Overall Luisa D'Amato seems pleased with the direction that the Region are taking by hiring an outside consulting firm.  While she does state that "This is a good start." she has a number of suggestions to make it even better. That said what I noticed was her very first sentence in which she suggested  "Finally we may get some answers to the question of why the water supply crisis we are in was allowed to happen, and how the news came as such a complete shock." Hence I was a little taken aback to read that the final report is due within a year. A year !  I'm sorry but that for me does not jive with "Finally we may get some answers...". Citizens deserved honest and confirmed answers a couple of months ago not hypothetically a year down the line. Is this simply more bureaucratic and political gamesmanship to delay and deflect our attention?

Ms. D'Amato raises good points and suggestions. She would like to know why both the Mannheim treatment plant for Grand River water and the Greenbrook pumping station are still in disrepair. Why weren't both of them repaired promptly? Somewhat oddly to me she hasn't repeated her comments about the possible rehabilitation of the Parkway Wellfield or the Woolwner/Pompeii wells along the Grand River . Could she herself have signed some sort of NDA (Non Disclosure Agreement) with the Region? Perish the thought! She is a professional reporter.

Ms. D'Amato also advises that here in Ontario we had a public inquiry after the following major public system failures namely the Walkerton water crisis, the light rail debacle in Ottawa and the fatal mall collapse in Elliot Lake. Oddly enough somehow the 1989 Elmira Water Crisis with its' now failed remediation never was subject to a public inquiry. That was ridiculous then and even more so now when we realize how much more desperately Elmira's water is needed.

Golf, food, prizes, and community spirit – our much-anticipated Annual Golf Tournament is back! Join us on June 12, 2026, at Rebel Creek Golf Club for a day on the course in support of our mission to create welcoming, inclusive spaces where everyone belongs.

Whether you’re a seasoned golfer or just out for a fun day with friends or colleagues, this tournament promises something for everyone, all while supporting a cause that makes a real difference in our community.

Proceeds from the tournament will directly support our second Affordable Housing Project, helping create safe, stable homes for people in our community who need them most.

From the moment you arrive, you’ll be greeted with great energy and a day full of highlights:

♦ 18 Holes of Golf & Cart
Your registration includes a full round of golf with a cart, the perfect opportunity to enjoy a beautiful course and some friendly competition. 

♦ Prizes, Surprises & Fun
There are fun challenges, giveaways, and prizes to be won.

♦ A Fresh Twist on Post-Golf Dining
We’ve made an exciting update to our end-of-day gathering!

Instead of a traditional sit-down dinner, golfers will now enjoy a lively and social appetizer-style reception as part of the tournament experience. This new format allows everyone to mingle, chat over delicious bites, and keep the energy high after a fantastic day on the course.

Expect a multitude of gourmet appetizers, thoughtfully prepared to satisfy every palate, without the formality of assigned seating. There will be plenty of options that every golfer will enjoy.

Date: Friday, June 12, 2026
Location: Rebel Creek Golf Club

Registration Includes:
♦ 18 holes of golf
♦ Cart rental
♦ Lunch
♦ On-course refreshments & light bites
♦ Light dinner
♦ Prizes & surprises!

Every swing, every snack, and every smile at this event supports inclusive community programming through KW Habilitation. Whether you’re registering as a golfer or becoming a sponsor, your participation directly fuels our vision of a community where everyone can belong, on and off the course.

Early bird registration is available now! Save $25 on your ticket by signing up before April 15th!

Reserve your spot or secure your sponsorship today ♦ kwhab.ca/golf/

See you on the course! ♦

The post Join us for our 2026 Golf Tournament! appeared first on KW Habilitation.

The post Pebbles appeared first on Grand River Rocks Climbing Gym.

GitHub's Online Schema-migration Tool for MySQL

Go 13.2k 2 issues need help Updated Mar 12

♦

OUR VISION

To be a gateway to safety, support and a future without abuse for her and her children.

OUR MISSION

Halton Women’s Place will provide a safe haven, information, and education to support a future without abuse for women and their children.

VALUES

Halton Women’s Place will:

• Make emergency shelter and/or crisis services accessible to all abused women and their dependent children.
• Provide crisis services and information to women and children living in the shelter and in the community at large.
• Provide non-judgmental, empathetic crisis counseling for all abused women and their dependent children.
• Design and implement strategies to inform and empower abused women and their dependent children to make decisions about their safety, rights and options.
• Design and implement strategies to promote and provide public education to end violence against women and children.

Halton Women’s Place (HWP) is an independent, not for profit charitable organization that provides shelter and crisis services for physically, emotionally, financially, and sexually abused women and their dependent children and is dedicated to ending violence against women and their children.

The HWP Governance Committee of the Board of Directors is seeking a new Board Member who is passionate about our mission and values to join our Volunteer Board.  We are recruiting a Board Member who reflects the diversity of our community to ensure a broad spectrum of perspectives are represented in decision making. Serving on the Board is an extraordinary opportunity for individuals who share HWP’s vision and who live in one of the communities within Halton. The selected Board Member will have previous board experience in addition to leadership skills in any of these key areas; business, law, health care, government, philanthropy or the non-profit sector.

As a Board Member, you will be required to:

• Participate fully in the deliberations of the Board, encourage open discussion, ask relevant and probing questions at the strategic level.
• Review management’s strategic plans and initiatives, provide input on, and monitor performance.
• Provide financial oversight, assessing and monitoring program costs, ensuring organizational financial health.
• Consider principal risks and provide recommendations on how best to manage and mitigate.
• Monitor and assess the Board’s effectiveness in fulfilling all the responsibilities of its mandate.
• Work collegially as part of a team, respecting the views of others on the Board.
• Demonstrate a commitment to learning, taking advantage of opportunities for continued development.

As a Director, you will serve a term of three years, with eligibility for reappointment for one additional term.

Meetings of the Board of Directors are currently held on the last Wednesday of each month from 6:00-8:00 pm except for July and August when no meetings are held.  Board members also serve on committees as needed.  Board meetings alternate between being held in person in Burlington, Ontario and virtually.

If you would like to be part of a dynamic, committed, volunteer Board of Directors that will impact the lives of women and their children in Halton, please apply with a brief cover letter and resume, clearly stating the reasons why you would be an excellent candidate for this position.

All applications received will be reviewed by the Governance Committee.  Candidates who are shortlisted will undergo interviews with committee members, and the final list of potential candidates will be presented to the Board.  Those who are chosen will be required to attend Board meetings before being officially nominated for election at Halton Women’s Place Annual General Meeting which will take place in June, 2026.

Halton Women’s Place is committed to an inclusive Board selection process to attract all candidates.  Matters related to Board and committee members are guided by principles that embrace values, policies and practices that ensure all people represented are treated fairly in the work of our mission and delivery of service, without regard to race, ethnicity, age, physical or mental disability, sexual orientation, gender, gender identity, socioeconomic status, marital status, religion or other bias. HWP welcomes and encourages applications from people with disabilities. Accommodations are available upon request for candidates taking part in all aspects of the selection process.

To apply, please reach out to Cathy Mudge at cmudge@haltonwomensplace.com by April 3rd, 2026.

Join us in making a difference in the lives of women and children in our community.

The post Halton Women’s Place appeared first on Capacity Canada.

I am curious as to how many citizens don't know that the main purpose of so called third party consultants is to do almost the same thing as public consultation does. That is to give a veneer of credibility and respectability to Council decisions that are more likely to be politically motivated than factually motivated. Indeed it is possible sometimes to have an overlap between good politics and good governance.  Just not often enough.

Today's K-W Record has an article by reporter Bill Jackson titled "Council orders water capacity review".  In fact that's a bit of a misnomer. The review being ordered is a review of water capacity reporting and communicating processes. That's a whole different beast.  Councillor Doug Craig suggests that it won't be about assigning blame. Well darn what's the fun in that? We the citizens and paying taxpayers want names. We want to hang people in effigy. We want accountability and let the chips fall where they may whether it be politicians or staff. We want guilty, incompetent or negligent people turfed whether from regional council or regional staff. Hmm it makes me suspect that this review may be no more than a glad handing exercise. Put some obvious reporting triggers onto paper as well as even more frequent sending of memos upstairs to staff supervisors to continue being ignored while publicly praising the consultants and everybody else involved. Isn't that generally how politicians work?    

The request to the province to put a pause on new or expanded water taking permits has been deferred to March 25/26 ostensibly. There was also discussion around a Lake Erie pipeline. You know that that water will most likely be treated at least enough not to cause immediate, debilitating pain or disease.  I mean right now our water, food and air have already been horribly contaminated and compromised albeit within carefully selected parameters. Did you know that Health Canada and Ontario Health are routinely lobbied for reduced health criteria by business and industrialists? To clarify, by reduced health criteria I don't mean lower concentrations of contaminants, I mean less stringent standards allowing higher concentrations of toxic chemicals in our food and water and air.

Along with the Lake Erie discussion there was also concern expressed by some regional staffers (Kenneth Brothers) who suggested that "We have to be very cautious in that we're vulnerable in terms of the aquifer restrictions.".  I believe that this information is the most important to have as soon as possible. Until the Region know absolutely the water levels of the various aquifers in and around the Waterloo Moraine ( & others) it is impossible to know what long term sustainable pumping amounts really are.   

I did mention yesterday that there were both LNAPLS (light non aqueous phase liquids) as well as DNAPLS  (dense non aqueous phase liquids) on the 62 Union St. Varnicolor Chemical site. Those alone could have destroyed any chances of cleaning up the Elmira Aquifers either solely or mostly with pump & treat technology.  This is because both LNAPLS and DNAPLS have a low solubility in water and tend to either float on the surface of ground and surface water (LNAPLS) or at the bottom of aquifers (DNAPLS) and only slowly dissolve into the water  over a period of decades or even centuries. Hence they are an ongoing almost never ending source of contamination in the subsurface.

Add to that the recent statements (yesterday's Blog posting)  in which Jesse Wrighte of Arcadis Inc. advised TRAC, the MECP, the Region and the Township of multiple nearby Varnicolor Chemical companies who used chlorobenzene in their processes. How extraordinarily strange that that little tidbit took 35 years to be released publicly. Also extraordinarily strange that a solvent recycler like Varnicolor Chemical allegedly never used and abused chlorobenzene on their site as they did virtually every other solvent they dealt with. That is strange because chlorobenzene is a very common solvent both used as an intermediary in production processes (i.e. Uniroyal Chemical) as well as with paint manufacturers and auto body shops as well as car manufacturers all of whom were clients of Varnicolor Chemical. Does anyone really wonder why I have been calling out those in charge of our failed cleanup as dishonest swine or worse?

Then there is the incredible attempts by the Ontario Ministry of Environment (M.O.E./MECP) to cover up the illegal activities of Varnicolor Chemical. Their efforts stopped at nothing. They lied about everything. But for two things they might have gotten away with it. Firstly despite being ordered years previously to erect fences around Lot 91 they never did. Good fences make good neighbours but I and others had no qualms about gathering evidence including video and photographs which constantly refuted the Ministry's lies. Then there was my inside person at Varnicolor. I did hear at one point that Severin suspected his office manager Jeanette. I hope that wasn't so because she was a loyal and dedicated employee unlike myself who found more than a couple of employers over the decades to be absolute a**holes with Severin Argenton being front and centre.  My inside person tipped me off constantly as to what was happening or going to happen at Varnicolor next. This even included the Glen McDonald fiasco in which he was fired by the Ministry of Environment and charged by the Crown for tipping off Mr. Argenton about an upcoming police and Ministry raid of his property (62 Union & Howard Ave. property). 

Lastly of course is the problem of low concentrations of dioxins dissolved in Elmira's groundwater despite all howls and protests by our favourite polluter to the contrary.  I mean seriously after 36 years of delay, deception, manipulation and lying only fanatical, pro business, left hating, anti communist, anti socialist ideologues would put weight on any gross polluters' opinions. Until PROVEN otherwise I have to ask exactly how keen are pro NDMA drinkers going to be about including even low concentrations of incredibly toxic  2,3,7,8 TCDD (dioxin) to their morning coffee. 

So go ahead and mix Elmira water with the low level solvents and stuff already in our Integrated Urban System (IUS) and watch another social problem of too few workers supporting too many seniors also disappear, me included.

HydroSphereAI’s machine learning-driven forecasting system.

On January 12, 2026, the Nanaimo River near Cassidy (Water Survey of Canada Station 08HB034) experienced a significant high-flow event, cresting at the 2-year flood mark. Winter storm systems sweeping across Vancouver Island brought prolonged precipitation to the watershed, driving river discharge well above average levels for the season. This case study highlights how an early release version of HydroSphereAI (HSAI) tracked the event and how this information could be used by stakeholders and water managers.

The Nanaimo River near Cassidy (Water Survey of Canada Station 08HB034).

Regional media coverage during the event reported that a flood warning had been issued for areas north of the Cassidy gauge as rainfall accumulated and river levels rose rapidly across the watershed. While the warning applied to a different monitoring location, it reflected the broader hydrometeorological conditions affecting central Vancouver Island, conditions that also drove the elevated flows observed at station 08HB034.

HydroSphereAI’s machine learning-driven forecasting system successfully predicted the event and anticipated its peak with remarkable accuracy.

Watershed Context

The Nanaimo River drains a substantial portion of central Vancouver Island, with Water Survey of Canada station 08HB034 monitoring flow on the mainstem near Cassidy. The watershed upstream of the gauge covers approximately 684 km², extending from the forested uplands of the Vancouver Island interior to lower elevation valley areas closer to the coast. This hydrometric station exemplifies typical winter flood dynamics in the region, where so-called Atmospheric Rivers associated with Pacific frontal systems frequently bring prolonged rainfall to the slopes of the West Coast.

During the January 2026 event, approximately 60–100 mm of rainfall fell across the mid-island region between January 8 and January 12, contributing to rising river levels not only at Cassidy but throughout the watershed. Reports of localized flooding concerns north of the station underscored the regional scale of the storm system and the hydrologic response underway.

Forecasting Challenge

The severity and local impact of fall and winter flood events in coastal British Columbia can be difficult to anticipate. While the Pacific storm systems that drive these events are often forecast with good meteorological skill, translating those forecasts into accurate predictions of local hydrological response and flood dynamics remains more challenging. This can lead to situations where the severity of flooding impacts within a watershed is underestimated. Key factors influencing the hydrologic response include:

• Rain-on-snow interactions in higher elevations

• Atmospheric river influences

• Rapid temperature shifts affecting runoff generation

• Back-to-back frontal systems saturating soils

When widespread rainfall prompts public flood warnings in parts of a watershed, water managers and emergency responders require clear, early insight into how downstream locations may respond. Reliable lead-time is critical for infrastructure preparation, public safety planning, and reservoir operations.

HydroSphereAI Performance Overview

HydroSphereAI began identifying and tracking the event peak as early as January 8, four days in advance of the observed peak on January 12. In the days leading up to the event:

• Early forecasts successfully captured an increasing hydrograph trend, indicating a developing high-flow situation.

• As forecast lead time decreased predicted streamflow patterns converged on the eventual observed peak.

• HydroSphereAI’s probabilistic outputs consistently showed the correct timing window for elevated flows - this would have given  potential decision-makers useful foresight even before the flood crest occurred.

Why This Matters

HydroSphereAI’s performance on the Nanaimo River during this winter event underscores several of its core strengths:

• Early Signal Detection: Even at longer lead times, the model detected a trend toward elevated flows, alerting users to potential flood risk well in advance.

• Adaptive Prediction Skills: Forecast accuracy improved as event approached, narrowing uncertainty around both timing and magnitude of the peak.

• Operational Value: Reliable guidance over multiple days supports flood preparedness actions, such as reservoir management decisions, public safety planning, and resource allocation.

Conclusion

The January 2026 storm system highlighted the interconnected nature of hydrologic response across the Nanaimo River watershed. While flood warnings were issued north of the Cassidy station, elevated flows were observed throughout the basin, reinforcing the importance of regional-scale forecasting awareness.

As climate variability reshapes historical hydrological patterns on Vancouver Island, traditional forecasting approaches can struggle to anticipate the magnitude and timing of winter flood events driven by successive Pacific storm systems and intensifying Atmospheric Rivers.

Machine learning approaches like HydroSphereAI, which dynamically integrate real-time observations with meteorological forecasts, offer a scalable, data-driven solution that enhances flood readiness and resilience across the region.

For practitioners in flood risk management, water resource operations, and watershed planning, HydroSphereAI’s performance during this event demonstrates the value of AI-enabled forecasting as a critical tool in managing increasingly complex hydrological extremes.

pytest plugin for distributed testing and loop-on-failures testing modes.

Python 1.8k 21 issues need help Updated Mar 9

Imagine a future where the most devastating consequences of mental illness can be prevented. With the need for mental health care greater than ever, the reimagined Ontario Shores Foundation for Mental Health (the Foundation) is growing and changing its Board of Directors to a fundraising board.

Creating a sense of hope is one of the greatest gifts we can give to people and families living with complex mental health challenges. Together, we are helping ensure people can access the compassionate, recovery-based care they need to fully participate in an inclusive and stigma-free society.

As a candidate for a Director role, you bring a strong interest in advancing a mission-driven organization with meaningful impact. In your role as an ambassador for the Foundation, you are willing to engage your network and support philanthropic initiatives that advance Ontario Shores’ strategic plan and priorities. Board Members are supported by staff with the tools and guidance needed to participate effectively in fundraising and donor engagement. While a connection to the Durham Region is an asset, a demonstrated commitment to improving mental health services beyond the Region is equally important. You are prepared to actively contribute to a fundraising-focused Board that plays a critical role in attracting and stewarding philanthropic support for the Foundation.

COMPETENCIES SOUGHT IN NEW BOARD MEMBERS

• Demonstrated commitment to advancing the Foundation’s fundraising objectives, including a willingness to actively leverage personal and professional networks to support philanthropic efforts.
• Intensely driven with a genuine connection to, and passion for, advancing mental health care and services.
• Openness of thought, diverse perspectives, and a collaborative approach to dialogue and decision-making.
• Strong alignment with the Foundation’s mission, values, and strategic priorities.
• Ability and commitment to contribute to meaningful community, corporate, or sector-based connections.
• Senior-level leadership experience in a corporate, nonprofit, public sector, or community setting.
• Willingness to participate in donor cultivation and stewardship activities, including personal outreach and relationship-building.
• Commitment to include Ontario Shores Foundation in your personal giving, making a contribution that is reflective of your individual capacity, with the expectation of 100% Board participation in giving.
• Attendance at key Foundation events
• Previous experience serving on a fundraising or governance board is considered an asset.
• A direct or indirect connection to Durham Region is considered an asset.

crawfordconnect has been retained by Ontario Shores Foundation to recruit five (5) board members. Through crawfordconnect, the Foundation is inviting expressions of interest from qualified individuals in the form of a cover letter and a biography or resume. You are asked to share why you are interested in serving as a Director in your cover letter. As part of the assessment and recommendation process, candidates may be invited to interviews with the Foundation Board and may be asked to participate in reference checks.

If you have any questions regarding this opportunity, please contact: Janice Wooster at janice@crawfordconnect.com / 416.388.4049

The deadline for applications is April 17, 2026.

To submit your application, please email your resume and cover letter to janice@crawfordconnect.com.

This is an existing vacancy. Artificial Intelligence (AI) is not used in the candidate assessment or selection process.

The post Ontario Shores Foundation for Mental Health appeared first on Capacity Canada.

Using data well allows nonprofits to deliver on their missions efficiently and maximize their impact. However, most lack the internal capacity and expertise to fully leverage data, while external consulting services can be costly and insufficiently tailored to the specialized needs of the sector.

Purpose Analytics is a nonprofit organization incorporated in 2020 to bridge this gap. We provide affordable, impact-driven data and analytics solutions designed specifically for nonprofits. Our work enables organizations to embed data-informed storytelling, decision-making, and strategic thinking into their operations and services.

We operate on a fee-for-service model and reinvest a portion of our revenue into public benefit initiatives that strengthen data capacity across the nonprofit ecosystem. This includes convening a national network of nonprofit data analysts and developing free tools and services for the sector.

We are currently seeking to fill two Director positions: one with deep nonprofit sector expertise and one with leading-edge experience in technology, AI, and/or analytics.

As a Board Member, you will provide strategic oversight and governance leadership to support Purpose Analytics’ long-term growth, impact, and sustainability.

• Provide strategic oversight to ensure alignment with mission, values, and long-term vision.
• Contribute insights to inform strategic planning, growth priorities, and impact measurement.
• Identify emerging risks and opportunities and support appropriate mitigation and realization strategies.

• Oversee financial performance, including review of budgets, financial statements, and forecasts.
• Provide strategic guidance on revenue strategy, pricing and sustainability.
• Ensure appropriate financial controls and risk management practices are in place.

• Serve as an ambassador for the organization within the nonprofit and philanthropic sectors.
• Leverage personal and professional networks to promote the organization and establish meaningful partnerships.

• Contribute to a high-performing board culture through active engagement and participation in board evaluation and governance improvement processes.
• Support succession planning and committee work as appropriate.

• Demonstrated commitment to Purpose Analytics’ mission and strengthening Canada’s nonprofit ecosystem.
• Experience serving in senior leadership and/or governance roles.
  Strong strategic thinking, sound judgment, and ability to contribute constructively in a governance environment.
• Financial literacy sufficient to review and interpret financial statements and assess organizational sustainability.
• Ability to meet the time commitments and actively contribute at the governance level.

In addition, we are seeking candidates with experience in one or more of the following areas:

• Nonprofit Sector
• Technology, AI, or Analytics
• Professional Services Business Model & Growth
• Financial Oversight & Audit

• Attend 4-6 board meetings annually (typically 2 hours each)
• Prepare for meetings through advance review of materials.
• Estimated total time commitment: approximately 3–5 hours per month.
• Three-year term, renewable in accordance with board policies.

• Apply your expertise to strengthen Canada’s nonprofit ecosystem.
• Contribute to the strategic growth of an innovative, impact-focused organization.
• Collaborate with experienced, mission-aligned board members and sector leaders.
• Further develop governance experience within a growing national nonprofit.

Please submit a résumé and brief cover letter outlining your qualifications and interest through our application form.

Posting closes April 15, 2026.

We strongly encourage applications from individuals across Canada and from communities that experience systemic barriers to participation.

Purpose Analytics is committed to inclusive, barrier-free recruitment. Please let us know if you require accommodation at any stage of the recruitment process.

We look forward to hearing from you.

The post Purpose Analytics appeared first on Capacity Canada.

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In the field of data science, solving problems and answering questions through data analysis is the standard practice. And when a data science project kicks off, to those outside the field it often seems like all we do is run a few lines of code and voilà: the magic happens.

But building data science solutions involves much more than just running code and applying it to a dataset. What often separates a successful project from a failed one is the methodology behind it.

A methodology is an overarching strategy that guides the processes and activities within a specific domain. In data science, several methodologies are commonly applied, such as:

• CRISP-DM
• KDD
• SEMMA

In this article, I’ll focus on CRISP-DM, the most well-known and widely used methodology in the data field.

CRISP-DM is a methodology widely used in data mining that provides a complete plan for carrying out a data mining project.

It was created in 1996 by four leaders in the data mining market: Daimler-Benz (now DaimlerChrysler), Integral Solutions Ltd. (ISL), NCR, and OHRA. Its origin is mainly related to the need to build models with a strong focus on quality through the standardization of concepts and techniques.

This methodology breaks the data mining lifecycle into six stages:

1. Business Understanding
2. Data Understanding
3. Data Preparation
4. Modeling
5. Evaluation
6. Deployment

This is the stage where business objectives are defined and translated into a data mining problem. At this point, the project plan is also produced (costs, data mining success criteria, requirements, terminology, and resources).

Questions that may help you better understand the client’s needs:

• What is the objective of the project?
• When does the project need to be completed?
• Can this problem be solved with data science?
• How has this task been handled by the team previously?
• Are there any ethics and/or compliance considerations I should know about?
• What data do we have available, and where is it located?

Collecting and preparing data is responsible for more than 70% of the time spent in a data science project, and that is exactly what this phase and the next one address.

This stage is divided into four steps:

1- Initial Data Collection: The data scientist collects the necessary data, including loading and integrating the datasets.

2- Describe the Data: The data scientist examines the properties of the data, such as format, volume, fields in each table, and field identities. They also attempt to answer the question:
“Does the acquired data satisfy the relevant requirements?”

3- Data Exploration: The data scientist creates an exploratory data analysis report describing findings, initial hypotheses, and their potential impact on the project.

4- Verify Data Quality: Is the data complete? Are there missing values or blank fields? Are there attributes with different values but similar meanings?
Example: “low fat” vs. “diet.”

This phase includes all activities required to build the final dataset.

• Select the Data: Here you select the data that will be used in the model. This can be done using methods such as wrapper or filter approaches.
• Data Cleaning: It is very likely that your data will not come in the ideal format. For example, dates may be incorrectly formatted or integers may be interpreted as strings.
• Feature Engineering (Building New Variables): Not all the data you need will necessarily be available. In many cases, you will need to create new variables for your model.
• Data Integration: This task is necessary when you need to combine data from different sources.

In this phase, several models are selected and applied, and their parameters are tuned. Evaluation metrics such as MAE, MAPE, MSE, recall, and precision are also applied. Some steps:

1- Select Modeling Techniques: Depending on your problem and the data distribution, you will choose different algorithms.

For example:

• Regression problems: Linear Regression, Polynomial Regression, XGBoost, etc.
• Classification problems: Logistic Regression, Decision Trees, SVM, etc.

2- Generate Test Design: Split your dataset into training and testing sets, and select the evaluation metric that will measure model performance.

3- Build and Validate the Model: At this stage, the models are built and validated. To ensure that the model generalizes well to unseen data, cross-validation is often applied. In this approach, the dataset is divided into multiple folds, and the model is trained and validated several times using different subsets of the data. This process helps reduce overfitting and provides a more reliable estimate of model performance.

4- Parameter Tuning and Cross-Validation: After building the initial models, it is important to optimize their performance by adjusting hyperparameters. Techniques such as grid search or random search can be used to test different parameter combinations.

In this stage, the constructed models are evaluated and the one with the best performance is selected. It is also important to review the model carefully and ensure that it truly meets the business objectives.

The knowledge gained must be organized and presented in a way that the client can use.

Examples include:

• Real-time personalization of web pages
• Dashboards to monitor predictions

It is important that the client clearly understands what actions should be taken to use the models that were created.

So, what did you think? Had you heard about CRISP-DM before? Leave a comment sharing your thoughts, and don’t forget to share this blog with your friends

References:

CRISP-DM, SEMMA e KDD: conheça as melhores técnicas para exploração de dados

medium.com/@gothamCulture/people-analytics-why-methodology-matters-more-than-data-8affced62fcf

medium.com/data-hackers/project-data-science-pds-39d5a78e058a

www.kdnuggets.com/2014/10/crisp-dm-top-methodology-analytics-data-mining-data-science-projects.html

Is data science just about running code? I don’t think so… was originally published in Code Like A Girl on Medium, where people are continuing the conversation by highlighting and responding to this story.

Have you ever been tricked by your Manager’s attitude? You think you’re comfortable, able to navigate through, only to realize that you were pampered a little too much by your manager, even to have a solid work profile to show in your resume.

In the honeymoon phase of a first job, everything feels scripted. Your onboarding is gentle, your mentors are patient, and the environment feels almost suspiciously kind — as if everyone dropped from heaven to help you succeed.

But then, the fog lifts.

A few months in, the “real” corporate world settles in. You encounter team members who point out your bugs in front of the whole group. You see bosses who are suddenly blunt or, worse, completely silent. In this stage, we are often hyper-reactive. We start judging everything on face value: Is this person mean? Is it because of my gender? Are all female bosses this way? Are male bosses more supportive? This “noise” is exhausting. It makes you anxious about your future and skeptical of every critique.

But the most important lesson of an early career is learning to look past the personality of a boss and into the path they are clearing for you.

As beginners, we often mistake comfort for growth.

• The Trap: A “nice” boss who never challenges your logic or lets you cruise through easy tickets is actually a career risk. They are allowing your skills to stagnate while the industry moves forward.
• The Reality Check: The boss who makes you refactor your code three times or redo a presentation until it’s bulletproof isn’t being “mean.” They are giving you the “Executive Presence” and “Technical Rigour” required for your next promotion.

An architect doesn’t just give you work; they give you marketability. They manage your reputation in rooms you haven’t entered yet.

• Invisible Advocacy: They mention your name in high-stakes stakeholder meetings. If leadership knows who you are before you’ve met them, you have an Architect.
• The “Safety Net” Stretch: They hand you a project that scares you—something slightly above your current pay grade—but they stay close enough to ensure you don’t fail publicly.
• Radical Candour: They give you the “hard truths” privately so you aren’t embarrassed publicly. They care enough about your trajectory to risk a difficult conversation.
• Resource Sharing: They don’t hoard their network. They introduce you to mentors and cross-functional leads, effectively opening doors they could have kept locked.

An Anchor might be the friendliest person in the office, but they prioritize their own convenience over your development.

• Gatekeeping: They prevent you from speaking to senior leadership, acting as the sole “translator” for your work. If you never get to present your own results, you’re being hidden.
• Credit Deflection: They use “We” when a project succeeds but “You” when a bug hits production.
• Vague Career Pathing: When you ask about your future, they offer platitudes: “Just keep doing what you’re doing,” or “Let’s talk about it next year.”
• Task Dumping: You find yourself doing the “office housework”—necessary tasks that offer zero resume value—simply because you don’t want to do them.

The shift in perspective happens when you stop evaluating your boss by how they make you feel on a Tuesday morning and start evaluating them by how they make you look on your LinkedIn profile.

You might have a boss who is prickly, demanding, and short on small talk. But if your “internal stock value” rises every month you work for them, they are a builder. Conversely, you might have a “fun” boss who grabs coffee with you daily, yet your responsibilities haven’t changed in three years.

The Litmus Test: If you resigned today, is your professional “brand” stronger because of the projects they steered your way?

In the early years, your boss is the primary filter through which the company views your talent. If that filter is clear and supportive, your hard work shines through. If it is opaque or distorted, you remain in the shadows.

The moment you realize your boss is actively managing your reputation, and not just your to-do list, is the moment you’ve truly graduated into the next stage of your career.

When Do You Know Your Boss Is Actually Shaping Your Career? was originally published in Code Like A Girl on Medium, where people are continuing the conversation by highlighting and responding to this story.

Curated Agent Skills for Microsoft & Azure – giving AI coding assistants structured, real-time expertise from Microsoft Learn docs.

404 Updated Mar 10

♦

♦OAAWR Meetups – Downtown Showdown
Wednesday, March 18
1:30 PM – 3:00 PM
FREE
Carl Zehr Square – 200 King St. W, Kitchener

Amanda and Sarah are inviting you to head downtown with them for the Downtown Showdown. Enjoy live energy, meet the Kitchener Rangers, and warm up with free hot chocolate. This is a lively, accessible outdoor community event with lots to see and do. All are welcome!

Bus with Us! We will be taking the ION train from KW Habilitation – 99 Ottawa St. S, Kitchener at 1:00 PM. You can travel with us or meet us at Carl Zehr Square.

Click here to register

Click here for more info

♦♦ ♦

♦Fairview Park Freeplay – Retro Arcade
Friday, March 20 and Saturday, March 21
11:00 AM – 5:00 PM
FREE
Fairview Park Mall Entrance 1 – 2960 Kingsway Dr. Kitchener

Fairview Park FreePlay is bringing the arcade back with a retro-inspired game zone where families can play, laugh, and make new memories together.

Challenge each other, chase high scores, and experience the timeless excitement of classic arcade games. It’s the perfect chance to play together, and experience the joy of arcade gaming. Don’t miss out on your chance to win a $500 Fairview Park Mall Gift Card.

Click here for more info

♦St. Patrick’s Day Dance
Tuesday, March 17
1:00 PM – 2:00 PM
$20
Sunbeam Centre – 2749 Kingsway Dr. Kitchener

Join Sunbeam in the Gym for a fun St. Patrick’s Day themed Dance. Prepare your favourite Irish Jig for the dance floor. Wear green and yellow to get into the leprechaun spirit!

Click here for more info

♦2026 Conestoga Pow Wow
Saturday, March 21
10:00 AM – 5:00 PM
$5
Conestoga College Recreation Centre – 299 Doon Valley Dr. Kitchener

Join Be Dah Bin Gamik – Indigenous Student Services & Conestoga College as they host the 2026 Conestoga Pow Wow. A Pow Wow is a vibrant celebration of Indigenous culture, tradition, and community. There will be dancers, local indigenous vendors and a sacred fire along with traditional ceremonies. This is a family friendly event and all are welcome.

Click here for more info

♦

 ♦Tea and Crafts with Toteh Rhea
Tuesdays
6:00 PM – 8:00 PM
FREE
Willow River Centre – 243 King St. E. Kitchener
Click here for more info

Spectrum Arts
Wednesdays
5:00 PM – 6:30 PM
FREE
Spectrum – 283 Duke St. W, Kitchener #210
Click here for more info

Circles Café
Fridays
1:00 PM – 3:00 PM
FREE
Karis Disability Services – 29 Peppler St. Waterloo
Click here for more info

The post March 11, 2026: What’s Happening in Your Neighbourhood? appeared first on KW Habilitation.

This romance had a cute matchmaker premise and delivered on the enemies to lovers’ trope (oh boy, did it ever), but I struggled to get into this romance. 

Part of my feelings about this book stem from not being sure what it was trying to do. There's definitely room for Manisha's personal growth. I didn't connect with her at all and for a 30-something professional woman, she came off as very immature in her over-the-top hatred for sweet Rohit. But I'm not sure enough time was spent developing the fake matchmaking aspect either - even though there were some funny/cringy first dates that make me glad I've been off the dating market for 3 decades. The story had good intentions but didn't quite deliver for me.

 This is a good pick for readers who enjoy slow moving, sweet with no heat romance. While I struggled with its pacing and main character, I appreciated the lovely descriptions of South Asian culture (and food!), its HEA, and how it focuses on the negative impact of rumours and celebrates the importance of community and intergenerational bonds.

Disclaimer: Thank you to DoubleDay Canada for the complimentary digital ARC that was given to me in exchange for my honest review.

The post March Break appeared first on Grand River Rocks Climbing Gym.

Kitchener, ON – The Greater Kitchener Waterloo Chamber of Commerce recognizes the outstanding achievements of businesses in our Region, at the 2026 Business Excellence Awards Gala, presented by Cowan Insurance Group. The Chamber recognizes members that, through their leadership and involvement, have made exceptional contributions to the betterment of our community.

A total of 14 awards will be handed out, and winners won’t be announced or notified until that evening.

Where: Bingemans, Marshall Hall
When: Thursday, March 12, 2026
Time: 5:00pm-9:30pm

For further information or to purchase tickets for this event please visit www.beagala.ca.

The Greater Kitchener Waterloo Chamber of Commerce is pleased to announce the following nominees for the 2026 Business Excellence Awards in the following award categories:

New Business of the Year Award (Under 2 years)

Award Sponsored By: MAC LLP

• Bricks & Minifigs Kitchener Waterloo
• The Canadian Brewhouse
• D&D Smoked Eats
• Frontline Trauma Training Services
• HONEY Events + Design
• Puddles Swim School
• Ravenwood Tabletop
• Splitsville Bowl Waterloo
• Vestika’s Oddities & Wellness
• Yoni Mudra Art Gallery

Small Business of the Year Award (1-10 Employees)

Award Sponsored By: Gowling WLG

• FoodZen
• Iris HR
• Marycuterie
• Ultra Plumbing & HVAC
• Vanessa’s Cuisine
• Welcome Home Construction
• Worm Wrangler

Business of the Year Award (11-50 Employees)

Award Sponsored By: Miller Thomson LLP

• GSP Group
• H2R Business Solutions
• Tepperman’s Kitchener
• The Tone-Gar Group of Companies

Business of the Year Award (Over 50 Employees)

Award Sponsored By: University of Waterloo

• Crowne Plaza Kitchener-Waterloo
• Flanagan Foodservice Inc.
• Gore Mutual Insurance
• Josslin Insurance
• Larrek Investigations
• RideCo

Community Builder of the Year Award

Award Sponsored By: Heffner Lexus

• AMJ
• Cheryl Goetz of At Home Company
• Catalyst Commons
• Centre In The Square
• Cowan Insurance Group
• Durrell Communications
• Enova Power Corp.
• EmployNext Powered by Serco
• EY
• Kitchener Public Library
• MT Space (The Multicultural Theatre Space)
• The Social Snippet
• United Way Waterloo Region
• WRHN Foundation

Employee Engagement Award

Award Sponsored By: Conestoga College Institute of Technology & Advanced Learning

• Equitable
• Little Mushroom Catering and Dining Lounge
• Midtown Yoga + Pilates

Environment & Sustainability Award

Award Sponsored By: Enbridge

• Little Mushroom Catering and Dining Lounge
• Meal in a Jar
• VCT Group

Health and Wellness in the Workplace Award

Award Sponsored By: EY

• Cullen Nutrition Simplified, by Tanya Cullen
• Deloitte Canada
• Dillon Consulting Limited

Innovation Award

Award Sponsored By: Scotiabank

• Amplify Care
• Blackbridge Systems Inc.
• Complete Building Systems Inc.
• Creative Minds Accounting
• Demi
• Laleta’s Alterations Design and Custom
• Putt Social
• Subtly You Medical Spa
• Syed Clinic

Non-Profit/Charitable Award

Award Sponsored By: MTE Consultants Inc.

• Adventure4Change
• CMHA Waterloo Wellington
• Community Support Connections
• Creative Beginnings Childcare Centre
• Extend-A-Family Waterloo Region
• Family and Children’s Services Foundation
• Food4Kids Waterloo Region
• The Food Bank of Waterloo Region
• KITCHENER-WATERLOO ART GALLERY
• Lisaard & Innisfree Hospice
• Mamas for Mamas KW
• Parents for Community Living, KW Inc.
• Shelter Movers Southwestern Ontario
• Strong Start Charitable Organization

Service Excellence in Hospitality & Tourism Award

Award Sponsored By: Lazaridis School of Business & Economics at Wilfrid Laurier University

• Bella Vista Catering and Events
• Crowne Plaza Kitchener-Waterloo
• Great Canadian Holidays and Coaches
• Holiday Inn Express & Staybridge Suites Waterloo-St. Jacobs Area
• Ink Den
• Murdoch Travel
• Stroll Walking Tours

Young Professional of the Year Award

Award Sponsored By: PwC

• Asma Alwahsh, Canadian Arab Women’s Association
• Kristina Bartold, The Social Snippet
• Kathy Dapal, KidsAbility
• Jacinta Grootjen, Primary People Group Inc.
• Kyle Lessard, KW Titans
• Emma Marriott, Iris HR
• Ryan Schinker, Real Broker Ontario
• Erin Seaton, Embark Physical Therapy & Wellness
• Samina Syed, Syed Clinic
• Gabi Underwood, Reis Informatica

Volunteer of the Year Award

Award Sponsored By: Bell Canada

• Special merit award, awarded without nominations

Michael R. Follett Community Leader of the Year Award

Award Sponsored By: Equitable

• Special merit award, awarded without nominations

The Greater Kitchener Waterloo Chamber of Commerce is the largest accredited chamber of commerce in Ontario. The Chamber is dedicated to enterprise productivity and regional prosperity. Since 1886, it has been the voice of business in the greater Kitchener Waterloo area.

For further information contact:

Carolyn Marsh, Director, Community Engagement & Strategic Programs
Greater Kitchener Waterloo Chamber of Commerce
cmarsh@greaterkwchamber.com or 519-749-6052

The post Nominees Announced: 2026 Business Excellence Awards Gala appeared first on Greater KW Chamber of Commerce.

Toronto Wildlife Centre (TWC) is a registered charity and leader in the field of wildlife rescue, veterinary care, rehabilitation and public education, providing a vital and unique service in Southern Ontario.

Our Mission: Helping people and wildlife thrive together.

TWC provides exceptional rescue, veterinary care, and rehabilitation for sick, injured, and orphaned wild animals—one life at a time. Through education, advocacy, and community engagement, we foster a healthy coexistence between people and wildlife.

Since opening in 1993, TWC has admitted more than 120,000 wild animals representing over 270 different species. The Wildlife Hotline handles over 40,000 calls annually from members of the public and other organizations, and admits approximately 6,000 sick, injured or orphaned wild animals each year.

TWC is also deeply committed to a capital expansion project that will result in a new forever home in the Rouge National Urban Park. When complete, it will be the largest, most advanced wildlife centre in Canada and will allow TWC to expand and improve its programs and services.  We are particularly interested in Directors with expertise in this area, to help inform the development process and ensure that the new facility gets built efficiently and cost effectively.

TWC works in cooperation with numerous agencies including the Ontario Ministry of Natural Resources and Forestry, the Canadian Wildlife Health Cooperative, the Toronto Zoo, the Ontario Veterinary College, many branches of the OSPCA, local animal services agencies, municipal police and the OPP, as well as other non-profit organizations.

The Board provides independent and objective oversight of TWC and acts in the best long-term interests of TWC, its team of staff and volunteers, and wild animals.

While day-to-day operations are led by the Management Directors, the Board-Management Directors relationship is a partnership, and the appropriate involvement of the Board is both critical and expected. Informed decision making is made possible by Board members who bring broad knowledge and an inclusive perspective. The Board emphasizes sound governance while contributing operational support relevant to an organization in a growth stage.

Collectively, the Board:

• Oversees the development of capital and operational plans and budgets.
• Ensures that TWC’s financial plans align with operational realities, striking the right balance between the prudent use of resources and providing high quality wildlife care and public education.
• Monitors policies that guide core operational practices and confirms that effective controls are in place to ensure staff safety and welfare, safeguard TWC’s assets, uphold a positive public image, and manage risk.
• Assists in planning and achieving TWC’s financial goals, which includes working to a specified budget and revenue generation (i.e. fundraising). Oversees the preparation of, reviews and approves the budget and financial statements.
• Approves audit reports and material business decisions.
• Is informed of all legal and fiduciary responsibilities. Ensures management is meeting these responsibilities and assessing risks.
• Ensures that realistic performance measures and targets are established and monitored.
• Recruits, retains and releases the Executive Director, sets the terms of his/her employment contract, and participates in the Executive Director’s evaluation.
• When necessary, directs corrective action be taken by the Executive Director.

Directors operate as part of an independent, multi-disciplinary team. Individual Board members do not represent specific constituencies and have no authority to approve actions, to direct staff, or to speak on behalf of TWC, unless given such authority by the Board.

Board members must act in the best long-term interests of TWC and wildlife. They contribute to informed decision-making with a diverse set of skills, knowledge and experience. Every member of the Board of Directors is expected to:

• Prepare for and attend all Board meetings and participate knowledgeably and meaningfully in all deliberations of the Board.
• Serve on and add value to one or more Board committees and actively participate in special assignments/tasks as needed.
• Keep abreast of developments in their professional area(s) of expertise and propose strategies to solve problems or seize opportunities.
• Contribute personal knowledge and experience positively in discussions and strive to reach decisions through constructive discussion and consensus.
• Be aware of and abstain from any conflict of interest, protect confidential and sensitive information, and support decisions of the Board.
• Serve as ambassadors for TWC, support TWC personally and financially (commensurate with their capacity), participate in special events and fundraising opportunities, and leverage connections in the community so TWC can identify and secure financial resources and partnerships necessary to advance its mission.
• Act with integrity and abide by TWC’s by-laws and policies, and maintain a high standard in all personal animal care responsibilities and interactions with wildlife.

The Board generally meets monthly, and the various committees meet as frequently as needed.  Directors should expect to commit at least 8-12 hours per month preparing for and attending Board and committee meetings.

Directors are elected by members to serve for a three-year term, with options for re-election at the end of each term. Each Director may serve a maximum of ten consecutive years. The Board may extend an individual Director’s years of service beyond ten years in exceptional situations.

The Board is made up of committed members of the community who reflect its diversity and have a demonstrated interest in TWC’s work, leadership potential and/or specific skills, knowledge or experience that would be of benefit to TWC.

TWC is seeking individual Directors with skills in one or more of the following areas:

• Professional skills in legal field (construction industry), construction management, capital campaign, IT, communications, and finance.
• Reviewing and evaluating financial data and the use of financial controls.
• Developing and monitoring the effectiveness of policies and strategic plans.
• Assessing risks facing charitable organizations (such as financial, legal, operational and reputational risks).
• Strong networks and connections to diverse communities, plus an ability to cultivate relationships that advance the organization.
• Board experience in the charitable or not-for-profit sector.

• Ability to listen, analyze, communicate clearly, work well with others individually and in a group to reach decisions through constructive discussion and consensus.
• Possess honesty, tolerance of differing views, a friendly, responsive and patient approach, personal integrity, and a sense of humour.
• A passion for animals, respect for wildlife, and refrain from activities that harm wildlife or their environment.

Each Director of TWC shall be an individual who:

• Is 18 years of age or older;
• Has not been declared incapable by a court in Canada or in another country;
• Does not have the status of a bankrupt;
• Has not been the subject of a criminal conviction; and
• Is not an ineligible individual as defined by the Income Tax Act (Canada).

TWC carries Directors and Officers insurance and indemnifies its Directors against all costs, charges and expenses if they act honestly and in good faith, and have reasonable grounds to believe their conduct was lawful.

Please send a current resume and brief explanation of your interest in Board service with TWC to boardofdirectors@torontowildlifecentre.com by April 3, 2026. Make sure that “TWC Board Director” is included in the subject line.

TWC and its Board would like to thank you for your interest in this position. Due to the anticipated number of candidates, only those who qualify for an interview will be contacted. Thank you for your understanding.

The post Toronto Wildlife Centre appeared first on Capacity Canada.

When: Sunday May 3rd, 11 -11:30 am

Where: Entrance of Ferguson Cottage, 37 Grand Ave, Cambridge 

Walk Leader: Liz Stacey

Galt Horticultural Society (GHS) which operates out of the historic Ferguson Cottage came into being in the 1850’s. The current version was established in 1891 with 186 members. The property was purchased in 1836 by William Ferguson, a blacksmith and farmer at the time. The property remained under the Ferguson name for the next 80 years. The cottage is all that is left of the once Ferguson Farm and is credited as one of the earliest surviving Scottish stone cottages in the City of Cambridge.

This walk can be combined with the Cambridge Sculpture Garden Tour from 10:30am – 11:00am which is right next door.

Has something new occurred? Have our authorities (Woolwich, Waterloo Region, MECP) in their infinite and never ending thirst to share knowledge with the public, released something? Well no, not exactly. Here's what we have however. About a year and a half ago (Sept. 2024) after a TRAC meeting in which Alan Deal of GHD, on behalf of Lanxess Canada, mostly falsely denied a relationship between Varnicolor Chemical and DNAPLS (Dense Non Aqueous Phase Liquids); the Minutes of the meeting were finally released. Lo and behold in writing was the decades late, astounding revelation that the 84 Howard Ave. site was responsible for six different chlorinated solvents (not chlorobenzene) in the Elmira drinking water aquifers. Now 84 Howard Ave. is simply the newer address of the former Varnicolor Chemical site which encompassed both the Union St. properties and the Howard Ave. property. Hallelujah !

Skipping to the third revelation also from a TRAC meeting back in September 2025 we have admissions from a consultant (Jesse Wrighte/Arcadis)  that there were multiple companies and locations using chlorobenzene (chlorinated solvent) near the corner of Union St. and First Ave. Again this revelation was approximately 35 years after the fact which included an alleged Five man team from the Ministry of Environment which toured Elmira looking for industries which could have contributed to the shutdown of the south wellfield in Elmira. 

This third revelation likely was to explain again a decades late proven fact that there was free phase DNAPL at OW57-32 (R) beside the Howard St. Water Tower. I had long suggested that this chorobenzene came from one of three sources namely Varnicolor, Borg Textiles or all the way from Uniroyal Chemical. None of my suggested sources however were politically correct for the liars and stakeholders in charge of the cleanup.   Nevertheless again in the Minutes of the Alan Deal TRAC meeting of September 2024  which he attended is the second revelation that the DNAPL near pumping well W4 and the Howard Ave. Water Tower was finally dissipated/dissolved and allegedly thus reducing it's contamination of nearby groundwater.

Since then I have reviewed both newspaper articles and most importantly photos of the extent of the contamination from Varnicolor Chemical at both their 62 Union St./Howard Ave. location as well as from Lot 91 at the east end of Oriole Parkway. The photographs of the remediation of the 62 Union St. / Howard Ave. property are interesting especially in hindsight.  These photos plus the 2016 Risk Assessment of the site by Peritus Environmental further combined with the now long admitted failure of the Elmira groundwater cleanup spell out an interesting hypothesis. 

There were both LNAPLS (Light Non Aqueous Phase Liquids) and DNAPLS on the Varnicolor site. There was a calculated and concerted illegal dumping operation underway at both the Union St. site AND at Lot 91. Initially the Min. of Environment only laid paperwork pollution charges against Varnicolor. It took the local media's clamoring to get those upgraded to actual pollution of the natural environment charges and later convictions. I suggest that Varnicolor Chemical whose cleanup has not been followed by citizens or activists or the media may well be the elephant in the room which has exacerbated the difficulties in cleaning the Elmira Aquifers, especially by pump & treat technology mostly on it's own. In fact the remediation tidbits that we do have (i.e. a shallow aquifer pump & treat system only) actually point to a grossly inadequate cleanup considering the volume, the depth and the characteristics and components of the liquid wastes dumped at the site over decades. 

In order to protect the Min. of Environment (M.O.E./MECP) from further embarrassment, humiliation and public contempt the province of Ontario denied and covered up the extent of gross contamination at Varnicolor Chemical, the second largest polluter in Elmira, with Nutrite/Yara the third (ammonia).      

Sunbeam Community & Developmental Services is a charitable, not-for-profit, developmental service provider supporting children, youth, adults, older adults and their families living across Waterloo Region, Wellington County, Dufferin County, Halton Region, Peel Region, York Region and Simcoe County.

Sunbeam is primarily funded by the Ministry of Children, Community & Social Services and is the trusted regional centre for developmental services across the Central-West Region of Ontario.

Our Board of Directors plays a critical governance and oversight role to create an organization committed to anti-racism, equity, diversity, inclusion, allyship and accessibility. We recognize the value that comes from diverse  perspectives and welcome the lived experience of persons with developmental disabilities and their families. This diversity of thought and experience plays a key role in our ability to deliver on our mission of providing innovative opportunities that enable the people we support to reach their goals and achieve recognition of their value in the community.

Sunbeam has several upcoming openings for individuals to join our talented and dedicated volunteer Board of Directors.The ideal candidate will possess professional and/or lived experience in various sectors and disciplines, interest/experience in board governance/policy governance model and a passion for supporting people with disabilities. We ask that each board member participate in at least one of the committees of the board. We are looking for community minded Board Members with skills and experience in areas such as finance, legal, health and human services, and lived experience with the developmental services sector is an asset.

We also have upcoming opportunities for volunteer committee membership for the Finance and Governance Committees of the Board.

Board meetings are on the last Wednesday of each month (excluding July and August) starting at 6:00 pm and are primarily by video-conference. The September and June meetings are held in-person at our Kingsway Campus in Kitchener. Each Committee meets by video-conference five times per year, on the second last Wednesday of the month.

For more information on this Board of Directos role, please contact: Katharine O’Brien, Executive Assistant k.obrien@sunbeamcommunity.ca

Sunbeam vales the diversity, dignity and worth of every individual. Sunbeam offers accommodation for applicants disabilities in its recruitment processes. Please advise us if you require accommodation. 

sunbeamcommunity.ca/

The post Sunbeam Community & Developmental Services appeared first on Capacity Canada.

Nimr, O. A., Marttila, H., Autio, A., & Ala-aho, P. (2025). Stable Water Isotopes Improve Calibration and Flow path Identification in Integrated Hydrological Models. Wiley. doi.org/10.22541/essoar.175578728.83361992/v1

CLICK HERE TO READ THE ARTICLE.

“We applied a spatially uniform, time-varying nodal flux boundary condition, directly inputting daily measured meltwater flux at the model surface. This approach removes the need for the HGS solver to estimate snowmelt, reducing input uncertainty. The meltwater flux was based on the average daily outflow from the snowpack measured from the 11 lysimeters, coinciding with isotope sampling.”

This publication co-authored by Omar Ashraf Nimr, Hannu Marttila, Anna Autio, and Pertti Ala-Aho, investigates how stable water isotopes can improve calibration, uncertainty reduction, and flow path identification in fully integrated surface–subsurface hydrological models. This study leverages HydroGeoSphere (HGS) to explicitly simulate both hydrologic processes and isotope transport, addressing long-standing challenges related to equifinality and internal process realism in groundwater–surface water modelling.

“Stable water isotope transport simulations were conducted by integrating a solute transport model to the flow model, in HydroGeoSphere (HGS).”

Traditional hydrological model calibration typically relies on hydrometric observations such as streamflow and groundwater levels. While these metrics can be matched by multiple parameter sets, they often fail to constrain internal storage–flux partitioning and flow pathways. By contrast, stable water isotopes (δ¹⁸O) carry information about water sources, mixing, and travel times that hydrometric data alone cannot reveal. In this study, isotopes were incorporated directly into HGS through explicit advection–dispersion transport, allowing isotopic signals to evolve consistently with simulated flow dynamics rather than being used only as diagnostic or conceptual constraints.

Fig. 1. (a) Map of the Pallaslompolo catchment areal extent as modeled in this study, displaying groundwater monitoring locations, the lysimeters network along the snow survey line, the stream gauge and sampling site, and the regional landcover distribution; (b) Inset map; geographic location of the Pallaslompolo catchment in Finland’s subarctic, within the circumpolar Arctic; (c) Three-dimensional (3-D) model mesh and subsurface domain layers, comprising (i) bottom glacial till, (ii) top glacial till, and (iii–vii) five peat layers arranged from deep to superficial, with a cross-sectional view at the catchment outlet illustrating the stratigraphic sequence used in the simulations.

The study applied this approach to the snow-dominated Pallaslompolo catchment in sub-arctic Finland, using high-temporal-resolution isotope data from snowmelt and streamflow. Multiple calibration strategies were tested using HGS coupled with PEST++, targeting hydrometric data alone, isotopic data alone, and combined datasets. Results showed that while all setups reproduced streamflow and groundwater levels reasonably well, they diverged substantially in internal storage partitioning and recharge behavior. Models calibrated with isotopic information exhibited greater deep percolation and groundwater recharge, while hydrometric-only calibration retained more water in the unsaturated zone.

Key findings demonstrated that combining hydrometric and isotopic targets produced the narrowest parameter uncertainty and the most physically consistent internal dynamics. Isotope-only calibration yielded wider uncertainty bounds but preserved similar dominant flow paths, highlighting the strong diagnostic power of isotopes. In contrast, hydrometric-only calibration produced intermediate uncertainty that masked potentially misleading internal process representations. These results underscore the importance of isotopes for revealing subsurface flow paths and storage–flux interactions that are otherwise undetectable.

HydroGeoSphere proved essential in enabling this work due to its ability to simulate fully coupled surface–subsurface flow together with explicit isotope transport in a three-dimensional, physics-based framework. By resolving both hydrometric and isotopic dynamics within a single model, HGS allowed the researchers to link calibration choices directly to changes in recharge, mixing, and internal flow partitioning, providing a robust basis for uncertainty analysis and process interpretation.

This research provides critical insights for integrated hydrological modelling, demonstrating that advanced, physics-based tools like HydroGeoSphere are key to overcoming equifinality and improving confidence in model realism. By integrating stable water isotopes into fully distributed GW–SW simulations, the study paves the way for more reliable calibration strategies and deeper understanding of catchment-scale hydrological processes under changing climatic conditions.

Abstract:

Fig. 10. Depth-averaged δ¹⁸O maps (3D porous media domain collapsed into 2D) and boxplots from four calibration setups (Baseline, PE-GQ, PE-GQI, PE-I) during the early recession phase (on day June 15th, 2020). The left panel shows spatial maps of δ¹⁸O, with hotter (red tone) indicates depleted (more negative) isotope values, cooler (blue tone) indicates enriched (less negative) values. The right panel displays boxplots summarizing the spatial distribution of δ¹⁸O values across the catchment for each setup

Hydrological models often exhibit equifinality, where different parameter sets produce similar hydrometric outputs but alter internal catchment processes and partitioning. Incorporating new information amongst calibration targets helps narrow the range of viable models. While stable water isotopes have gained traction in rainfall-runoff model calibration, their application in integrated Darcy-Richards groundwater–surface water (GW-SW) models remains limited. We test how combining hydrometric (streamflow Q, groundwater levels GWL) and isotopic (stream δ¹⁸O) targets affects parameter sensitivity, guides calibration, and informs flow path inference. Using the fully integrated HydroGeoSphere model for the sub-arctic Pallas catchment, we applied a workflow combining global sensitivity analysis, uncertainty and automated parameter estimation with PEST++ across multiple target combinations. Sensitivity analysis showed δ¹⁸O alone produced patterns similar to those from combined targets (Q + GWL + δ¹⁸O), suggesting isotopes can independently constrain key system parameters. All calibration setups performed comparably for hydrometric outputs but diverged in internal storages and partitioning. Combining isotopic and hydrometric targets led to greater recharge via rapid deep percolation and yielded the narrowest parameter uncertainty. δ¹⁸O-only calibration yielded the widest uncertainty bounds yet reproduced similar core internal dynamics, underscoring its standalone diagnostic power. Hydrometric-only calibration inferred minimal recharge, increased soil storage, and produced -potentially misleading- intermediate uncertainty. These findings demonstrate that δ¹⁸O reveals internal catchment dynamics undetected by hydrometric data alone in GW-SW modeling. Although isotopes cannot fully resolve equifinality, their integration with hydrometric targets improves parameter identifiability and model realism. We therefore advocate wider adoption of stable isotopes in integrated GW–SW modeling.

CLICK HERE TO READ THE ARTICLE.

♦

What’s a library for?

I wrote this reflection last fall, as I was preparing to “retire” from my school library job to return to writing fiction full-time. I worked in the same library for two years, at a relatively small elementary school (about 275 students), with a relatively small collection (about 8,000 resources, mostly books). The school was small enough that I learned every student’s name, and their borrowing habits, reading levels, likes and dislikes. My thoughts on how the space was used, and what a school library is for, changed and expanded during those years, as I had the privilege of observing and experiencing how students and teachers related to the space.

A library is many things.

It is a room full of books, tangible resources whose information can indeed feel out of date almost instantly in a digitally connected world; but whose resources nevertheless belong to a technology that has persisted across centuries. Of all the technology in this room, almost nothing is older and more lasting than the book.

On the fiction / picture book side of the library, there are classic texts that continue to speak across the years to readers young and old. And new and contemporary writers and illustrators have contributed to diversifying the cast of characters and variety of stories and perspectives that reflect the makeup of our school communities here in Kitchener-Waterloo. The expansion of graphic novel publishing makes rich, complex narratives accessible to older readers whose literacy levels have been impacted by the pandemic. So — the library is its books and stories.

♦

The library is also a compact between the borrower and the institution, which represents the goodwill and goals of the wider, civic community. In my experience, this is its primary value, which underpins all the other benefits of regular library-use in schools. The library is a collective civic resource. Every student in the building may borrow books to bring home, share with family members, and then return so that someone else can read them next. This creates a circle of responsibility and care. Borrowing and caring for a book is a tangible means of expressing belonging to a larger community. Lending a book expresses the community’s trust in an individual’s capacity to learn how to take responsibility for communal goods. It’s an offering on both sides of participation — and it’s a rare example of reciprocity in practice, in our education system. The stakes are relatively low. A book is valuable, but can be replaced, though not easily (budget restraints are real). So, time is spent teaching book care, reminding students of their responsibility to look after the books in their care, and underscoring the importance of sharing resources with others — in a library, we actually get to see how that works, and practice our skills at caring for a communal good.

To be honest, reciprocity was not the element that immediately jumped out at me when I started working in the library. But I’ve come to think of it as being revolutionary and foundational. If the medium is the message, a library book says: this belongs to all of us. And what does that message mean to you as an individual? How do you relate to it?

But also — what does that message mean to the wider community? I think this is where politics have come in, and the wider community may have minority objections to the content being offered inside the books themselves; content isn’t neutral, even if the technology in some way is agnostic.

♦

What I especially appreciated about my role as caretaker of the books was that there were many opportunities for repair, literally and figuratively. I promised the students that they could tell me anything — baby sibling ate a corner, Mom spilled coffee, I ripped a page, I think the book’s at grandma’s, etc. — and I thanked them for their honesty and explained that I would do my best to fix what was broken. I celebrated every “lost” book that was found. Learning how to care for something means making mistakes sometimes. Owning up to a mistake and learning how it can be addressed, even if not fully repaired, changes one’s mindset, at least a little bit. (Maybe this also sums up my parenting philosophy: to become/be trustworthy, you have to know/believe that you are trusted … even if you haven’t quite earned that trust yet.)

♦

Other elements of library life that have stuck with me include

— the opportunity to share stories with students, including mirroring back experiences for students who may not see themselves and their experiences reflected in cultural material often

— the opportunity to invite deeper discussion of real-life issues, concerns and experiences (death, holidays that others celebrate, peace, war, indigenous stories and values)

— the opportunity to create a peaceful environment in which students can rest their minds and bodies

— an opportunity to connect the resources in the library to the larger world on a regular basis with displays and story-time book choices and selections for teachers

— an opportunity to provide a weekly mini-field trip within the school, a special time for students and teachers alike to get a break from the regular routine

— the opportunity to provide space for creative expression, crafts, book clubs, library helpers, etc (though that proved a challenge given the time constraints)

All for now.

xo, Carrie

PS Writing fiction full-time these past number of months has been AMAZING. And I miss the students and the library a great deal. Both/and … I am learning to accept that to do something I love requires surrendering to it fully, and that means not getting to do other things that I also love. Choice is important, necessary, sometimes painful, and I’m grateful to have the luxury to choose.

♦

It’s a three-in-one venue that is perhaps part of a minor trend: one space and three collaborating, rather than competing, businesses sharing real estate, one of which is Banh mi Girl.

Ensconced in a typical strip-mall location in Kanata, the location is a akin to a mini-food mall, a vast almost overwhelmingly large room (the height seems greater than the width times the length) that has the effect, to me, of making the restaurant area disappear into its relatively bare, minimalist decor, I might call it. I visited for a Saturday lunch, and the place was empty — which only made it seem even more cavernous.

Yet, Banh mi Girl, formerly of ByWard Market, I understand, has a solid reputation for turning out a decent bánh mì, the famous Vietnamese sandwich, among a few other dishes.

In the long and delicious history of the simple sandwich, a form of food that has been around since the Earl of Sandwich purportedly demanded it in the mid-1700s, the bánh mì is one of the greatest creations and a favourite street food.

The humble baguette, toasty and crisp and loaded with a protein such as pork, chicken or beef, vegetables, cilantro and brushed with a spicy mayo, is the wondrous blending of Vietnamese and French cultures—yet carries with it the imperialist rule of Indochina.

Unlike the Earl’s original sandwich, the bánh mì is not all that old. The perhaps mythical circumstances of the bánh mì’s appearance in the 1950s can be reduced to a cliché: necessity as the mother of invention. One story goes that the sandwich started out as a basic French plate of bread, cheese and meat, eaten as the French are wont to do.

When the Europeans pulled out of the region in 1954, one or another practical and enterprising Vietnamese entrepreneur stuffed the baguette with the meat, added more vegetables, possibly including slivers of crunchy cucumber like we get today, and slathered it with a spicy mayonnaise so that customers could take it to go.

It was simply a brilliant idea. Then, the sandwiches started to appear on “pop-up” bánh mì carts all over the country. When the fall of Saigon rocked the world in 1975, the sandwich — happily — spread around the globe in a sort of bánh mì diaspora.

I did enjoy the nicely spiced and quite tender grilled pork with its line up of classic veg and greenery, such as cilantro, and sauces (and some very hot bird’s eye chilis on the side).

A caveat, however: although the bun was very fresh (and apparently baked in-house), I found it too soft and fragile: with two hands holding it and some wide-mouthed bites necessary, it crumbled and fell apart ejecting most of the contents that were nestled inside. I can’t help but think that a more traditional baguette with a firmer crust and more sturdy crumb would permit better banh mi munch.

Check out my latest post Bánh mì for you and me in Kanata from AndrewCoppolino.com.

The African Family Revival Organization (AFRO) is a growing community-led organization dedicated to supporting Black and African communities across the Waterloo Region. We are seek-ing passionate and commited individuals to join our Board of Directors and help guide the organi-zation’s growth and impact.

To build a thriving organization that addresses key issues facing African communities, including education, youth development, family support, sports, and meaningful integration into Canadian society.

To empower new Canadians and members of the African community in the Waterloo Region by helping them participate fullly in society while understanding their rights, responsibilities, and opportunities. and AFRO works to strengthen community connections, support families, and promote social and economic well-being.

• Community empowerment
• Collaboration and teamwork
• Inclusivity and diversity
• Leadership and mentorship
• Integrity and accountability

• Are members of the Black or African community
• Live, work, or have strong connections to the Waterloo Region
• Have leadership, professsional, or community experience
• Are passionate about community impact and social development
• Work well in collaborative team environments.

• Attend and actively participate in board meetings
• Support governance and strategic planning
• Contribute to financial oversight and organ-izational accountability
• Assist with fundraising and community advocacy initiatives
• Build relationships with community partners and stakeholders
• Provide experise and guidance to support AFRO’s growth
• Participate in at least one board committee

Interested in Joining?

Send your resume and a short cover letter outlining your interest and qualifications to info@afrofamily.ca 

The post African Family Revival Organization (AFRO) appeared first on Capacity Canada.

Of course I'm referring to the long proposed Pipeline from the Green Lagoon otherwise known as Lake Erie. Is there anybody who doesn't know about the prevalence of toxic blue-green algae on the surface of our smallest and shallowest Great Lake? Today's K-W Record has an article by Bill Jackson titled "Waterloo Region's pipeline possibility". For me having lived for almost a decade in West Montrose it's almost emblematic of the long threatened West Montrose Dam. At one time that was the bogeyman that hung over local residents wondering how badly their beautiful valley, covered bridge and lush farm fields would be destroyed.

Darn but you know the old saying that for a carpenter all problems can be solved with a hammer and for an engineer if it's not broken then you simply haven't built it yet. Build it and when it breaks fix it sort of attitude. Today's Record interviews both a former public works director as well as Kevin Thomason, vise-chair of the Grand River Environmental Network (GREN). Both are smart individuals but with totally different approaches to Waterloo Region's Water Crisis. Mr. Anderson with a  public works background is very big on class environmental assessments. It almost seems to me that he views the Class EA process as somewhat magical and without bias. Being from Elmira I've lived through a few Environmental Assessments now and I can tell you that depending on many factors they can and are manipulated beyond belief. He who is paying the shot calls the tune and that's exactly what has happened here with two very local Environmental Assessments.

Mr. Thomason of GREN however does not believe that blasting right of ways and cutting through forests and farm fields is the best way to solve our alleged water problems. He lists numerous less invasive and less expensive options in this article that can be done right here in Waterloo Region versus taking water from Lake Erie.

Alleged water problems is an interesting turn of phrase. We the public are still waiting for documentation that either proves or disproves the alleged low water levels in our major aquifers such as the Waterloo Moraine. Also it is rather convenient how often dishonest politicians such as our Woolwich Township mayor invent a crisis in order to implement a totally asinine solution as was done in 2015 . Chemtura and the Ministry of Environment (MOE/MECP) were crying about the new vigorous and informed Chemtura Public Advisory Committee (CPAC) holding them to account and failing to treat them with the deference and reverence that they were used to. 

Is it possible that this water crisis has been invented to push the multi billion dollar engineering solution of a Lake Erie Pipeline? Or is the crisis real? Maybe it could be part of each? Maybe we are currently in trouble but the fixes are right here within the Region's boundaries as suggested by Mr. Thomason. 

It is far too easy in an uneven power relationship for the weaker party to tend to forget past wrongs especially if the present is tolerable. To a great extent I wonder if that is one of the reasons that we have had three sales of Uniroyal Chemical in Elmira since around 2000.  It is very difficult to saddle the new company/new owners with the sins of the past including the almost never ending blatant delays, deceptions and lying.  This is especially so when the allegedly neutral citizens are also repeatedly turning over on the various advisory committees whether UPAC, CPAC, RAC, TAG, or TRAC.   Some of these new "citizens" are also no longer from Elmira which again makes it less likely that they would have personal memories of past promises and commitments. Finally too many have connections with the environmental community as consultants for private companies who tend to deal with the Ministry of Environment as well as municipal and regional governments. This includes engineering companies who have done engineering work for both Woolwich Township and the Region of Waterloo.

I have recently been reviewing old newspaper clippings both of the Esther Thur collection at the Wilfred Laurier University Archives as well as others. It is truly shocking as well as outrageous how many times Uniroyal or successor companies begged for time claiming that they were already addressing a problem or just getting ready to start to do so.  We at UPAC or CPAC would give them that time simply never to see the item ever on the Agenda again or in some watered down version. This of course was aided by local politicians arbitrarily removing members and appointing their own uninformed buddies, sycophants and deferential "experts" with skin in the game who did not want to rock the boat.

Elmira has become the poster child for public consultation abuse. It is also the poster child for corporate abuse of citizens aided and abetted by local politicians whether municipal, regional or provincial. It's also funny how polluting industries seem to have support from both Liberals and Conservatives. Gee I wonder which two parties are the biggest benefactors of corporate donations ?