♦This photo, entitled Tim Hortons Drive Thru, was taken by Ann Baekken, and is used in accordance with their Creative Commons license.

If there's a fair argument that sometimes Canadians are too patient, maybe it comes in the drive-thrus of Tim Horton's on Christmas morning.

This Christmas, I wanted to treat the kids to some Timbits. Now, you might think, "but, James: it's Christmas morning. Isn't everything closed?" But I know for a fact that some Tim Horton's stay open, even through the darkest Christmas night, so I head out. And the neighbourhood Tims (a small building that exists primarily as a drive-thru) seems busy. Cars are lining up down the street. So, I pull in behind them, with my music playing on my stereo, and I settle in towait.

There's something about a queue, and I don't think this is just a Canadian thing. We see a line-up of people or cars patiently waiting for something, and a part of our mind just thinks: I've got to get in on that action! So we join the line-up and wait. The spent cost fallacy comes in pretty quick. Sure, you might be able to get faster service if you go elsewhere, but then all the time you spent in the line here will have been wasted. What a tragedy! Just hang on for another minute. Things will move then and I'll get my prize, surely!

Ten minutes later...

Ten minutes later, I sense that something is wrong. We're not moving, at all. That this line isn't now miles long is largely due to people rage-quitting behind me. I was anticipating delays because, maybe, they staffed this small outlet with a single worker to handle orders, do cash, cook, pour coffee and clean (possibly in defiance of the Geneva Convention), but no. This is different.

It takes me pulling out of the line and driving past the front door of this Tim Horton's outlet to see that, indeed, this place is closed on Christmas day. Now, to be fair: this front door is out of sight of the cars lining up for the drive-thru. Further investigations later shows that other closed Tim Horton's have their holiday hours posted not only on their front door but also beside their drive-thru order stand. This one doesn't. Somebody has forgotten, and a very orderly chaos is reigning.

It actually takes some honking and yelling at the line-up to convince these people that this Tim Horton's they're lining up for is closed and they should be on their way. Those that leave seem grateful.

I then found the one Tim Horton's in the neighbourhood that was open, and it is packed. Cars are stretching down the street, just like the closed Tim Horton's I've left, but I can see workers working inside. Parking my car and getting out gets me into the pedestrian line, which still takes me twenty minutes to get my coffee and Timbits, but oh, well. It's Christmas. Everybody is mostly cheerful.

And as I pass the closed Tim Horton's in my neighbourhood, the cars are still lining up, for nothing.

Good for the Record (& Terry Pender) in publishing this story describing the opinions of Barbara Robinson, civil engineer, and former chief engineer for the City of  Kitchener. The title of the story is "Waterloo Region water supply source of angst and debate". She has let it be known clearly that the Region (RMOW) are asleep at the switch in not having expert staff in regards to sanitary sewers within the Region.

Her claim, which makes sense to me, is that there are massive inflows of clean water into the sanitary sewers all of which require treatment prior to discharge to the Grand River, Canagagigue Creek, Speed River etc. Here in Woolwich Township which I fondly call Dogpatch there has been an ongoing battle allegedly against  I & I otherwise known as Inflow & Infiltration. The problem of course here is that all the spokespersons and governance bodies are so used to lying to the public that who knows if what they say is truthful or mere wishful thinking. 

We have been told by them that large parts of the Birdland subdivision had their roof eavetroughs  connected to the sanitary sewers. Allegedly this has caused, especially during wet weather, massive inflows of clean water to the Elmira Sewage Treatment Plant . Again allegedly we are advised that there was (is?) an ongoing program to disconnect these roof drains (i,e, eavetroughs) from the subsurface sanitary sewer pipes. 

If this is for real then kudos to our local engineering department and councillors who invested in that program.  Now Barbara Robinson has also suggested that some catchbasins in the Region have been incorrectly connected to sanitary sewer pipes versus to storm sewer pipes. I can certainly understand how bad that would be as far as exacerbating high flows into the Sewage Treatment Plants (STP).  Other problems include laterals running from homes to the sanitary sewers buried underneath roadways. If there are leaks in those laterals then again rainwater or high shallow groundwater (i.e. water table0 could also infiltrate into the laterals this preventing it recharging local aquifers and overloading STPs.

Wouldn't that be ironic if Dogpatch (Woolwich) were actually ahead of the curve on these issues? Unfortunately it wouldn't make the Region (RMOW) look very smart if they are actually lagging behind Dogpatch.

On the first Tuesday of every month, we’ll announce a new Fearless Female, including a video interview of them sharing their business story. Want to be featured as a Fearless Female?

Contact Memberships for more details. The Fearless Female Program would not be possible without our Title Sponsor, Scotiabank.

To learn a little more about the Scotiabank Women Initiative, and why they’ve chosen to sponsor this program, see the video below.

♦

The Fearless Female we’re featuring for the month of December is Sandra Hepditch, Co-Owner and CMO of Fo’Cheezy Food Trucks.

Sandra Hepditch owns a fleet of five award- winning Fo’Cheezy food trucks along with her partner, Sandor. After nearly 25 years in corporate marketing and business development she made the transition to her dream job as an entrepreneur.  An education in English and experience in the service industry gave her the background to push the boundaries in this space over the past three years. 

Sandra is candid about the challenges and rewards of her life as she shares what it’s like to make big life changes while surviving breast cancer and living with mental health issues. Her resilience and integrity drive her to give back to her surrounding community with a genuine generosity. All of this with a large dose of gratitude make Sandra our ideal December Fearless Female.  

To learn more about Sandra’s journey as a Fearless Female, watch the interview below (or read the written format).

Tell us more about Fo’Cheezy

So, Fo’Cheezy has been around for around 13 years. I joined in 2023, and the work I do with Fo’Cheezy is really a jack of all trades, but what I love about it is that I get to do things that are interesting to me. So, I get to do all the HR, all the staffing, and the training. I look after some of the accounting, which I do not love.

I would rather spend money than track money, but I also get to do a lot of philanthropy. So, a big part of what we do is give money away to celebrate our success and to share with the community because it is important to us, and I get to choose where we put that money every year.

Tell us more about your career path

That is an interesting question. What inspired me to get into sales and marketing is that I have always been a storyteller. So, I took an English degree back in Halifax at St. Mary’s University, and I always loved stories and what motivates people. And I have always loved the heart of the matter of what goes into people’s happiness and things like that and been connected to people. So, from there, I got into insurance, and there is a lot of storytelling in marketing and in lifestyle insurance and telling people stories and protecting what you love and those kinds of things.

From there, I went into the technical side of things. So, website building and user experience, which I loved. And then I found out that I was a great writer. So I really, there’s lots of things I’m not good at, but I can write, which I like because it comes in handy when you’re doing all different kinds of things like social media, everything down to, from Instagram all the way through to writing blogs for LinkedIn.

How did all those experiences prepare you for leadership?

I learned about leadership at a young age because I always worked in service. So, I worked selling coffee, I worked delivering newspapers. I have always worked; I worked as a babysitter. Then I worked as a camp counselor and a staff director at a camp. And I learned a lot about leadership and leading through example by leading other people.

I was naturally drawn to leadership. From there, I have always just raised my hand when it became opportunities. I like to take risks, and I am a little bit bossy and a little bit opinionated. So, it made it easy to take leadership roles. I think that the biggest call for me to leadership is the inspiration and just the value I get out of seeing other people succeed. I really see other people’s success as my own success.

Tell us about some of the highlights in your career so far

This is a tough one because I don’t really collect awards per se. I am looking more at how my team does. So, I have worked with a number of teams where we have been nominated for CEO Awards of Excellence in the retirement space when I worked in insurance.

I worked with teams who delivered beautiful websites on time or advisors’ tools that we used in the financial industry. And I think from there, I took that out to Fo’Cheezy in a way that I wanted us to be recognized for what we were doing. So, when we were so honored to be nominated for awards with the Chamber, I really put my heart and soul into that into sharing our story and what sets us apart. And not because we wanted to win Employer of the Year or Small Business of the Year, but also because we wanted our staff to be recognized for what they do. We really put staff first because if we put our staff first then our customers come first.

How did you and Sandor feel about winning the Employer of the Year Award at the 2025 Chamber’s Small Business Awards

I think for Sandor, it was a very emotional reward for him. He has put his heart and soul into Fo’Cheezy. I was lucky to join it while the bus was already moving if you will. But for him, he has put his heart and soul into it. He has run cafes; he has worked at Fo’Cheezy 364 days a year. He is tried and failed and all those different things. And that is all part of it.

But he felt a certain pride when the community recognized that Fo’Cheezy is a leader in space. And I think for me, it felt like a good coming home, because it was very easy for me to write about why Fo’Cheezy was a great business, because I did not start the business. If I had to write about why Fo’Cheezy is a great business from my own perspective, it is easy, but not about myself per se.

What are some of the challenges that you have faced so far?

Some of the challenges I face as a business leader are that I do not always like to follow rules. I do not color inside the lines. All those cliches, the square peg in a round hole. Working for corporate was difficult for me. I did not always want to have a boss.

So, running my own company is perfectly ideal with Sandor as a partner, because we’re both really strong in our own sets of skills, and we can kind of stay in our own lane and do what works. And we got that as advice from other couples who run their own businesses together. Other challenges I face as a leader, aside from having a hard time following orders from other people, are just learning quickly enough. That makes it difficult sometimes, especially when you run your own business. You must learn about bylaws. You must learn about accounting. You must learn how do you deal with difficult staff members. How do you scale and grow? So, we are hoping to have a franchise soon. That is a whole different world for me that we are stepping into a new space. So, we have to learn all the legal aspects of that.

And while it is exciting and it’s easy to learn because you are consuming all of this information at a rapid pace. So that can be a challenge.

Can you tell us more about franchising?

We are such a franchise as of May this year, and we are expanding our territory with this franchise. I can tell you the person is someone who we know and absolutely adore, who has been working with Sandor for over 12 years. So, she knows Fo’Cheezy inside and out, and she is a good food trucker. So, it will be great to see her do her thing.

We will support her in the business side, but she has all the passion all looked after. So, we are really excited about where she’s going to take it.

If you could go back in time, is there anything you’d do differently?

If I was going to do things differently in my career, I would have stopped running at the corporate wall. I really tried to be a corporate person for years and years. And I think that trying to be a corporate person for somebody with my personality and character is difficult. I find that when I can manage my own hours and do my own things, it’s much easier.

So, I’m open about the fact that I have bipolar disorder, which means that I have good days and bad days. And working at a desk job nine to five, because working remotely was not an option necessarily when I was in corporate, can be very difficult. When you have a bad day and you have to go to the office, you have got a mask, you’ve got to push down what you’re feeling and that kind of stuff.

Now I can have a bad day, work from home, get things done. And as soon as I’m feeling better, I can jump back into things.

How is your mental health journey going now?

Things are great.

I mean, when you have bipolar disorder, you kind of have the choice to manage it in your own way with sleep and diet and those things. So, I do a combination of both. And for the most part, it’s good.

I definitely still have bad days. I think a lot of people, if they’re honest about their mental health, have bad days from time to time. I think we’re living in tough times and it’s hard to always be up and perfect and going.

It’s something that I am open about because I think people, it disarms them and it opens them up and it allows them to be human in their own experience and their lived experiences with me. So even when it comes to my staff, for example, when they have bad days or if someone’s suffering from depression or is wondering what they’re going to do with their life, because not everyone who works with us is working obviously on a food truck for the rest of their lives. So they’re coming up against some tough questions.

It makes me more compassionate. It makes me more empathetic, understanding, and approachable, I think.

What methods and strategies have you used to grow your business?

That’s a great question for me because I always look at what I’m doing as part of a greater community of expertise.

So, what I try to do is lean on the right people, lean on the experts and then get out of their way and let them do the thing at which they are best. So, we get help with our social media from somebody who loves food and does a beautiful job. We lean on organizations like the Chamber and mentors and even people like Lisa (Lisa McDonald, Sales Rep for the KW Chamber), who are there with all the next opportunities.

They see things that we do not necessarily see because we are heads down in work. So that has helped me both personally and professionally. I think that the Chamber has helped us professionally be seen more as an actual company, as an organization that is offering value as opposed to just a one-off food truck that nobody is really paying attention to.

But the truth is that food trucks are a real thing. They are huge and they are happening. And in other cities, they are everywhere. There are food truck parks. It’s kind of the golden age of food trucks and the food is fantastic. It is a lot of mom-and-pop shops.

So, you are really supporting locals when you’re supporting food trucks. So, it’s nice to see that we’ve gotten help from the Chamber and other groups.

How do you define success?

Personally, I define success by seeing how I’m impacting others. It’s really that simple for me. If I’m not leaving the world a better place than when I started, I’m not interested in that success. Sandor and I are on a good balance because he is a very balanced person in terms of growth and financial and those kinds of things.

He’s very driven to be successful and be sustainable. And for me, I like to be a little bit on the softer side and look at things like how we are impacting the community, the lives of our people who work for us and those kinds of things. And that’s why we’ve done things like introducing benefits to our staff who’ve never had access to benefits before a lot of them.

We support their mental health in many ways through counseling and professional development and other things like that. And we know we’re successful at the end of the day because we have a good team that’s like a family and they stick together even outside of work. And that makes us really happy.

What core values have you integrated into Fo’Cheezy?

The core values that guide me as a leader are really around honesty and integrity. I think it is important for us, especially in times like these and as business owners, to be honest with each other, with the customer, with the staff, with the team itself and that integrity. So, for example, we may get asked to do what we call a gig and something better may come along shortly after.

We will always stick with the first thing we were asked to do. And if we gave our word, we will be there. That is a huge thing for us. It’s not always the easiest thing. It’s not always the best thing in terms of our financials down the road, but our integrity ensures that if we say we are going to be somewhere and we are going to do something, we do it. And we ask the same of our staff.

Tell us about your breast cancer survival journey

One interesting thing about me that I’m also very open about is that I am a breast cancer survivor. I was diagnosed when I was in university at 29 years old, which was quite devastating at the time. I was a single woman living in Halifax and I was surprised to say the least, but it’s been in its own strange way, a gift because it has taught me resilience. And it’s also taught me that sometimes you do not need to learn some of the hard lessons. Life is hard enough. You don’t need to get cancer to learn those lessons, but it’s helped me understand other people and helps them see light through their own illness.

I think a lot of us are living with different things and carrying different weight. And it’s really, it’s been one of the gifts of my life in an odd way.

What strategies do you use to recruit talent and build teams?

For us, building a strong team means investing in people early and often. And we invest in them by getting them their first aid qualifications. We invest in them by training them extensively, cross-training them. We like to see them work with us over a period of years.

So, for example, we will invest in someone who’s a high school student and has never had a job and they’ll learn how to do different things on the truck. So, they’ll learn customer service. They’ll learn team management, team playing, and how to clean. They’ll learn all these different things and then they’ll learn first aid. They’ll eventually learn how to drive the truck if they want to, those kinds of things. We have helped people financially.

We’ve helped people on our team, got off to school and came back and supported them in their hours and that kind of stuff.

Does Fo’Cheezy set up shop anywhere?

Fo’Cheezy doesn’t set up shop anywhere. What we do is operate mobile 100%. So, we do a lot of corporate stuff for the winter. We do some Christmas markets at this time of year and maybe a couple of times we’ll go to a few of the food truck spots that are set aside specifically for us by the train station in Waterloo, for example, or there’s one just over here on Auto Street. So, that we may set up as a very ad hoc pop-up sort of situation.

But our drivers are amazing. Our staff are amazing in the way that they can drive the food truck and get through different weather situations. One of our favorite customers is in Listowel. And so sometimes we drive there in the snow with this giant food truck, which is like a wind tunnel, causes like a wind tunnel on the highway. It can be quite something. We drive to different areas with the food trucks, but mostly we stay within the region.

What are some of the advantages of setting up your business in Waterloo Region?

To me, the advantages of working and leading in Waterloo region are really about the amazing economy, the diversity of the population. We love being a part of all the festivals and the cultural events that go on. We love the student population.

That is fantastic for us. We are at college, at universities. It gives us access to an influx of clients where we would not necessarily have. So, we will be at the university in the winter where we would sort of be sitting at home quietly because the students are still coming out. Or does it give us access to staff during a time when we really need them, which is in the summertime, right? From mid-April to the end of September. So, for us, Waterloo Region is our home. It’s where we both grew up. We both went away and did other things, came back and just found our place again. And because the area is growing and it’s so interesting a place to be, we are excited to be here and raise our family here.

What inspires you?

I think I’m inspired by my family in so many ways because they are probably at the crux of everything that I do. Fo’Cheezy family is inspiring to me. My more intimate family and family that I’ve sort of created through friends and other things also inspire me.

I have three great kids. So, I have two boys, one eleven and one 13. And then I just had a baby this summer. So, she is three months old. And really, it is about seeing who they’re going to be and how positively they’re going to impact the world. Sandor is my second marriage. And I really believe getting married and having children is an act of hope. So, it is an easy time to be negative about the world and feel like things are not going to work out, but we choose to hope, and we sort of stay inspired by that. I must tell you; it is very easy to feel giddy about grilled cheese.

Like if you are serving grilled cheese, you’re serving people at a time when they’re with their families and those are our number one customers is family. So, we like to sort of stay focused on that.

What advice would you give to other women who are aspiring to get into a leadership role, or start a business?

I think for women, it’s hard because you’re told that you have to be a people pleaser. It is not popular to be terribly articulate or assertive. And I think, especially in the food space, it can still be that Chef Ramsay, old school kitchen mentality. So, my advice for people who want to do something like food trucking, for example, is to really stick with it and have confidence and lean on other people.

So, some of my favorite food truckers are strong women and they’re leading the way by running their own businesses on their own and really breaking the mold.

Other industries other than food trucking, my advice to women is really to stick together, to lean on each other, to use the resources on LinkedIn and in mentorship groups that are available to you, be in spaces where it’s safe to be a woman and to hear from other women what it’s like. I think to have your friend group is really important. That will, you know, your ride or die. I think you can have those in business as well. Someone who will tell you and hold you accountable if you need to check yourself or try taking another risk and it’s okay, they are there if you fail.

The queen fixing your crown, as it were. I think that is really important to find those people because positions of leadership can be very lonely. Positions of leadership can be a space, especially as a woman where if you are leading diverse teams, you can make unpopular decisions and you can go home at the end of the day depleted and second guessing yourself.

But if you have that crowd who will support you and say, you know, you’ve done the right thing and even when you haven’t done the right thing, I see where you were coming from, try again tomorrow, it’s okay. Those things are important to have women in your space.

What are your future goals and aspirations?

Our goals and aspirations for Fo’Cheeezy and for my career are really about seeing other people have the opportunity to work for themselves.

I think that giving people a leg up by working with them to franchise as opposed to other franchises where the price of admission is so high and so difficult. Because we are the type of people we are, we’re supportive. Sandor helps other food truckers all the time, whether it be somebody needs to borrow something or somebody’s having a technical problem, wants to know about a festival, should they go, how their square point of sale system could work, all of that kind of stuff.

We support our whole community. So, I’d like to see us do that franchise opportunity where we can help people who are small business owners really have the opportunity to get out there and not work for somebody else.

Another key area that we’re hoping to work on this year is to expand our geography and geographical impact. So right now, we really are in the Kitchener-Waterloo region, some Guelph, some Cambridge, a little bit in Woodstock, but we like to further out what we’re doing. And that is really for us, spreading out on a geographic front is really about sustainability. So, if it is slower sometimes in July and August, September/May and June are our busiest months.

So, in July and August, what we have been doing is driving out to Lake Huron, Port Elgin, Southampton, and some of those places and getting to know there at their festivals, which are great. And with everyone staying in Ontario more this summer than ever, we found that we had great success by just making a little bit of a further drive.

Where can viewers find out more about you and your business?

I am always available for a coffee or a glass of wine, and you can just reach me through Focheezy.ca. And I’m also on LinkedIn. I love to help people do things that take a step towards their dreams. I have also worked with people who make transitions in life, going from say corporate to a food truck was a huge step, right? So, I have a friend recently who just lost his job and what I have done is tried to help him and coach him on how to rethink his own personal brand so that he can get hired outside of his scope.

*This interview has been edited for length and clarity.

The post Fearless Female (December): Sandra Hepditch appeared first on Greater KW Chamber of Commerce.

♦Many people don’t realize how widespread chronic hunger is among children in our community. Even short periods without food—like weekends or school breaks—can have lasting impacts on a child’s development, learning, and emotional well-being.

Food4Kids Waterloo Region bridges this critical gap by providing nutritious food packages during weekends, holidays, and summer breaks—times when school meal programs aren’t available. When children are fed, they’re ready to learn, grow, and thrive. They feel supported, knowing someone cares.

Two years ago, the organization’s Board of Directors turned to Capacity Canada for help in recruiting new leadership. Together, we placed an interim leader and supported the search for a new Executive Director.♦ Earlier this year, Faune Lang stepped into that role, and with renewed vision and strategic support, the organization launched a bold plan to double the number of children served in Waterloo Region within three years.

“Together, we navigated the challenges of philanthropy and leadership with resilience and integrity. Capacity Canada’s knowledge and passion have inspired creative, strategic thinking that strengthens our mission; helping children and youth thrive. We are deeply grateful for the meaningful capacity they’ve built within our organization”.

– Faune Lang, Executive Director

• $30 provides a child with meals and snacks for a week
• $120 supports them for a month
• $1,400 ensures they’re nourished all summer long

Your gift today helps ensure no child in our community goes hungry. Thank you for making a difference.

The post Help Nourish Hope for Children in Waterloo Region  appeared first on Capacity Canada.

The damage is done thank you very much Waterloo Region Record and the NATIONAL NEWSMEDIA COUNCIL (NNMC).  The K-W Record story was published on November 15, 2025, nearly six weeks ago.  Absolutely zero of my complaints have been addressed much less even discussed by either the Record or the National NewsMedia Council. There has mostly been deafening silence from the Record who apparently would rather be known as insular and non-responsive to accurate technical corrections than be known as a human based organization who are not perfect but who do properly address complaints or clarifications of their work. Obviously my sympathy and concern for the fragile state of community newspapers is waning rapidly. 

The NNMC to date have been of zero assistance. They have not sent me any correspondence requesting the Record to step up and fulfill their public interest mandate in the community. They have shown me absolutely zero leadership or control of the situation. They have given me absolutely no indication that they are pushing the Record to at least discuss my complaints/clarifications with them. Nearly six weeks later and the public are still blissfully unaware of the inaccuracies and errors in the November 15/25 article by Terry Pender titled " The long cleanup of Elmira's water contamination crisis".

It appears that both the Record and the NNMC do not give a crap about honesty or accuracy just like the guilty parties supplying the Record with self-serving, false information. Shame on all of them. 

To the NNMC : your failure to address my complaint either in a timely fashion or at all is to your shame. Feel free to abuse due process by using this Blog posting as your excuse to now pretend that gosh/golly you were just about to jump in with both feet but this Blog posting has violated your own internal excuses/bullsh*t  and gives you reasons to do what you've been doing all along which is a big fat, slow nothing. Thank you for wasting my time.

Maybe I've approached this the wrong way. Yes I tried with this new Council to get them on the right track early. We had a group meeting at Dr. Dan Holt's the first January after they were elected in October 2022. I held a Hydrogeology 101 course for them at the Township offices back in 2023 and I did see some genuine interest and willingness to learn from a couple of councillors. Since then however it's clear to me that they've been shown a path to avoid trouble, discord, dissent and frankly massive work. 

I was speaking with an educated individual recently who described a work situation in which incompetence and getting along to go along were the norm.  The leaders and bosses were out of their depth and totally reliant upon others to do the actual work. These bosses then attended meetings and patted each other on the backs for alleged good work and improvements. Meanwhile those in the trenches could clearly see gaps in programs and procedures but could not convince their "superiors" to make the necessary changes. Routines and practices while not well understood by the bosses were however entrenched.  If there had not been a disaster or crisis so far then their attitude was don't make any significant changes. 

Is this the same mentality as is prevalent in Elmira around the groundwater cleanup? Here it's even worse as the so called bosses have financial skin in the game. Until or unless there is massive unrest by local citizens then Lanxess Canada are going to stick to the tried ,true and failed cleanup that's been ongoing for almost thirty years. The failures are not only from making bad cleanup decisions thirty plus years ago but also from poor implementation of those decisions. In other words the corporate successors to Uniroyal Chemical have never maintained the pumping regimens that they sold to the other stakeholders as adequate to do the job. Hence failure was obvious to those of us who weren't playing the game just to get along and go along.

Unfortunately the mantra here by local politicians is that magically speaking nicely and being nice will make up for obvious remediation flaws and failures. It has not and never will. But everyone involved are friends and getting along well don't you know. People continue getting cancers and other ailments exacerbated by local toxins but heaven forbid any harsh words are thrown at anybody no matter how egregious the lack of cleanup provocation.

♦

KITCHENER - Time to mark your calendars.

The Canadian Baseball League's 2026 schedule has been released, with each team playing 48 games. That means each team will play each other six times throughout the summer.

For the Kitchener Panthers, Thursday and Sunday remain the typical home game day, with a couple key exceptions.

As well, the game times for all Thursday games have been moved back to 7 p.m. All Sunday home games will be at 2:05 p.m.

But there are three other home games on unusual days of the week.

Firstly, there are two Friday night games on June 12 (against Toronto) and July 3 (against Brantford). Secondly, there is a special Wednesday afternoon game because for the first time in a number of years, the Panthers will host a game on Canada Day when the Guelph Royals come to town.

The Panthers will open the season the same way it did in 2025, on the road in Toronto for Mother's Day on May 10. Kitchener will then visit Hamilton on Friday, May 15.

Kitchener's home opener is Sunday, May 17 at 2 p.m. against the Chatham-Kent Barnstormers.

CLICK HERE to see the full schedule

Are you passionate about working with Toronto communities to reduce emissions from single-family homes? Do you want to help guide the growth of an exciting organization dedicated to driving real climate action?

Toronto Home Energy Network (THE Network), formerly known as Toronto Home Retrofits, is looking for dedicated volunteers to join our Board of Directors.

THE Network is a grassroots, volunteer-driven organization dedicated to reducing carbon emissions from Toronto’s homes. Launched in 2023 by the leadership team behind the Pocket Change Project, we use a proven approach, collaborating with community groups across Toronto and a network of partners to increase awareness and provide homeowners with peer support and expert personalized assistance as they plan and implement their home’s decarbonization.

THE Network is addressing a critical need in the market. With single-family homes causing nearly one-fifth of Toronto’s emissions, electrifying these homes is essential to achieving the city’s goal of net-zero community-wide emissions by 2040.  However, awareness of heat pumps remains low, and even homeowners motivated to eliminate their emissions face conflicting information and other obstacles. We focus on removing these barriers by sharing experience and information within communities and from experts. We are currently working actively with six Partner Communities to develop their own Pocket Change-like home decarbonization initiatives and are experiencing a high level of interest from both additional communities and homeowners.

THE Network is in an active growth phase, expanding our Partner Communities across Toronto while building organizational capacity. Our three-person staff team works in close collaboration with a dedicated volunteer base to advance home electrification through neighbour-to-neighbour organizing. We have secured support from Toronto Hydro and The Atmospheric Fund, funders who recognize the effectiveness of community-driven approaches to climate action.  We have applied for charitable status to expand our future funding options.

While climate goals drive our work, we maintain strong community connections and find ways to keep our volunteers and partners engaged and motivated. The coming years will be a critical period for THE Network as we refine our operational foundation and expand the partnership networks to have a meaningful impact on Toronto’s transition to sustainable home heating and energy efficiency.

We are seeking three at-large members to expand our current five-member Board for a greater range of skills, diversity of background, and resilience of the team. We welcome applications from candidates who:

• Are committed to THE Network’s mission of reducing home carbon emissions
• Are residents of Toronto or have strong ties to the Toronto community
• Have prior non-profit and/or board experience (preferred but not required)
• Can work well independently while collaborating extensively with our team
• Strengthen THE Network’s ability to partner with diverse communities across Toronto
• Bring skills to the group such as governance, fundraising, marketing, community organizing, volunteer management, and/or residential heat pump/HVAC market knowledge

The Board meets in person (virtual provided if needed) each month at a time that suits the group. Board terms are three years, with the option to renew for a second consecutive term. In addition to attending Board meetings and occasional events, members are expected to contribute to Board business through officer roles or committee work. Board members are also encouraged, though not required, to take part in THE Network’s community activities.

Toronto Home Energy Network is committed to fostering a diverse, equitable and inclusive culture in all areas of our organization. We believe the best way to fulfill our mission and vision is to honour the diverse situations, experiences, perspectives and ideas of our employees, volunteers, homeowners and their communities, donors, suppliers and other supporters. We aim to create a sense of belonging among all of our stakeholders through equitable and inclusive values, practices and policies.

We encourage applications from individuals of all backgrounds and lived experiences.

If the opportunity to contribute to THE Network’s success by contributing your time, enthusiasm, and expertise appeals to you, please apply by sending a resume and cover letter describing your interest to HR@thenetwork.to by January 7, 2026.

If you’re interested but not ready to take on these board positions, we would still like to hear from you!  Please apply and indicate that you are interested in participating as a volunteer.

We thank all candidates for their interest, though we will contact only those selected for an interview.

The post Toronto Home Energy Network Board of Directors appeared first on Capacity Canada.

The Greater Kitchener-Waterloo Chamber of Commerce (GKWCC) provides strong, continued service to over 1500 members in one of Canada’s marquee pioneering and entrepreneurial business communities. For nearly 140 years, dating back to the Chamber’s founding as the Berlin Board of Trade, we have expanded into one of the largest and most innovative Chambers in Canada by focusing on the needs of all our members, big and small. For more information, please visit GreaterKWChamber.com.

The GKWCC is seeking an Events Coordinator who is responsible for organizing their own portfolio of events within the Chamber’s annual event calendar, supporting volunteer committees, executing day-to-day administrative tasks of the Events Department, and working alongside a team to deliver successful, high caliber events and positive guest experiences.

The Events Coordinator will work collaboratively with an Events Supervisor (hereby known as ‘Supervisor’), who will provide daily guidance to the Coordinator. Both the Coordinator and Supervisor receive direct oversight from the Director, Community Engagement & Strategic Programs (hereby known as ‘Director’).

Event Planning – Under the guidance of the Events Supervisor and Director, coordinate and execute high quality events that fall within your event portfolio. You will also assist the Events Supervisor with the coordination and execution of their event portfolio (typically Signature/Premier events).

• Execute virtual, hybrid, and/or live events.
• Book and coordinate all venue logistics (physical venue spaces and/or virtual event platform).
• Assist in booking keynote speakers and panelists, providing them with full event details, and content direction.
• Determine event agendas and write event scripts.
• Provide direction for event promotional materials, and update website with all event details and registration.
• Liaise with all vendors and suppliers needed to successfully execute event (i.e. – production, décor, food & beverage, entertainment, etc.), which may include confirming event needs, contract review, and/or negotiation.
• Greet and assist all event attendees including dignitaries, VIP’s, and/or high-profile guests.
• Compile and send out all pre, during, and post event communication to attendees, speakers, exhibitors, sponsors, and any other key stakeholders.
• Prioritize the health and safety of all guests, staff/volunteers, and vendors.
• Create event wrap-up reports, debriefs, and thank you emails.
• Submit invoices for processing.

Sales & Sponsorship. Work with the Sponsorship and Sales Teams to successfully generate revenue, while exceeding their expectations.

• Build and manage relationships with partners and event attendees to help generate leads for Sales/Sponsorship.
• Identify future sponsorship opportunities for existing events.
• Introduce new ways to incorporate and support members in our event programs.
• Generate event ticket sales among members and future members.
• Make monthly membership retention calls.

Volunteer Committees – Assist in leading and supporting volunteer committees (4-6 total). Volunteer Committees are made of dedicated Chamber Members who help plan events.

• Schedule and attend all committee meetings.
• Prepare agendas and minutes pre/post meetings and respond to any communication from volunteers outside of scheduled meetings.
• Assist in recruiting and retaining volunteers on committees.
• Update Committee mandates annually, and ensure all members receive, understand, and agree to the policies.
• Support volunteer appreciation initiatives.

Administrative Tasks. To ensure the department runs smoothly, day-to-day administrative tasks will need to be performed.

• Reply to event-related email & phone inquiries in a timely manner.
• Update internal event calendar.
• Update internal tracking documents and budgets, as required.
• Provide general support to Supervisor & Director, as required.

Other Duties as Assigned – As you would expect, the Events Industry is unpredictable and requires you to adapt to many different situations at a moment’s notice. As such, there are always “other duties” that come up unexpectedly that you should be prepared for.

• Top-notch organization: You love lists, colour coding, and calendar invites. You can meet deadlines and achieve outcomes even when there are numerous other priorities and distractions. You’re extremely attentive, thorough, adaptable, and focus on the little details.
• Experience in a fast-paced environment: You are willing to tackle projects independently and push through until the job is done. You’re an exceptional multi-tasker, and a self-starter with the ability to take initiative and ownership of your responsibilities.
• Excellent communicator: You keep everyone informed and can do so efficiently, effectively, and professionally – in written and verbal. You’re also empathetic and enthusiastic and feel comfortable socializing with people you may not know. You’re excited at the opportunity to expand your network and build relationships within the community.
• Thrive under pressure: You stay calm, approachable, and in control during stressful situations, by focusing on the solution, not the problem. As this is a customer-facing role you may face some negative feedback and criticisms.
• Leader, not a follower: You’re innovative and think outside the box. You enjoy pushing the limit (creatively), and set trends, not just follow them.
• Tech Savvy: You are comfortable adapting to new forms of technology and using various platforms (social media, video communications, virtual events, etc.). You are also proficient in Microsoft Office.
• Support Local: You make regular trips to the corner bakery, participate in #KWAwesome community groups on social media, and generally enjoy supporting Waterloo Region business owners.
• Helpful, but not required: Experience in photography, videography, video editing, live productions, graphic design, project management, and/or public speaking.

If this sounds like you, or what you’re striving to obtain, then please apply. We look forward to learning more about you and what you could bring to this role.

To Apply: Please send your application to Carolyn Marsh, Director, Community Engagement & Strategic Programs at cmarsh@greaterkwchamber.com. When applying, please provide a resume, and either a cover letter or 60-second self-introduction video.

Next Steps: We thank all those who apply, however, only those candidates who are selected to move forward in the application process will be contacted. The posting will remain open until the position is filled. The start date for the successful candidate is flexible, but preferably they will start in early-mid January 2026.

Position Type: Full time, Permanent.

Hours of Work: Monday – Friday, 8:30am – 4:30pm, with a 30-minute unpaid lunch for a total of 37.5 hours each week. Evenings/early mornings will be required based on event schedule.

Travel: Hybrid work environment, with minimum 2 days per week in-office (80 Queen St. N., Kitchener), with additional travel required around Waterloo Region to event venues and/or scheduled pick-ups and deliveries of supplies and donations from partners. Mileage will be reimbursed for work-related activities.

Compensation: $37,000 – $42,000 annually, plus benefits. Compensation within this range will be based on experience & qualifications.

Benefits:

• Healthcare including dental and vision plan, as well as an EAP program, which all starts 3 months into employment.
• RRSP matching, which starts 3 months into employment.
• 2 weeks’ vacation + stat holidays + lieu time for hours earned for events.
• Monthly mental wellness half-day Friday (subject to change).
• Flexible hybrid work model.
• Professional Development opportunities.
• Parking included.

—

The Greater Kitchener Waterloo Chamber of Commerce believes that everyone is free to be their true self and receive the same respect and opportunity, regardless of ethnicity, gender, culture, identity, sexual orientation, age, beliefs, language, or disability. We have an inclusive work environment that is a safe and welcoming space for all and we encourage applications from all qualified candidates. If you require accommodation at any time during the recruitment process, please email cmarsh@greaterkwchamber.com.

The post Job Posting: Events Coordinator appeared first on Greater KW Chamber of Commerce.

This includes no response to new information and data that they had virtually no idea of. Do you think that our first time Woolwich councillors have even the foggiest idea of who and what Varnicolor Chemical was? Especially the younger councillors who were barely born thirty-five years ago? I don't think so unless it's the Ministry/Lanxess lie that Varnicolor was of little environmental consequence. Quoting Stan Berger (M.O.E.) at the Environmental Appeal Board hearings "Varnicolor were a water pistol in a thunderstorm." Well that alleged "water pistol" contaminated our municipal drinking water just like Uniroyal and Nutrite did and that is now confirmed, albeit quietly, by our authorities. I have recently challenged both the Woolwich Observer and the K-W Record to publish that fact. So far nada!

Also I might add that I don't personally need a response from the guilty parties to somehow "vindicate" or validate my position and opinions. Having absolutely zero respect left for their integrity or decency why would I? Do you need validation from an ar*ehole like Donald Trump for example to make you feel better about yourself? There are many, many people whom I respect greatly and whose opinions of me I value. None of them are in positions of authority regarding the failed "cleanups" here in Elmira. God help me if unlike Susan Bryant I ever start publicly complimenting Lanxess or MECP personnel. 

The other two points I wish to clarify are the following.  Our Woolwich councillors as well as our regional councillors need to respond when citizens voluntarily provide them with information they do not have.  Far beyond courtesy is the simple requirement as a public servant to both appreciate helpful citizen input and to acknowledge it. Honest citizen engagement can help solve problems and issues. That kind of feedback is what honest politicians/brokers do. Perhaps I've just spelled out the reality of why they aren't doing so.

Lastly it is my belief that much of Varnicolor Chemical's behaviour and actions have yet to be proven conclusively and so publicized. This is based upon both my own personal experiences inside Varnicolor Chemical as well as testimony from others both thirty plus years ago and even only a decade ago. Severin Argenton illegally disposed of massive quantities of both solid and liquid toxic wastes. He can not possibly ever have had the appropriate written records showing proper disposal. Our authorities have made it a priority NOT to followup and investigate his illegal and grossly environmentally damaging misdeeds. That behaviour by the Ontario Ministry of Environment (MECP) alone should be grounds for some sort of public inquiry into their corruption. That should be followed by an investigation into the sweetheart deals with Uniroyal Chemical and corporate successors and our local governing bodies over the last decades. 

Which again may explain why councillors who profess shock and abhorence at mere rude words have had no problem looking at and then away from miscarriages, still births, cancers, possibly birth defects and a host of other diseases both caused and exacerbated by downstream Uniroyal Chemical toxins as well as the same here in Elmira from toxic doses of drinking water and air. 

When there are only two people from an underrepresented group in a workplace, they’re often treated as interchangeable. Names get mixed up. Identities blur. The message, intentional or not, is that they “all look the same” and that we don’t see them as individuals.

I’ll own up to making this mistake. As I shared in a previous newsletter about a virtual keynote, I accidentally addressed a Black woman by the name of her colleague, another Black woman who was hosting the event.

I’m not alone. In her new book, Was That Racist?, Evelyn Carter, PhD, recounts thanking a job candidate named Christine — then realizing she had used the name of the other Asian woman in the hiring pool: Robin.

Carter explains that our brains rely on shortcuts, collapsing people into categories like “the Asian candidates” or “the Black women on the team.” And she encourages us to avoid those mental shortcuts in the future.

Preorder Carter’s book to learn more about how to detect, interrupt, and unlearn bias in everyday life. It will be available starting January 6, 2026.

Share this action on Bluesky, LinkedIn, Instagram, Threads, or YouTube.

If you’re thinking, “I want to be a better ally, but I’m afraid of getting it wrong,” you’re not alone.

As you just read, Dr. Carter and I are not perfect allies. We make mistakes. We own them. We learn from them, and we keep pushing forward.

And we want others to share this mindset.

Still, according to new research by Meg Warren, PhD, and colleagues, 1 in 5 people who want to support marginalized groups hold themselves back because they don’t feel “good enough,” even when they have the skills to be effective allies.

The researchers explained,

“When allies feel this way, they often compare themselves to an imagined ‘perfect ally,’ thinking that if they can’t be outrageously heroic, they must be failures. They then deal with feelings of inadequacy by procrastinating or overpreparing before stepping up for others — to the point where they miss crucial opportunities where they could have made a difference.”

The antidote? Boost your confidence by taking low-risk, bite-sized actions. Loudly celebrate the strengths of underestimated coworkers. Stand up for someone if their merit is wrongfully questioned. And myriad other actions I cover in my newsletter every week.

In this clip from Katie Couric’s interview with Bryan Stevenson, we see a stark example of what Black professionals often face. Stevenson, an accomplished attorney, has been mistaken for the defendant in court on multiple occasions.

Linguist Suzanne Wertheim, PhD, calls these moments unconscious demotions, explaining

“A person doesn’t fit the prototype for a job. So someone meeting them for the first time looks at them and assumes they can’t possibly hold that job. Female doctors are assumed to be nurses. Black lawyers are assumed to be criminal defendants. And female pilots are assumed to be flight attendants.”

These assumptions aren’t harmless. They chip away at credibility and belonging.

So, if you see someone being “demoted” based on bias, step in and correct the assumption. For example, “Let me introduce you to our attorney,” or “Actually, she’s the lead engineer on this project,” or “She’s the attending physician.” It’s a small action that signals respect and interrupts the bias in the room.

Sometimes, a social media post sticks with me, even years later. Here’s one of them.

Years ago, best-selling author Minda Harts posted a screenshot of a text message from “Chuck,” who reached out to congratulate her after seeing her book in a bookstore. She explained:

“In my books, I talk about this white man, Chuck, who mentored and sponsored me in my previous career. If it wasn’t for Chuck seeing me, being invested in me, and speaking my name in the rooms I wasn’t in, my talent might have gone unnoticed.”

She added, “Who will YOU be a ‘Chuck’ to this week?”

As we look forward to 2026, consider making a resolution to learn more about the work being done by underestimated coworkers and praise them in the rooms they’re not in.

Let’s be someone’s “Chuck.”

This week’s spotlight on an ally action from the Better Allies community comes to you from Jenny, who took action after reading last week’s newsletter about creating belonging interventions:

“I included a paragraph in our weekly team email newsletter suggesting that colleagues call each other on Teams, or go to a colleague’s office, rather than sending an individual email. I’m trying to build that connection throughout our team, as well as reduce the burden of email traffic.”

Jenny also told me that she hopes it will help them get to know and support each other better. ❤️

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. Note that I’m taking a break through the end of the year, and I’ll be back in your inboxes in early January.

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

Copyright © 2025 Karen Catlin. All rights reserved.

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

• NEW — Say thanks to Karen and buy her a coffee
• Follow @BetterAllies on Bluesky, Instagram, Medium, Threads, 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.

Avoid Collapsing People Into Categories, 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.

Award-winning* environmental charity seeks board member from the Region of Waterloo and surrounding watershed, and from diverse ages, backgrounds and sectors.

You care about our community and helping people live sustainably. You are concerned about climate change, the availability of clean water, air quality, and the integrity of our ecosystems.

You want to support an ambitious goal that recognizes the urgency of climate action now: By 2030, people impacted by Reep Green Solutions have taken 10,000 meaningful actions to collectively shift our community to a resilient, low carbon future.

Reep Green Solutions is looking for board members who share our vision and passion, and who recognize the opportunities and importance of this unique challenge.

The organization: Reep Green Solutions is an environmental charity that has been helping people reduce their impact and adapt to climate change for 25 years, through home energy efficiency, healthy yards, water conservation and waste reduction. We believe that by acting today, we can leave our children a community that is more resilient, vibrant, caring and sustainable.

Our culture is “trusting, productive, and happy at work”, as one staffer put it. There is great joy in working on issues we feel passionately about! One of our departing board members says “It has been wonderful working with such a competent and diverse board with an open communication and focused output-based decision-making.”

Two Board Positions currently open: We welcome applications from people with diverse perspectives across the Region and surrounding watershed, and would welcome candidate to apply with the following to add to our Board:

• Experience in one or more of human resources, communications, fundraising, finance, climate change mitigation or adaptation or affordable housing
• Connections with Cambridge, North Dumfries, Wellesley, Wilmot or Woolwich;

Interested individuals contact Sarah Smouter, Manager, Administration, Human Resources & Donor Stewardship office@reepgreen.ca

Application deadline: Please submit a letter of interest and resume by Thursday January 22nd, 2026 at 5 p.m. Please note that applications will be reviewed and interviews arranged as applications arrive, so we encourage interested candidates to apply early.

♦

Reep Green Solutions has been making a difference since 1999:

–        22,000 homes evaluated for energy efficiency      – 45,000 tonnes of CO2 reduced, cumulatively

–        $61,000,000 in retrofit activity stimulated             – 110,000 litres of stormwater capacity built

*2018, Social Venture Partners Waterloo Region Perfect Pitch

*2019, Green Community of the Year, Green Communities Canada

2017, 2018, 2019, 2020 Outstanding Board Member Awards, Green Communities Canada

*2011 Award Winner, Minister’s Award for Environmental Excellence, Ontario Environment Ministry

The post Reep Green Solutions appeared first on Capacity Canada.

♦

Do you have a range of diverse professional skills and experience and a passion for cats? Be a part of Toronto Cat Rescue’s (TCR) Board of Directors!

TCR is recruiting volunteer board members with a variety of skills and experience to help set strategic direction, provide governance and oversight, and monitor the fiduciary health of TCR. We are looking for dynamic and deeply engaged board members to act in the best long-term interest of the organization, its volunteers, and most importantly, its cats. Board members should have experience in one or more of the following areas:

• Governance
• Law / Regulatory Compliance
• Risk Management & Mitigation
• Information Technology
• Strategic planning
• Communications & Marketing
• Leadership & Management
• Experience or knowledge in cat care/animal care
• Familiarity with nonprofit operations, including governance, fundraising, or program oversight

The commitment is approximately 1-3 hours per week. Board members serve a three year term, slated to begin March 28th, 2026.

We are also recruiting for our Finance Committee and our brand new Fundraising Committee. Each committee’s time commitment is approximately 2 – 4 hrs per month. Committee members serve 1-yr, renewable terms, commencing in April 2026.

Toronto Cat Rescue (TCR) is committed to becoming reflective of the communities we serve. We strongly encourage equity seeking groups to apply and self-identify. In accordance with The Accessibility for Ontarians with Disabilities Act (AODA), we are also committed to providing a barrier-free work environment and will provide reasonable accommodations to applicants, upon request during the recruitment process.

Please send a cover letter and resume expressing your interest in applying, to the Board Chair at: kaybrenders@torontocatrescue.ca . The deadline to apply is January 9th, 2026. Interviews will be held in January and/or February.
For more details, please review the descriptions for all three roles below.

Board Director

Finance Committee Member

Fundraising Committee Member

The post Toronto Cat Rescue Board of Directors appeared first on Capacity Canada.

Toronto Cat Rescue (TCR) is a volunteer-driven nonprofit organization dedicated to saving cats from situations of abandonment, homelessness, and imminent euthanasia. The Finance Committee supports TCR’s mission by ensuring strong financial planning, oversight, and stewardship of the organization’s resources.

Members of the Finance Committee provide strategic financial oversight and expert guidance to the Toronto Cat Rescue Board of Directors. As a standing committee of the Board, the Finance Committee ensures responsible financial planning, adherence to fiscal policies and proper reporting, while supporting the organization’s long-term sustainability.

Committee members work collaboratively to review budgets, monitor financial performance, support audit processes, and provide recommendations to the Board on financial matters, risk, and property-related decisions.

Finance Committee members are expected to participate actively in the following duties:

• Review the annual operating budget prepared by Management and make recommendations to the Board. Where required, the Committee member may help the Executive Director in developing the budget, although the Executive Director will provide the inputs and be responsible for assumptions.
• Review monthly budget-to-actual financial reports and monitor overall financial health.
• Evaluate and recommend authorized signing officers and banking arrangements.
• Review investment management activities and provide recommendations to the Board to support optimal returns.

• Review compliance with applicable tax requirements.
• Assess and recommend policies related to financial operations, budgeting, and capital expenditures.
• Review and provide recommendations on proposed real property transactions, including leasing and disposal.

• Serve as the Audit Committee for TCR.
• Review, recommend, and approve the annual selection of external auditors and the audit plan.
• Review and endorse the draft audit report and present it to the Board for acceptance.

• Minimum of one Toronto Cat Rescue Director; external (non-Director) members may be added as required.
• TCR’s Executive Director serves as a non-voting ex-officio member.
• Committee is chaired by the Board Treasurer. Term
• One-year renewable term, beginning after the Annual General Meeting.

• Meets approximately quarterly, typically prior to quarterly Board meetings.
• Additional meetings may be held at the request of the Chair, Committee members, or the external auditor.
• Attendance and active participation are expected; members may submit written input when unable to attend.

• A quorum consists of two-thirds of voting members.
• Consensus is preferred; where voting is required, decisions pass with 50% + 1 of members present.
• Proxy or email voting is not permitted unless approved in advance.

• The Committee may not direct staff or commit TCR resources without appropriate Board or Executive Director approval.
• Accountable to the Board of Directors through the Committee Chair (Treasurer).

Ideal candidates possess some combination of the following:

• Experience in financial budgeting, accounting, auditing, investment management, or related fields.
• Understanding of nonprofit financial management and governance.
• Ability to analyze financial statements, budgets, and reports.
• Strategic thinking and strong judgment.
• Commitment to TCR’s mission and values.
• Ability to collaborate effectively within a committee structure.
• Previous board or committee experience (an asset, not required).
• CPA designation (an asset, not required).
• Experience with endowment management, investment oversight, or long-term financial planning for nonprofit organizations is considered an asset but is not required

Toronto Cat Rescue (TCR) is committed to becoming reflective of the communities we serve. We strongly encourage equity seeking groups to apply and self-identify. In accordance with The Accessibility for Ontarians with Disabilities Act (AODA), we are also committed to providing a

barrier-free work environment and will provide reasonable accommodations to applicants, upon request during the recruitment process.

Please send a cover letter and resume expressing your interest in applying, to the Board Chair at: kaybrenders@torontocatrescue.ca . The deadline to apply is January 9th, 2026. Interviews will be held in January and/or February.

The post Toronto Cat Rescue – Finance Committee Member appeared first on Capacity Canada.

Toronto Cat Rescue (TCR) is a volunteer-driven nonprofit organization dedicated to saving cats from situations of abandonment, homelessness, and imminent euthanasia. The Fundraising Committee supports TCR’s mission by providing strategic advice and guidance to strengthen fundraising efforts, expand donor relationships, and support the long-term sustainability of the organization.

Members of the Fundraising Committee serve in an advisory capacity, providing strategic insight, expertise, and guidance to the Toronto Cat Rescue Board of Directors, Executive Director, and Fund Development Manager. The Fundraising Committee supports the development and refinement of fundraising strategies while respecting staff leadership over operational execution.

Committee members contribute ideas, sector knowledge, and networks to support fundraising initiatives across a range of revenue streams, including annual giving, major gifts, events, corporate partnerships, and grants. The Committee does not manage fundraising operations or direct staff work.

Fundraising Committee members are expected to participate actively in the following areas:

• Provide strategic advice on TCR’s overall fundraising approach and priorities.
• Offer insight on annual campaigns, donor engagement strategies, and fundraising initiatives.
• Share knowledge of fundraising trends, best practices, and opportunities for innovation.
• Provide informed feedback on fundraising goals, targets, and performance metrics presented by staff.

• Identify potential donors, sponsors, partners, or funders and make introductions where appropriate.
• Support donor stewardship activities such as thank-you calls, event hosting, or relationship-building, as capacity allows.
• Champion TCR’s fundraising initiatives within personal and professional networks.

• Attend and actively participate in monthly committee meetings (virtual or hybrid).
• Review materials in advance and contribute constructively to discussions.
• Collaborate respectfully with fellow committee members, staff, and Board representatives.

• The Committee includes a Board-appointed Chair, Board members, and external volunteer members.
• The Fund Development Manager serves as a staff resource to the Committee.
•  Members are selected based on relevant experience, expertise, and commitment to TCR’s mission.

•  One-year renewable term, beginning following appointment.

• Meets monthly or as required to support strategic discussions.
• Attendance and active participation are expected; members may provide written input if unable to attend.

• The Committee is advisory in nature and does not direct staff, manage vendors, approve budgets, or oversee operational implementation.
• All fundraising execution, budgets, and decisions remain the responsibility of the Executive Director and Fund Development Manager.
• The Committee is accountable to the Board of Directors through the Committee Chair.

Ideal candidates bring some combination of the following:

• Experience or interest in fundraising, philanthropy, marketing, communications, events, corporate partnerships, or business development.
• Strategic thinking and the ability to contribute at a high-level advisory table.
• Willingness to leverage experience, ideas, and community involvement to support fundraising efforts.
• Strong collaboration, communication, and relationship-building skills.
• Commitment to Toronto Cat Rescue’s mission and values.
• Previous board or committee experience is an asset but not required.
• Experience with endowment management, investment oversight, or long-term financial planning for nonprofit organizations is considered an asset but is not required

Toronto Cat Rescue (TCR) is committed to becoming reflective of the communities we serve. We strongly encourage equity seeking groups to apply and self-identify. In accordance with The Accessibility for Ontarians with Disabilities Act (AODA), we are also committed to providing a barrier-free work environment and will provide reasonable accommodations to applicants, upon request during the recruitment process.

Please send a cover letter and resume expressing your interest in applying, to the Board Chair at: kaybrenders@torontocatrescue.ca . The deadline to apply is January 9th, 2026. Interviews will be held in January and/or February.

The post Toronto Cat Rescue- Fundraising Committee Member appeared first on Capacity Canada.

The properties literally touch each other. They literally operated as one entity with a track for forklifts and even tractor trailers to go back and forth. There was a third tank farm built upon the 84 Union St. area for the expanding Varnicolor Chemical business.  Incoming and outgoing 45-55 gallon drums were stored in the building still on the Howard Ave. side of the property. All that said there was something afoot going on over there which a little birdie told me about a long time ago. The Ontario Ministry of Environment (M.O.E.) never fully released what they discovered on that property.  It was too damning both of Varnicolor and of the M.O.E. . It likely would have necessitated the admission of Varnicolor's contributions to the destruction of the Elmira drinking water Aquifers decades sooner.

Back in 2016 Elmira Pump (Jim Germann) was trying to get a Record of Site Condition  from the M.O.E. for his former Varnicolor properties bounded by First Ave., Union St. and Howard Ave. He was also trying to get permission from Woolwich Township to build commercial storage units on the SURFACE of his property.  Pump & Treat technology had been underway since about 1996 and the shallow aquifer had also been excavated way back around 1993. The surface at least appeared to be fairly clean albeit deeper down was less likely. One other lie (O.K. omission) was that Varnicolor's shallow solvent contamination had spread westwards over their property line onto that of  MotiveAire  next door. A cleanup including likely a hookup into Varnicolor's pump & treat system occurred.

There also was never a proper investigation into Varnicolor Chemical's can coating process. The owner Severin Argenton obtained a precurser to NDMA called dimethylamine (DMA) which was used in the can coating process which was a commercial enterprise producing a liquid coating applied to the inside of cans (likely food products) to inhibit rusting and oxidation. Guess where the wastewaters were dumped versus being treated and properly disposed of? 

  The sheer volume of the dumping at Varnicolor is what concerned me when I worked there as well as in the following years. The dumping occurred throughout the entire properties as well as at Lot 91 at the extreme east end of Oriole Parkway. This site was sold to Varnicolor (Severin Argenton) by Woolwich Township. Later the GRCA approved plans for the construction of tank farms for the Lot 91 site which was only  stopped by Susan Rupert, Ted Oldfield, Rich Clausi and myself .  This Lot 91 site by the way was on the floodplain of both Shirt Factory Creek and of the Canagagigue Creek. I think you can see my loss of innocence in having faith in our various governance bodies.

Elmira and Woolwich citizens have been lied to about so much for so long regarding the Elmira Water Crisis. We still don't have all the facts or the truth. I expect that if and when that happens I will no longer need to vent my outrage with strong language. Although strong language is healthier for me than strong drink and whiz on those that don't like it.   

As ShelterCare’s nurse, Jenny Harris works to remove barriers to health care for program participants.

For Jenny Harris, ShelterCare’s nurse, it’s often the small encounters with program participants that inspire her the most.

“There’s something about these little moments,” said Jenny. “It’s when someone slowly knocks on the door and asks for help. Maybe their roommate said, ‘Go see her, she will try to help.

“Then you might get a little bit of their story. It’s one small part, but it’s a start.”

For ShelterCare participants, many of whom are living with complex and overlapping healthcare needs, it all comes down to finding someone they trust.

And that means a big part of Jenny’s job is about making it easier for participants to get health care – building trust every step of the way.

Jenny, working at House of Friendship through a partnership with Sanguen Health Centre, is at ShelterCare in a full-time role, which means she’s become a familiar face for residents.

Jenny regularly works side by side with House of Friendship staff. Together, they celebrate small wins, check in on residents’ well-being, and build the kind of trust that makes health conversations possible. She has also organized several health seminars with the team, creating spaces where learning, connection, and care come together.

Getting to know the participants makes it easier for Jenny to support them in moving towards their own healthcare goals at their own pace.

“I want to be at a place where folks feel comfortable turning to me and saying, ‘Hey, can you check this out for me?’ That’s the goal.”

Since April 2025, when Jenny started her role as the full-time nurse at ShelterCare, she has seen steady growth, with more residents connecting to care and returning for ongoing support. The ShelterCare nursing program works closely with Community Healthcaring Kitchener-Waterloo’s dedicated health team and nurse practitioner, alongside other community partners, to provide the kind of wrap-around care that brings health to shelter.

Some of the cases have been remarkably complex.

One participant, who had been managing diabetes for years, began feeling ready to take new steps to improve his health. With Jenny’s support, he reconnected with his endocrinologist, began managing his insulin, and now continues to work toward greater well-being.

“It’s rewarding to provide individualized support and advocacy that help residents feel ready to take the next steps in their health journey,” said Jenny.

She also supports participants when they want to explore ways to stay healthier and safer when using substances. This might include connecting them to one of the two onsite addiction counsellors. Often, a warm introduction is just the starting place.

Another part of her role is helping participants navigate the complex and sometimes intimidating health care system, whether it is to set up an appointment with a specialist or to help them get a wheelchair or a cane that is sized to meet their needs.

And Jenny is enjoying every minute of it.

“It is pretty amazing to have what doesn’t feel like a job, just my passion to come to work and provide something that I’ve always wanted to do.”

Thank you for your support of ShelterCare, where men can get the help they need to get healthier and recover from homelessness.

The post Removing Barriers to Health Care appeared first on House Of Friendship.

We came into 2025 believing momentum would carry us.

2024 was our best year yet with over one million story views!

Then January 2025 hit, and that assumption collapsed.

Not because the work changed, or the writers did. But because the systems that decide what gets seen did.

What this year made unmistakably clear is that outstanding work no longer finds its audience on its own. Visibility isn’t a byproduct of quality anymore.

That realization forced us to stop relying on momentum and start paying attention to the systems underneath it and how we could better build visibility for our authors.

Year over year, the drop in engagement on Medium is impossible to ignore. Views and reads fell by more than a third. At the same time, the gap between boosted and non-boosted stories widened dramatically.

Stories that receive a Boost typically reach 1,000–3,000 reads.
Stories that don’t often land between 10 and 50.
With 155 stories boosted in 2024 and only 62 in 2025, that gap matters.

It means talented writers are spending hours researching, writing, and editing work that barely gets seen. Watching that happen again and again and knowing the quality of the work has been genuinely demoralizing.

After nearly a decade on Medium, it’s been hard to watch the platform change in ways that no longer serve the writers who helped build it.

It breaks my heart.

That heartbreak is precisely why we launched Code Like a Girl on Substack.

In just four months, we’ve gained over 550 subscribers, 1000 followers, and built a community that shows up. They read, share, and support one another’s work, and it’s beautiful to watch happen.

So far on Substack in 2025:

• 50 stories published
• Average views per story: 281
• No story has under 100 views.
• Recent posts are consistently over 300 views.

Yes, Medium shows 58,000 followers accumulated over ten years. But if followers never see the work, the number doesn’t mean much. Visibility matters more than vanity metrics.

On Substack, when someone subscribes, they actually see the writing.

That changes everything.

We’re not abandoning Medium. We’ll continue to publish and support writers here.

But Substack has become the place where the work is consistently read, shared, and sustained.

We will leave you with some holiday reading with the top three stories on Code Like A Girl from each platform in 2025.

After losing her mother at 76, Sivan reflects on a lifetime of “almosts” — almost enough money, health, and freedom to enjoy retirement. Watching her mom’s retirement slip away cemented her belief that waiting to live is a gamble.

The story introduces the idea of micro-retirements. Taking intentional breaks throughout a career instead of deferring life to the end. Drawing on personal experience, it argues that fulfillment comes from balancing health, wealth, and time. Life, she reminds us, is too uncertain to postpone.

This story distills nine hard-earned lessons from senior engineers that go far beyond writing code. It argues that impact comes from solving the right problems, communicating clearly, earning trust, and enabling others — not just closing tickets.

Growth requires unlearning outdated habits, staying calm under failure, and owning your career intentionally. Great engineers don’t chase perfection or visibility alone; they focus on influence, responsibility, and real-world impact.

This story examines how a constant state of “urgency” at work creates stress, burnout, and shallow productivity rather than real impact.

It argues that leadership behavior, unclear priorities, and careless language often drive false urgency. The author outlines how leaders can shift from reactive chaos to intentional work by clarifying priorities, empowering teams, and addressing root causes. Actual progress comes from rewarding impact and deep work, not busyness or firefighting.

Seven years ago, Claudia Ng couldn’t write a line of Python. Today, she’s an ML engineer who won $10 K in her first machine-learning competition.

Her story reframes what it means to be “technical” in the age of AI. Showing us how business insight, curiosity, and problem-solving can matter more than degrees or fancy algorithms.

Claudia’s journey is proof that domain expertise is a superpower and that the most valuable skill in tech is learning how to bridge what’s possible with what’s useful.

Jenny shares how small, curious AI experiments turned her from a “reliable but invisible” engineer into the person leadership calls for every strategic AI conversation.

By building practical tools, like autonomous research agents, UI testing, and a natural-language SQL MCP, she quietly shifted her company’s priorities and showed what was actually possible.

Her core message: you don’t need to be an AI expert to gain an unfair career advantage, you just need to start solving real friction points while everyone else waits for a strategy.

This guide is a practical roadmap for turning AI-powered ideas into production-ready apps, even if you don’t write code. Karo and Karen walk you through every step from validating your idea and mapping user flows to choosing your stack, writing strong prompts, using Git from day one, securing data, and debugging without losing your mind.

It’s vibe coding with guardrails: AI does the heavy lifting, you stay in charge of vision, quality, and shipping real products.

As we wrap up the year, we want to wish you a very happy holiday season from all of us at Code Like a Girl.

Thank you to everyone who has read, shared, and commented on our stories this year. Every bit of engagement helps amplify the voices of women and non-binary writers in tech, and we don’t take that support lightly.

We also want to offer an extra special thank you to our writers. You bring the ideas, the lived experience, and the generosity that make this community what it is. Code Like a Girl exists because of your work, your trust, and your willingness to share your stories.

We’ll be taking a short holiday break on Medium and Substack from December 20 to January 4. It’s a little time to rest, recharge, and spend time with the people and places that matter most.

Before we go, we wanted to leave you with something fun we discovered by Karo (Product with Attitude). It’s a lighthearted post on how to create beautiful Christmas photo designs using Nano Banana. It’s perfect if you’re feeling creative over the holidays.

The Year We Stopped Waiting to Be Seen was originally published in Code Like A Girl on Medium, where people are continuing the conversation by highlighting and responding to this story.

That is an outrageous coverup! They did it for multiple reasons including not wanting to give credit where credit was due. That credit was to Susan Rupert, Richard Clausi, Ted Oldfield and yes to MYSELF. Susan Rupert has since passed and Ted Oldfield and family moved out of Elmira decades ago in order to protect his very young children. Richard and wife still live in Elmira and he remains committed environmentally. I have capitolized "myself" above as I have been discriminated against by Woolwich Township for decades because I have not embraced their unwritten policy of capitulation to the interests of Uniroyal and corporate successors as well as to the Ontario Ministry of Environment rather than to the public interest.

Other reasons include the sweetheart deal between the Ministry (M.O.E./MECP) and Uniroyal Chemical. In exchange for DNAPL loopholes and others in the November 1991 Control Order, combined with Uniroyal accepting 100% of the pollution responsibility;  the Ministry of Environment were able to pretend that they had missed but one company discharging one weird and unusual chemical into our groundwater that allegedly no one had heard of before. It of course was all bulls*it from the start. 

The three known and recognized (barely & almost nobody knows thanks to media negligence) are Nutrite Fertilizers (Yara), Uniroyal Chemical and Varnicolor Chemical.  Nutrite contributed ammonia to the drinking water aquifers, Uniroyal contributed NDMA, chlorobenzene, dioxins & DDT (unadmitted) plus dozens more and Varnicolor contributed trichloroethylene, vinyl chloride, 1,2 dichloroethene plus two or three other chlorinated solvents. The Varnicolor site held free phase LNAPLS and DNAPLS hence I've always suspected contributions to the Municipal Upper Aquifer at least and possibly the Municpal Lower as well. The LNAPLS had both benzene and toluene along with other "floaters". Both of these were also contributed by Uniroyal hence they took all the "credit" for them .

The admissions were made at a TRAC meeting in Woolwich Council, unattended even by local media (Woolwich Observer) as usual hence no headlines to update the public. The TRAC meeting was held on September 12, 2024 at 6 pm.  The Minutes of that meeting were approved many months later (again as usual) allowing even more time to pass. Page 6 of those Minutes admits that DNAPLS used to be located near off-site pumping well W4 (Howard St. Water Tower) which was another lie finally exposed. Page 7 of the Minutes states the information about Varnicolor's chlorinated solvents penetrating from the surface of their site downwards into the Upper Municipal Aquifer. The filthy scum even include the newer address of 84 Howard Ave. versus the older, better known address of Varnicolor Chemical namely 62 Union St. in Elmira. They also, not coincidentally, NEVER mention the name of VARNICOR CHEMICAL in these Minutes . These are the manipulative, lying scum that I've been dealing with since 1989. Certain twats like Sandy, Sebastian and others have criticized my harsh language. Well after a third of a century they deserve far more than harsh language but just to be clear they can go fuch themselves!  I am referring to Uniroyal & successors plus the M.O.E./MECP  plus their fellow travellors who have enabled their dishonesty and lying.

♦

KITCHENER - The Kitchener Panthers are proud to announce the signing of second year outfielder Trent Lawson.

Lawson had a .264 average in his first regular season in Kitchener in 2025, including a .423 in August where he hit five home runs. Three of those dingers came in the regular season finale against Welland.

Overall, he hit seven home runs and seven doubles.

But it was his defence that made him a great all-around player, only committing one fielding error in 37 games.

Lawson isn't new to the professional game. He played a year of pro in 2024 in Germany, where he hit .418 and eight home runs in 26 games with Tubingen.

Previously, he played a year for Weyburn (WCBL) and collegiate ball at Vancouver Island University and Huntington University (NAIA).

"I'm happy to have Trent returning this season," said general manager Shanif Hirani.

"Trent continued to improve as the season progressed and I'm excited for him to continue building off his late season success into the upcoming season."

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

TRENT LAWSON

• Bats/Pitches: R/R
• Hometown: Calgary, AB
• Birthdate: August 9, 1998
• Pronunciation: Trent LAW-sin

As we move toward the close of 2025, the luxury real estate market is doing something we have not seen in a while: finding its footing. Across North America, and specifically here in Waterloo Region, the data points to a market defined less by volatility and more by balance, intention, and strategy. For sellers and buyers alike, this shift matters.

This update combines national luxury market trends with a deep dive into Waterloo Region to give homeowners, sellers, and investors a clear picture of where the market stands heading into early 2026.

November marked a recalibration month across the North American luxury real estate landscape. After a noticeable surge in October driven by increased inventory and sales activity, November brought a natural slowdown that aligns with typical late fall seasonality.

• The luxury single-family market saw a 5.7% increase in total sales year-to-date compared to 2024.
• Attached luxury properties experienced a modest softening, finishing 2.1% below last year’s volume.
• New luxury listings declined sharply month-over-month, down over 30% for both single-family and attached homes.

This pullback in new inventory played a significant role in slightly softer sales volumes. Buyer demand remains present, but fewer move-in-ready, design-forward homes limited transaction opportunities.

Despite this slowdown, pricing held firm. Homes sold closer to their asking prices, and median prices remained stable, reinforcing the market’s underlying strength.

While luxury buyers are generally less dependent on financing, interest rate stability continues to influence confidence and timing.

In Canada, the Bank of Canada held its overnight rate at 2.25%, signalling confidence in inflation moving toward its 2% target. This steady approach has created predictability in borrowing costs, which supports decision-making for both buyers and sellers.

Looking ahead to 2026, mortgage rates are expected to remain relatively stable, with the possibility of modest decreases later in the year. This environment favours thoughtful, well-timed moves rather than rushed decisions.

Across North America, today’s luxury buyer is deliberate. Purchasing decisions are increasingly guided by lifestyle alignment and long-term value rather than short-term market shifts.

Buyers are prioritizing:

• Privacy and location
• Wellness-focused features
• Sustainable and energy-efficient design
• Strong resale potential

Properties that lack these elements are facing greater scrutiny, while homes that deliver on lifestyle and future-proofing continue to perform well.

While national trends provide important context, real estate remains hyper-local. Waterloo Region’s luxury market shows its own distinct patterns.

• Market type: Balanced
• Luxury benchmark price: $1,100,000
• Median sale price: $1,207,500
• Median days on market: 17, down significantly from last year
• Sale-to-list price ratio: 96.38%

The most active price range was $1,100,000 to $1,149,999, where demand remained strong. Inventory levels increased slightly year-over-year, but total sales dipped modestly, reinforcing a balanced environment rather than a buyer or seller-dominated market.

• Market type: Seller’s Market
• Luxury benchmark price: $700,000
• Median sale price: $734,000
• Median days on market: 27
• Sale-to-list price ratio: 98.91%

Attached luxury properties, including townhomes and upscale condos, continue to outperform. Limited inventory and consistent demand pushed this segment firmly into seller territory, especially in the $840,000 to $859,999 range.

For sellers, pricing and preparation matter more than ever. Buyers are selective, but they are acting quickly when the right property hits the market.

Homes that are well-staged, properly priced, and positioned as move-in ready are seeing strong results, even in a balanced market. Overpricing, however, is quickly penalized.

If you are considering selling in early 2026, this is a market that rewards strategy over speculation.

The luxury real estate market is entering 2026 with steady momentum rather than dramatic swings. Predictable interest rates, intentional buyers, and disciplined sellers are shaping a healthier, more sustainable market.

Success in the year ahead will come down to understanding local data, aligning expectations with market realities, and working with professionals who know how to position luxury properties effectively.

Whether you are planning to sell, buy, or simply stay informed, the current luxury market offers clarity and opportunity for those who approach it strategically.

If you would like a personalized breakdown of what these trends mean for your specific neighbourhood or property type in Waterloo Region, reach out anytime. The right information makes all the difference.

The post December 2025 Luxury Real Estate Market Update appeared first on Kitchener Waterloo Real Estate Agent - The Deutschmann Team.

♦

Visit while they’re still open for the season!

The shelves at Bakery of Heidi and Willy in Alfred are filled daily, but you need to move quickly because the store itself will close in a few weeks for winter.

The business model of being open early October to December 31 represents a life choice made by the husband-and-wife team of veteran bakers, Heidi and Willy Suter, yet it has become a very successful one.

“People have asked us, ‘Why only three months open? Why can you not open the whole year?’ I tell them, it’s a choice of living for us. We’ve worked all our lives. Very hard,” says Heidi.

After their arrival in Canada in 1992, the pair operated several commercial bakeries before settling into a smaller, and simply named, business on County Road 17.

The bakery with stainless-steel pastry sheeter, Hobart floor mixer, ovens, pastry tables and other equipment was established in 1994: it’s at least three times the size of the more recently added retail store, sales counter and shelves packed with cakes, cookies and other assorted and sundry pastries.

It’s a culmination of two lives spent as bakers …

For more of this story, visit Andre Paquette Editions.

Check out my latest post From the archives: holiday baking in Alfred! from AndrewCoppolino.com.

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 are accepting youth applications online, and a team of three youth are deciding which projects will receive funding.

Pop-up Youth Led Circles’ goal is to create dedicated youth-led and supported spaces inside larger community events. These spaces will be welcoming spaces that encourage conversation, interactive activities, and resource sharing. Pop-up Youth-led Circles ensures racialized and newcomer youth have the opportunities and space to lead conversations, not just attend – ensuring their voices are part of the change. Congratulations to Srivatsa, Nehemiah, Mobina, Angela, Dalia, and Massara (supported by @kwmulticultural) for receiving funding to make this idea a reality.

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 other 10 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.

The post 2025 Youth Impact Project Showcase: Pop-Up Youth-Led Circles appeared first on Children and Youth Planning Table.