So now we are told by our latest corporate entity running the former Uniroyal Chemical site in Elmira, Ontario that they must study steady state groundwater concentrations in the Elmira Aquifers. By steady state they mean without pumping wells going. Hence they have shut down extraction/pumping wells W3R, W5A, W5B, W6A, W6B, W8 and W9. They will remain shut down for approximately eight weeks. These wells generally together pump around fourty litres per second of contaminated groundwater for treatment (partial) and discharge to the Canagagigue Creek. Who do you think pockets these no longer being done treatment costs? Bingo : Lanxess Canada.

But it gets better. Yes there is a relationship between how much on-site pumping is required to maintain on-site hydraulic containment versus how much off-site (downgradient) pumping is drawing/pulling on-site (i.e. Lanxess) groundwater downgradient and off the site. Hence by reducing the off-site pumping one could expect a reduction in on-site pumping as Lanxess aren't ever going to spend a penny more than they have to. The problem is of course that the twits (??$$$??) slowed down on-site pumping BEFORE they slowed down off-site pumping. Gotta give them credit. These boys and girls know two things really well. 1) How to bull**it and 2) How not to spend money on cleanup.

On-site pumping reductions have been going on for some time now as in long before any off-site reductions. So how does this affect Lanxess financially? Basically the taxpayers are on the hook for 50% of the off-site cleanup. Isn't that a stinker. Personally I don't recall ever dumping any, much less millions of litres of toxic liquid and solid wastes on that site. Oh I forgot : the justification has something to do with the Ontario M.O.E. approving various idiot in ground burying of said toxic wastes hence they have some culpability. 

What is going on is simple. The more on-site wastes that can be allowed to leak, flow and migrate off their site the less that they have to pay 100% to remediate. Every litre pulled off their site by off-site pumping saves Lanxess money in the long run. The MECP know this perfectly well and as always are willing to sacrifice the public interest on the alter of public confidence in their government institutions such as themselves.

Maybe there is a case for what Lanxess are currently doing. TRAC are way too over their heads to even have a clue as to the decades long history of pumping levels on the site. It takes time and effort to keep up and to back up and do research into past pumping levels which TRAC members neither have the time nor inclination to do. As usual they are in the dark as to what came before they showed up. This is exactly what all the guilty parties want and have. 

KITCHENER - Don't look now, but Kitchener has won four of its last five games.

The Panthers cashed in three runs in the third, including a two-run HR from Mateo Zeppieri, in a 6-4 win over the London Majors Friday night.

Yordan Manduley put one over the fence on the third pitch of the game to open the scoring. Charlie Towers went yard late.

Yadian Martinez struck out six through six innings of work.

The Panthers improve to 13-20 on the season, and host the Guelph Royals Sunday at 2 p.m.

GET YOUR TICKETS NOW and #PackTheJack!

 The EFry Hope and Help for Women is seeking new Board Members who are passionate about our mission and values to join our Volunteer Board.

The EFry Hope and Help for Women is an independent, not for profit charitable organization that supports some of society’s most vulnerable populations – women, girls and children at risk, involved in or affected by the justice system. We run more than two dozen programs that work to break the cycle of poverty, addiction, mental illness, homelessness and crime.

EFry clients range in age from newborn to senior citizens. Most live in poverty. Some are homeless. Many are without support networks or the tools necessary to build a brighter future for themselves and their families. Virtually all are either at risk of becoming involved, involved or affected by the justice system.

EFry helps 5,000+ clients every year through our programs. Our funding comes from a combination of government contracts and private sector donations.

Volunteers are a vital part of the EFry family. Forty-nine (49) years ago, a small group of volunteers who were determined to make a difference created EFry after witnessing the treatment of women in the justice system. Today, volunteers remain at the heart of all we do, supporting our programs in prisons, at our facilities and in the community.

EFry Board members direct and lead in the Vision, Mission and Values, and work in collaboration with the Executive Director to ensure sound governance oversight. The board provides mission-based leadership and strategic insight, while day-to-day operations are led by the Executive Director. The Board – Management relationship is a partnership and the committed engagement of the board is both critical and expected.

• Do you have an understanding of our community and its needs, the importance of women-only services?
• Are you willing and able to commit time for at least four Board meetings/year plus committee meetings, planning sessions, and special events?
• Do you listen well, and are you thoughtful in considering issues such as long-term housing solutions for ex-prisoners?
• Can you add value to the board with your background in finance & accounting, property and asset management, government relations, health and/or social services?

If you feel inspired to help and believe you could be a contributing member of the EFry board, please send your resume and cover letter to Deborah Riddle at executivedirector@efryhope.com August 30, 2025.

EFry Hope and Help for Women is strongly committed to equity and diversity within its community. We especially welcome applications from Indigenous persons, people of colour, persons with disabilities, persons of minority sexual orientations and gender identities, and others with the skills and knowledge to productively engage with diverse communities.

The post EFry Hope and Help for Women appeared first on Capacity Canada.

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♦If you are reading this before Saturday, August 30, you are all invited to come out for cake and conversation at Words Worth Books. We're celebrating the re-release of my Toronto-based urban fantasy entitled The Night Girl, and Words Worth Books has kindly agreed to be our venue. They're a fantastic bookstore who has been serving Waterloo Region for decades, and they've been fantastic supporters of Erin and myself in promoting our books.

Our get-together will happen between 2 and 4 p.m. on Saturday, August 30 and will be an informal affair. I will do a reading, but this is about mingling and conversing and enjoying each other's company. There will be snacks, and (no lie!) I will be bringing a cake.

I'm biased, but there are few better things I enjoy doing than spending an afternoon in a bookstore and, if you're in any way similarly inclined, I invite you out to do the same. Come welcome Perpetua and her friends back into publication, and enjoy the cake!

Further details can be found at the Facebook event page here.

We are excited to share that KW Habilitation will be welcoming the Infant and Child Development Program to our organization this summer, expanding the supports we offer to children and families in our community.

The Infant and Child Development Program (ICDP) is a home-based, family-centered program that serves children from birth to school entry who have an established developmental delay or are identified as at risk of delay. Families receive personalized support based on their child’s unique needs, helping children learn and grow within the comfort of their homes.

Following a thoughtful review process, the Ministry of Children, Community and Social Services (MCCSS) and the Region of Waterloo made the decision to transition this long-standing program from the Region’s Child, Family and Dental Health Division to a community agency. We are honoured that KW Habilitation was selected to lead this important program, building on our strong history of supporting children and families across Waterloo Region.

The Infant and Child Development Program will officially transition to KW Habilitation on August 1, 2025, under the leadership of our Early Learning, Child Care, and Family Resources department (being renamed to Early Learning and Child Development!).

We recognize the significance of this transition for families, staff, and the broader community. We are committed to ensuring a smooth, thoughtful integration that maintains the high quality of services families have come to expect.

KW Habilitation’s Early Learning, Child Care, and Family Resources program has a rich history of working in partnership with families to help children reach their full potential.

Since its launch in 2014, our Early Learning program has grown from offering a few targeted supports to becoming a comprehensive resource for families across Waterloo Region who have children attending Licensed Child Care.  Over the past decade, we have supported thousands of children and families, adapting to the evolving needs of the community while ensuring that inclusion and belonging remain at the heart of everything we do.

Welcoming the Infant and Child Development Program aligns seamlessly with our mission of inclusion, belonging, and personalized support, expanding the reach of our services while ensuring families continue to receive compassionate, evidence-based, expert support.

You can learn more about our current Early Learning supports here and see how our program has evolved over the years here.

We are working closely with the Region of Waterloo to plan the transition, and we will share more details with families and the community as our planning progresses.

If you have any questions, please reach out to:

• Kristy Heimpel, Manager
• John Martin, Director of Early Learning, Child Care and Family Resources

Thank you for your continued support as we prepare to welcome the Infant and Child Development Program to KW Habilitation. Together, we are building a community where everyone belongs and participates.

The post News from our Early Learning Team: appeared first on KW Habilitation.

My friend, Julie Kratz, has published a new book, We Want You: An Allyship Guide for People with Power. I asked her about her favorite ally action from the book, the one that’s resonating the most with her readers.

She told me it’s all about how we use power. Specifically, power with versus power over.

Kratz explained:

“Allies tend to use a power with approach. By contrast, power over often comes from a place of insecurity — focused on maintaining control and personal safety, rather than being in service to and in community with others. When we flip the narrative and choose to share power, we build relationships that are healthier, more sustainable, and grounded in trust.”

Power over often looks like:

• I will set up the meeting for you.
• I talked with your manager on your behalf.
• I had it hard, so you also must work hard.

And here’s how power with looks like:

• I will introduce you, and I trust you to manage the meeting or let me know how I can help.
• I can help you brainstorm strategies to engage your manager.
• I empathize with your experience. What does support look like for you?

Kratz offered a compelling image: she sees allyship as two people standing side by side, facing challenges together. Not one ahead of the other, but shoulder to shoulder as equal partners in the work.

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

Here’s another way to power with someone: Sponsor them.

At a recent conference, I met Rosalind Chow, PhD, a professor at Carnegie Mellon University and author of The Doors You Can Open. She studies how people use their power and status — for better or worse — to shape opportunity. And she’s clear: you don’t need to be powerful to be a sponsor.

In an interview with StrategicCHRO360, Chow explained:

“We often hear about sponsors who are powerful because they tend to be in positions where they can influence the people who are making really consequential decisions. But the way sponsorship works is that it’s fundamentally trust-based. And so, if I don’t have a lot of power, but there are people who trust me, they’re going to listen to me. In that sense, anyone can be a sponsor.”

She then gave this example.

“You’re a junior analyst and your senior supervisor comes to you and says, ‘I’m thinking about adding this person to my team or our team. I know that you’ve worked with them before in the past, what do you think?’”

That’s your moment to act as a sponsor.

So, regardless of your role or title, take the time to get to know the work of colleagues who may be overlooked or underestimated. Notice what makes them great. Be ready to speak up when someone asks for input — or even before they do.

Before we wrap up Disability Pride Month (July), here’s one more simple yet effective action to be more inclusive: #CapitalizeEachWord in a multi-word hashtag. Doing so enables screen readers to identify each word and pronounce the hashtag correctly.

And we can also point out when people don’t do this.

A while back, a client asked me to approve social media content about a talk I’d be giving at their annual conference. It was good, with one exception. Their conference hashtag was all lowercase.

I emailed them, “Please consider capitalizing the first letter of each word in your hashtag. Doing so means that screen readers will announce each word separately, thereby making your hashtag more accessible and inclusive.”

They wrote back, “This is really helpful advice. Thank you!”

Now it’s your turn. If you’re not already capitalizing the first letter of each word in the hashtags you use on social media, why not start today? And if you spot a conference using all lowercase letters in their hashtag, take action. Send the organizer a note, or respond to their social media posts. To explain the issue, point them to this post by Accessible Social.

When someone pushes back on workplace inclusion programs — like leadership development tracks for women or mentoring programs for Black employees — you might hear, “Shouldn’t we just treat everyone the same?”

It’s a great opportunity to introduce the concept of Targeted Universalism. This approach, endorsed by the Othering & Belonging Institute at UC Berkeley, means that we can have universal goals — like fair access to education, good jobs, or health care — and use targeted strategies to get everyone there. Because not everyone starts from the same place.

For example, consider an organization that aims to promote more employees into leadership roles rather than hiring externally. Or a non-profit addressing the worldwide physician shortage. It’s important to recognize that not everyone will follow the same path to get there. Targeted strategies — like sponsorship programs for underrepresented employees — aren’t about special treatment. They’re about closing opportunity gaps so everyone can compete on a level playing field.

The next time someone criticizes an equity program as unfair, consider saying, “Let’s step back and review our annual goals (or mission statement). What are we trying to achieve?”

Then explain that targeted support helps everyone reach that shared goal, not just those already set up to succeed.

(Many thanks to Lisa Ho from the Dismantling Racism Group at UC Berkeley. After reading my June 13 2025 newsletter where I recommended “Promote policies that benefit everyone,” she told me about Targeted Universalism. She hopes that more people will use this framework to counter attacks that programs designed to promote social justice unfairly favor certain groups.)

This week’s ally action comes from Janet, a frequent panelist who’s experienced her share of less-than-ideal stage setups. She shared how being offered a stool to sit on can be awkward — especially when wearing a dress or skirt with a short hemline. Even standard chairs can be problematic if there’s no table to provide coverage.

Stools can also pose challenges for shorter people. As Janet put it, “Legs dangling in the air detracts from the seriousness of what you say.”

And let’s not overlook accessibility. If some panelists use wheelchairs while others are perched on high stools, the visual imbalance can unintentionally signal a hierarchy of importance.

If you organize panels, consider skipping the stools and opting for standard chairs. And let your panelists know what to expect in advance so they can dress comfortably and confidently.

Many thanks to Janet for sharing this suggestion!

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 wish you strength and safety as we all move forward.

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

Copyright © 2025 Karen Catlin. All rights reserved.

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

• Follow @BetterAllies on Bluesky, Instagram, Medium, Threads, or YouTube. Or follow Karen Catlin on LinkedIn
• This content originally appeared in our newsletter. Subscribe to “5 Ally Actions” to get it delivered to your inbox every Friday
• Read the Better Allies books
• Form a Better Allies book club
• Get your Better Allies gear
• Tell someone about these resources

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

Power With (Not over), 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.

Maybe some of them missed the memo. It's no longer politically incorrect to suggest stepping on the brakes regarding immigration and the resulting flooded labour markets, housing shortages, overworked Emergency Rooms and hospitals plus environmental degradation of our rivers and streams. Our Federal government finally conceded that their handling of immigration, student visas and other gateways into Canada needs work. A lot of work.  

So the tiny village of St. Jacobs would be better off with more subdivisions. Better off exactly for whom? Not the current residents and not the Conestoga River thank you very much. So the Region claims an 80%  capacity at the local Sewage Treatment Plant at peak times yet there have been and are sewage backups into homes. Residents are crying Bull**it to the Region's 80% figure. The Region wouldn't lie to citizens would they? I mean they've certainly gone along with misleading local citizens about the cleanup coverup in Elmira so why not fib in St. Jacobs as well?

Today's paper carries the following article written by Bill Jackson titled "Residents question whether St. Jacob's sewage plant can handle ambitious growth".  Clearly the answer is no and how smart do you have to be to build greater sewage capacity BEFORE building more homes and subdivisions? Or heaven forbid simply put on your big boy pants and say no to large developments in inappropriate locations. Oh right Woolwich don't want to ever offend our current genius Premier who's all about making money for developers, his friends, colleagues and family. 

At House of Friendship we believe in what we are doing. We get out of bed each day to make a difference in our community; to walk with and to serve. We are not happy with the status quo. We get energy from ongoing learning and growth. We lead with passion and believe without a doubt that everyone deserves to belong and thrive. We live and breathe our values of compassion, inclusion, justice, dignity and hope. And we have fun!

Sounds pretty great doesn’t it? It is!

House of Friendship is a leader in providing housing, addiction, food and community services in Waterloo Region. We are an organization that understands and values the important contributions of our team of nearly 350 employees (and growing), as well as the incredible support that we receive from the community, including our donors and over 300 volunteers. We are committed to continuing our work of building a healthy work environment where justice, equity, diversity and inclusion is embedded in everything we do. As an organization we take a flexible approach, adapting to the changing needs of our community and team.

We are seeking an authentic, bold and resourceful person to provide strategic leadership and direction for the organization. Demonstrated mastery in communication, negotiation, fundraising, influence and building relationships is essential, with the ability to foster trust and collaboration with government, funders, major donors and other service organizations across and beyond Waterloo Region. This role is responsible for building and nurturing relationships with key interest holders including the board of directors, community stakeholders, supporters, employees, and the public. The CEO has overall responsibility for the organization’s financial, reputational, programmatic and cultural health, as well as developing and delivering on House of Friendship’s Strategic and Annual Plans. As you lead and inspire a highly effective senior leadership team in partnership with the Chief Operating Officer, you will ensure that House of Friendship is equipped and prepared to meet the needs of the most vulnerable members of our community, innovating with an eye to the decade ahead.

Strategic Organizational Leadership to Accomplish our Strategic Plan including:

• Investing in organizational health and the well-being of our team members to build a strong foundation to support the work that follows
• Impacting community health by walking with community members in integrated ways that positively impact our community’s well-being
• Influencing broader system health by extending House of Friendship’s influence beyond our direct work, shaping change for greater equity throughout Waterloo Region

Financial Management and Resource Development:

• Oversee the financial health of House of Friendship in an environment where political priorities are expected to fluctuate
• Nurture funder relationships and community partnerships to allow the organization to meet the increasingly complex and ever-changing needs in our community
• Lead, inspire and acquire major donor relationships that grow donation revenue for operating and capital needs, and supports the fundraising team to raise 25% of the annual operating budget each year

Organizational Health and Leadership:

• Champion and take ownership to ensure a physically and psychologically healthy work environment for all employees, students and volunteers
• Together with the Board of Directors, ensure that House of Friendship meets its strategic and financial requirements
• Attract, nurture and develop highly effective senior and emerging leaders across the organization that can lead the organization towards greater impact of our services
• Create a climate that encourages innovation and calculated risk-taking to develop and adopt innovative ideas and solutions
• Ensure the leadership, systems and resources are in place to safeguard the operational health and security of the organization and measure the impact of our mission

Community Engagement, Advocacy and Communications:

• Expertly promote and raise the profile of the organization across Waterloo Region and beyond, advocating and extending the reach of our vision, mission and values
• Build healthy and productive relationships with key constituents including funders, donors, strategic partners and interest holders critical to the success of the mission
• Advocate for House of Friendship as the key spokesperson and public face of the organization, regularly speaking to media, supporters, faith and community groups and government bodies
• Model and encourage honest, open and transparent communication
• Educate and inspire volunteers, donors and supporters to serve the most vulnerable members of our society with compassion and courage

• University degree (Masters Level preferred) with 10+ years’ experience working in a leadership capacity, preferably within a non-profit or social services environment
• Visionary and strategic leadership that prepares for the future while adapting to change in the present
• Commitment to understanding and upholding the vision, mission and values of House of Friendship is expected
• Deep commitment to creating and maintaining a healthy work environment including coaching and supporting leaders, with the ability to lead and navigate change in a positive and productive manner
• Mastery in communication, negotiation, influence and relationship building skills, with proven experience in building relationships, trust and consensus at the strategic level
• Expert in developing partnerships and effectively collaborating with multidisciplinary teams, external interest holders, donors, media and politicians and government funders
• Proven expertise in soliciting and growing major donor gifts for operating and capital needs, as well as collaborating with a board of directors, demonstrating strategic leadership and governance expertise
• Demonstrated skill and experience handling sensitive, emotional, or political issues with tact and good judgement, with the ability to understand and enable diverse viewpoints and approaches to resolve conflict and achieve goals
• Demonstrated commitment to personal growth, self-care and professional development

At House of Friendship, we know that our team members are the key to the success of our organization and our ability to provide essential services to the community. In support of our mission and in alignment with our values, House of Friendship is committed to ensuring fair, market-competitive and rewarding compensation practices for all of our team members. We aspire to support our team members to create a great work environment where our team is able to thrive, succeed, and have a positive work experience.

House of Friendship compensation practices including our pay grid, have been developed using documented leading pay practices in the not-for-profit sector including Pathways to Decent Work (Ontario Nonprofit Network) and Ontario Living Wage Network.

We value the work that you do with fair pay and benefits:

• All compensation ranges are categorized under a series of grades and we base our payment structure on internal When determining rate of pay, a candidate’s past related experience will be taken into consideration.
• Paid time off includes five (5) weeks of vacation, 5 personal days and sick credits totaling approximately 12 days per year.
• Full-time benefit plan including Extended Health Care (EHC), Dental, Group Life, Accidental Death and Dismemberment (AD&D), Long Term Disability (LTD), Flexible Spending Account and Employee & Family Assistance Program.
• We believe strongly in supporting the mental health of our team members, including providing access to the Employee and Family Assistance Program, $2,000 for counselling services and our workplace Wellness and Psychological Health and Safety programs
• We help you save for the future by providing a retirement plan that includes a matched Group Pension Plan as well as a Group RRSP and a Group Tax Free Savings Account.

This full-time permanent position requires:

• Ability to work flexible hours
• Travel throughout Waterloo Region
• Encountering participants at program sites who may be under the influence of drugs or alcohol, and/or experiencing symptoms of mental illness can be expected

House of Friendship is open and inviting to qualified candidates with lived experience.

House of Friendship supports justice, equity, diversity, and inclusion in our workplace. We strive to be a workplace free of harassment and discrimination and we are committed to removing barriers and being an inclusive, work environment. House of Friendship is a place where each person can bring their true

selves and feel that they belong. We aspire to be an organization that is anti-racist and anti-oppressive so that our team, and therefore our community, can truly belong and thrive.

We invite applications from all qualified candidates and actively encourage applications from members of groups with historical and/or current barriers to accessing employment including, but not limited to Indigenous Peoples, members of racialized groups, persons with disabilities, women, and members of the 2SLGBTQIA+ community.

If you require accommodations to be able to participate fully at any stage in the recruitment process, including applying for this position, please let us know so that we can discuss accommodation options. Accommodations will be provided upon request.

If you are as passionate as we are about serving the community, let’s talk.

To apply, please submit your resume and cover letter here:

house-of-friendship.hirehive.com/chief-executive-officer-waterloo-region-on-dH30n4

This posting will remain open until end of the day August 29, 2025.

PDF 

The post House of Friendship appeared first on Capacity Canada.

You are helping Jen begin again.

Jen will graduate from high school this year – the same year as her daughter.

“It only took me an extra 20 years,” said Jen. “But I’m going to do it.”

Now in her 40s, Jen became a mother as a teenager. She dropped out of school to care for her baby. Right at the same time, her mother became ill with cancer.

“So I was taking care of a baby, trying to work three jobs, and taking care of my mother,” said Jen. “There was no time for school.”

Her mother eventually passed away after a battle with colon cancer – and a few years later, Jen’s father also passed away.

And then Jen herself became ill.

“I had two seizures,” said Jen. “They thought it was from stress, but it was actually epilepsy.”

Jen also struggled with addiction, and was living with an abusive partner – both adding to the significant challenges that were already in her way.

It got so bad that Jen temporarily lost custody of her children.

“I got tired of the abuse, and I just left my ex-husband one day with my clothes, nothing else,” said Jen. “And I started over.”

Jen has been free from substance use for nine years and was able to reunite with her children.

With all these challenges, Jen has been unable to work most of her adult life and has relied on support from House of Friendship’s food distribution program.

“Being on disability, you can’t get much money,” said Jen. “And with rising rent costs, and the cost of food, it’s hard.”

That’s why Jen decided to return to school, finish her high school diploma, and start building the skills she needs to return to the workforce. Jen is grateful that she can get the food she needs
to feed her family – and wants people to know how much of a difference it makes.

“By the end of the month, if you looked in my fridge, it would be almost empty,” said Jen. “My kids never go hungry, but when it comes to the end of
the month, we’re pretty much going day to day.”

Your support of our Food programs ensures that women like Jen can get the help they need to feed their families and give them the courage to face new challenges. Thank you!

The post Facing New Challenges appeared first on House Of Friendship.

Questions we are getting from our clients all the time is how is AI affecting our search marketing strategy? AI is indeed reshaping Google Search by providing users with direct answers through AI-generated overviews, drastically reducing the need to click through to individual websites. This shift means that more searches are satisfied right on the search results page, changing how people seek and consume information online.

As Google leans into generative AI, the search experience is becoming faster and more concise. Summaries and instant responses streamline access to information, but they also influence website traffic and the landscape of SEO. Readers looking to understand how their search habits - and the flow of information on the internet - are evolving will find these changes critical to follow.

AI is significantly altering how Google Search retrieves, understands, and presents information. By embedding advanced machine learning and language models, Google can now process queries with greater accuracy and relevance, reshaping user experiences and content discovery.

Machine learning drives key improvements in how Google ranks and sorts web pages. It emphasizes context and user intent, allowing results to better match complex or ambiguous queries. These algorithms now consider hundreds of signals, including location, recent activity, and even inferred preferences.

Google continually updates its core algorithms using user feedback and live data. These updates help mitigate spam and low-quality content. Machine learning models, such as RankBrain, adjust rankings in real time by learning from how users interact with search results.

The following table highlights some major machine learning factors in Google Search:

Factor Description User Intent Predicts what users are really looking for Contextual Signals Uses previous searches, device, and location Content Quality Evaluates accuracy, reliability, and freshness Spam Filters Discovers and suppresses low-value content

Large language models, including Google's Gemini and previous iterations like BERT, allow Google to generate concise responses and interpret nuanced language. These systems understand relations between words and phrases, enabling more natural interaction with search.

With AI Overviews, Google generates summaries directly in search results for complex queries. These summaries blend information from multiple reputable sources, organizing it into readable, focused answers.

LLMs also help Google support new types of questions and richer, conversational interfaces. For example, users can brainstorm, plan events, or compare topics in-depth within search. This approach not only speeds up information access but also improves the breadth of topics Google can accurately handle.

Google Search now uses AI to perform real-time analysis whenever a user submits a query. This process adapts instantly to trends, news, and user intent changes, offering up-to-date results.

AI systems scan vast amounts of information in seconds to determine the relevance and accuracy of search results. They identify breaking news, filter out misinformation, and adjust rankings according to the freshness and authority of content.

Real-time analysis also enables personalized search experiences. By evaluating each query as it happens, Google customizes suggestions and answer boxes that match the current needs and interests of the user. This leads to faster, more precise information retrieval on any device.

AI reshapes the way Google displays results by refining relevance, improving query interpretation, and customizing the search experience. These changes aim to match user intent more precisely and deliver results that better address real-world information needs.

AI uses advanced algorithms, like BERT and MUM, to analyze the context and semantics of both search queries and web content. This enables Google to match search results with user questions more accurately, especially for complex or conversational queries.

Machine learning models evaluate signals such as content quality, comprehensiveness, and authority. Sites are ranked higher if their information directly answers questions and provides depth. Engineered updates in 2025 have prioritized expertise, fresh content, and trustworthy sources, reflecting the importance of reliable information.

Publishers must now focus on clarity and substance in their content. Generic pages or those designed solely for search engines tend to rank lower. The shift is clear: AI rewards content that is original, well-structured, and written for readers.

AI has strengthened Google's ability to interpret the intent behind queries, even when keywords are vague or ambiguous. Natural language processing enables the system to consider synonyms, related concepts, and implied meanings without relying on exact keyword matches.

This contextual awareness is evident in how Google groups related topics, surfaces follow-up questions, and provides direct answers in AI Overviews. For instance, when a user searches for symptoms rather than a disease name, AI can connect the dots and surface more medically accurate information.

Key Features of Contextual AI in Search:

Feature Description NLP for Query Analysis Understands meaning, not just keywords Entity Recognition Identifies people, places, things in complex queries Dynamic Answer Sourcing Synthesizes information from multiple reputable sources

Personalization now shapes the search experience by factoring in user history, location, and preferences. AI tailors both ranking order and content to show information most likely to match a specific user's needs.

Logged-in users may see results influenced by previous queries, browsing habits, and geographic context. For example, a user who frequently searches for sports news may receive updates and highlights higher in their results than someone who has not shown that interest.

Personalization Elements Impacting Search:

• Search history and prior behavior

• Device type and usage patterns

• Local and regional trends

These signals allow search results to reflect individual and contextual relevance, increasing usability while raising questions for SEO about consistency across users.

Artificial intelligence has become a core part of how Google delivers information. Through new and evolving capabilities, search is now faster, more interactive, and tailored for user needs.

The Generative Search Experience (SGE) uses AI to generate detailed overviews and answers. Instead of ten blue links, users often see an AI-synthesized summary at the top of the results page. These overviews pull data from multiple reputable sources, saving users time by condensing complex topics into readable explanations.

SGE offers follow-up prompts so users can refine or expand their search based on the AI’s initial answer. AI Overviews, powered by models like Gemini, aim to balance speed and depth, connecting users to key information quickly. Google notes that SGE will become available to up to a billion users by year-end.

A key challenge is ensuring the accuracy and reliability of AI summaries. Google continues to iterate on SGE by sourcing from authoritative content and providing links within AI responses for further reading.

AI technologies have made featured snippets more relevant and context-aware. Snippets now highlight concise answers to user questions, pulled from high-quality web sources. Machine learning models analyze the context and intent behind a search before displaying a snippet.

The AI-powered approach not only summarizes but also organizes data, pulling bullet points, key facts, or even step-by-step solutions into a compact format. Snippet generation has improved to better cite its sources, often including visible reference links directly in the result.

With summarization, Google strives to answer complex questions more efficiently. This means even multi-layered queries can be addressed in one or two sentences, improving the speed of discovery and surfacing critical information without requiring a full click-through.

Autocomplete now relies heavily on natural language understanding. It predicts queries with greater accuracy based on trending topics, intent, user history (if enabled), and real-time data. Smart Suggestions also suggest new searches or refinements if users' queries are vague or incomplete.

The table below outlines key improvements introduced by AI:

Feature Before AI With AI Integration Autocomplete Phrase matching Context-aware predictions Suggestions Static related terms Personalized, dynamic Quality Limited relevance Higher accuracy

These smart features help guide users toward more useful queries, reducing search time and helping to clarify ambiguous requests. AI-driven comprehension makes the system adapt to language trends, seasonal events, and emerging topics more responsively than traditional methods.

AI is pushing search engines to prioritize relevance, user experience, and technical precision. Businesses are now required to refine their SEO methods, balancing traditional tactics with AI-driven demands.

Google's use of AI, including systems like BERT and AI Overviews, has shifted the focus from simple keyword matching to understanding search intent and context. Content now needs to be clear, thorough, and trustworthy to perform well.

Writers and marketers are expected to cover topics with depth and accuracy. Lists, tables, and bullet points help AI systems understand and feature key content. For instance:

Old Content Focus New Content Approach Repeating keywords Addressing user questions Brief articles In-depth, structured guides Generic answers Unique, expert insights

Google's AI heavily favors content that demonstrates first-hand experience and topical authority. Including facts, citations, and clear value for readers has become a best practice.

Structured data serves as a crucial foundation for communicating with AI-driven search engines. Using schema markup allows websites to signal the meaning and type of their content directly to search algorithms.

Rich results, such as featured snippets and knowledge panels, are generated using structured data. By clearly marking up FAQs, reviews, products, and articles, websites improve their chances of being displayed more prominently.

Key elements include:

• Schema.org vocabularies for articles, products, events

• FAQPage and HowTo markups for step-by-step content

• Review and Rating schemas for building trust

Structured data ensures AI systems interpret content context, which is especially important as generative search and AI Overviews depend on reliable, organized sources.

AI-powered search engines assess websites for speed, mobile usability, crawlability, and clean code. Core Web Vitals—like Largest Contentful Paint (LCP) and Interaction to Next Paint (INP)—play a significant role in ranking.

Proper use of robots.txt, sitemaps, and canonical tags helps search crawlers find and index content efficiently. Broken links, bloated scripts, and inaccessible resources hurt visibility.

Technical optimization now includes:

• Fast page load times

• Mobile-friendly design

• Optimized images and code

• Consistent site structure

Even minor technical errors can cause AI systems to demote or ignore content. Routine technical audits and prompt fixes are vital for staying competitive in AI-enhanced search.

Artificial intelligence is changing how people use Google Search by making it faster, more efficient, and easier to use. New AI-powered features now offer quicker results, better accessibility, and more natural ways to interact with search.

AI integration has drastically reduced the time users wait for relevant results. Google’s AI Overviews summarize topics and answer questions directly at the top of the page, eliminating the need to scroll through multiple websites. This feature is especially notable for complex queries, where AI provides concise responses by quickly analyzing and synthesizing information from across the web.

The search process itself has become more dynamic. AI anticipates what users are looking for and adjusts results in real-time as queries are typed. This predictive capability not only saves time but also helps users refine their searches by suggesting more accurate terms.

Moreover, as AI models grow, the relevance of search snippets and recommendations improve, minimizing irrelevant content. These changes are supported by data showing a noticeable drop in the number of steps and clicks needed to reach desired information.

AI enhances digital accessibility, making search easier for users with different needs. For visually impaired users, AI-generated alt text and more descriptive page summaries allow screen readers to provide more context from search results. This allows for a smoother browsing experience and better comprehension of content.

Google’s AI also optimizes page layouts and content recommendations for various devices, including smartphones and tablets. For people who have difficulty typing, features like automatic spelling correction, contextual autocomplete, and simpler language explanations make Google Search more usable.

Additional language support is a key benefit. AI translation tools and multilingual search capabilities allow users to access information regardless of their primary language. By intelligently serving results in the most appropriate language or providing near-instant translations, AI reduces language barriers online.

Voice search has grown rapidly due to improvements in AI’s understanding of natural language. Users can now ask conversational questions, and Google Search responds as if holding a dialogue. This technology makes searching hands-free and accessible for anyone unable to use a keyboard or who prefers speaking over typing.

Conversational AI detects user intent, even when questions are long or context-heavy, leading to more accurate results. This is especially valuable for complex or follow-up questions, where context carries over between queries.

AI also enables search results to consider tone, phrasing, and user history when crafting answers. These improvements are particularly important for mobile users and those using smart speakers or other voice assistants, where speed and accuracy are essential.

AI is rapidly reshaping how Google delivers search results, but it also introduces unique hurdles. Key issues include potential biases, lack of transparency around algorithms, and difficulties in detecting or filtering misinformation.

AI systems can unintentionally introduce or amplify bias in search results.

Algorithms may reflect the prejudices present in their training data. When these patterns are not identified, AI can prioritize or suppress certain topics, sources, or perspectives. This can lead to uneven visibility for search results, impacting what information users are most likely to see.

Google and other platforms attempt to address bias, but changing user behavior and evolving datasets create ongoing challenges. Bias can occur at any stage—a flawed data source, a skewed model, or in the way users interact with AI features. Unchecked bias can undermine trust and distort public understanding.

Efforts to mitigate this risk involve frequent audits, ongoing updates to training data, and transparent feedback mechanisms. However, the scale and complexity of search make absolute neutrality difficult to guarantee.

Another significant challenge is the opacity of AI algorithms in search.

Most users have little visibility into how search results are ranked or why certain content is surfaced first. Even developers and engineers often find it difficult to pinpoint how large-scale models arrive at a specific recommendation or answer. This makes troubleshooting errors or explaining AI-driven outcomes particularly complex.

Without clear explanations, users cannot easily identify if a result is flawed, biased, or missing important context. Calls for greater transparency have grown as AI-powered features become more prominent in search interfaces.

Some search engines now provide brief explanations or highlight the sources behind answers, but the level of detail remains limited. Increased transparency is essential for both user trust and accountability, yet achieving this at scale is technically challenging.

AI must address the widespread issue of misinformation appearing in search results.

Automated systems can inadvertently surface falsehoods, outdated claims, or unreliable sources, especially on fast-evolving topics. Studies have found that AI search tools provided incorrect answers to over 60% of queries about current news content.

Effective filtering requires AI to distinguish trustworthy sources from unreliable ones, and to update rapidly as new facts emerge. However, AI models are only as accurate as their data and may miss subtle forms of misinformation or context-based errors.

Google and others have responded by scaling back AI-generated results for certain queries and implementing strict source verification. Despite these steps, completely eliminating misinformation remains an ongoing challenge due to the volume of content and tactics used to evade filters.

Artificial intelligence is continuously reshaping how Google delivers search results. Automated systems now interpret queries more precisely, analyze user intent, and provide overviews that save users time.

Key innovations and changes include:

• AI Overviews: Summarize complex topics directly above traditional results.

• AI Mode: Enables users to see more intelligent responses in real-time.

• Generative AI (such as Gemini): Processes multiple data types, including text and images.

Google's search updates increasingly depend on large-scale machine learning models. These systems integrate content from various sources, including user-generated sites and expert publications, offering more relevant and contextual responses.

Feature Description AI Overviews Summarizes key info at the top of results Gemini Model Handles text, image, and other data types Personalized Search Adapts results based on user history and intent

Users can expect faster, more intuitive searches with context-aware answers. Websites that offer unique or community-generated content may see higher visibility in search results.

SEO strategies are also adjusting. There is a greater emphasis on high-quality, specialized content and structured data to align with AI-driven ranking algorithms.

As AI integration continues, the lines between search, curation, and real-time information delivery are becoming less distinct. Google's focus remains on combining AI capabilities with its existing knowledge base to provide clear, relevant results.

Are you a local business leader, entrepreneur, or industry expert passionate about Burlington’s growth? Burlington Economic Development & Tourism (BEDT) is seeking motivated, experienced individuals to join our Board of Directors and Strategic Working Committees. This is a unique opportunity to contribute to shaping Burlington’s economic vision at a transformative time for our city.

Our Board of Directors is a governance-focused body seeking to strengthen its membership with community leaders who bring expertise in advanced manufacturing, commercial real estate and land development, main street business/small business ownership in Burlington, or professional finance and accounting experience. The Board meets 6–8 times per year, and members are also expected to actively contribute to one of its standing committees (HR & Governance, Finance and Risk) or working committees (Destination Development and Marketing, Business Growth and Renewal, Innovation and Entrepreneurship).

BEDT recently merged economic development and tourism into a single organization, unlocking exciting new opportunities to better serve Burlington’s business and visitor economy. Learn more about the merger and our organizational impact:

• BEDT Merger Overview
• 2024 Annual Report

We are recruiting Board Members and Committee Advisors with experience in one or more of the following areas for a 3 year term renewable up to a total of 9 years of membership:

• Finance/Accounting
• Main Street Business
• Commercial Real Estate and Land Development
• Key Sector Leadership from Burlington’s Major Employers including Advanced Manufacturing (Manufacturing/Process/Technologies), Food & Beverage Processing, Clean Tech, Biomedical & Life Sciences, ICT

The Destination Development & Marketing Committee guides BEDT’s tourism and destination strategies by:

• Providing oversight on the Destination Stewardship Plan implementation and Destination Brand
• Advising on strategic directions for the Tourism Investment Fund, event attraction strategy, and visitor services
• Supporting development of culinary, retail, and main street initiatives
• Promoting agri-tourism and aligning rural economic development with regional directions
• Strengthening sector business engagement and stakeholder collaboration

The committee ensures tourism initiatives are integrated with broader economic development goals and the City’s strategic priorities.

We are seeking members with the following sector experience:

• Hotel Ownership/Management
• Film & Media Industry
• Culinary & Agritourism
• Destination and Retail Business Operators

The Business Growth & Renewal Committee is a strategic advisory body of the BEDT Board that focuses on driving Burlington’s economic development priorities. Its core mandate includes:

• Leading Business Retention & Expansion (BR&E) efforts
• Supporting sector strategy implementation and business engagement
• Informing Integrated Customer Experience initiatives with the City of Burlington to support cutting red tape and rolling out the red carpet for businesses
• Providing insight on strategic investment projects
• Serving as the primary forum for economic policy feedback and reporting on top employers, business risks, and expansion or relocation activity

We are seeking committee members with the following sector experience:

• Small Business & Main Street Entrepreneurs
• Commercial Real Estate / Mixed-Use Development
• Life & Health Sciences
• Clean Tech
• Food & Beverage Processing

• Contribute to the development of Burlington’s economic and tourism strategies
• Collaborate with municipal leaders and private sector peers
• Provide strategic oversight and thought leadership
• Make an impact through committee participation and generative board discussions
• Be part of a forward-thinking, high-impact governance model

Board and committee members are strategic thinkers, connectors, and collaborators who:

• Bring sector-specific expertise or business leadership experience
• Understand the role of a governance board including those who hold ICD/C. Designation or are interested in becoming accredited directors
• Are committed to the success of Burlington’s business and tourism ecosystems
• Can commit time and energy to participate in 6–8 board meetings annually and at least one committee

Full Board Member Role Description is available here.

If you’re ready to play a role in Burlington’s economic future, we want to hear from you!

Deadline to apply: Noon August 18th 2025.

Submit your resume and a short statement of interest to invest@burlington.ca

The post Burlington Economic Development & Tourism appeared first on Capacity Canada.

1)  If they successfully can deny on-site DNAPLS then migrating (gravity flowing) off-site DNAPLS can also be ignored. This includes from Uniroyal's south-west corner (M2) over to the Nutrite site as well as over to beside the Howard St. Water Tower at OW57-32. Finally according to the map from last month's TRAC meeting the major source of chlorobenzene to the Elmira Aquifers is the east side pits and ponds which we know flowed onto the Stroh property. Talk about a "Non Disclosed Work Around". Woolwich and Regional officials aren't just planning on burying DDT and dioxins on the Stroh and Martin farms but likely DNAPLS as well. These decisions will haunt both our downstream Mennonite neighbours as well as the drinking water treatment required throughout Waterloo Region (IUS-Integrated Urban System) for many more decades and even speed up what should have been the unnecessary process and cost of building a Lake Erie Pipeline to Waterloo Region.

2) Focus has been upon how much NDMA has been removed (not enough) from the Elmira Aquifers since 1998 when we should be looking at chlorobenzene. Yes NDMA has a very low and difficult to achieve drinking water standard of .009 parts per billion. Chlorobenzene however has a drinking water standard of EIGHTY parts per billion and they aren't even close especially in the Municipal Lower Aquifer. 

3) Thirty-six years have been wasted (1989-2025) by pretending that DNAPLS don't exist in Elmira whereas every other negligent chemical companies who handled chlorinated solvents have them in spades and know they need to be addressed. This was the main message of Drs. Cherry and Parker in the January 2007 meeting at the University of Waterloo. Funny how sad and despondent Pat, Susan B. and Wilf were when they heard that compared to my attitude of finally let's go after them! It never happened.

The history of the Elmira "cleanup" is the history of Non Disclosed Work Arounds. Every significant decision has been made in private backroom deals with the public excluded. These "Work Arounds" have neither followed environmental law nor any kind of environmental policy such as the Precautionary Principle. UPAC, CPAC, RAC/TAG and now TRAC are merely window dressing to give the appearance of public consultation. Only pre-approved parties plus a few co-opted citizens have been granted full access to all reports, discussions, technical meetings and real decision making. 

Just as Uniroyal/Lanxess are full of it so is their property in Elmira full of DNAPLS. The list goes on and on and only once did Jaimie Connelly (M.O.E. hydrogeologist) lay down the law on DNAPLS including a number of different Effective Solubilities versus Lab Solubilities. In other words the greater the number of different solvents etc. dissolved in groundwater the lower the actual solubility of the individual solvents including the chlorinated ones. While I'm making nice with the generally corrupt and despicable M.O.E./MECP let me also add that it was M.O.E. hydrogeologist Bob Hillier who first brought a bottle containing Dnapl  to a public UPAC meeting in the 1990s. It had been pumped from well OW88 in the south-west part of Uniroyal where chlorobenzene concentrations were through the roof.

The "Non Aqueous Phase" part of DNAPL (Dense Non Aqueous Phase Liquid) refers to its' consistency and inability to readily dissolve in water. In other words while it can pour and flow like a liquid it doesn't immediately either mix readily or dissolve in water. Yes some DNAPLS can dissolve more readily in some solvents. To say that the groundwater beneath Uniroyal Chemical is a witches' brew doesn't even begin to cover it. When I think of DNAPLS I think of how mercury behaves from a broken thermometer. Or another metaphor would be the "Blob" found on the bottom of the St. Clair River in the 1980s courtesy I believe of another hero chemical company named Dow Chemical. 

The DNAPL coverup at Uniroyal Chemical started (at least for the public) in the very early 1990s. Back room agreements were made with the M.O.E. and all the other Environmental Appeal Board parties obviously including APTE when you look at Sylvia's behavior towards her own DNAPL critique written by myself, Sylvia and Glenys. I do not believe other APTE co-ordinators had any knowledge of this betrayal as neither Esther Thur nor Rich Clausi had knowledge of it. Susan Bryant was in India at the time. Uniroyal had already effectively disabled APTE the moment one or two leaders agreed on their own to coverup DNAPLS. This coverup continued despite my best efforts at UPAC. There was  a revival around 2006-2007 with Jaimie Connolly and even Wilf Ruland, he who had ten gears for reverse and only one to go forward (remember the old joke about the gearing on Egyptian battle tanks?).  Unfortunately Susan B. and Pat Mc.(CPAC Chair) "forgot" to send me those 2006 letters from Jaimie and Wilf for a couple of years. Oh right Susan B. blamed it on my late switch from FAX to E-Mail.

The 2007 DNAPL meeting at the University of Waterloo between Drs. John Cherry and Beth Parker and myself, Susan B., Wilf & Pat Mc.  should have been the turnaround. Instead months later Pat and Susan B. faked huge concern over a proven flaw(s) in the proposed Ammonia Treatments System that I found and ran by both Susan and Wilf Ruland. Wilf carefully agreed with what I had found and tried at a meeting with Uniroyal/Chemtura and CRA to get some compromise from them. Wilf's ten reverse gears couldn't handle Conestoga Rovers pushback so he dropped it. 

And all the guilty parties rejoiced as they lied their way through another problem that desperately needed to be addressed to properly remediate the Elmira Aquifers. For God's sake why do you think that chlorobenzene's groundwater concentrations have been far, far less successfully reduced than NDMAs in both the Municipal Upper Aquifer and especially in the Municipal Lower Aquifer? It's the damn DNAPLS both on and off site that are greatly delaying the reduction of chlorobenzene concentrations and those DNAPLS should have been properly and professionally addressed thirty-five years ago rather than covered up by all the guilty parties.   

“Mommy, can I also join you when you learn Finnish with Duolingo?” asked my five-year-old.

Hearing our conversation, my three-year-old showed interest too.

As I practiced Finnish, a language where I’m still lagging behind, my kids became curious whenever the lessons included audio and pictures. They picked up words faster than me because they are still learning by listening, not reading.

That sparked an idea:

What if they had an app that uses only audio and pictures to enhance their Finnish skills?

I now have one task: find an app for my clients (my kids). But searching app stores was frustrating. Either the apps didn’t meet my needs or they were visually overwhelming.

So, I thought:

Maybe I can build one myself if it doesn’t take too much time.

The process started with the requirement gathering phase, which in my case was based on observing how my kids interacted with language-learning content.

With a vague idea of using ChatGPT to design a mobile application with pictures and words combined with pronunciation, I decided to develop a Minimum Viable Product (MVP).

• Finnish Words
• Matching pictures
• Pronunciation via Text-to-Speech

The development phase was relatively fast with the assistance of ChatGPT in generating the code base for the app.

I started to type my simple query in the prompt.

I need a simple matching app that matches Finnish words with picture icons.
Start with 20 picture icons

With zero experience in app development, I waited eagerly as the AI tool started describing the process. The first response gave me a script that matched my requirements. I followed up with:

“How to run the java script in Android?”

The conversation went back and forth focusing on fetching the free picture icons from sources such as Flaticon and Icons8 and code refactoring. Finally, the app.js was ready for testing.

The app displayed 20 Finnish words along with 20 picture icons. When a word is tapped, you hear its pronunciation, and then you can select the matching picture from the icons below. There’s even an optional scorecard for adults who want to join the fun!

Excited about how it turned out, I shared the first version with my client.

She loved it! In fact, she didn’t give the mobile back until she matched all 20 words.

This was a clear signal: A positive feedback from the client.

I was thrilled to see my kids liked the application so much. I included a clap sound when a correct match was done and a “boo” sound whenever an incorrect match was attempted. Now with new additions, I encouraged my little clients to try the app.

She felt proud whenever the clap sound played, and started to feel angry and cry when the “boo” sound played. Oops, did I overdo it? Guess I’ve been wearing my engineer hat too long — I started adding features without fully understanding the customer’s needs!

I apologized to my client and modified it based on her wishes. Thankfully, it didn’t create any negative impact on our relationship.

What started as a fun experiment turned into a working app in just a few hours. This experience showed me how someone with no prior app development background can build a product with the help of AI. It also gave me a taste of the product development lifecycle, especially the challenge of working with a client whose feedback isn’t always direct.

A Quick Mobile App Development for Five Year Old was originally published in Code Like A Girl on Medium, where people are continuing the conversation by highlighting and responding to this story.

Looking back at when I first started learning SQL, I thought it was just simple, plain English, and I’ll master it in the blink of an eye.

Spoiler: I was wrong. (But don’t run away just yet! 😂 I’m here to make your journey easier and maybe even a bit fun.)

SQL might seem simple on the surface, but under the hood, there are so many things you can do with it: play and model your data in ETL processes, organize it neatly in a data warehouse, and use it to create beautiful and vital dashboards for your customers.

The first book on SQL I read was an old one that caught me off guard when I came to the chapter that talked about data warehouse, facts, and dimensions, and many other technical things that led me (to be honest with you, more than just a bit) into the valley of despair. The more I read, the foggier my brain felt, until I was convinced my brain cells were screaming for mercy.

— Okay… maybe it wasn’t that bad. I just like to exaggerate a little. 😁 —

So, let me spare you that pain and offer you my “beginner-friendly coat” to help keep things clear and simple.

Before dealing with those 2 that used to munch my brain cells, we first must know where they are playing hide and seek. And that darker than hell place where they like to play is called the data warehouse.

This little hell is like a combination of an IKEA warehouse and an organization-obsessed librarian who needs everything to be perfectly in order.

Here is where the business is collecting its data from different sources (like sales, customers, and so on), cleaning and transforming it (here is where that little crazy librarian is doing their job), and storing it so you can access it whenever you need.

In short: a data warehouse is the clean, organized home where your data hangs out when it’s not busy confusing you 😉

Let’s keep going and find out how that librarian organizes our house!

When I say “the brick”, I mean those essential pieces that build every wall of your data warehouse. Without them, the whole thing would collapse or, even worse, wouldn’t even exist.

A dimension table is just like a catalog that holds all the information about your data — the who, what, where, and when.

Let’s make it even simpler: Imagine you’re thinking about buying a new closet. The reason? Probably because you, or more likely your girlfriend/wife, had a ton of clothes, yet somehow still “nothing to wear” is heard every time you need to go somewhere (We women… what can I say? 😁).

Now, think of the dimension table as a catalog of all those closets. It tells you about what types of closets IKEA has: with 2 or 3 doors, with or without a mirror, the colors available, the supplier, and whether they are in stock.

So basically, the dimension table gives context to your data, just like labels on every type of furniture IKEA sells. But it doesn’t tell you when you placed your order, what exactly you bought, or how much you spent, because it’s the job of a fact table (we’ll get to that in one moment, don’t be so hasty 🙃).

My mom is an extremely flower lover, so anytime I go to IKEA or any store like this one, it’s almost impossible to leave without at least 1 or 2 flowers, some solar garden lamps, and probably a few other “must-have” items she spotted last minute.

Now, think about what happens at the checkout. You get a receipt, right? That receipt tells the real story: what you bought and how many, and how much money flew away from your pocket.

That’s exactly what a fact table keeps track of: the actions, the numbers, the transactions (those hard facts that remind you sometimes it’s better to just stay at home 😂).
It’s like a blueprint of your shopping adventure, summarizing everything that happened during your spree.

They are just like old friends who know each other very well after some decades spent together and maybe even with some gray hair.

Let’s make another exercise of imagination (because this is what keeps us alive). You’re an intern and your mentor asks you to give him a report of what products were sold last month.

You know that the fact table remembers the events/transactions, and the dimension table is the place where you can find details about all the products you have available for sale. So you join these two and…

Voilà, the insights are right under your fingers 💪

This combo makes your data warehouse as efficient as an IKEA flat-pack instruction manual (once you figure out how the pieces fit).

All you need to take away from this article is:

• Dimension tables = give you data context like a product catalog.
• Fact tables = give your data substance, like actual shopping receipts.

Both work together to help you analyze your sales, inventory, and even your mom’s flower obsession, because, without dimensions, facts are just numbers with no meaning, and without facts, dimensions are just lonely descriptions with no story.

Until next time, happy querying! 🧑💻💓

Want more insights, tips, and stories like this? Grab a coffee and join me on my Medium page. Thanks so much for the support you gave here — it means the world! 🤗

Fact and Dimension Tables In SQL: The Bricks and Blueprints of Your Data was originally published in Code Like A Girl on Medium, where people are continuing the conversation by highlighting and responding to this story.

♦

♦Sunday Funday in The Gaslight District
Sunday, July 27
12:00 PM – 6:00 PM
FREE
The Gaslight District – 64 Grand Ave. S, Cambridge

Beat the heat and chill out at Sunday Funday: Frozen Heatwave, a one-day-only winter wonderland popping up right in the heart of summer! Lace up for an outdoor synthetic ice skating, complete with free skate rentals—yes, in the middle of July! Whether you’re a seasoned skater or just out for a glide, our rink is the coolest spot in town. And while you skate, enjoy back-to-back screenings of icy classics on The Big Screen featuring Ice Age and Blades of Glory. Bring your friends and family, and experience the frozen fun of winter… without the frostbite.

Click here for more info

♦Disney Movie Sing-A-Long
Tuesday, July 29
11:00 AM – 1:00 PM
$33
LEG Up! Classroom – Unit D, 109 Ottawa St. S, Kitchener

Join Marc to watch Disney’s Frozen 2 and explore the themes of family, identity and the importance of facing the unknown. Don’t forget to warm up your singing voice as well before we sing along to the music.

Click here for more info

♦Isabella Hoops Show With Fire
Wednesday, July 30
6:30 PM – 7:30 PM
FREE
City Hall Civic Square – 50 Dickson St. Cambridge

Isabella is a circus style performer that loves to entertain. Her flaming hoops will have you mesmerized. Come and see the spectacular spectacle and cheer on Isabella!

Click here for more info

♦♦ ♦

Take a Hike
Tuesday, July 29
10:00 AM – 11:30 AM
FREE – Registration Required
Doon Valley Golf Course – 500 Doon Valley Dr. Kitchener

♦Join certified hike leader Eva Kruzlics on this 5 kilometer hike from Doon Valley Golf Course to Pioneer Tower. The path is a mix of concrete, stone-dust and woodchips. Make sure you bring water, wear some sun screen and good walking shoes. You can also sign up for hikes on other Grand Valley Trails here Enjoy the great outdoors!

Click here for more info

Kingpin Bowling
Wednesday, July 30
11:00 AM – 1:30 PM
$40
Kingpin Bowlounge – 425 Bingemans Centre Dr. Kitchener

After bowling, we can enjoy a Boston Pizza lunch. Staff support will also get lunch for an additional $5/staff. Lunch includes unlimited fountain pop, two slices of pizza, and garden salad. If you have any dietary needs, please let the recreation staff know. This is a wonderful way to socialize with others in the community! Cost includes admission to the bowling alley and shoes if needed. Lunch is an additional cost.

Click here for more info

Comedy Open Mic
Thursday, July 31
6:30 PM – 8:30 PM
FREE
TWB Brewing – 300 Mill St. Kitchener

Lavender Fizz Comedy is having an Comedy Open Mic Night. Each performer will get 5 minutes on stage. This is a safe space for all performance experience levels, so please no heckling, unless invited by a performer during their set. This is a great opportunity for anyone who wants to give stand-up comedy a try!

Click here for more info

Dive In Movie
Saturday, Aug 2
8:00 PM – 11:00 PM
$10
Bingemans Big Splash – 425 Bingemans Centre Dr. Kitchener

Experience movie night like never before—poolside under the stars! Big Splash reopens for an exclusive Dive-In Movie Night. Float, swim, or lounge while you enjoy a family-friendly film on the big screen, with the movie starting around 8:45 PM. Relax in the water or grab a deck chair and soak up the summer vibes. Don’t miss this unforgettable night of slides, snacks, and cinema!

Click here for more info

Family Sunday
Sunday, Aug 3
1:00 PM – 4:00 PM
FREE
KW Art Gallery – 101 Queen St. N, Kitchener

Engage in stimulating conversations about art while you unleash your creativity in our vibrant Community Access Space, where you can craft your very own unique works of art. All ages are welcome.

Click here for more info

♦

♦

Roller Skating In The Square
Mondays
7:00 PM – 10:00 PM
Carl Zehr Square – 200 King St. W, Kitchener
Click here for more info

Live At Lunch
Wednesdays
12:00 PM – 1:00 PM
Carl Zehr Square – 200 King St. W, Kitchener
Click here for more info

Salsa In The Square
Thursdays
7:00 PM – 11:00 PM
Waterloo Public Square – 75 King St. S, Waterloo
Click here for more info

The post July 23, 2025: What’s Happening in Your Neighbourhood? appeared first on KW Habilitation.

• What: KW Emergency Protest: Stop Starving Gaza Now!
• When: 6:00pm Thursday 24 July 2025
• Where: Waterloo Public Square
• Location: 75 King Street South Map
• Online: ♦KW EMERGENCY PROTEST (Instagram)
• Contact: Waterloo Region Friends of Palestine wrfriendsofpalestine@gmail.com

The past few months have pushed our people to the edge — children are dying from hunger and dehydration, families are being wiped out under siege and bombing, and exterminated by a lack of food, water and medical care. This is a murderous genocide, and starvation has become an intentional weapon used by Israel. This inhumanity must be stopped through world protests and actions, we will honour our responsibility to bring this to an end.

JOIN US on Thursday 24 July 2025 at 6:00pm in Waterloo Public Square to demand an immediate lift of the siege! ♦

♦

• ♦KW Palestine (Instagram)
• ♦Palestine Solidarity KW (Instagram)
• ♦KWC Palestine (Linktree)
• ♦Neighbours4Palestine Waterloo Region

♦

(I snapped the picture above at Weston Station, looking southwest, on November 21, 2017)

I rode the first revenue GO Train to depart Kitchener station for Toronto's Union Station back on December 19, 2011. At the time, the train was the first of only two rush-hour GO Trains that offered service. The line was slow, and the total journey was just over two hours long, stopping at every stop along the way. VIA offered more comfortable seating, evening departures, and fewer stops. But as a first step, the GO Train extension to Kitchener offered tremendous promise to Waterloo Region residents looking to commute, shop or visit Toronto, avoiding a knuckle-whitening trek on Highway 401.

Since then, Metrolinx has invested hundreds of millions of dollars into the line. They've bought the tracks outright (save for a section between Georgetown and Bramalea), upgraded the rail, sped up service, and added trains and express services so that, today, Kitchener residents have a choice of up to 10 trains heading into and out of Toronto, at all hours of the weekday, with journeys as short as an hour and 40 minutes. Bus shuttles operate when the trains do not, connecting passengers not only to midday, weekend and evening trains in Bramalea, but also to services along the Lakeshore all the way to Niagara Falls via bus links to Hamilton, Burlington and Aldershot.

The money spent on the airport shuttle, UP Express, running between Union Station and Pearson Airport, also included upgrading the rails southwest from Bramalea, adding capacity and removing grade crossings to let all the trains fly. Work is finally starting on building a new GO/UP stop at Woodbine Racetrack (improving Kitchener's connection with Pearson Airport), and tunnelling a direct connection between Bloor GO/UP station and Dundas West station on the Bloor-Danforth subway line.

But the story of Metrolinx's investment in service northwest of Toronto to Brampton and Kitchener includes many frustrating missed opportunities. These have ranged from slipped deadlines due to governments' reluctance to spend needed funds, to confusion and uncertainty over how the Kitchener GO Line should function as a whole, including is UP Express spur.

The UP Express has a strange history (which I detailed here). It started on a federal transport minister's whim to produce a showcase shuttle line ahead of a possible 2008 Olympic bid for Toronto, and it somehow survived changes in government to be shoehorned into provincial transit expansion plans when there was very little demand for this route from local transit activists. It was conceived as a premium express between Union Station and Pearson Airport, catering exclusively to business clients who'd pay extra for the privilege of checking their bags downtown and clearing security before being whisked to the airport. The trip was supposed to take just 22 minutes, with an intermediate stop to connect to the Bloor-Danforth subway at Dundas West. It wasn't designed to improve the commute for residents in northwestern Toronto.

That was, until the residents of Weston loudly objected to the construction work that would bring UP Express trains through their neighbourhood, including closing down three level crossings and splitting the residential community from their shops and services on Weston Road. To assuage the mountain of opposition that sprang up (and it was a mountain; where public consultation sessions in Parkdale and Malton drew about 250 people in total, the Weston event had to shut down when the over four-thousand people who showed up quickly overran the fire safety capacity limits of the venue provided), designers dug the line underground through the Weston community, keeping two of the three grade crossings open, and maintaining the third as a pedestrian bridge. They also added a Weston stop on the UP line.

As a premium airport express service, UP Express bombed. The fares were too high, and the passenger counts were too low. In the end, UP Express got rolled into Metrolinx's operations alongside GO Transit, and GO fares were charged from Union to Weston, with only a mild premium charged to go to and from Pearson. This significantly increased ridership, to the point that the trains are often full. However, the passengers using this line aren't just going to the airport; they're getting on and off at Bloor to bypass overcrowded subway transfers, and they're getting on and off at Weston because the service is the fastest way by far for Weston residents to travel to and from work, shopping and other attractions downtown.

In other words, UP Express is succeeding not as an airport shuttle, but as a local transit service -- a service that is often duplicated by Kitchener/Brampton GO Trains stopping at Bloor and Weston. And while the service is popular, it often doesn't perform well. The shorter trains are often down for maintenance, and the fleet is barely large enough to run three-car trains every fifteen minutes -- barely enough to meet the line's demands. More cars are needed to ensure that the 15-minute trains are all three cars long, and more should be bought to bring service frequencies down to every 12 or 10 minutes.

With Metrolinx and the provincial government starting construction of a UP/GO station at Woodbine Racetrack, this confusion over which service should do what on the Kitchener GO line only increases. The Woodbine Racetrack stop provides a better transfer between trains from Brampton and Kitchener to trains to the Airport than Weston station, shortening the journey to the airport for passengers from the northwest. The stop also replaces Etobicoke North station, whose demand is largely fostered by a parking lot, and where UP Express trains can't stop.

Indeed, this arrangement raises the possibility of having Kitchener and Brampton GO Trains stopping only at Woodbine Racetrack to allow local passengers to transfer to UP Express trains, before running express to Union, speeding up travel for those at the far end of the line. The new Mount Dennis stop at the end of the Eglinton-Crosstown LRT can also serve both UP and GO Trains, making it easier for UP to transform itself into a rapid transit service for the northwestern corner of the City of Toronto.

Except that Metrolinx is building or considering building new stations on the route, such as the St. Clair-Junction station, and Liberty Village station, both of which will serve GO Trains only, not UP trains.

This, in my view, is a mistake. The UP Express line was a bad initial idea that evolved and grew into a useful piece of transit infrastructure by adapting itself into a completely different niche than what it was built for. The design flaws inherent in adapting its initial design to its better use are clear, but opportunities exist for investments to be made on the line which reduce the flaws and further enhance its usefulness. As a regional rapid transit line serving the northwest of Toronto with trains running every ten minutes, the UP Express (which should probably be renamed the Airport Regional Rapid Transit Line) would provide faster ride for thousands to the northwest of Toronto that couldn't be offered by competing automobiles. By allowing Kitchener and Brampton GO Trains to run express southeast from Woodbine Racetrack, thousands of people travelling in from the northwest would enjoy a much quicker trip into Toronto. Everybody wins -- if Metrolinx and the provincial government could just seize upon the potential.

It's also past time for other investments to increase train service along the line, especially during weekends. There are now as many as three GO buses leaving Waterloo Region each hour to connect with trains heading into Union Station from Bramalea. Additional buses connect Waterloo Region residents and attractions to Square One in Mississauga, and even Lakeshore trains to Niagara Falls. The demand is there, but there is little sign of the increase of train service to hourly every day that was promised for 2024. The Central Terminal at King and Victoria in downtown Kitchener that would link Waterloo's LRT and buses with GO and VIA Trains is also years away from opening. And what about that Breslau stop? Or extending service to Stratford (which could provide a great service to people attending the Stratford Festival)? As much as we appreciate the investments that have been made over the past fifteen years, our governments need to get off their butts and spend some money to break ground on these necessary improvements, otherwise the work to increase service between Waterloo Region and Toronto is only half done.

Lets seize this opportunity to speed up construction, and help thousands upon thousands of Ontarians move faster every day.

The term  "non disclosed work arounds" above has been borrowed from a distinguished friend who used it in e-mails yesterday to myself and various others some of whom have ethics and integrity in inverse proportion to their actual authority or power. At least that is my opinion not necessarily his. In fact my friend while immensely talented and knowledgeable does not use his powers to belittle or insult, even the most blatant excuses of humanity, as I do.  For myself call it compensation for having a smaller brain than his.

 Chlorinated solvents are the best known DNAPLS. Chlorine is a heavy atom and one of the distinguishing characteristics of DNAPLS is the first word  "Dense" in their name . It means that their Specific Gravity is greater than 1 which is the specific gravity of water. Hence DNAPLS sink through groundwater. From day one Uniroyal Chemical with support from the Ontario Ministry of Environment have lied about the proliferation of Dnapls both on and off their site in Elmira, Ontario. Chlorobenzene is merely one of dozens of different DNAPLS negigently mishandled by Uniroyal for decades. It and NDMA are the face and focus of the groundwater pollution  here. For Uniroyal and the M.O.E. to ever deny the presence of either free phase or residual DNAPL in, on and around this site is the height of stupidity, brass, contempt and frankly utter lack of ethics or honesty.  Until or unless they ever stop lying I view their word at best as garbage.

There are both rules and laws regarding environmental cleanups. Uniroyal and successors have lied, misled, fudged data, used junk and psuedo science, manipulated citizens and politicians alike in their quest to minimize and reduce both their moral and legal liability. They were told by Dave Belanger of CH2MHILL back in the early 1990s that hydraulic containment i.e. Pump & Treat was the "cheapest and least effective solution" to remediate the Elmira Aquifers. Dr. Richard Jackson publicly at TAG (Technical Advisory Group) described their pilot test of ISCO (In Situ Chemical Oxidation) near W3R pumping well as pathetic and amateurishly done. 

This is the reality of their multi failed cleanup of both our groundwaters and of our surface waters (Canagagigue Creek) not to mention their impressively forever (?) contaminated property. Our municipal, regional and provincial politicians have been worse than negligent. They have been complicit and as a direct result Elmira and area citizens have paid and continue to pay the health price of contaminated air, water and soils. 

And certain a**hole politicians have the nerve to suggest that I have failed to treat them or their fellow health assaulters ( more gently said than murderers) with courtesy and respect when all they deserve is a swift kick out of town never to return.

In late March 2025, the Crowe Valley Conservation Authority issued a Flood Watch across the watershed in response to a forecasted storm system and ongoing spring runoff. Forecasted rainfall, saturated soils, and an above-average snowpack created the right conditions for elevated streamflows, particularly in the Crowe River watershed. With a peak spring snow water equivalent (SWE) of 149.2 mm, the basin was primed for rapid hydrologic response—culminating in a strong single peak on April 6, when flows at Water Survey of Canada hydrometric Station 02HK005 reached 45.2 m³/s.

The Crowe Valley watershed in southern Ontario is located roughly between Toronto and Ottawa. Station 02HK005 is found on the Crowe River near the community of Glen Alda.

As the weather system approached, Aquanty’s HydroSphereAI (HSAI) machine learning-based streamflow forecasting platform tracked the developing conditions in real time. Forecasts issued in the days before April 6 consistently signaled an elevated risk of flooding. The event's peak surpassed the 2-year flood threshold (39.2 m³/s) and approached the 5-year flood marker of 47.8 m³/s, highlighting the hydrologic response to the incoming precipitation. While the forecasted median flow slightly underestimated the peak magnitude, the actual flow remained within the upper range of the ensemble spread— giving local users insight into not just when high flows might be observed, but how severe it could be.

Ensemble forecasts from March 31 onward captured the structure and timing of the rising limb well. As new weather information became available, HydroSphereAI adapted, narrowing its ensemble spread and adjusting its predictions closer to the observed value. By April 5, just a day before the peak, the forecast had improved significantly— offering a sharper signal that pointed directly to April 6 as the likely day of maximum discharge. This progression from early uncertainty to focused prediction is a strong example of how ensemble forecasts deliver value by showing both the expected outcome and the possible range of variation.

HydroSphereAI’s performance in this event reflects a common pattern in operational forecasting: early lead times tend to carry more uncertainty, particularly when weather inputs— like precipitation forecasts— are still evolving. In this case, early weather forecasts had conservative precipitation estimates around 20 mm/day, but those values climbed to over 25 mm/day as the storm approached. HSAI incorporated these updates dynamically. This highlights a key strength of the system— its ability to respond in real time to improved weather inputs, helping local authorities keep pace with fast-changing conditions. The platform currently uses Environment and Climate Change Canada’s 16-day GEPS ensemble forecasts but is also being expanded to draw from additional meteorological forecasting products to further improve responsiveness and flexibility (e.g. the HRDPS and HRRR short-range meteorological forecasts, with 48-hour forecast horizons and hourly timestep).

Snowmelt was not the dominant driver for this event, though the watershed did start the spring season with a significant snowpack. By early April, much of that snow had already contributed to baseflow increases. The April 6 peak was primarily a result of direct precipitation. Recognizing the shift from snowmelt to rainfall-driven events is critical in interpreting forecast outcomes accurately— and emphasizes the importance of real-time hydrologic modelling when assessing flood risk.

HydroSphereAI consistently highlighted April 6 as the key date of concern and captured the event’s scale within its probabilistic ensemble. This allowed users to prepare with confidence even in the face of some uncertainty in the predicted magnitude. Importantly, the utility of the forecast came not just from a single number, but from its structure— the ensemble design helped communicate risk in a way that was transparent, flexible and immediately actionable.

In the Crowe River watershed, HydroSphereAI once again demonstrated the power of real-time, ensemble-based forecasting to support decision-making. By clearly signaling high flows days ahead of the peak and adapting quickly to new data, the platform could give conservation staff and stakeholders a dynamic tool to track evolving conditions and respond accordingly. As climate variability continues to influence the timing and severity of spring flood events, tools like HydroSphereAI will become essential to anticipating flood hazards and managing response with data-driven insights.

Vivo, a charitable organization in the recreation sector committed to promoting healthier generations in Calgary, is looking for a Director at Large to join our esteemed governance board.

For more than two decades, Vivo has focused on nurturing a community mindset that transcends physical spaces, creating an inclusive environment that empowers individuals to advocate for health and wellness. As a Director at Large, you will be instrumental in guiding Vivo’s future strategic goals, where your leadership will be essential in turning these aspirations into actionable initiatives that benefit the communities of North Central Calgary.

Vivo’s Board is committed to governance excellence and is actively pursuing accreditation through Imagine Canada’s Standards Program.  Vivo’s objects define the organization’s current and future direction as a registered charity.

• To advance public health by improving social, physical and emotional well-being through the provision of athletic and recreational programs that support developing the ability and knowledge of body movement.
• To engage in research to establish improved public participation programs that enhance mental and emotional health by examining the established relationship between physical fitness and improved health.
• To advance education about the research outcomes of the Society and others engaged in similar work.
• To promote the efficiency and effectiveness of charities by offering the Society’s resources to assist registered charities to fulfill their charitable purposes, in keeping with the administrative guidelines of the Charities Directorate.
• To provide public amenities by offering the Society’s facilities for public use to support and advance public health.

The ideal candidate for this role is a strategic leader with a proven track record in relationship management and team leadership, particularly with experience in one or more of the following sectors:

• Financial Leadership (CFA/Accounting)
• Government Relations
• Legal and Governance
• Philanthropy/Fund Development
• Business Development

• Proven ability to cultivate relationships and open opportunities for Vivo.
• Strong business acumen and entrepreneurial mindset.
• Skilled in diplomacy and conflict resolution.
• Experienced in leading productive meetings.
• Dedication to Vivo’s mission, vision, values, strategy and governance principles.

Directors commit to a minimum three-year term and approximately 10 hours per month for committee work and meetings, with a slight increase during onboarding and special events such as the AGM. Directors are expected to sit on at least one committee.

If you are inspired by the opportunity to contribute to building healthier generations and to assist Vivo in charting its strategic direction, we invite you to apply. Please visit www.vivo.ca/about-vivo/leadership/ to learn more about Vivo and our Board.

Vivo is committed to creating an inclusive culture that values and respects everyone and reflects the diverse community we serve. We welcome curiosity and applications from all qualified candidates and encourage candidates with diverse backgrounds, experiences, styles and abilities to apply. Please let us know if you require accommodation at any stage of our recruitment and selection process.

Please submit your cover letter and resume via vivo.easyapply.co/ by August 22, 2025.

The post Vivo appeared first on Capacity Canada.

Are you interested in serving the public interest by contributing to standards oversight in Canada? If so, this opportunity is for you.

The Reporting and Assurance Standards Oversight Council is an independent, volunteer body that oversees reporting and assurance standard setting in Canada.

The Oversight Council is seeking three new members. Appointments will be effective April 1, 2026, for a three-year term, with the possibility of renewal for a second term.

Candidates with one or more of the following experiences and attributes are particularly encouraged to apply:

• Legal professionals
• Individuals with relevant experience in research and teaching at a post- secondary institution
• Individuals with relevant experience working in the information technology sector
• Individuals who are bilingual

We believe that having Oversight Council members with diverse backgrounds leads to more informed decisions and better outcomes. We encourage applications from historically underrepresented communities in board positions, including women, Indigenous People, racialized persons, 2SLGBTQ+ persons, and persons with disabilities.

• Serve the public interest in
• Gain new insights and
• Engage with fellow Oversight Council members and expand your
• Learn about matters impacting reporting and assurance, both now and in the
• Participate in standards
• Understand the rigorous due process by which standards are

This role:

• involves a time commitment of approximately 75 hours a year, including preparation and meeting time (excluding potential travel for meetings);
• entails approximately three meetings per year, including two in-person meetings in Toronto and the others on a virtual platform; and
• is volunteer, with travel and other relevant costs

In addition, please note the following:

• Candidates are not required to hold a professional accounting
• The Oversight Council members serve in their personal capacity and not according to the views of any organization with which they are
• Interviews are expected to take place between October and December The Oversight Council aims to approve appointments in February 2026.

Click “Apply” below and submit your application online. Please include a curriculum vitae and an expression of interest outlining:

• why you want this role; and
• your strengths and relevant

We value diversity and are committed to cultivating an inclusive, accessible environment where our volunteer base feels respected, valued, and supported, and reflect the Canadians we serve.

The Oversight Council encourages all qualified candidates to apply online. Due to time constraints, only candidates selected for an interview will be contacted. If you require a disability-related accommodation to participate in our volunteer recruitment process, please email us at info@frascanada.ca, and we’ll be happy to work with you to meet your needs as they relate to interviewing for the role.

Jessica Hinchliffe, GPC.D

Secretary, Oversight Council

905-808-8807

jhinchliffe@frascanada.ca

The post RASOC appeared first on Capacity Canada.

I've recently been posting here about Jesse Wright's of Arcadis incredible revelations at last month's TRAC meeting (June 19/25).  Mr. Wright kept it as low key as possible but between his maps presented on overhead screens as well as his words there are at least SIX "chlorobenzene potential off-site sources". Oh my God and he said this as if it were nothing. Is this why Lanxess are bringing in third party patsies i.e. to share the blame ?  Just like Stantec being involved in the Creek Risk Assessment is the idea to put bodies, companies and layers of patsies between the first class LIARS of yesterday and the revelations of truth today?  

"Chlorobenzene potential off-site sources" could indicate individual companies such as Borg, Sanyo, Varnicolor, Motiveair etc. having illegally spilled and dumped chlorobenzene on their properties. At least that is where the yellow (sort of) rectangles representing off-site locations roughly appear to be. Or maybe it's something else altogether such as what I told CPAC back around 2006 namely that free phase DNAPL had been found one hundred feet below ground surface at OW57-32 beside the Howard St. Water Tower. All the professional liars (MOE, Chemtura, CRA) rushed in to say oh no the evidence isn't conclusive enough. No it's not DNAPL it's dissolved chlorobenzene or whatever else bull**it they could dream up. This included Susan Bryant and other CPAC members at the time. CPAC even then was helping Uniroyal/Chemtura and the Min. of Environment cover up the truth . 

The DNAPL found at OW57-32 could have gravity flowed from Borg or Varnicolor. It could possibly even have gravity flowed underground from Uniroyal Chemical. But nobody wanted to know! Covering up DNAPL with everybody's complicity including APTE's (i.e. Susan Bryant) was the big deal. To admit that there was free phase DNAPL off-site in particular made the chances of a successful pump & treat even lower than they already were. Pump & Treat may work for dissolved contaminants but it is ridiculously slow on DNAPL which could take between decades and centuries to fully dissolve.

Could this also be the evidence needed to finally get a Public Inquiry or equivalent into Ministry of the Environment corruption? How could it be possible not to have detected some dissolved chlorobenzene in and around Varnicolor Chemical after I exposed them in 1990? The answer is easy. More lying by them. Yes they had promised a full horizontal and VERTICAL delineation of the soils and groundwater beneath Varnicolor.  They then totally reneged on that promise. They did not do the deeper soil or groundwater sampling required to find excessive concentrations of chlorobenzene there from either their own dumping or from DNAPL released and gravity flowing from Uniroyal Chemical. There was evidence at CH38 near Sanyo Canada (Industrial Dr. & Oriole Parkway) of excessive chlorobenzene in the groundwater for decades. Excessive in relation to the plume leaving Uniroyal Chemical. 

Sitting back and merely enjoying the guilty parties squirming could be fun. Watching them face legal jeopardy for lying to the public, Breach of Trust and or other possible legal consequences would be better in order to dissuade future bad actors. The question is who will initiate this legal action when all our political actors also have tainted hands?