The global trade landscape is shifting rapidly, creating uncertainty and challenges for workers, industries and communities across Canada. In a rapidly changing world, we are focusing on what we can control: building a stronger more resilient Canada. This calls for decisive action from governments at all levels to protect jobs, strengthen local economies, and ensure workers can adapt to changing economic realities.

Workers whose jobs have been directly or indirectly impacted by global tariffs will receive support to help them adapt, retrain, and succeed, through a joint tariff-response initiative announced today by the Honourable Patty Hajdu, Minister of Jobs and Families and Minister responsible for the Federal Economic Development Agency for Northern Ontario, and the Honourable David Piccini, Ontario’s Minister of Labour, Immigration, Training and Skills Development.

Specifically, the Canada–Ontario Workforce Tariff Response will deliver $228.8 million over three years, through the Canada–Ontario Labour Market Development Agreement (LMDA), to support workers in the softwood lumber, steel and automotive sectors, as well as other directly and indirectly tariff-affected industries. This new funding will help approximately 27,000 workers in Ontario build new skills and seize emerging opportunities.

Canada–Ontario Workforce Tariff Response supports will be delivered through Ontario’s established network of training programs and employment services, as well as through Skills Advance Ontario (SAO), a tariff‑response initiative designed for employers, workers, and jobseekers, including: unemployed workers seeking to gain new skills for in-demand jobs, workers whose employers are participating in Work-Sharing agreements, so that they may upskill or retrain as these industries adapt; and employed workers seeking new skills to improve their resiliency within companies directly affected by tariffs and global market shifts or their supply chains, or within communities that rely heavily on those companies, such as single-industry communities.

These funds will help workers stay employed, upgrade their skills or retrain as industries adapt. It will also help Ontario employers retain experienced staff during periods of economic uncertainty. In addition, they will also support workforce development in high‑potential sectors such as health care, skilled trades, clean energy and natural resources.

Implementation of the Canada–Ontario Workforce Tariff Response will leverage both existing and new or enhanced mechanisms and will benefit from the input of labour and business representatives. Coordinating directly with impacted businesses to protect jobs will give tariff‑affected workers and those in Work‑Sharing agreements improved opportunities for upskilling or retraining, in a changing economic landscape.

This transformative new approach reflects a shared commitment by the governments of Canada and Ontario to support Canadians through a period of significant economic adjustment, while building a strong, confident workforce—one where workers can navigate global uncertainty and industries can remain competitive in the global marketplace.

Source: Canada.ca 

The post Government of Canada Announces $228M Fund for Ontario Businesses appeared first on Greater KW Chamber of Commerce.

 Jeff Merriman promised us six litres per second of on-site Municipal Aquifer pumping in order to maintain hydraulic containment and stop off-site migration of Uniroyal's groundwater. For a number of years the total from two or three on-site pumping wells was around 5.4 litres per second. Close although not quite there. In November 2012 after Conestoga Rovers admitted that their off-site pump & treat wasn't going to complete the job by 2028, they and Chemtura promised a TRIPLING of the volume of off-site pumping. Oddly no mention was given of increasing on-site pumping at the same time in order to avoid the increased off-site pumping from dragging on-site contaminated water along with it as the groundwater levels were lowered off-site. That in hindsight should have been our first indication that we were being lied to yet again.

Since about 2017 the on-site municipal aquifer pumping  has been slowly dropping until it's at about 3.5 litres per second. As serious as that is, the problem is only exacerbated as the off-site pumping has indeed been increased. Now that increase certainly never achieved  even a DOUBLING much less a TRIPLING of the off-site volumes from 2012 (around 53 l/sec) as promised.  It did increase however to often achieve 65 l/sec and occasionally as high as 70 or 71 l/sec. This has been going on for years now with nobody including TRAC so much as raising questions directly about increasing off-site pumping while lowering on-site pumping.  This practice we were advised for years while on CPAC absolutely would cause the Uniroyal site to lose hydraulic containment and further increase off-site contamination. 

There has never been an iron clad test to prove to citizens that hydraulic containment was being kept. Promises and assurances from proven liars that groundwater levels here and there "prove" containment aren't worth the paper they aren't written on. More, louder and shriller exhortations of integrity and honesty from Lanxess Canada and or the MECP also mean less than nothing. They and their predecessors have never stopped lying to us.  

How Smart Cybersecurity Helps Protect Hybrid Workplaces

In the past few years, an increasing number of workplaces have been adopting a hybrid model for their employees, allowing them to split their working hours between the company’s office and their home. Hybrid work has changed how we collaborate and significantly benefited flexibility. However, with more devices and networks coming into play, the door is open for more cyber risks, both in type and frequency.

So, as hybrid work arrangements continue to increase, strengthening cybersecurity is becoming even more of a priority for employers. Here are some of the key details on how to stay protected in a hybrid workplace.

With employees moving between their home and the office, companies must be prepared for a wider range of digital risks. Here are some practical steps every hybrid workplace can take to stay protected.

When working from home, it’s important to keep your devices secure. Companies should ensure that all work laptops and equipment are updated with essential protections. The following are common options for this:

• Firewalls
• Antivirus protection
• Anti-malware software
• Data encryption tools

Employees should also avoid using removable media, such as USBs, wherever possible. This is because removable media can introduce another element of exposure to malware and viruses, among other risks.

When logging into company accounts for work, multi-factor authentication (MFA) requires you to verify your identity a second time after entering your password. In most cases, this involves entering a verification code from an authenticator app or a text message sent to your mobile device.

MFA makes it more difficult for potential attackers to access your accounts. As such, it provides strong protection against common threats, such as phishing.

Although MFA adds more security to your accounts, everyone should still practice good password security. First, this means using strong passwords that contain a mix of both lowercase and uppercase letters, special characters, and numbers.

Changing passwords regularly for accounts such as main computer logins, emails, SEO tools, and platforms storing client data, is also a key component of password security. Many suggest changing passwords every 90 days or immediately if one is suspected to be compromised.

With hybrid workers accessing sensitive company data while they’re at home, network protection is even more crucial. A virtual private network (VPN) allows remote workers to securely connect to the same server they use in the office.

VPNs mask a user’s IP address, hide their location, and encrypt data in transit. All of these help support secure remote access. Companies using VPNs should also confirm their system can handle the number of hybrid workers who rely on it.

Cybersecurity training works best when it’s woven into regular workplace learning. Ongoing training helps individuals feel more confident spotting things like phishing emails, unusual login attempts, or suspicious links. And when employees understand why certain practices matter, such as using strong passwords or locking their devices when stepping away, they’re much more likely to build and maintain those habits.

Cybersecurity isn’t truly complete without the addition of cyber insurance. Also referred to as cyber liability insurance, it’s a type of insurance designed specifically to help organizations manage the financial and reputational risks associated with cyber incidents and data breaches.

When it comes to cyber insurance, the specific coverage varies depending on the policy. However, here are some of the typical elements people will see in cyber insurance coverage:

• Data Breach Response
• Data Restoration and Recovery
• Legal and Regulatory Support
• Business Interruption
• Cyber Extortion and Ransomware
• Third-Party Liability
• Networking Security Liability
• Public Relations and Reputation Management
• Multimedia Liability
• Employee Training and Risk Management

Hybrid work means employees connect to company systems from the office, home, and even public networks. Each connection creates a new potential entry point for a cyber attack. Strong cybersecurity, such as MFA and VPNs, significantly reduce this risk.

However, no security measure is foolproof, which is where cyber insurance comes in. It helps organizations manage the financial impacts of a cyber attack, giving them the time and support needed to recover.

Cyber insurance is meant to complement, not replace, strong cybersecurity. In fact, many policies require businesses to maintain certain protections, such as MFA, to ensure a valid claim.

Even though cyber risks are growing for hybrid workplaces, the tools and strategies available for protecting sensitive data are as well. By leveraging these tools, from strong passwords and multi-factor authentication to promoting ongoing education, organizations can confidently navigate a hybrid work environment while ensuring their systems, data, and employees remain protected. Cyber insurance is an ideal complement to these cybersecurity measures, increasing the resiliency of a hybrid workplace.

At Cowan Insurance Group, we help clients build cyber insurance policies tailored to their risk profile. Speak with one of our experts today to get started.

The post Cowan: How Smart Cybersecurity Helps Protect Hybrid Workplaces appeared first on Greater KW Chamber of Commerce.

Moonshadow Events is a high-concept community-building organization dedicated to fostering entrepreneurship for “alternative” artisans and diverse creators. From live music experiences to our renowned “creepy” themed markets, we specialize in radical inclusion and whimsical storytelling. We prioritize local art and music creators and maintain strict organizational policies regarding cultural property and ethical vending.

• Status: Volunteer / Part-Time (Eligible for secondary/post-secondary/OW/ODSP community service hours).
• Growth Path: This is a core leadership role with a clear pathway to a paid position as we hit upcoming funding milestones.
• The Experience: As a member of our team, you won’t just manage the “books,” you’ll have the opportunity to join us on floor operations to watch our colorful, inclusive work unfold firsthand!
• Website: www.moonshadowevents.com

OVERVIEW

Manage all financial operations to ensure Moonshadow Events can continue supporting underrated art forms. You will provide the fiscal transparency required by our funding partners and oversee our books, organize receipts, assist with event budgeting, and attend board meetings periodically.

• Reporting: Generate monthly financial statements and budget-to-actual reports.
• CRA Compliance: Manage annual T2 and T1044 filings; oversee Public Service Bodies’ (PSB) rebate applications to maximize our community budget.
• Payroll: Execute all payroll functions (stipends, contractor payments).
• Record Keeping: Digital filing and reconciliation of all financial transactions for various events (Summer and Shade Market, National Archaeology Day, etc.).
• Vendor Integrity: Ensure all contractor payouts and vendor fees align with Moonshadow’s internal ethics and cultural property policies.

• Education: Bachelor’s degree in Accounting or Finance (preferred); upper-year or post-graduate students are welcome to apply.
• Experience: Proven track record in bookkeeping or corporate finance. Familiarity with the Ontario Not-for-Profit Corporations Act (ONCA) is a major asset.
• Designation: Ontario CPA preferred (or currently pursuing a CPA charter).
• Communication: Ability to translate complex numbers into clear insights for the board.
• Bonus: Experience with non-profit fund accounting (tracking restricted grant funds vs. general revenue).

THE FINE PRINT We prioritize internal talent. As Moonshadow Events reaches specific funding milestones, there is a clear pathway for this volunteer role to transition into a paid management position.

The post Moonshadow Events appeared first on Capacity Canada.

Frankly I am impressed. I have very good reason to be angry with the Waterloo Region Record (aka K-W Record) but geez it is difficult to stay mad at the twits when they are currently so fulfilling their mandate of keeping the public informed on serious issues. Take note of that Woolwich Township. Decades of bias towards filthy polluters may never be forgotten but it could be mitigated possibly even to the point of forgiveness. Of course that requires some immediate, heartfelt changes in both attitude and behaviour on your part. 

It appears as if the Record along with others are embracing the over pumping of our groundwater as fact not possibility. The Record once again in today's article titled "52 billion litres of water too much, and not enough" goes through the litany of errors and miscalculations of water supply and demand by the Region's water staff.  It is almost to the point of slapstick comedy if it weren't so serious. Yes both developers and home builders' groups are still on the bandwagon of it's not really a case of too much growth or of water supply. They are all too willing to throw both regional staff and councillors under the bus in calling the crisis a "management issue". 

Personally I can embrace both the idea of a finite water supply as well as to a certain extent management issues.  The particular "management issues" that I find so offensive are the lying and blatant disinformation over a period of decades. Items such as the Inter Urban System (IUS) supposedly allowing water from anywhere in the Region to flow wherever it is needed has turned out to be nonsense. Allegedly that is, because I can no longer trust that the Region are telling us the truth. Also the fact that they have lied to Wilmot Township for years as they've been taking their water surreptitiously for use in the cities while the water table has dropped significantly in parts of Wilmot.

I still would like to see both past and current groundwater elevation data from throughout the various moraines and aquifers to confirm that the Region have been inappropriately  "mining" those aquifers and significantly lowering the water levels.   

Or put differently was there ever a time when anybody in authority seriously believed that they had a viable plan to restore the Elmira aquifers to drinking water standards? By those in authority I'm referring to the Min. of Environment (MOE/MECP), the four companies listed above, Waterloo Region or Woolwich Township. These are not idle or spurious questions. Hindsight being 20/20 gives one an entirely different flavour and view of what has gone on. Certainly over the intervening decades there have been significant changes in the surface water of the Canagagigue Creek, the air over Uniroyal/Lanxess and the groundwater beneath the town.

At one time decades ago the Ontario Ministry of Environment was derided as the Ministry of Lumps and Colours in reference to surface waters in the province. In other words the Ministry were satisfied the moment rivers and streams stopped routinely being discoloured by industry  discharges and even solids and sludges being dumped into them. Yes the Canagagigue has far fewer solvents and dissolved toxins in them than they used to have courtesy of Uniroyal Chemical. Unfortunately there has been an extremely limited reduction in Persistent Organic Pollutants with the likes of DDT and dioxins topping the list. These are present whether as suspended sediments (as Dr. Dick Jackson thundered repeatedly) or even as low concentration dissolved contaminants in the water.

The bad old days even as recently as 1998 to 2000 when air discharges sent the "Duke St. rowdies" out of town in the middle of the night seeking refuge  hopefully are done forever.  To many including myself these air discharges simply reinforced our belief that the company (Crompton) were long on talk and awfully slow on action including spending money and time to remove the biggest and baddest air discharges.

It would appear that both the concentrations of contaminants as well as the volume of the various plumes underneath Elmira have been reduced. To what effect however? If the two most obvious targets, NDMA and chlorobenzene still aren't at drinking water standards do you think any of the dozens to hundreds of others are? 

If one has ready access to the on and off-site pumping records as I do then it is obvious that years ago the various polluting companies began cutting back on their pumping and treating volumes just when  they most needed to increase them and when they had publicly promised to do so. They did no such thing nor did they even seriously try to. It was all a scam simply buying time and wasting time as they and their consultants talked and bamboozled both lay citizens and even educated, credentialed members of RAC, TAG and TRAC into deferential submission. The last gasp chance to turn the ship around died in 2015 under the pathetic and woefully uninformed guidance of Sandy Shantz at the Woolwich Township helm. Frankly success was already in huge jeopardy but her embrace of all pleas and lamentations from Chemtura and the Min. of Environment sealed the deal. Lots more talk and lots more hot air but it's all been window dressing and less. 

• What: Day of Action for Public Health Care ♦
• When: 1:00pm on Monday 16 March 2026
• Where: Outside the Hon. Bardish Chagger’s office
• Location: 100 Regina Street, Waterloo, Ontario Map
• Online: waterloohealthcoalition.org/quality-of-health-care/march-16-day-of-action-for-public-health-care/
• Contact: waterlooregionhealthcoalition@gmail.com
• Phone: Jim Stewart +1‑519‑588‑5841

DAY OF ACTION

Dear Public Health Care defenders:

On Monday, 16 March 2026, people across Canada will rally outside the offices of their local Liberal Members of Parliament. The nationwide Day of Action warns public health care for all in Canada is under unprecedented threat and calls on the federal government to enforce the Canada Health Act. Health Coalitions have invited the Liberal MPs to join the event, speak to participants, support the fightback against privatization, and commit to bring this issue back to their caucus in Ottawa as a priority. The rally is outside the office of the Hon. Bardish Chagger, Liberal MP.

1:00pm on Monday, 16 March 2026 at 100 Regina Street, Waterloo, Ontario

Who: Jim Stewart, Chair, Waterloo Region Health Coalition

Invited Speakers:

• Bardish Chagger MP
• Tim Louis MP
• Aislinn Clancy MPP
• Catherine Fife MPP

Bring highly visible banners and signs!

Alberta’s Danielle Smith government has launched an unprecedented frontal assault on the Canada Health Act to end single tier Public Medicare & bring in U.S. private health care. The law brings in private for-profit health insurance, direct billing of patients, queue jumping for those who can afford it pushing everyone else back in line, workplace private health insurance plans and more. It is not “like” U.S. style health care. It is U.S. private health care, and for-profit health care interests are lined up to cash in.

Closer to home, Ontario’s Premier Doug Ford is privatizing public hospitals and is allowing private clinics to charge patients thousands for needed care. By the government’s own numbers, their latest set of private clinics (some of which are essentially hospitals, a number of which are chain owned) aim to redirect 1.2 million patients away from public hospitals. While the government is giving hundreds of millions more to private clinics, it has pushed the majority of public hospitals into deficit in a direct transfer of public resources. Patients are already being charged more than $4,000 per eye in the private cataract surgery clinics that Ford brought in, in violation of our medicare protection laws.

The Health Coalitions are calling on the federal government to:

• Tell Alberta’s Danielle Smith government that its health care privatization scheme contravenes the Canada Health Act and they will face a dollar-for-dollar clawback of federal health care funding if they proceed.
• Require that Ontario stop private clinics from charging patients for medically needed care. The Canada Health Act prohibits user fees and extra-billing of patients, including direct and indirect charges. Thus, no private clinic can require payment for medically unnecessary things (such as extra lenses that do not have anything to do with cataracts) in order to get the medically needed service (such as cataract surgery). Selling queue-jumping for those who have the thousands of dollars available to pay contravenes the requirement that all Canadians have access to health care based on medical need not wealth.
• Ensure that the carve-out of public health care in Canada under trade agreements will protect the rest of the country if Alberta contravenes the Act. Right now, we all risk losing public health care to U.S.for-profit insurance corporations if Alberta persists.

For more information: Jim Stewart +1‑519‑588‑5841 or waterlooregionhealthcoalition@gmail.com

♦

♦

(Image is of Freya and Skadi, both sitting on the landing of the stairs in the new house, looking up expectantly at me as I head down to feed them)

Apologies for missing last month’s update. I got slammed with what felt like everything all at once—including selling our old house. In theory, once the offer is accepted, that’s supposed to be straightforward and it mostly was. I just ended up having to gently explain how some pieces of the documents we provided worked (the advantage of having been an accountant and worked in the condo business!)

I did manage to get the French translations moving and out into the wild. Unfortunately, my translated-by-an-actual-person books appear to have arrived alongside Amazon rolling out a native AI translate in KDP, so Vivian Faure’s excellent work is being lost amongst what I fear is a deluge of slop.

So, uh, please tell your French-reading friends about the books!

Currently I am 75,000 words into Alien Olympus (Starship’s Mage 19 / Mars Unconquered 1) and have realized that I’m only about halfway through the outline. I have written 150,000 word novels before, but I know that they suffer for it. Plus, I have two weeks to finish the book and I’d rather not write 70,000 words in two weeks!

The outline for Alien Olympus is getting split into two books. Thankfully, there is a reasonable break point I can expand to be a novel ender, clearly leading into book 20, tentatively entitled Project Acropolis.

(This probably means that Starship’s Mage is going to wrap up at least a book later than I had planned. If Mars Unconquered runs five books, then… I think that will bring us to book 23?!)

Overall, the release schedule as fixed for this year is:

March 26 – Broken Prince (House Adamant 5)

April 16 – Le Serment du Chasseur (Sang du Changelin 2)

May 21 – Spirit Blade (Spirit Knight 1 – this is the new urban fantasy)

June 18 – l’Honneur du Noble (Sang du Changelin 3)

July 23 – Alien Olympus (Starship’s Mage 19 / Mars Unconquered 1)

September – Flesh and Steel (working title) Saints of the Void 2

November – Wild Star (working title) (House Adamant 6)

My next project up is the third Aether Spheres book, so once I finish Alien Olympus I’m going to be spending a day or two just reading and refreshing myself on that trilogy. Hopefully, everything will be in place for the last Kickstarter this fall.

The goal keeps being to calm my life down so I can both write the books and have space to breathe, but there always seems to be something!

Keep an eye on this space for Broken Prince ARCs in the next week or so.

Happy reading everyone!

-Glynn Stewart

The post State of the Author, March 2026 appeared first on Glynn Stewart.

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Python 2.8k Updated Mar 2

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.

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Go 13.3k 2 issues need help Updated Mar 12

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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 16

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.

423 Updated Mar 17

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♦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

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♦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

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 ♦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.