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Firstly water table (i.e. shallow aquifer) aquifers are far more likely to exhibit dramatic changes in elevation in shorter time frames than deeper aquifers. They are also generally more susceptible to contamination as they generally have so much less ability to filter out contaminants if they are only a metre or two below the ground's surface. Much deeper aquifers 25 feet to 90 feet not only have much more sand and gravel to filter out surface contaminants but they also often or usually have less permeable clay/silt aquitards between themselves and the ground surface which dramatically slow down contaminant downward flow. It is also very possible that the shallow aquifer (water table aquifer) could be dry due to  lower than usual rainfall with only a small lessening of water levels in the deeper aquifers.

Now of course  a long drought combined with for example high pumping of drilled wells will certainly decrease even the deeper aquifers water level. If as the Region state they know that they pumped their wells during 2023-2024 as well as in 2025 at unsustainable levels then it's obvious that they know what the sustainable pumping levels are and they must NOT exceed them. Ever again for ANY reason whatsoever. This is also known as "mining" your water supply and is a recipe for long term disaster.

Hence drilling more wells into the same aquifer certainly appears like a stupid decision. Other than the Region's long ago decision to artificially recharge aquifers using treated Grand River water; you generally can not increase aquifer capacity. It turns out that for whatever reason the Region's attempts to do so through artificial recharge have not been successful. I don't know the reason why but if they know then get at it and get it working. If the subsurface or other conditions make it unlikely or impossible then move on to other options and solutions. 

There is some good news. For example my house sump pump water levels (shallow aquifer again) has been much lower over the last few years.  Lower to bone dry. Well guess what? We had a serious 1 1/2  day thaw up to 12 degrees Celsius a couple of weeks ago and my sump has been full since. Plus with the increased rain we had in October combined with tons of snow since early November I can see the shallow aquifer levels being very high from here through to maybe May or June. Yes that water does slowly move both horizontally as well as vertically . This vertical flow eventually does hit those deeper aquifers and recharges them. That is good news although I don't know yet if increased rainfall will be a further regular phenomenon of Climate Change or not.

There was an excellent conceptual model/picture of the Waterloo and Wellesley Moraines along with today's K-W Record article titled "Drying wells and Dying wetlands". Kudos again to the Record and their reporter for keeping citizens informed. Now if only that would rub off onto the Region of Waterloo. 

To prepare for the season, please ensure to check out key dates for the 2026 house league season.

Registration for the 2026 season will open Jan 25th at 8am!  See our registration page here for more info!

♦

Le Diefenbunker est l’artefact le plus important de la Guerre froide au Canada. Cette impressionnante installation souterraine de quatre etages, prete a tout moment en cas d’attaquenucleaire, a servi de quartier general central des communications du pays pendant la Guerre froide. Aujourd’hui, c’est un lieu historique et un musee unique en son genre, qui raconte des histoires d’importance nationale et internationale.

Le Diefenbunker est un organisme de bienfaisance independant regi par un conseil d’administration et dirige par une directrice generale OU un directeur general. Le personnel professionnel a temps plein et un corps de benevoles veillent ensemble a l’intendance, a la vision, a la croissance et a la durabilite de cet important organisme. Nous promouvons l’importance de comprendre notre passe, pour que les generations presentes et futures s’efforcent de construire un avenir plus pacifique.

Le Diefenbunker est a la recherche de personnes qualifiees pour sieger a son  conseil d’administration benevole et ainsi contribuer a orienter l’organisation sur le chemin passionnant de sa prochaine phase de croissance. Si vous vous interessez a l’histoire et que vous partagez notre passion pour le succes du Diefenbunker, nous vous prions de communiquer avec nous.

Le conseil d’administration a plus particulierement besoin de personnes ayant une expertise clans les domaines suivants :

• Philanthropie, collecte de fonds et relations avec les donateurs, plaidoyer.
• Aspects juridiques, gouvernance d’entreprise et conformite reglementaire pour les organismes sans but lucratif et de bienfaisance.
• Ressources humaines, gouvernance strategique du capital humain, strategie de gestion des talents, aspects juridiques, gestion des risques et conformite.

Dans le cadre de son engagement a l’egard d’une culture d’equite, d’inclusion et de diversite, le conseil d’administration encourage les candidatures de candidates et candidats dont les antecedents personnels pourraient ameliorer sa diversite sociale, culturelle, demographique et geographique. Le Diefenbunker s’engage egalement a servir les communautes des deux langues officielles et encourage les candidatures de personnes maitrisant l’anglais et le frarn;ais.

Le Musee est situe clans la region rurale de l’ouest d’Ottawa, a Carp, en Ontario. Les candidatures de Canadiennes et Canadiens de partout au pays sont les bienvenues. Bien que le Musee utilise la technologie pour faciliter les reunions virtuelles du conseil d’administration et de ses comites, les administrateurs sont censes assister a deux reunions sur place chaque annee, en juin (AGA) et en aout (retraite de planification), a leurs propres frais. Les candidates et candidats doivent detenir le droit de travailler au Canada.

Le mandat initial de trois ans est renouvelable. Le mandat commence en juin et les elections ont lieu lors de l’assemblee generale annuelle. Les administratrices et administrateurs sont elus pour un mandat de trois ans, renouvelable deux fois, pour un total de neuf ans.

En tant que societe sans but lucratif, le Musee est regi par un conseil d’administration benevole qui a un devoir de prudence, de diligence et de loyaute.

• Le conseil d’administration assume les principales responsabilites suivantes:
  But : superviser la mise en ceuvre du mandat et de la vision du musee.
• Aspect juridique : assurer la conformite a la legislation et aux exigences legales, ainsi qu’aux politiques de gouvernance. S’assurer que les objectifs de la societe sont correctement realises. Definir les strategies d’exploitation.
• Aspect strategique: etablir les objectifs a long terme et les priorites strategiques du Musee, assortis de buts et d’indicateurs de rendement appropries, afin de realiser le mandat du Musee.
• Risque: evaluer les risques courus par l’organisation et identifier des strategies d’attenuation. S’assurer que des systemes d’evaluation et de controle sont en place.
• Comme fiduciaire: assurer la stabilite financiere et le rendement global de la societe. Assurer l’integrite des pratiques comptables.
• Leadership: s’assurer qu’une equipe de gestion efficace est en place pour securiser les ressources et gerer le fonctionnement du Musee. Embaucher la directrice generale OU le directeur general et en superviser le rendement.
• Sensibilisation: promouvoir l’organisation au sein de reseaux personnels et d’industries, y compris le reseautage philanthropique, afin decreer et d’entretenir une communaute de parties prenantes.
• Collecte de fonds : participer a des  activites de collecte de fonds et faire un don de bienfaisance chaque annee a un  niveau personnellement significatif.
• Releve: planifier la releve et la diversite au sein du conseil d’administration.

Les administratrices et administrateurs sont responsables :

• De se familiariser avec le mandat, les programmes, les politiques et les besoins du Musee.
• D’assister et de participer regulierement a toutes les reunions bimestrielles du conseil d’administration, aux reunions du ou des comites dont ils font partie, a l’assemblee generale annuelle, aux sessions de planification strategique et a d’autres reunions extraordinaires, au besoin.
• De participer a au mains un comite du conseil d’administration, possiblement a titre de president OU presidente.
• De s’appuyer sur l’expertise professionnelle pour fournir des conseils et une surveillance, au besoin.
• De se preparer pour les reunions en examinant les rapports et les documents fournis.
• De s’assurer de leur conformite avec le Code de conduite et toute autre politique applicable.
• De preserver la confidentialite des deliberations et travaux du conseil d’administration.
• De se tenir au courant des problemes et des tendances affectant l’organisation.

Engagement des administratrices et administrateurs en matiere de temps :

• Le conseil d’administration se reunit six fois par an, pour deux heures chaque fois. Hybride (virtuel et en personne).
• Les comites se reunissent taus les deux mois pendant une heure et parfois plus souvent, au besoin (virtuel).
• On s’attend ace que les administratrices et administrateurs arrivent aux reunions bien prepares, ayant lu toute la documentation et les renseignements contextuels.
• Les sessions de planification ant lieu taus les trois ans pour mettre a jour le plan strategique.
•  Le mandat est de trois ans, renouvelables jusqu’a trois fois pour un maximum de neuf ans.

Si vous pensez que vous pouvez contribuer au Diefenbunker et que notre vision vous inspire, nous vous encourageons a poser votre candidature a notre conseil d’administration en deposant:

• Une lettre d’expression d’interet (maximum 500 mots); et
• Un curriculum vitae.

Les soumissions doivent etre envoyees par courriel avant la fin de la journee, le vendredi 20 fevrier 2026, a president@diefenbunker.ca, et en copie a c.hunter@diefenbunker.ca.

Les candidatures seront examinees au fur et a mesure de leur reception. Le Diefenbunker remercie toutes les personnes qui manifestent un interet pour ces pastes. Seuls les candidates et candidats retenus pour une entrevue seront contactes.

Pour de plus amples renseignements, veuillez consulter les pages suivantes sur notre site Web :

• Notre equipe
• Plan strategique
• Rapport annuel
• Etats financiers

The post Le Diefenbunker appeared first on Capacity Canada.

TheDiefenbunker: Canada’s Cold War Museum is Canada’s most significant Cold War artifact- it is an impressive four-storey underground facility that operated as the country’s central communications headquarters during the Cold War, ready at any moment in case of a nuclear attack. Today, it is a one-of-a-kind museum and national historic site, telling stories of national and international importance.

The Diefenbunker is an independent charitable organization governed by a Board of Directors and led by an Executive Director. A full-time professional staff and a corps of volunteers attend, collectively, to the stewardship, vision, growth, and sustainability of this important organization. We promote the importance of understanding our past, for present and future generations to strive to build a more peaceful future.

The Diefenbunker is seeking qualified candidates to serve on its volunteer Board of Directors, to help steer the organization on the exciting path toward its next phase of growth. If you have an interest in history and share our passion for the success of the Diefenbunker, then we would like to hear from you.

The Board has a particular need for individuals with expertise in the following areas:

• Philanthropy, fundraising, and donor relations, advocacy
• Legal, corporate governance, and not-for-profit and charity regulatory compliance
• HR, strategic human capital governance, talent strategy, and legal, risk, and compliance

In its commitment to a culture of equity, inclusion and diversity, the Board encourages applications from candidates whose personal backgrounds could enhance the social, cultural, demographic, and geographic diversity of the Board. The Diefenbunker is also committed to serving both official language communities and encourages applications from candidates with proficiency in English and French.

The museum is located in rural West Ottawa (Carp), Ontario. Applications are invited from Canadians from across the country. While the museum uses technology to facilitate virtual meetings of both the Board and its Committees, directors are expected to attend two on-site meetings annually, in June (AGM) and in August (planning retreat), at their own expense.

Applicants must be legally entitled to work in Canada

Appointments are for an initial three-year term and can be renewed. Terms begin in June, with election at the Annual General Meeting. Directors serve a three-year term and may be elected to an additional 2 consecutive terms, for a total of g years.

DIRECTOR RESPONSIBILITIES
As a not-for-profit corporation, the museum is governed by a volunteer Board of Directors with a duty of care, diligence, and loyalty.

The Board carries the following primary responsibilities:

• Purpose: Oversee the implementation of the museum’s mandate and vision.
• Legal: Ensure compliance with legislation and legal requirements, as well as governing policies. Ensure that the objects of the corporation are properly carried out. Set operating policies.
• Strategic: Set the long-range objectives and strategic priorities of the museum, with appropriate goals and performance indicators, to achieve the museum’s mandate.
• Risk: Assess potential risks to the organization and identify mitigation strategies. Ensure assessment and control systems are in place.
• Fiduciary: Ensure the corporation’s financial stability and overall performance. Ensure the integrity of accounting practices.
• Leadership: Ensure an effective management team is in place to secure resources and manage museum operations. Hire and oversee the performance of the Executive Director.
• Profile: Champion the organization within personal networks and industries, including philanthropic networking, to build and nurture a community of stakeholders.
• Fundraising: Participate in fundraising activities and make a charitable donation annually at a level that is personally meaningful.
• Succession: Plan for the succession and diversity of the Board.

Directors are accountable to:

• Become deeply familiar with the museum’s mandate, programs, policies, and needs.
• Regularly attend and participate in all bi-monthly meetings of the Board, the committee(s) on which they serve, annual general meeting, strategic planning sessions, and other special meetings, as required.
• Participate on a minimum of one Board committee, possibly as Chair.
• Draw on professional expertise to provide guidance and oversight, as required.
• Prepare for meetings by reviewing reports and materials provided in advance.
• Ensure personal compliance with the Code of Conduct and any other applicable policies.
• Maintain the confidentiality of all deliberations and proceedings of the Board.
• Keep up with issues and trends that affect the organization.

Director time commitment:

• The Board meets six times per year for two hours each. Hybrid (virtual and in-person).
• Committees meet bi-monthly for one hour and occasionally more often, as required (virtual).
• Directors are expected to arrive at meetings fully prepared by having read all documentation and background information.
• Planning sessions are held every three years to update the Strategic Plan.
• The term of office is three years, renewable up to three times for a maximum of nine years.

If you think that you could contribute to the Diefenbunker and are inspired by our vision, we encourage you to apply for our Board of Directors by submitting:

• An expression of interest (max. 500 words); and
• A resume or CV.

Submissions should be emailed before end of day on Friday, February 20, 2026, to president@diefenbunker.ca and copying c.hunter@diefenbunker.ca.

Applications will be considered as they are received. The Diefenbunker thanks all applicants for their interest in the position. Only those applicants selected for an interview will be contacted.

For further background information, please consult the following pages on our website:

• Our Team
• Strategic Plan
• Annual Report
• Financial Statements

The post TheDiefenbunker: Canada’s Cold War Museum appeared first on Capacity Canada.

Help Shape the Future of Affordable Housing in Our Community Habitat for Humanity Halton–Mississauga–Dufferin is recruiting up to four new Board Members to help tackle the housing affordability crisis and expand our impact.

Habitat HMD partners with families, volunteers, donors, developers, and community leaders to create safe, affordable homes and a pathway to homeownership for working families. Since 1999, we have helped create 95 homes and now support 164 people in 58 housing units across our communities.

Developer partnerships are one of the most promising and scalable ways to expand our impact, allowing Habitat HMD to secure new turnkey affordable units and deliver them faster and at lower cost. These public–private–nonprofit collaborations let us focus on what we do best—family selection, affordability structuring, and long-term homeowner support—while ensuring that long-term affordability commitments translate into real outcomes for families.

• Strategic, collaborative, and forward-thinking
• Passionate about affordable housing and community impact
• Committed to strong governance and fiduciary oversight

• Human resources management
• Social services and/or nonprofit leadership
• Mortgage lending or financial services
• Real estate law
• Non-profit board experience

• Attend six Board meetings per year and serve on at least one committee
• Bring their skills, experience, and networks to advance Habitat HMD’s mission and fundraising
• Demonstrate financial literacy and support strong fiduciary oversight
• Make annual personal financial contributions

Terms are two years, renewable up to three consecutive terms.

Candidates must live and/or work in: Halton Region, the City of Mississauga, or Dufferin County, with a particular interest in applicants from Dufferin County, Milton, and Halton Hills.

Habitat HMD is committed to equity, diversity, and inclusion and encourages applications from people with diverse lived experiences and identities.

Interested candidates are invited to submit a cover letter and CV by February 12, 2026 to: boardrecruitment@habitathm.ca

Join us in building stronger, more inclusive communities – one family at a time.

The post Habitat for Humanity – Halton-Mississauga-Dufferin appeared first on Capacity Canada.

What if the most powerful form of resistance at work isn’t a policy or a program, but you?

In an op-ed for Insider Higher Ed, Kimberly A. Griffin, PhD, and W. Brad Johnson, PhD, argue that as institutions roll back programs designed to support historically underrepresented groups, our individual relationships matter more than ever.

They call on us to become equity-minded mentors: people who actively learn about the experiences of marginalized colleagues and use their influence to ensure those colleagues are respected, supported, and included.

This kind of mentoring goes beyond offering advice. It includes nominating mentees for stretch opportunities and awards, speaking positively about them when they’re not in the room, and intervening when you witness bias. It also means advocating for fairer systems, even when it’s uncomfortable. (Sounds a lot like allyship!)

And get this:

“Unlike formal [DEI] programs and training, inclusive and equity-minded mentoring relationships cannot be legislated or prohibited.”

Johnson later shared with me that he calls this practice relational resistance: a courageous commitment to inclusion and fairness, sustained through everyday relationships despite political headwinds.

Consider how you can do more equity-minded mentoring and practice this kind of resistance.

Share this action on LinkedIn, Instagram, or YouTube.

Another powerful way to practice relational resistance and be an equity-minded mentor is simple but often overlooked: share the unwritten rules.

These are the norms and shortcuts that insiders know, often without realizing they ever learned them. And when those rules stay unspoken, bias thrives in the ambiguity.

If you’re not sure what counts as an “unwritten rule,” here are some concrete examples.

After reading my December 12, 2025 newsletter, where I encouraged sharing insider knowledge, subscriber Larry recommended The Unspoken Rules: Secrets to Starting Your Career Off Right by Gorick Ng.

Before becoming a career advisor at Harvard, Ng was a first-generation college student himself. His book is packed with practical guidance for anyone who didn’t grow up learning how careers actually work from parents, family friends, or informal mentors.

He suggests demystifying things like:

• How to tell whether something is truly urgent or just loud.
• How to determine what actually matters for performance and advancement.
• When to communicate via email, Slack/Teams, text messages, or phone calls.
• Who the real influencers are (the people senior leaders trust and listen to).
• What “swim lanes” exist, and what happens when you cross them.
• How and when people really get promoted.
• How to demonstrate competence and ensure it’s recognized.

What’s one unwritten rule you could explain this week to help someone better navigate your workplace?

“Merit” has become a weapon in the backlash against DEI. But as Kenji Yoshino and David Glasgow argue in DEI is a path to meritocracy, not an alternative, inclusion isn’t the enemy of merit. By contrast, it’s how we finally make merit real.

They write,

“A major reason our society still needs diversity initiatives, after all, is to overcome a long history of unfairly assessing people on criteria other than merit, such as racism, sexism, and nepotism.”

That history persists because merit is often defined (or quietly bent) in ways that favor people like us. Those who went to the same schools. Played the same sports. Share the same networks. Or feel “familiar,” even when we can’t explain why.

When merit is vague or subjective, bias fills the gaps.

So instead of abandoning merit, let’s mend it.

Let’s clearly define what success looks like on our teams and check whether those standards are truly achievable for people of different identities, backgrounds, and working styles.

Mending merit isn’t about lowering the bar. It’s about finally making sure everyone can see it and reach it.

Here’s a somewhat regular reminder to write helpful descriptions of images and videos.

In Alt Text: What to Write, Emma Cionca and Tanner Kohler explain that alt text, or alternative text, is a brief description of an image that enables screen readers to describe it out loud. It’s essential for ensuring web accessibility and usability.

But not all alt text is created equal.

Cionca and Kohler include a series of tips for writing helpful alt text, including:

• Only mention the identity of the people pictured if it’s relevant.
• End alt text with a period to ensure the screen reader pauses after reading it.
• Never reuse alt text for the same image without analyzing the new context in which the image is placed.

P.S. I occasionally come across social media platforms that don’t support alt text for all images. (E.g., the cover image on a LinkedIn article.) If you design or develop social media sites, please prioritize accessibility.

This week’s spotlight on an ally action from the Better Allies community is from a subscriber who wrote:

“Recently I was in a Zoom meeting with about 7 people in it, including a new employee who was getting his feet under him in our remote workplace. He used the hand-raising feature to signal he wanted to speak. The leader and his buddy were talking to one another about what needed to happen next. Another person interrupted and got her questions answered and input made, then the leader and his buddy went back to talking about what needed to happen next, all the while the new guy’s hand was raised to speak.”

She added,

“Finally, I interrupted with ‘[new guy] has had his hand up for a while now. Let’s hear what he has to say.’ The new guy then asked his very pertinent and helpful question and got to give his input, and we never did get back to talking about what needed to happen next.”

Thank you. What a simple way to create an opening for others to speak at a meeting.

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

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

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

Copyright © 2026 Karen Catlin. All rights reserved.

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

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

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

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

hEr VOLUTION is an Ontario-based nonprofit organization working to advance the representation of girls and gender diverse youth in STEM (Science, Technology, Engineering, and Mathematics). We create opportunities for young women and gender diverse youth from underserved communities to succeed in STEM through skills training, mentorship, and equity-centered career programs like STEMing UP.

As we continue to evolve and expand our impact, we’re seeking a Treasurer to join our working Board of Directors, someone who can contribute both strategic insight and hands-on support to strengthen our financial systems, transparency, and sustainability.

The Treasurer plays a key leadership role in managing hEr VOLUTION’s financial stability and guiding responsible fiscal decisions. Unlike an advisory-only board, our working board members actively participate in day-to-day execution, supported by volunteers, the Chair of the Board, and external partners when needed.

This is an ideal opportunity for an experienced finance professional who wants to give back, make a tangible impact, and help shape the financial future of hEr VOLUTION.

• Oversee the organization’s financial position and ensure funds are used responsibly in line with the mission and approved budgets.
• Support the preparation, monitoring, and presentation of the annual operating budget in collaboration with the CEO.
• Provide clear, visual financial reports to the Board during meetings.

• Work directly with administrative volunteers or a financial assistant to maintain accurate books, using tools such as Wave, Netsuite, or Excel templates.
• Review monthly or quarterly financial statements, including balance sheets and income statements.
• Lead the preparation and coordination of audit or financial review processes.

Ensure compliance with all financial regulations and reporting requirements, such as:

• CRA Charity Return (T3010)
• Ontario Not-for-Profit Corporations Act (ONCA) filing requirements
• Grant and donor financial reporting obligations.

• Champion financial clarity by breaking down key financial data into accessible, easy-to-understand formats such as the Treasurer Report for non-financial board members and stakeholders.
• Recommend affordable financial management tools and processes to streamline workflows.
• Mentor/Lead members of Finance Committee who are volunteers or students to expand the organization’s finance capacity.

• Identify and engage key stakeholders, partners, and funders to strengthen the organization’s financial sustainability and continuity.
• Collaborate with the Fundraising Committee and CEO to align financial planning with fundraising strategies and long-term goals.
• Support scenario planning for financial resilience, helping the organization diversify income sources and prepare for funding changes.

• Support the development or refinement of financial policies such as signing authority, budget approval processes, and internal controls.
• Lead one or two annual board sessions focused on financial planning, risk management, and strategic forecasting.

• CPA designation, accounting degree, or substantial nonprofit financial management experience preferred.
• Practical understanding of CRA and ONCA compliance requirements.
• Strong communication skills; able to translate financial language into actionable next steps for a diverse, mission-driven team.
• Experience working directly with or mentoring volunteers and interns in finance-related tasks.
• Passionate about gender equity, STEM education, and community impact.

• The satisfaction of helping expand opportunities for women and girls in STEM in Canada.
• Leadership experience in a dynamic, growing nonprofit.
• Opportunity to contribute hands-on skills that directly support programming and sustainability.
• A supportive, collaborative environment with a mission-driven team.

Please email your resume and a short statement of interest (1–2 paragraphs) explaining your financial background and motivation to join hEr VOLUTION’s working board to hr@hervolution.org with the subject line: “Volunteer Treasurer Application – [Your Name]”

Applications are reviewed on a rolling basis until the role is filled.

The post hEr VOLUTION appeared first on Capacity Canada.

This question comes up on almost every project we run.

“Can you send us the full task list so we can track progress?”

It’s a fair question. A logical one, even. Most teams are used to seeing a long checklist that maps out everything from kickoff to launch. It feels safe. It feels organized. It feels… responsible.

And in some types of projects, it works.

But in modern digital projects, especially HubSpot websites and ongoing B2B and ABM growth engagements, that approach often creates more problems than it solves.

Let me explain why.

The traditional project mindset, often called Waterfall, assumes something important: that we know everything up front.

We define every task, lock the order, assign timelines, and then execute step by step. In theory, that sounds great. In practice, it rarely survives first contact with reality.

Because here’s what actually happens.

You start a HubSpot CRM and website project with a clear vision. Then you see the first wireframes and realize the content needs to change. Marketing weighs in and wants different conversion paths. Sales asks for CRM changes. Someone notices that reporting needs to be handled differently. A new integration suddenly becomes important.

None of those things are mistakes. They’re signs the project is working.

The problem is that a rigid task list treats these moments as disruptions instead of progress.

Agile isn’t about being loose or unstructured. It’s about being realistic.

Rather than pretending we can predict every decision on day one, we accept that good work evolves. So instead of locking everything in upfront, we work in short, focused delivery cycles called sprints.

Each sprint has a clear goal. We define what matters most right now, build it, review it, and then decide what comes next based on what we’ve learned.

That’s the key difference.

Waterfall tries to avoid change. Agile assumes change is part of the process.

At the start of a HubSpot platform build, we absolutely define direction. You’ll see a roadmap that outlines phases, major milestones, dependencies, and responsibilities. You’ll know what’s coming and how the project flows.

What we don’t do is pretend we can list every task in perfect detail before anyone has seen a page or touched the CRM and the CMS.

Because the moment real content, real users, and real workflows come into play, priorities shift. That’s not scope creep. That’s clarity.

Agile lets us respond to that clarity instead of fighting it.

This matters even more in growth work.

If you’re a B2B company selling a complex product, you don’t truly know what will move the needle until campaigns are live, data starts flowing, and patterns emerge.

Maybe paid search outperforms expectations. Maybe organic traffic converts better than expected. Maybe sales feedback changes how leads should be qualified.

A rigid plan would force you to stick with assumptions. Agile lets you follow evidence.

Instead of asking, “Are we done with task 47?” the better question becomes, “Did this sprint move the business forward?”

You still get structure. You still get accountability. You still get visibility.

What you get instead of a massive upfront task list is:

• A clear roadmap that shows direction and milestones.
• Focused sprint plans that define what’s being worked on right now.
• Regular check-ins where progress is reviewed and priorities are adjusted.
• A process that adapts as the project evolves rather than resisting it.

And most importantly, you always know what’s happening and why.

A detailed task list feels comforting. It looks organized. It feels like control.

But in modern digital projects, it often creates the illusion of certainty where none exists.

Agile isn’t about being vague. It’s about being honest.

• Honest about how projects actually unfold.
• Honest about the need to adapt.
• Honest about focusing on outcomes instead of checkboxes.

And when done properly, it leads to our team at Honeypot Marketing to better work, with fewer surprises, and stronger results.

If you want to see how this looks in practice, we’re always happy to walk through a real sprint plan or show how we structure delivery on our projects.

That’s where Agile really starts to make sense both in a development project like a CRM and CMS and in a B2B Grow Program.

The post Agile vs Waterfall: Can We Get the Detailed Task List? first appeared on Digital Marketing for Growing Businesses by Honeypot Marketing.

Conservation Meadows is one of Waterloo’s most established and desirable family neighbourhoods, located in the north end of Waterloo and bordering Woolwich Township. Known for its quiet streets, mature landscaping, and strong long-term resale value, this neighbourhood offers an exceptional balance of nature, convenience, and community.

Conservation Meadows sits in a prime north Waterloo location, offering quick access to both urban amenities and surrounding rural communities. Its proximity to Woolwich and St. Jacobs makes it especially appealing to buyers who want breathing room without sacrificing accessibility.

Residents benefit from two nearby highway access points, allowing for efficient commuting throughout Waterloo Region, Kitchener, Cambridge, and beyond, while avoiding heavier congestion found in more central areas. The neighbourhood also offers convenient access to public transit routes and Waterloo’s ION LRT system, making it well connected for both drivers and commuters.

Everyday amenities are close at hand, making Conservation Meadows exceptionally livable. Nearby conveniences include:

• Conestoga Mall for major retailers, dining, and services
• Northfield Drive and Weber Street shopping corridors with grocery stores, pharmacies, cafés, banks, and restaurants
• St. Jacobs and the St. Jacobs Farmers’ Market for local food, boutiques, and weekend outings
• Easy access to Waterloo Uptown and surrounding commercial hubs

This combination of daily convenience and local character is a major draw for homeowners in the area.

One of the defining lifestyle features of Conservation Meadows is its access to extensive trails, parks, and protected green space — much of it within walking distance.

Residents enjoy close proximity to:

• Laurel Creek Conservation Area, offering walking trails, water activities, picnic areas, and year-round outdoor recreation
• Stamm Woodlot Trails, a treasured local natural area with wooded walking paths, wildlife, and a peaceful escape right within the neighbourhood
• Multiple neighbourhood parks and playgrounds throughout Conservation Meadows
• Connected walking and cycling trails linking the neighbourhood to surrounding amenities
• Community skating rinks and seasonal outdoor ice surfaces nearby for winter recreation

The Stamm Woodlot Trails, in particular, are a standout feature, offering a quiet, natural retreat that adds a unique lifestyle element rarely found within established residential neighbourhoods.

Conservation Meadows is well supported by strong community infrastructure, including:

• Stork Family YMCA offering swimming, fitness programs, child care, and family activities
• The Club on Northfield, a premium fitness and racquet facility with tennis, squash, gym access, and social programming
• John M. Harper Branch – Waterloo Public Library, providing library services, children’s programming, study space, and community events

These amenities add real value to daily life and contribute to the neighbourhood’s strong appeal for families and professionals.

Conservation Meadows is widely regarded as a family-oriented neighbourhood, with access to respected public and Catholic schools, as well as French immersion options. Sidewalk-lined streets, mature trees, and low through-traffic make it especially appealing to families with young children and move-up buyers.

Homes in Conservation Meadows are predominantly detached single-family properties, many built from the late 1990s through early 2000s. Buyers are drawn to:

• Larger floor plans and functional layouts
• Mostly double-car garages
• Wider lots with mature landscaping
• A cohesive, established streetscape

Compared to newer developments, homes here often offer more space, stronger curb appeal, and a greater sense of permanence.

From a real estate perspective, Conservation Meadows is considered a high-confidence, low-volatility neighbourhood. Inventory is limited, and buyer demand remains consistent, particularly for well-presented homes.

Properties in this area often outperform comparable homes in less established neighbourhoods, largely due to location, school access, trail systems, and neighbourhood reputation.

Conservation Meadows is especially popular with:

• Move-up families transitioning from townhomes or smaller detached homes
• Professionals working in Waterloo’s tech, education, and medical sectors
• Buyers relocating to Waterloo who want space, schools, and long-term value
• Homeowners seeking stability rather than short-term market trends

Conservation Meadows offers year-round lifestyle appeal. Summers are defined by trails, parks, and outdoor recreation, while winter brings skating rinks, wooded walks, and a strong sense of neighbourhood community. This seasonality adds to the area’s long-term desirability and livability.

What truly sets Conservation Meadows apart is its combination of north Waterloo location, access to protected green space like the Stamm Woodlot, strong schools, excellent amenities, and easy connectivity. With nearby trails, parks, shopping, transit, highways, and community facilities, it remains one of Waterloo’s most desirable places to live.

Whether you’re buying or selling in Conservation Meadows, understanding the full depth of what this neighbourhood offers is key to making confident, informed real estate decisions.

The post Living in Conservation Meadows, Waterloo: A Complete Neighbourhood Guide appeared first on Kitchener Waterloo Real Estate Agent - The Deutschmann Team.

O.K. The calls to defund the police were in line with the Black Lives Matter protests and many have suggested that it was as much of a request to transfer funding from police to social agencies dealing with poverty, homelessness, mental health etc. There is much merit in that as obviously police training is more along the lines of dealing with criminals, violent people and perhaps even emergency situations such as car accidents and the like.

Today's K-W Record has two Letters To The Editor dealing with Waterloo Region's water crisis. Neither is particularly sympathetic with those in charge due to past warnings being ignored combined with equipment breakdowns that one would think to be considered normal over time.  The one warning came two decades ago from Harry Swain who wrote a report on our water system making suggestions that certainly in light of today's development freeze were right on the money. I am one of those who is quite angry to find out in hindsight that our so called INTEGRATED Urban System is nothing of the kind. In fact having a surplus of TCE (trichloroethylene) contaminated water from the Middleton Wellfield being unavailable for Kitchener-Waterloo and Elmira isn't all bad. Meanwhile there are dozens of other drinking water wells and perhaps the Region needs to share with residents as to what the other problems are. 

I must also add that I am not remotely upset that there currently is a freeze on development. Funny how all the folks making money from Growth such as developers, builders, landlords, real estate are always full on in favour of Growth, Growth and more Growth. I and many others are not. Water is but one of our problems that increasing populations have brought us. Health care and sewage treatment are two others. Lets make sure BEFORE we remove the development freeze that we are not jumping from one crisis to yet another.

♦

KITCHENER - The Kitchener Panthers are proud to announce the signing of left-handed pitcher Samuel Quintana.

The big lefty (listed at 6'7", 275 lbs) is coming off a 2025 where he played for his hometown Atleticos de Puerto Plata.

Last spring, he also helped the Caimanes de Puerto Plata to a Superior Baseball Championship

Quintana spent two years in affiliate ball in the Dominican Republic in San Francisco's system when he was 18 and 19 years of age. He also has experience playing in Columbia.

"Samuel will be a big addition to our rotation," said general manager Shanif Hirani.

"He attacks hitters and has a great presence on the mound. With his experience playing affiliated ball, along with time in the top Winter leagues, he will be able to come in and give us a chance to win right away."

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SAMUEL QUINTANA

• Bats/Pitches: L/L
• Hometown: Puerto Plata, Dominican Republic (IMPORT)
• Birthdate: November 29, 2000
• Pronunciation: Sam-YOU-LL kin-TAWN-uh

Occupied and conquered – but the people of Chimera WILL act.
Read Shadow of Mars
Get the ebook, paperback or audiobook now!

The fleets of Mars have been forced into retreat
But the shadow of their power remains!

Mage-Captain Roslyn Chambers is trapped behind enemy lines, on the allied world the Royal Martian Navy failed to save from the alien Reezh. Her official mission is to wait, because her Mage-Queen has given her word: Chimera will be free.

But as atrocity and oppression mount on the occupied world, the same drive that led her to become a starship captain turns her against her. The innocent cry out, and Roslyn finds she must answer.

To honor her oaths, Roslyn Chambers will become a deserter. A symbol. A leader.

But against impossible odds, how far can she go before her fight makes things worse for the very people she is trying to save?

Get the ebook, paperback or audiobook now!

The post Shadow of Mars out now! appeared first on Glynn Stewart.