that is sure to please.

The defining feature of the dish, however, is a sort of sauce that forms when you add hummus to the hot mixture: the chickpea condiment evolves into a creamy, rich and luxuriant-tasting component that binds the other ingredients — and adds huge flavour.

I don’t recall the exact ingredients and methods from the magazine, but here is how the dish comes together for me: cut boneless chicken thighs into bite-sized pieces; cut onions and your choice of peppers into similar-sized pieces; toss the mixture in salt and pepper, olive oil and seasonings like cumin, coriander, perhaps paprika, and any other spices that inspire a sort of shawarma/kebab taste profile for you.

Distribute the ingredients evenly over a sheet pan and broil on an upper oven rack until cooked. A couple of stirs and re-arrangement of the ingredients ensures that they are cooked evenly.

Pull the pan and spread a generous amount of hummus in the bottom of a bowl and add the chicken-peppers-onion combo on top. Drizzle it with a few glugs of good olive oil and perhaps garnish with some sumac, as I’ve done here. Let the dish rest for just a few moments so the hummus begins to “melt.”

Despite the rising cost of proteins like chicken, I figure with some economical shopping you can cook up this dish for a few bucks a bowl. It’s superb and takes only minutes to prepare and cook.

Enjoy!

Check out my latest post Hummus and broiled chicken ‘n’ peppers from AndrewCoppolino.com.

The Greater Kitchener Waterloo Chamber of Commerce is currently recruiting for available positions on the 2026-27 Board of Directors. We value a Board comprised of talented and committed individuals with a wide range of experience, knowledge, abilities, backgrounds, and lenses.

It is essential for the Greater KW Chamber to build a Board of Directors that represents the diversity of our membership and community, as well as improving our ability to promote economic growth and add value to our members.

If you believe you would be a strong addition to the Greater KW Chamber’s Board of Directors, we welcome nominations and expressions of interest. Please complete this form by 4:00 PM on Friday, May 1, 2026.

The post Greater KW Chamber: Board of Directors (Expressions of Interest) appeared first on Greater KW Chamber of Commerce.

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♦Creative Spark Swag

Stay cozy while supporting creativity! Our Fleece Creative Spark Hoodies are warm, comfortable, and perfect for layering and our Creative Spark T-Shirts are soft, comfortable and full of meaning. All profits go directly toward Creative Spark group projects and future artistic initiatives. Top off your look with purpose! Our Creative Spark cotton twill hats are a stylish way to support the Creative Spark group. This hat is embroidered with the Creative Spark logo!

Creative spark is a group of people with disabilities that love to create! In the past they have written and acted in two movies. Both movies were entered into the Pegasus Incredible Film Festival in Toronto which empowers people with disabilities to create and star in their own movies. Every purchase helps bring new ideas, art, and projects to life. Wear your spark wherever you go!

Click here to get yours!

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♦Wadjda Movie Screening
Wednesday, April 1
6:30 PM – 8:15 PM
FREE
Central Library (Theatre) – 85 Queen St. N, Kitchener

This Arab Heritage Month, join us in the Central Library Theatre for a screening of “Wadjda” (2012) directed by Haifaa al-Mansour. The film is presented in partnership with the Kitchener-Waterloo Multicultural Centre (KWMC). It is rated PG and will be shown in Arabic with English subtitles.

Click here for more info

♦Darts Night at TWB
Thursday, April 2
7:00 PM – 9:30 PM
$12
TWB Brewing – 300 Mill St. Kitchener

Come out for a fun and friendly evening of darts every other Thursday at TWB. Check-in by 6:45 pm as games start promptly at 7:00 pm. Individuals are always welcome and partners will rotate after each game of ‘501’. All ability levels are welcome. Tickets are $10 in advance or $12 on the day of and includes your first 12oz beer or non-alcoholic beverage. Winner receives a $20 TWB Gift Card!

Click here for more info

♦Intro to Piano
Registration Opens: Tuesday, March 31
Tuesdays April 21, 28 and May 5
7:00 PM – 8:00 PM
FREE
WPL Main Library – 35 Albert St. Waterloo

This beginner‑friendly program is perfect for adults who have never played piano before and want to learn the basics. Explore the piano keys, finger placement, simple scales, and how to play with both hands—plus learn a short song together. The class moves at a steady, structured pace and is designed for adults who enjoy learning new skills step‑by‑step. Each participant will be loaned a WPL keyboard to take home for practice and should bring it to class each week.

Click here for more info

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♦Prom of PossABILITIES

The Colleen Cares Foundation is hosting Waterloo Region’s first ever Accessible Prom for Teens age 14 to 21 with disabilities. Get your friends together for music, dancing, photo booth and food. The event is being held in a fully accessible event space and at no cost. That’s right, it’s free! The Prom will be held on June 13, 2026 from 6:30 PM to 8:30 PM. All youth under the age of 18 must be accompanied by a caregiver.

This event is designed for teens and young adults with disabilities who have accessibility or social barriers to their own school’s events. Everyone deserves to have the chance to experience a Prom Night regardless of ability. For more information, or to register, email Colleen Cares Foundation at colleencaresfdn@gmail.com

Click here for more info

The post March 25, 2026: What’s Happening in Your Neighbourhood? appeared first on KW Habilitation.

OpenShell is the safe, private runtime for autonomous AI agents.

Rust 3.9k Updated Mar 27

The Waterloo Region real estate market is beginning to show clearer signs of stabilization as we move into the spring market. February recorded a total of 339 home sales, representing an 8.1% decrease compared to February 2025, while year-to-date sales are down 13.4%.
Despite the year-over-year decline, activity improved meaningfully compared to January, indicating stronger engagement from buyers following a slower start to the year.

At the same time, 737 new listings came to market in February, down 16.1% year-over-year, contributing to a total of 1,284 active listings at month end, a decrease of 8.4% compared to the same time last year.

While inventory has declined modestly year-over-year, it remains elevated relative to recent market cycles, continuing to provide buyers with more choice and negotiating leverage.

• Total Sales: 339 (down 8.1% year-over-year)
• New Listings: 737 (down 16.1% year-over-year)
• Active Listings: 1,284 (down 8.4% year-over-year)
• Year-to-Date Sales: 609 (down 13.4%)
• Year-to-Date New Listings: 1,489 (down 17.2%)

The sales-to-new listings ratio is approximately 46%, placing the Waterloo Region housing market within a balanced to buyer-leaning range.
Compared to January, sales activity increased while pricing remained relatively stable, reinforcing early signs that the market may be beginning to level out.

We are seeing increased showing activity and more engagement from qualified buyers; however, decision-making remains measured, with conditions and negotiation playing a role in most transactions.

Activity remains highly segmented. Well-priced homes are selling, while overpriced homes are sitting longer on the market.

The overall average sale price in Waterloo Region was $727,440 in February, representing a 5.5% decrease compared to February 2025. Year-to-date, the average price is $731,274, down 4.1%.

The median sale price across all property types was $690,000, down 4.2% year-over-year and 5.6% year-to-date.

From a month-over-month perspective, pricing remained relatively stable, indicating that the rate of decline is beginning to ease.

Single Family Homes

• Average Price: $862,189 (down 4.7% year-over-year)
• Median Price: $790,000 (down 5.7% year-over-year)

Townhomes and Condominiums

• Average Price: $523,819 (down 7.6% year-over-year)
• Median Price: $503,000 (down 9.9% year-over-year)

Price corrections remain more pronounced in the townhouse and condominium segment, while detached homes in Waterloo Region have shown greater stability.

The average days on market increased to 37 days, up 54.2% compared to February 2025. Year-to-date, properties are taking an average of 41 days to sell.

• Single Family Homes: 35 days (up 84.2% year-over-year)
• Townhomes and Condominiums: 41 days (up 32.3% year-over-year)

Buyers are taking more time, completing due diligence, and negotiating more frequently.

The average list-to-sale price ratio was 99.5%, down from 102.3% one year ago.

• Single Family Homes: 99.8%
• Townhomes and Condominiums: 99.1%

This indicates that most homes are selling at or slightly below asking price.

• Total Inventory: 1,284 homes
• Months of Inventory: 2.5 months

By property type:

• Single Family Homes: 1.9 months
• Townhomes and Condominiums: 3.6 months

This reflects a balanced market overall, with more buyer-friendly conditions in the townhouse and condo segment.

The Housing Affordability Index increased to 64, up 10.3% year-over-year, reflecting improved affordability due to lower home prices and stable interest rates.

The Housing Value Index declined:

• Single Family Homes: 149 (down 9.1% year-over-year)
• Townhomes and Condominiums: 142 (down 11.3% year-over-year)

The Bank of Canada held its overnight rate at 2.25%, while inflation eased to approximately 1.8%.

Slower economic growth and a softening labour market are contributing to a more cautious but improving housing market environment.

This is a strategy-driven market.

Homes that are priced correctly and presented well are selling. Homes that are not aligned with market value are sitting and requiring price adjustments.

Buyers are highly value-driven and are quick to move on from overpriced properties.

Buyers currently benefit from:

• Increased inventory and more choice
• Greater negotiating power
• The ability to include conditions

However, well-priced homes in desirable neighbourhoods are still competitive.

The Waterloo Region real estate market is in a transition phase.

Sales activity is improving month-over-month, pricing is stabilizing, and interest rates have remained steady.

As we move into the spring market, continued stability in interest rates and increasing buyer activity will be key indicators of where the market is headed.

This is a balanced to buyer-leaning market where outcomes are driven by pricing, presentation, and execution.

If you are considering buying or selling in Waterloo Region, a data-driven strategy is essential in today’s market.

The post Waterloo Region Real Estate Market Update – March 2026 appeared first on Kitchener Waterloo Real Estate Agent - The Deutschmann Team.

Ontario’s Greenbelt spans nearly 2 million acres across the Greater Golden Horseshoe. It protects prime farmland, forests, wetlands, watersheds, the Niagara Escarpment, and the Oak Ridges Moraine. Established in 2005, it is one of the largest protected greenbelt areas in the world and a global success story.

The Greenbelt is a critical and irreplaceable asset that safeguards water resources, diverse natural ecosystems, rural economies, outdoor recreation and tourism, sustainable agriculture and local food systems. Each year, the Greenbelt contributes more than $12 billion to Ontario’s GDP and supports over 200,000 full-time jobs.

The Greenbelt Foundation is a long-standing provincial partner organization committed to protecting and stewarding Ontario’s Greenbelt and its interconnected natural, water resource and agricultural systems. We work with a diverse range of partners and sectors to maximize the opportunities and benefits of the Greenbelt for Ontario.

The Foundation plays a distinct role. It does not regulate land use. It strengthens implementation of provincial plans. It advances practical solutions through grants, partnerships, applied research, and public engagement.

The Greenbelt underpins Ontario’s long-term prosperity.

• Environmental value: It safeguards drinking water and air quality for millions, protects biodiversity, stores carbon, and reduces flood risk.
• Economic value: It supports a multi-billion-dollar agri-food economy, tourism, and outdoor recreation.
• Social value: It provides access to nature and world-class outdoor recreation, contributes to live-ability and enhances resilient communities in one of North America’s fastest-growing regions.

Current pressures heighten its importance. Climate change is increasing extreme weather and water stress. Trade instability reinforces the need for domestic food production. Urban growth intensifies the importance of effective land-use plans.

Current areas of organizational focus include:

• Strengthening climate-resilient communities and natural infrastructure.
• Advancing water security and watershed health.
• Supporting food sovereignty and farm viability.
• Reinforcing effective implementation of the Greenbelt Plan and related provincial plans.
• Positioning the Greenbelt as a strategic asset for Ontario’s economic resilience.

The Board of Directors provides governance and fiduciary oversight. It stewards mission, strategy, risk, and financial integrity.

The Board:

• Informs and oversees strategic directions
• Approves grants and guides program priorities
• Ensures accountability to funders and the public
• Supports and evaluates the CEO
• Acts as a credible, non-partisan ambassador(s) for the Greenbelt

The Board comprises 12 directors, including Provincial Directors nominated by the Minister of the Environment, Conservation and Parks

Standing committees:

• Finance and Audit Committee: Oversees financial reporting, audit, risk, and investment stewardship.
• Governance Committee: Leads board recruitment, performance, and governance policy.
• Oak Ridges Moraine Committee: Focuses on the Oak Ridges Moraine Conservation Plan area and related program oversight.

The Foundation maintains a balanced mix of expertise, lived experience, and regional knowledge. Recruitment priorities are reviewed annually by the Governance Committee and informed by a Board skills matrix

We generally seek experience in one or more of the following areas:

• Environmental science, sustainability, biodiversity, and climate resiliency
• Land use planning, municipal administration, and growth management
• Food systems and agriculture, including specialty crop regions
• Public policy, public administration, and government relations
• Economic development, public finance, or development finance
• Tourism, recreation, and rural economic vitality
• Public health and community well-being
• Grant making, research, or impact evaluation We also value:
• Strong governance judgment and committee experience
• Financial literacy and comfort with audit and oversight
• Non-partisan credibility and constructive public engagement
• Geographic representation across the Greater Golden Horseshoe
• Indigenous, newcomer, youth, and diverse community representation

• Approximately four Board meetings per year
• Generally, serve on at least one committee
• Periodic strategy sessions or special meeting
• Occasional travel within the Greater Golden Horseshoe

Please see our web site at greenbelt.ca for our Annual Reports and Governance and Public Accountability including our Financial Statements

The post Greenbelt Foundation appeared first on Capacity Canada.

In January, Robert and his friend Sean travelled to Cuba for a week. They were joined by Gerry, who has volunteered with Robert for the past three years, and Gerry’s wife, Maryellen. It was a shared trip focused on spending time together and enjoying something new.

They travelled to Varadero and stayed at an all inclusive resort. For Robert, one thing stood out right away. “The swimming pool,” he said when asked about his favourite part of the trip. The pool was warm and relaxing, and he and Sean went swimming every day. Robert also enjoyed the lounge chairs by the pool that reclined at the push of a button.

The group spent most of their time at the resort, but they also went into town. Robert liked seeing the old cars and a horse and buggy. It was his first time in Cuba, though not his first time travelling. He shared that he has been on planes before and enjoys going to different places.

When asked how he felt about the vacation overall, Robert did not hesitate. “It was wonderful.”

Gerry reflected on the experience as well. “The trip was a highlight for my wife Maryellen and I. We know that Robert and Sean had a great time. That made us very happy.”

At KW Habilitation, we believe in relationships that grow from shared interests and real choice. Most importantly, time together matters. Whether it is golfing close to home or swimming in Cuba, these experiences create connection and meaningful memories that last well beyond the trip.

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The post A Week in Cuba, Together appeared first on KW Habilitation.

The new community at 878 Frederick Street is coming together quickly. What started as drawings is now a real building with rooms, hallways, and shared spaces taking shape. Each week brings us closer to welcoming people home later this year.

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Construction crews have been busy with the final touches inside the building:

• Painting is nearly finished on Levels 2–4
• Flooring is being installed throughout the building
• Kitchens and bathrooms are coming together
• Lighting and electrical work is being completed
• Drywall and ceiling panels are almost done
• The elevator installation is well underway
• Exterior siding continues as weather allows

The building is really starting to look like a home.

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878 Frederick Street is being built for a mix of people who need safe, affordable housing. This includes:

• People supported by KW Habilitation who choose to live in a supported apartment
• Seniors looking for affordable housing
• Individuals from the community who need affordable housing

Interviews for these units have now begun, and many people are excited for the chance to be part of this new community.

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A key part of this project is our Neighbour Helping Neighbour approach. It encourages:

• Natural friendships
• Informal support between residents
• Reduced isolation
• A sense of safety and belonging
• Everyday kindness and connection

It’s about creating a community where people look out for one another.

Donations are an essential part of bringing 878 Frederick Street to life. They help us finish the building, keep rents affordable, and make sure the people who move in have a safe, welcoming place to call home.

One‑time gifts make a real difference, and monthly donations go even further. A small amount each month provides steady support we can count on as the project moves toward completion.

Donate here: kwhab.ca/join-us/donate/

The post Building Together: March Update on 878 Frederick Street appeared first on KW Habilitation.

Wei, Q., Brookfield, A., & Layzell, A. (2024). Quantifying the effects of water management decisions on streambank stability. Frontiers in Water, 6. doi.org/10.3389/frwa.2024.1430374

“A streambank stability module was developed in Python to work with output from the integrated hydrologic model, HydroGeoSphere (HGS), which was previously coupled with the surface water operations model, OASIS. The module takes the data output from the coupled HGS/OASIS model, such as surface and subsurface hydrologic conditions (e.g., pore water pressure, groundwater levels), and estimates streambank stability using the simplified factor of safety (Fs) approach, through one-way feedback from HGS/OASIS to the module.”

CLICK HERE TO READ THE ARTICLE.

Fig. 5. Map of Lower Republican River Basin study area.

This publication co-authored by Q. Wei, A. Brookfield, and A. Layzell, investigates how water management decisions influence streambank stability by altering subsurface hydrologic conditions. This study leverages HydroGeoSphere (HGS), coupled with the surface water operations model OASIS, to address long-standing challenges in linking reservoir operations, groundwater pumping, and hydrologic dynamics to the physical mechanisms driving streambank failure.

Traditional assessments of streambank stability often focus on hydraulic shear stress or empirical erosion relationships, while treating hydrologic conditions as static or externally prescribed. Such approaches fail to capture how changes in groundwater levels, pore water pressure, and surface–subsurface pressure differentials—often driven by water management decisions—affect bank stability. By using HGS to simulate fully integrated surface and subsurface flow, this research directly links hydrologic state variables to a newly developed streambank stability module based on a factor-of-safety framework.

Fig. 8. Relationship between the factor of safety values under wet (high precipitation and elevated groundwater levels) and dry (low precipitation and reduced groundwater levels) conditions.

The study applied this coupled modelling approach to the Lower Republican River Basin in Kansas, United States, under contrasting wet and dry conditions influenced by reservoir operations. Hydrologic outputs from HGS, including groundwater levels, pore water pressure, and surface water depths, were used to calculate spatially distributed streambank stability along more than 700 river nodes. Results showed that streambanks were consistently less stable under wet conditions than dry conditions, particularly in reaches affected by reservoir releases, due to increased pore water pressures and soil loading.

Key findings demonstrated that water management decisions—such as the timing and magnitude of reservoir releases—can significantly alter streambank stability by changing subsurface pressure regimes and disrupting equilibrium between surface water and groundwater levels. In upstream areas with limited releases during dry periods, streambanks were more stable, while downstream reaches receiving managed flows exhibited increased instability even under similar climatic conditions.

HydroGeoSphere proved essential in enabling this work due to its ability to simulate coupled surface and subsurface hydrologic processes and dynamically represent the effects of water management infrastructure. By providing physically consistent hydrologic inputs to the streambank stability module, HGS allowed the researchers to move beyond simplified erosion metrics and directly assess the mechanisms driving bank failure.

This research provides critical insights for integrated water resources management, demonstrating that advanced, physics-based modelling approaches like HydroGeoSphere are essential for evaluating the unintended geomorphic consequences of water management decisions. By explicitly linking reservoir operations and groundwater dynamics to streambank stability, the study paves the way for more informed and sustainable river basin management strategies.

Abstract:

Both natural processes and human activities alter streamflow conditions, which can significantly affect streambank erosion and stability, leading to consequences such as sedimentation of reservoirs, contamination of streams, loss of productive land, and damage to infrastructure. Hydrological conditions, which are often controlled by water management decisions and infrastructure (e.g., reservoirs and dams), are a major factor affecting streambank erosion and stability. Extensive research has explored the relationships between hydrology, water management, and streambank stability. However, limited studies directly address the impacts of water management decisions, particularly reservoir operations, on the driving mechanisms of streambank stability such as changes in pore water pressure, pressure differentials between the surface and subsurface, and gravitational forces versus shear stress. This study builds upon these existing concepts by integrating them into a model that accounts for both the effects of water management and inherent hydrologic conditions on streambank stability.

The module estimates streambank stability using a factor of safety approach, with hydrologic conditions derived from an established integrated hydrologic model, HydroGeoSphere, coupled with the surface water operations model, OASIS. This module is validated and then demonstrated using simulations from the Lower Republican River Basin in Kansas, United States. Results indicate that several water management decisions, such as groundwater pumping and timing of reservoir releases, may negatively affect streambank stability by changing pore water pressure, the weight of the bank material, and the pressure differential between the surface and the subsurface. Given that most of the rivers and streams of the world are regulated by reservoir operations, this work demonstrates that water management practices need to be considered in simulations of streambank stability.

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