I TOLD THE LIARS & DECEIVERS AT CPAC BACK AROUND 2005 THAT THERE WAS  CHLOROBENZENE DNAPL OFFSITE BY THE HOWARD AVE. WATER TOWER - They denied it then, now they admit to the chlorobenzene and "residual" DNAPL.

WATERLOO REGION PLAYED DECEPTIVE GAMES WITH WILMOT'S WATER BACK IN THE 1970s. They initially denied it, then admitted it. They are doing the same thing all over again.

Parents stop lecturing your children to stop lying. Clearly we are always going to need politicians and clearly they are always going to lie to us. If your child likes to lie then nurture that skill and hope for the day when they lie to further your interests versus the public interest.

Today's K-W Record has the front page story and headline titled "Former Wilmot mayor watches history repeat itself". Clearly back in the early 1970s the City of Kitchener had absolutely no problem robbing Peter of water to quench Paul's thirst. This continued until Wilmot stood on their hind legs and gave the Kitchener bullies whatfor. Agreements were made including that the Region would pay any Wilmot residents' costs required to drill deeper wells due to Kitchener drawing them down. 

Similar bullies, polluters, politicians and long compromised regulators (MOE/MECP) have infested UPAC, CPAC initially, RAC, TAG and TRAC, all alleged public consultation bodies.  I presented very strong evidence to the Chemtura Public Advisory Committee prior to 2007 that actually suggested that what Uniroyal's consultants had found was likely DNAPL (Dense Non Aqueous Phase Liquid) made up of chlorobenzene and other contaminants.  As with pretty much all conclusions regarding contamination and cleanup it was based upon hard evidence actually provided by Uniroyal and corporate successors own, client driven consultants. In this case it was published in their monthly Progress Reports and examined a surprising discovery found one hundred feet below ground surface in well OW57-32R very near the Howard St. water tower. It has been vehemently denied for decades despite pumping well W4 being installed right beside it in order to speed up the dissolution of the DNAPL as well as keep the dissolved plume from spreading further under Elmira. Shortly after pumping well W4 was shut down, perhaps a little prematurely, downstream pumping well W3(R) and nearby observation wells such as CH75 began exhibiting increases in chlorobenzene. Hardly ant surprise at all under the circumstances. Then in 2017 or 2018 Dr. Neil Thompson dropped the first bomb by advising that there was a lot more chlorobenzene in the Elmira aquifers than anybody had expected. By 2025 Jesse Wrighte of Arcadis Inc. advised that there were other sources of chlorobenzene located near the former Borg Textiles and the former Varnicolor Chemical. Allan Deal of GHD on behalf of Lanxess, also less than a year earlier, had advised as per the Minutes of a September 2024 TRAC meeting that nearby residual DNAPL was now dissolved. OH MY GOD BUT THE LYING BAST*RDS JUST CAN"T TELL THE TRUTH EVEN WHEN IT'S BITING THEM IN THE *SS.  Residual DNAPL is the tail if you will of passing free phase DNAPL that is no longer continuous as in a "pool" of DNAPL.

This deceit, lying and manipulation of the truth has been the never ending story of the Elmira Water Crisis and our politicians not only have failed to call the polluter (Uniroyal/Crompton/Chemtura/Lanxess and regulator (MOE/MECP) on it but  have enabled them throughout the last 36 1/2 years.

Engineering Beyond Code | Part 2

Early in your career, your questions matter more than your answers.

Most early-career engineers think their growth depends on writing better code. But in reality, a quieter skill shapes your trajectory much earlier — how you ask questions.

The way you ask doesn’t just get you answers.
It influences how people perceive your thinking, ownership, and readiness for greater responsibilities.

Here’s how to approach it:

Avoid questions that sound like:

“This isn’t working. What should I do?”

It subtly signals: “I’m stuck. You take over.”

Instead, aim for:

“Here’s where I’m stuck, and here’s how far I’ve gotten.”

This shifts the conversation from dependency to progress.

Before asking anything, make your thinking visible.

• What did you try?
• What did you expect?
• What actually happened?

Even if your reasoning is incomplete, sharing it shows effort and intent.

People don’t expect you to be right.
They expect you to have thought.

Broad questions dilute attention:

“Can you explain this to me?”

Sharper questions guide better answers:

“Am I correct in thinking this fails because of X?”

When you narrow the scope, you make it easier for others to help you quickly.

Do not be quick to ask; instead, ask to gain clarity.

• Avoid long, unstructured explanations
• Avoid dumping everything you know

Instead:

• Give just enough context
• Highlight what actually matters

Clarity earns engagement.

Don’t ask at the first sign of confusion.

Give yourself a short window to:

• Explore
• Read
• Think through possibilities

This small delay often transforms your question from:

“I don’t understand this”

to:

“I think I understand most of it, but I’m unsure about this part”

That difference matters.

Instead of asking:

“What’s the answer?”

Try:

“Does this approach make sense?”

This signals ownership.
You’re not waiting for instructions — you’re refining your thinking.

That’s how decision-makers start trusting you.

Good questions don’t just solve problems — they help teams decide.

For example:

• “Should we optimize this now, or is it okay to keep it simple for current scale?”
• “Is this approach flexible enough if requirements change later?”

These kinds of questions show you’re thinking beyond the task — toward impact.

Sharing large chunks of work with:

“Please review”

rarely works well.

Instead, guide attention:

• “I’m unsure about this part…”
• “Does this logic look correct to you?”

You make it easier for others to engage meaningfully.

Every question sends a message:

• Vague → “I haven’t thought this through”
• Overly dependent → “I need constant guidance”
• Clear and focused → “I can think, just need alignment”

Over time, these signals shape your reputation.

When you ask well:

• People respond faster
• Your inputs are taken seriously
• You’re included in deeper discussions
• Your confidence grows (because your thinking improves)

You’re no longer just executing tasks.
You’re contributing to decisions.

A good question is not about getting an answer.

It’s about showing how you think — and inviting others to refine it.

And that’s what makes people take you seriously.

Engineering Beyond Code | Part 2 was originally published in Code Like A Girl on Medium, where people are continuing the conversation by highlighting and responding to this story.

The blue light of my monitor was the only thing keeping the evening at bay until 6:47 PM, when the final notification flickered to life. It presented itself as a “quick favor,” a minor slide deck revision, nothing urgent, nothing that couldn’t have waited until Monday.

The kind of task that looks harmless from a distance but quietly expands once you open the file, revealing inconsistencies, awkward phrasing, and details that refuse to be ignored.

Before my logic could intervene, my fingers had already replied:

“Of course, happy to help. I’ll send it shortly.”

It was automatic. Almost physical, like pulling your hand away from heat.

At the time, it felt like competence. Like being the kind of person people trust when things get inconvenient. There is a quiet reward in that identity, the one who absorbs the last-minute chaos and turns it into something seamless, someone who can be relied on without needing to be managed.

I didn’t notice the cost right away.

I noticed it an hour later.

My coffee had gone cold and sour at the edge of the desk, untouched long enough to leave a thin ring on the wood. The muscles between my shoulders had started to ache in that dull, familiar way, the kind that creeps in when you’ve been leaning forward too long without realizing it. The office was already empty. The air-conditioning had shifted into that after-hours hum that makes everything feel slightly abandoned.

Even the cursor blinking on the screen felt louder than it should have been.

The work was done. The request fulfilled. Everything, technically, had gone right.

And yet.

I wasn’t being essential.

I was being convenient.

That difference doesn’t announce itself. It doesn’t come with a warning or a correction. It shows up later, in the quiet gaps, in the opportunities that never quite reach you, in the meetings where your name isn’t mentioned.

In the strange feeling of being everywhere and nowhere at the same time.

Every workplace has its own informal map of power, and it rarely matches the org chart. Some people are known for driving decisions. Others for questioning them.

And then there are people like me. Or at least, the version of me that existed for years.

The person you go to when you don’t want to explain something twice. The one who picks up the task that’s too messy, too undefined, or just inconvenient enough that no one else wants to touch it.

I became that person slowly.

Not because I was told to, but because it was easier than pushing back. You say yes to something small, then something slightly outside your role, then something urgent that “only you can fix quickly.”

Each decision feels reasonable on its own.

It doesn’t feel like a pattern until you’re already inside it.

At first, it earns trust.

Later, it becomes expectation.

There’s a moment, quiet and almost forgettable, when people stop asking if you can take something on and start assuming you will. The request is already shaped around your agreement. Your yes is built into the sentence before you’ve even read it fully.

And because you’ve said yes so many times before, it feels strange to interrupt that rhythm.

The cost of that pattern doesn’t arrive as failure.

It arrives as smoothness.

Everything works. Deadlines are met. There are no complaints, no escalations, nothing that suggests strain.

Which is why it’s easy to miss.

For me, the realization didn’t come in the office.

It came from the hospital.

Because in clinical wards, we are trained to be suspicious of the wrong kind of calm. The patients who complain, who press the call button, who insist something feels off, they are still engaged. Their discomfort is visible. Their presence is undeniable.

The quiet ones are different.

The charts look stable. The numbers align. No alarms. No interruptions.

On paper, everything is fine.

Anyone who has worked enough night shifts knows that stability can lie.

A patient can look calm while their energy is draining. They stop asking for help, not because they’re better, but because they’re too tired to keep signaling that something is wrong.

The line on the monitor is still there.

It just loses its urgency.

That was the bridge I didn’t expect to make.

Because the same thing was happening to me at work.

I wasn’t silent. I spoke when spoken to. I delivered. I responded quickly. I handled what was given to me without escalation.

From the outside, everything looked under control.

That was the problem.

By smoothing every edge, I erased the evidence of effort. By absorbing every tension point, I removed the signals that something was heavy, complex, or unsustainable.

My work didn’t just get done.

It disappeared.

And then, during one promotion cycle, something small but sharp happened.

My name didn’t come up.

There was no dramatic rejection, no difficult conversation. Just a meeting I wasn’t in, a decision I heard about afterward. The feedback, when it came, was polite and almost kind, reliable, collaborative, and consistent.

Words that felt good in isolation.

They didn’t move anything.

The role went to someone else. Someone who, on paper, wasn’t that different from me. She had made herself visible in ways I hadn’t. She spoke early in meetings. She disagreed without cushioning it into something harmless.

She said no, sometimes.

And didn’t rush to explain it away.

I had been present in almost everything.

She had been remembered.

For a long time, I believed that effort would translate. That if I was dependable enough, helpful enough, consistent enough, something would eventually shift in my direction.

It is an easy belief to hold.

Because it allows you to keep going without questioning the pattern.

Workplaces don’t just reward effort. They respond to signals: who takes ownership, who sets direction, who is willing to stand by a decision when it becomes uncomfortable.

And likability, on its own, doesn’t always communicate that.

It creates ease. It makes collaboration smoother. It reduces resistance in the moment.

It doesn’t always carry weight when something bigger is being decided.

That’s where the internal conflict begins.

You start to feel it in small moments.

This sounds too direct.
They’re going to think you’re difficult.
Just soften it, it’s easier.

And so you soften it.

You adjust.

You keep things pleasant.

Nothing breaks.

Nothing shifts either.

The shift didn’t begin with a big realization.

It started with something smaller.

An email draft that made me pause.

“Hi, sorry to bother you, just a quick thought, but I was wondering if maybe we could consider adjusting the timeline slightly? Totally understand if not.”

I stared at it longer than necessary.

It wasn’t wrong. It was polite. Careful. It would probably get the job done.

It didn’t sound like someone making a recommendation.

It sounded like someone asking for permission to have one.

So I rewrote it.

“I recommend we adjust the timeline by two days to account for current dependencies.”

That was it.

No apology. No soft landing at the end.

My hand hovered over the trackpad for a second.

I could feel that familiar tension rise, the urge to add something, anything, to make it feel less exposed.

This is too blunt.
You should fix it.
Add something softer.

I didn’t.

I clicked send.

And then I waited, half expecting some kind of reaction.

Nothing happened.

No one commented on the tone. No one asked me to soften it.

The conversation moved forward, cleaner than usual, without the extra back-and-forth that normally follows overly careful language.

That was the part I couldn’t ignore.

Not that it worked.

But that it worked without all the extra effort I had been layering on for years.

I had mistaken smoothness for professionalism; the ability to move through complexity without creating visible friction, to adapt quickly, to take on what was needed without requiring adjustment from others.

It felt like competence.

Competence, when it stays quiet long enough, becomes difficult to see.

Real work, the kind that shifts direction, rarely happens in perfectly smooth conditions.

It happens when priorities collide. When trade-offs are named out loud. When someone is willing to let a little tension sit in the room long enough for something clearer to emerge.

That part is uncomfortable.

It always is.

Avoiding it entirely has its own consequences.

There was no dramatic turning point.

No moment where everything changed.

Just a pause.

The next time a request came in, “Can you take this on?”, I didn’t answer immediately. I let it sit for a few seconds longer than usual. Long enough to feel the reflex kick in.

Just say yes. It’s faster.

And then, underneath it:

Do you actually have to?

It wasn’t a powerful moment. It didn’t feel decisive.

It just felt unfamiliar.

Sometimes, I still said yes.

Now there was a small space before it happened.

A gap I hadn’t noticed before.

For a long time, I told myself this was just who I was.

Helpful. Adaptable. Easy to work with.

Maybe that was true.

It was also shaping things I didn’t notice at first.

Late evenings that felt normal. Ideas that stayed half-formed because I let the conversation move on. Decisions that happened somewhere else, without me.

Nothing dramatic.

No single mistake.

Just a pattern that kept repeating itself quietly enough to feel inevitable.

What I had been calling “being nice” was, in many ways, a way of staying inside the system without disturbing it. It kept things smooth. It kept relationships intact. It made me easy to rely on.

It also made me predictable in a way I hadn’t intended.

And predictability, over time, has its own consequences.

Not loud ones.

Subtle ones.

The kind you only notice when you start asking a different question.

Not whether people enjoy working with you.

But whether they would hesitate, even briefly, if you stopped saying yes.

Nice Girl Syndrome: The High Price of Saying Yes was originally published in Code Like A Girl on Medium, where people are continuing the conversation by highlighting and responding to this story.

(Toronto, ON – April 27, 2026) — As business leaders from across the province gathered for the 2026 Ontario Chamber of Commerce (OCC) AGM and Convention under the theme “Ontario Connected: Business Without Barriers,” a clear message emerged: the recent expansion of U.S. Section 232 tariffs is putting jobs, investment, and integrated supply chains at risk in Ontario, and across the binational Great Lakes region.

The recent expansion of U.S. duties to the entire value of steel, aluminum, copper and derivative products – not just the metal content – poses an immediate risk to 15,000 jobs in southwestern Ontario alone, and thousands more in manufacturing supply chains across the province and in U.S. states.

“After a year in which tariffs devastated manufacturing in both Canada and the U.S., this new measure throws another wrench in the engine of the North American economy,” said Daniel Tisch, President and CEO of the Ontario Chamber of Commerce. “These tariffs are not well-understood, and that’s why Ontario businesses are sounding the alarm. Without swift relief, orders will vanish, investments will be shelved, and good jobs will be lost.”

For many businesses, the strain is already visible. Companies report absorbing sudden cost increases, losing long-standing U.S. customers, and delaying or cancelling expansion plans. Some are scaling back production or pausing hiring decisions.

“Businesses need two things from governments right now: relief and resolution,” Tisch added. “In the short term, that means reinstating remissions and providing targeted cash-flow support. But we also need a durable fix, one that’s negotiated between the two nations. If we get this wrong, we’re not just hurting Ontario, we’re undermining North America’s competitive edge.”

As Canada and the United States prepare for the upcoming CUSMA review, Ontario’s business community is united in its message: protect what works, fix what doesn’t, and remove barriers that put jobs and communities at risk.

“Our Chamber supports the call from the federal and provincial governments to support business sectors that are being impacted unfairly targeted by Trump’s ridiculous tariffs. Support is needed now to help these sectors and their businesses get through this period of crisis before the CUSMA negotiations start. We cannot wait for the US midterm elections or a return to sanity in the White House. Action is required now, and we have full confidence that Canada and Ontario will step up again.”

— Ian McLean, President and CEO, The Greater KW Chamber of Commerce

Credit: Businesses Call for Urgent Action on Expanded U.S. Tariffs at Ontario Chamber AGM | OCC

The post Businesses Call for Urgent Action on Expanded U.S. Tariffs at Ontario Chamber AGM appeared first on Greater KW Chamber of Commerce.

Raymond, J., Therrien, R., Gosselin, L., & Lefebvre, R. (2011). Numerical simulation of geothermal energy transfer beneath exothermic waste rock piles. HVAC&R Research, 17(6), 1115–1128. doi.org/10.1080/10789669.2011.589747

“HydroGeoSphere was developed to simulate subsurface fluid flow and mass transfer in the context of hydrogeological applications, but it can also be used to simulate ground coupled heat pump systems, thus helping to bridge the gap between mechanical and geological engineers”

CLICK HERE TO READ THE ARTICLE.

Fig. 2. Finite-element mesh used for a system: (a) without a waste rock pile and (b) with a waste rock pile. The vertical cross- section shows the model sub-domains, the location of the ground heat exchanger, and the position of inactive elements. 

This publication, co-authored by Jasmin Raymond, René Therrien, Louis Gosselin, and René Lefebvre, which investigates how geothermal energy can be harnessed beneath exothermic waste rock piles to improve the performance of ground-coupled heat pump systems. This study leverages HydroGeoSphere (HGS) to simulate coupled subsurface fluid flow and heat transfer, addressing long-standing challenges in quantifying how enhanced subsurface temperatures generated by sulfide mineral oxidation can reduce the required length and number of ground heat exchangers.

Traditional design of ground-coupled heat pump systems often assumes relatively low and uniform subsurface temperatures, which can drive up installation costs by requiring longer boreholes and more exchangers to meet heating loads. In mining environments, however, oxidation of sulfide minerals within waste rock piles produces significant heat that elevates subsurface temperatures for decades. By using HGS to represent subsurface heterogeneity, geothermal gradients, and internal heat generation, this research moves beyond analytical line-source approaches to provide a physically consistent representation of heat transport in complex geological settings.

The study applied the HGS model to the South Dump waste rock pile at the Doyon Mine in Abitibi, Québec, simulating heat exchanger performance under multiple installation scenarios, including systems located outside the pile, at its toe, and beneath the waste rock. Results showed that systems positioned in the waste rock environment maintained higher minimum outlet temperatures and could operate with substantially fewer boreholes. Depending on location, the required number of boreholes was reduced by 15% to 46% compared to an equivalent system in undisturbed ground, while still meeting design temperature thresholds.

Fig. 8. Simulated outlet temperature for a ground heat exchanger located in a subsurface: (a) without a waste pile, (b) at the toe of the waste pile, (c) 25 m (82.0 ft) away from the waste pile, and (d) 25 m (82.0 ft) inside the waste pile. The simulations conducted with a waste pile are for an un-remediated scenario. The building loads assigned to the exchanger are distributed over 13 boreholes. 

Key findings demonstrated that the migration of heat generated by mineral oxidation not only improves system efficiency but also sustains performance over long-term operation. Simulations over a 25-year period showed that outlet temperatures remained stable or increased with time, even under scenarios where the waste rock pile was remediated to limit oxygen and water inflow. This highlights the robustness of geothermal energy extraction in dynamic mining environments.

HydroGeoSphere proved essential in enabling this work due to its ability to simulate three-dimensional groundwater flow and heat transfer through heterogeneous materials, explicitly accounting for conduction, convection, and mechanical heat dispersion. By resolving how heat moves through layered waste rock, overburden, and host rock, HGS provided the physical basis to evaluate optimal exchanger placement and long-term energy performance.

This research provides critical insights for geothermal energy development and sustainable mining practices, showing that advanced, physics-based modelling approaches like HydroGeoSphere can unlock non-traditional geothermal resources. By demonstrating the feasibility of extracting energy from exothermic waste rock piles, the study paves the way for more efficient heating and cooling solutions for mine sites and nearby communities.

Abstract:

The installation of a ground coupled heat pump system can be expensive because it requires the drilling of boreholes to install ground heat exchangers. The cost of a system can be reduced by decreasing the total heat exchanger length or the number of boreholes, which depends, among other factors, on the ambient subsurface temperature. Systems designed according to heating loads therefore require fewer heat exchangers for higher subsurface temperatures. At open pit mines, where waste rock is accumulated in piles, exothermic oxidation of sulfide minerals within the piles can increase subsurface temperatures. To investigate the potential reduction in borehole length resulting from increased subsurface temperatures, heat transfer associated to a vertical ground heat exchanger installed beneath a waste pile was simulated with a numerical model. The physical characteristics of the pile are based on those of the South Dump waste rock pile of the Doyon Mine in Abitibi, Québec, Canada. Optimization of the heating loads assigned to the exchanger shows that the borehole length required for a given building can be reduced by 15% to 46%, depending on the location of the system relative to the waste rock pile.

CLICK HERE TO READ THE ARTICLE.

Team KW Granite (Hamilton) won the C Division with a tightly fought 6-5 win over the Kincardine CC Team (Devine).

The team was Zoey Hamilton, Skip, Marko Krstic, Vice, Janna Hamilton, Second, and Ari Chand, Lead and Will Hamilton, Coach. These are all home-grown KWG members that started off in our Little Rock Program, and are now playing in the Sunday Junior Program. A great time was had by all!

♦
Pictured are Ari Chand, Janna Hamilton, Marko Krstic, Zoey Hamilton, and coach, Will Hamilton.

Congratulations to Granite's Team Owen MacTavish on winning the inaugural U15 Provincial Championships! The team went 7-0 against a field of 46 teams from across Ontario to capture Gold in Guelph.

Congratulations also to Granite's Nathan Shapiro, Ben Shapiro, Luca Macbride Smith and Carol Zhang who advanced to the U15 quarter finals!

♦

Pictured are Owen MacTavish, Trent Newport, Jack Steski and Jackson Purvis.

♦

What have I have up to? There’s been some waiting, there’s been some doing, there’s been some not-doing, there’s been enough disciplined activity to justify small treats given to myself (take-out coffee, meeting friends for breakfast).

BEGIN is temporarily quiet. I am planning to read the manuscript out loud in June, as my editor has recommend, to listen for clashes, awkwardnesses, redundancies, overuse of favourite words, etc.

Meanwhile, I am writing essays and poems, personal essays paired with poems, a project that came and found me, not the other way around, so I’m honouring this unexpected discovery with my attention. I visited a writing group earlier this month week, and on Saturday I’m visiting a book club. In May, I plan to travel to Chicago with one of my children who is presenting an academic paper and speaking on a panel (at a Medieval Studies conference). Also in May, I plan to complete certification in Conflict Management and Mediation. What will I do with this certification, how might it be applied? Good question. Are you looking for a coach in your creative life? Maybe something like that. In other news, though it feels tentative, like it could be taken away by impossible-to-square circumstances, I’m starting an MA in Theology, Spiritual Care and Psychotherapy this fall. (My second attempt to do this degree; when I tried in 2018, life got the better of me, and I dropped out before classes had even begun.)

Meanwhile, I am thinking about being this age, and being this person who genuinely enjoys looking after other people. The caregiver role has at times subsumed my identify. During early motherhood, it was (almost) all I wanted to do. (The ambition and discipline to write was threaded in there too.) Now my care turns in the other direction, toward my elders, and again, I recognize that my identity could be subsumed. In recent months, it has felt like I’m sleepwalking, accumulating responsibilities without noticing, till suddenly I’m so tired and sad it feels impossible to continue. This is true. Not all the time, but at least some of the time. I recognize the warning signs. I don’t want to discover myself having sleep-walked into numbness, or resentment, drained of my spark, estranged from my self.

So I’m trying to make a few changes, make decisions that are choices rather than things that just happen, as if I were a passive observer in my own life. Which I’m not. Isn’t it funny, though, how our minds can set traps for us? My own traps usually relate to control, to wanting to be in charge or in the know, when I could just … just … let go, let be. Am I doing this because I want to, or because I believe I should? That’s a good question to ask when I’m stuck in a trap of my own making. What’s this feeling? I sometimes ask too. Where are you feeling it? What’s happened recently that might have knocked up against a tender spot, a fear, a pain that wants to be noticed?

Am I doing this because I want to?

How do you know what you want, really? This question is a challenge, I hardly know how to reply. I like making others happy. I value and prioritize relationships. I know this requires thought and planning, attention, time, energy, and also enough self-awareness to respect my own needs. I need solitary time, rest, intense physical exertion. (But is a need the same as a want?) I could, I can, set aside my own needs for someone else’s. That could, that can, be what I actually really want. How am I to know for sure? It pains me to see people I love struggling or suffering, it cheers me to ease their burdens, if I can.

There are too many layers here to sort into a coherent blog post. Ergo, essays and poems.

Here’s today’s “circle poem.”

Steal your own wealth

 

Sunshine here across the page

The shadow does not look the same

What put that shame into you, where did it come from?

 

We lived there.

 

It passed down through us like light

but poisoned, saying, you are bad

 

Child in the world

Obvious wound, evidence

Hide or pretend, cover yourself

 

All these coverings

When everyone, most everyone, yearns

Imagine turning

 

What would that say?

Shine this quiet light on it.

Heal.

xo, Carrie

 Obviously I can't include everybody. One obvious voice who is still going strong from his moving to Elmira in the mid to late 1990s is Dr. Henry Regier who was mentioned in last Saturday's Blog posting. Another name which I've seen recently in some old newspaper clippings is Dr. Murray Haight who was involved both with CEAC (Citizens Environmental Advisory Committee) as well as assisting the MOE with matters at Uniroyal Chemical I believe mostly in the 1990s although it could have been longer. 

Esther advised both citizens and the Environmental Appeal Board (EAB) in 1990 or 91 about conditions here in Elmira possibly for many decades prior to the start of the 1989 Elmira Water Crisis. She also advised that Uniroyal's fumigations in the old days were so severe that they even sent employees such as her husband Ed home from work (Roxton Furniture) for the day.

Ken Reger had worked for several years at Uniroyal Chemical and he too testified at the EAB as to what he saw both at work and in the Elmira area including wildlife suffering from the effects of Uniroyal's environmental negligence. This included muskrats, groundhogs, carp and others. He referenced the old municipal damp (M2) on the Uniroyal property which had both barrels and likely dioxins in it from the company. 

Susan Rupert, co-founder of APTE with Sandra Bray and Esther Thur, got right to the heart of the matter asking the EAB to expedite Uniroyal at least starting the process to remediate all the damage they had caused. She would be appalled to know today that not one shovelful of downstream contaminated sediments, creekbank soils or floodplain soils has been removed to date and in fact the company have played the cleanup game to the point of buying a Risk Assessment that had the brass and nerve to suggest that there are no unacceptable downstream risks. Likely it is true that the bought and paid for bureaucrats and other alleged "experts" who will never live or work along the downstream Creek feel no "unacceptable" risks to themselves or their families.    

The Canadian Mental Health Association, Ottawa Branch (CMHA Ottawa), is a community-based non-profit organization that supports individuals living with serious mental health challenges and substance use issues. Many of the people we serve are also experiencing homelessness or housing instability. Through evidence-based and recovery-oriented services, CMHA Ottawa works to improve access to care, strengthen community supports, and promote long-term wellbeing.

CMHA Ottawa is seeking two to three volunteer Directors to join its Board of Directors for a three-year term from June 2026 to June 2029. Successful candidates will be presented for confirmation at the Annual General Meeting in June 2026.

This recruitment is intentionally targeted. Based on a recent Board skills assessment and upcoming Board transitions, the Nominations & Recruitment Committee has identified specific priority areas where additional expertise is needed to strengthen Board governance and oversight.

The Board is primarily seeking candidates with experience in the following areas, listed in order of priority:

•  Quality and Performance Management

Experience in organizational performance oversight, outcomes measurement, continuous quality improvement, accreditation processes, or governance-level monitoring of effectiveness and results. Candidates who bring a strong understanding of how Boards use data, indicators, and evidence to support accountability and strategic decision-making are of particular interest.

•  Legal Expertise

Experience in law relevant to nonprofit or public sector governance, including areas such as regulatory compliance, risk management, privacy, policy interpretation, or fiduciary responsibility. The Board is seeking to strengthen legal governance capacity and ensure appropriate depth and continuity of legal expertise at the Board table.

• Mental Health Services

Professional or system-level experience in mental health services, policy, delivery, or lived-experience-informed leadership. As Board Members with deep sector experience are completing their terms, reinforcing this perspective remains an important consideration in this recruitment.

In addition to the priority expertise outlined above, CMHA Ottawa is committed to strengthening Board composition through:

• Francophone representation, to support bilingual governance and reflect the linguistic diversity of the community served.
• Cultural Diversity and Other Familial Cultural Diversity, to enhance the Board’s understanding of diverse community experiences and perspectives.
• Digital, technology, or innovation experience in health, social services, or nonprofit environments may be considered an asset, though it is not a primary focus for this recruitment cycle.

The Board of Directors is policy-focused and operates under a results-based governance model. Directors are responsible for setting strategic direction, establishing governance policies, overseeing organizational performance, and ensuring accountability to the community served. Board Members do not participate in day-to-day operations.

Board Members are expected to attend meetings regularly, prepare in advance, participate constructively in discussions, serve on Committees or Working Groups as required, uphold confidentiality and conflict-of-interest standards, and act in the best interests of the organization.

The Board meets approximately nine times per year, typically once per month in the evening, with no meetings in July, August, or December. Meetings are generally two to three hours in length and are primarily in person, with virtual participation available when required. Committee or Working Group meetings are held virtually, usually once per month, and last approximately one hour.

📍 Office Location: Suite 301, 311 McArthur Ave., Ottawa, ON

Selected candidates will be required to complete a criminal record check and vulnerable sector check, as well as annual governance and conflict-of-interest attestations, consistent with Board policy.

CMHA Ottawa is committed to building a Board that reflects the diversity of the community it serves. Applications are encouraged from individuals of all backgrounds, including people from diverse cultural and linguistic communities, persons with disabilities, individuals with lived experience of mental health or substance use challenges, family members, 2SLGBTQIA+ individuals, and Indigenous Peoples.

Accommodations are available at all stages of the recruitment process upon request.

Interested candidates are invited to submit a resume to:

Eric Lalonde
Canadian Mental Health Association – Ottawa Branch
📧Email: elalonde@cmhaottawa.ca
🗓️Closing date: May 29th, 2026, at 3:00PM (EDT)

The posting will remain open until late May 2026 or until suitable candidates are identified.

We thank all applicants for their interest. Only those selected for an interview will be contacted.

The post Canadian Mental Health Association appeared first on Capacity Canada.

One of the best things about living in Kitchener-Waterloo? You’re never far from a change of scenery. Within an hour’s drive, you can go from city streets to riverside patios, scenic trails, charming small towns, and even beachy escapes.

Whether you’re planning a spontaneous Saturday outing or a relaxing overnight stay, here are some of the best spring and summer getaways just a short drive from KW.

Often called Ontario’s most beautiful village, Elora is a go-to for locals craving nature and charm.

Why people love it:
The dramatic limestone cliffs of the Elora Gorge and the turquoise waters make it feel like a mini getaway without the long drive.

Things to do:

• Hike the gorge trails or go tubing in the summer
• Swim at the Elora Quarry
• Browse art galleries and boutiques along Mill Street

Where to stay:

• Elora Mill Hotel & Spa is a luxury riverside stay with incredible views

Where to eat:

• The Evelyn Restaurant offers elevated dining with a cozy vibe
• Elora Brewing Company is a casual, local favourite
• Discover all the great dining options here.

Fun fact: The Elora Gorge, or “Ontario’s Grand Canyon”, is about 22 metres deep, carved by the Grand River over thousands of years.

Just minutes from the city, St. Jacobs offers a completely different pace of life.

Why people love it:
It blends Mennonite heritage with modern shops and food, plus it’s home to Canada’s largest year-round farmers’ market.

Things to do:

• Wander the St. Jacobs Farmers’ Market
• Shop local boutiques and artisan stores
• Ride the Waterloo Central Railway

Where to stay:

It’s so close that you don’t need to stay over! Out-of-towners can check into:

• Hotel 52
• Courtyard by Marriott
• The Blue Bruce
• Hampton Inn
• Homewood Suites
• See all accommodations here.

Where to eat:

• Stockyards Brewing is a new Brew Hall open in St. Jacobs
• Jacob’s Grill offers classic comfort food
• Stone Crock Bakery is a great place to grab some delicious treats
• Jack’s Family Restaurant serves a wide variety of food for the whole family
• Block Three Brewing Company doesn’t serve food, but they’re definitely pouring great beer.

Fun fact: You’ll often see traditional horse-and-buggy transportation still in use by Old Order Mennonites.

Elegant and walkable, Stratford is perfect for a cultured day trip or overnight escape.

Why people love it:
It’s home to the world-renowned Stratford Festival and a thriving food scene.

Things to do:

• Catch a show at the Stratford Festival
• Walk along the Avon River (yes, there are swans!)
• Explore boutique shops and culinary trails

Where to stay:

With many people visiting Stratford for the theatre, there are lots of accommodation options. From bed and breakfasts to hotels and apartments, or houses, there’s something for everyone.

Plan your stay here.

Where to eat:

See a map of all your dining options in Stratford.

• The Prune Restaurant is a farm-to-table favourite
• Rheo Thompson Candies is definitely a must for sweets

Fun fact: Stratford’s theatre scene draws visitors from around the world each year.

Nicknamed “the prettiest little town in Canada,” Paris is a riverside gem.

Why people love it:
Cobblestone-style buildings, scenic river views, and a laid-back vibe make it ideal for slow weekends.

Things to do:

• Paddle or kayak along the Grand River
• Walk the downtown and riverside trails
• Snap photos at the iconic bridges

Where to stay:

• The Arlington Hotel offers boutique charm in the heart of town

Where to eat:

• Visit Stillwaters Plate & Pour for riverside dining
• Capeesh Kitchen & Cellar serves Italian-inspired eats
• Discover all dining options here.

Fun fact: Paris is built at the meeting point of the Grand and Nith Rivers, giving it its signature views.

For a quick city escape, Guelph blends urban energy with nature.

Why people love it:
It’s vibrant but relaxed with great food, trails, and a strong local culture.

Things to do:

• Visit the University of Guelph Arboretum
• Explore downtown shops and cafés
• Walk along the Speed River trails

Where to stay:

• A piece of history, the Albion is a boutique feel in a central location.

Where to eat:

• For a locally-sourced menu, Borealis Grille & Bar
• For cozy and casual, The Wooly Pub
• Discover all dining options here.

Fun fact: Guelph is known as “The Royal City,” named after the British royal family.

If you’re craving pure outdoor time, there are incredible options nearby:

• Rockwood Conservation Area | Caves, cliffs, and kayaking
• Kelso Conservation Area | Escarpment views and beach vibes
• Laurel Creek Conservation Area | Paddleboarding and swimming close to home
• Spencer Gorge Conservation Area | Waterfalls and scenic hikes

Living in Kitchener-Waterloo means you don’t have to travel far to feel like you’ve truly “gotten away.” From scenic gorges and riverside towns to markets, patios, and theatre, there’s something for every kind of summer day.

And honestly? These little escapes are part of what makes calling KW home so special.

Read: Liveability factors | What makes Kitchener-Waterloo so livable?

Century homes in Waterloo Region are full of character with tall ceilings, detailed trim, and timeless craftsmanship. But one common challenge many homeowners face is limited natural light. Smaller windows, compartmentalized layouts, and mature trees can make these homes feel darker than modern builds.

The good news? With thoughtful updates, you can dramatically increase natural light while preserving the charm that makes these homes so special.

In this article, we dive into:

• Why Natural Light Matters
• Key Benefits of Natural Light
• Tips to Boost Natural Light
• Why Century Homes Need Special Consideration
• Tips to Boost Natural Light In Century Homes
• Room-by-Room Tips to Maximize Natural Light
• Bigger Upgrades That Make a Difference

Natural light does more than just brighten a space. It transforms how a home feels and functions.

• Enhances Mood and Well-Being
  Sunlight has been shown to boost serotonin levels, helping improve mood, reduce stress, and create a more uplifting living environment, especially important during long Ontario winters.
  
• Makes Spaces Feel Larger
  Bright rooms feel more open and airy. Even smaller rooms in older homes can feel significantly more spacious with improved light flow.
  
• Improves Energy Efficiency
  Maximizing daylight reduces reliance on artificial lighting during the day and can even contribute to passive solar heating.
  
• Showcases Architectural Details
  Century homes often feature beautiful millwork, hardwood floors, and stained glass. Natural light highlights these features in a way artificial lighting simply can’t.

• Use mirrors strategically to reflect light into darker areas
• Choose light, neutral wall colours to amplify brightness
• Keep window coverings minimal or opt for sheer fabrics
• Trim back exterior landscaping that blocks sunlight

Century homes were designed in a very different era, before open-concept living and large-pane windows became the norm.

• Smaller, Fewer Windows
  Older construction methods and heating limitations meant windows were often smaller and less frequent.
  
• Compartmentalized Layouts
  Homes were designed with many separate rooms, which restricts how light travels through the space.
  
• Mature Surroundings
  Established neighbourhoods in Waterloo often include large trees and neighbouring homes that can limit sunlight.
  
• Preservation Considerations
  Many homeowners want to maintain original features, which can limit how dramatically you can alter windows or the structure.

• Restore and enlarge existing window openings where possible (while respecting the structure)
• Opt for historically appropriate window replacements with larger glass areas
• Consider interior transom windows above doors to allow light to flow between rooms
• Use glass-paneled or French doors to maintain separation without blocking light

• Swap heavy drapes for lighter fabrics or remove them entirely
• Arrange furniture to avoid blocking windows
• Add reflective surfaces like glass tables or metallic accents

• Replace upper cabinets with open shelving near windows
• Install a light-coloured backsplash to reflect sunlight
• Consider a skylight or solar tube if structural updates are possible

• These are often the darkest areas in century homes
• Add wall sconces combined with mirrors to amplify existing light
• Install interior glass panels or partial walls to borrow light from adjacent rooms

• Use soft, light bedding and wall colours to enhance brightness
• Keep window treatments simple and functional
• Position mirrors across from windows for maximum reflection

If you’re planning renovations, these larger changes can significantly impact natural light:

1. Open Up Key Sightlines
   Removing non-structural walls or widening doorways allows light to travel deeper into the home.
   
2. Add Skylights or Solar Tubes
   Perfect for bathrooms, hallways, and kitchens where traditional windows aren’t feasible.
   
3. Upgrade Windows Thoughtfully
   Modern energy-efficient windows with larger panes can dramatically increase light while maintaining comfort.
   
4. Install Glass Doors to Outdoor Spaces
   French or sliding doors can flood interiors with light while improving flow to patios or gardens.

Balancing Light with Character

The goal isn’t to modernize a century home beyond recognition; it’s to enhance what’s already there. Preserving original trim, stained glass, and architectural details while improving light creates a perfect blend of old and new.

Maximizing natural light in a century home in Waterloo is about working with the home’s history, not against it. Small changes like paint colours and window treatments can go a long way, while thoughtful renovations can completely transform how your home feels day to day.

Whether you’re preparing to sell or simply want to fall in love with your home all over again, increasing natural light is one of the most impactful upgrades you can make.

Currently by request I have forwarded Henry's latest report titled "A Road Not Yet Taken with Elmira's Contaminants" dated April 23, 2026 to both the Waterloo Region Record and the Woolwich Observer. Here right now I am merely going to describe some of Dr. Regier's ideas and suggestions, not reproduce his exact report without his express permission. Sorry about that but upon request I can always go to him and ask if I can provide the report to whomever asks for it. It is only six paragraphs on one page but it has a world of value in it.

 Dr. Regier refers to politicians solving problems by the Wand method which stands for Work Around with Non Disclosure. My interpretation is this basically means somewhat paying off victims of bad behaviour but on the understanding they keep their problem and solution to themselves. Now at the same time Dr. Regier suggests that there were formal mechanisms set up through the GLWQA (Great Lakes Water Quality Agreements) to address contamination affecting the Great Lakes. These mechanisms included Areas of Concern (AOC) and Remedial Action Plans (RAP).

Strangely enough at the very same time I am wondering about a bit of a coincidence.  Just today I have been approached on a matter dealing with who and how has the Elmira remediation been undertaken. Basically a little bit similar to Dr. Regier's title of "A Road Not Yet Taken with Elmira's Contaminants".  Dr. Regier does however refer to Elmira's version of a Public Advisory Committee as a deplorably weak version of a RAP process. He also takes a shot at local (Elmira) polluters and their enablers by suggesting that avoiding the GLWQA  RAP method was a major success for them. 

Dr. Regier ends on a hopeful note by suggesting that even now it is not too late for Elmirans to change roads and get onto the GLWQA route with their specific RAP methodologies.

.  

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We’re pleased to share Capacity Canada’s 2025 Annual Report – a reflection on a year defined by courage, collaboration, and navigating change alongside Nonprofit leaders across Canada.

Inside, you’ll find stories of boards and leaders strengthening governance, embracing innovation, and building organizational capacity in a time of growing complexity. From MatchBoard and Board Governance BootCamp to ModernBoard, CEO Peer Groups, Creative Day for Social Good, and community partnerships, the report highlights the people, ideas, and learning that shaped our work this past year.

We invite you to explore the report online and see how, together, we are supporting courageous leadership and inclusive communities that excel.

Click here to read the 2025 Annual Report Online

With gratitude,

Cathy Brothers

CEO, Capacity Canada

cathy@capacitycanada.ca

♦

The post Introducing Capacity Canada’s 2025 Annual Report appeared first on Capacity Canada.

Outside the March (OtM) is Canada’s leading immersive theatre company. We create unforgettable encounters which redefine theatre for a new generation of audiences. Our experiences are communal, site-engaged, and fuse the epic with the intimate. Since our founding in 2010, we have produced over 25 critically acclaimed and award-winning immersive experiences, including Jerusalem, The Flick and Terminus and World Premieres of Performance Review, Rainbow on Mars, No Save Points, The Tape Escape, Vitals, Lessons in Temperament, and the international COVID-era breakout success The Ministry of Mundane Mysteries.

We’ve developed a signature artistic practice and an audience base that unites hardcore theatre lovers with the newly-initiated. We’ve invited audiences to play with us in a Parkdale kindergarten classroom, venture to Roncesvalles on an EMS call, follow a piano-tuner into living rooms across the city, infuse a Davisville funeral home with love, and unlock mysteries in a beloved Annex VHS video store. A typical season involves two productions and a variety of ancillary and auxiliary programming. Over the past decade, our work has been recognized with 14 Toronto Theatre Critics Awards, 11 Dora Awards, and has toured across Canada, as well as to New York and London.

OtM is a not-for-profit organization and registered charity supported by city, provincial and federal funding, other sources of private funds and grants, corporate sponsorship, and a dedicated and growing group of individual supporters. OtM is led by award-winning founding Artistic Director Mitchell Cushman, Artistic Producer Lucy Coren and Managing Director Laura McCallum. The three leaders manage a team of six full-time and part-time staff members across administrative and artistic roles.

In 2023, OtM embarked on a new five year strategic plan, through which the company deepened its focus on finding the hidden theatrical potential and unexpected joy in the world around us, forging stronger relationships between artists, collaborators, audiences, our neighbours in Toronto, and the land we share stories on, and building a sustainable future for the organization and its growing team.

In 2025, OtM publicly launched Outfit the March – a unique Bricks-and-Mortarless capital campaign, through which the company is obtaining all of the equipment and infrastructure needed to turn any space in the city into a temporary theatre. Thanks in part to a $500,000 anchor gift from the Hilary and Galen Weston Foundation, OtM has currently raised $1.2 million towards this campaign, 70% of its total goal of $1.7 million.

OtM currently has a dedicated nine-member volunteer Board of Directors (with the capacity to expand to 12-members) with experience spanning corporate and entertainment law, film and television financing and production, corporate development, start-ups, programming, HR, government relations, and corporate governance.

As the company evolves, so too does the Board. With a next stage of growth on the horizon, OtM is looking to recruit additional Board members to join the pursuit of equitable community practices, sustainable growth, maturity, focus, and artistic innovation.

The below broadly sets out the role of the Board and the capabilities the company is currently targeting.

The Board is responsible for the governance and financial oversight of the company as well as providing strategic guidance, supporting the tri-leadership team, and providing general support to the core team and organization. Fundraising is also a key role of the Board.

Board members are expected to have a passion for the performing arts or cultural sector more broadly, community building, outside-the-box thinking, equity and inclusion, collaboration, and an energy and desire to help the company grow. Our core focus is on a balance of skills, resources, and energies in building this company for its future.

There are currently three Board Committees: 1) Human Resources, 2) Fundraising, and 3) Board Recruitment.

Board members are expected to prepare for and attend six regularly scheduled Board meetings throughout the year (typically 1.5 – 2 hours in duration), as well as others on an as-needed basis (strategic planning sessions, committee meetings, etc.).

When needed, Board members are also expected to participate in special committees and assist in executing committee work and other special projects as required.

The Board is expected to attend the company’s performances, fundraising or other company-related events.

OtM Board members serve as proud ambassadors of the company’s work, team, values, and mission in the community.

The company values a broad set of capabilities and skills and is open to applications from individuals with a range of experiences. The priority areas for the Company are:

1. Fundraising and/or corporate giving in a non-profit or for-profit environment. We are placing particular emphasis on this skill set given the Company’s current Outfit the March campaign, the largest fundraising campaign it has undertaken.
2. Experience in / proximity to industries which may provide opportunity to explore new business relationships for our company (i.e. digital media, corporate team building, education, events)
3. Finance and/or accounting (optional financial designation such as CPA/CA)

We believe these skills can be developed in and illustrated by a broad range of professional, personal, and general life experiences. If you believe that your life experiences (immigration, single parenting, neighbourhood-building, etc.) would be an asset to the board equal to or above your professional ones, we too will value them in this way.

OtM is highly focused on and committed to making our organization reflective of the diverse city in which we operate. We are therefore highlighting diversity as a key component of our Board recruitment process. Candidates from all backgrounds and walks of life are welcome.

OtM Board members serve a 1-year renewable term on a volunteer basis.

Interested candidates should apply by submitting a cover letter (1-2 pages) as well as a resume detailing relevant experience by May 1, 2026. Please name your file attachments with your first and last name.

Submissions or any questions about the opportunity should be made to applications@outsidethemarch.ca

Outside the March is committed to reflecting the diversity of our community and our country. As an equal opportunity employer, we welcome and encourage submissions from individuals of all genders, cultures, ethnicities, sexual orientations, and abilities. We encourage applications from those who identify as Indigenous, Black, People of Colour, Trans, Nonbinary, Queer, Disabled and intersections of those identities, and we encourage applicants to self-identify in their applications.

Outside the March makes theatre on Turtle Island, the Land we are on, also known by many other names. We are specifically based in the Land known as Toronto, or Tkaronto, which includes the traditional territory of the Anishinaabeg, Cree, the Wendat, Haudenosaunee, the Mississaugas of the Credit First Nation, and is now home to many diverse First Nations, Inuit and Métis people.

The post Outside the March appeared first on Capacity Canada.

TRAC is the result of a thirty year metamorphosis (1992-2022) of public consultation from a citizen run, citizen oriented, open to all interested parties and individuals to a polluter/politician totally controlled and membership vetted body whose real purpose is to restore credibility and trust to a grossly broken system. That system not only includes an underfunded MOE/MECP, a series of corporate successors to Uniroyal Chemical but also political aberrations of democracy from the municipal, regional, provincial and federal levels. Imagine what used to be a town council monopolized by Uniroyal Chemical employees who used to decide which local industries were approved for industrial disposal in old fashioned dumps without any  modern leachate controls or even normal restrictions on chemical and toxic wastes. Normal restrictions that is for landfills/dumps located appropriately away from residents much less located right here in town (i.e. M1, M2, First St. Landfill, Bolender Landfill etc.).

This metamorphosis has been partially successful simply due to the time involved.  Most citizens have jobs, families and homes as the major part of their responsibilities.  Hence having anyone still actively involved for nearly thirty-seven years is almost unheard of.  There is only one such who has not been the recipient of various forms of consideration including permanent guaranteed lifetime attendance at both private and public meetings and that is myself. Other forms of consideration include editing work from Conestoga Rovers (Uniroyal consultants) and or in the case of a former councillor, expense paid trips around North America to attend conferences for which she was and is totally unqualified for.   

I must add that there have been and still are local Canadian citizens residing here in Elmira and nearby who contributed greatly in years past. Some of them still contribute as they are able and thank goodness for that. Like myself, those who have paid attention, are appalled by what passes for public consultation today.  Woolwich Township are in total control of the process with the responsible polluter (Lanxess Canada) being their only source of information and data. Well to be correct Lanxess and their various client driven consultants such as GHD and WSP. All reports, all data, all speakers are at the choice of Woolwich Township. Yes this is the same political body who sat back for decades and said and did mostly nothing as Uniroyal Chemical turned our Creek into a sewer and poisoned their residents with grossly contaminated water all the time denying there was a problem. 

Can you imagine if I was allowed to speak to either Council or TRAC for even 5% of the time that is allotted to Lanxess, the MECP or GHD?  Can you imagine if other citizens not affiliated with TRAC or Woolwich were given even an hour or two to speak publicly to either body? Nor can I because currently we aren't even allowed to so much as ask a simple question at a public TRAC meeting. I live here and I pay taxes and I find your deference and one sided protection of the polluter from criticism to be dishonest, cowardly and contemptible. 

Volunteers play an essential role in creating a welcoming and connected community at KW Habilitation. During National Volunteer Week, we are proud to recognize the people who give their time and energy to help others feel supported from the moment they walk through the door.

Today, we are celebrating Jacquie Johnson, a long term volunteer at the welcome desk in our main building.

♦Jacquie has volunteered at the KW Habilitation welcome desk once a week for the past ten years. She enjoys being around friendly people and says she likes everyone she works with at the welcome desk. For Jacquie, being part of a positive and welcoming team is what makes the experience meaningful.

One of her favourite parts of volunteering is answering the phone. It gives her the chance to help people directly and be part of what keeps the building running smoothly. She describes volunteering as exciting and says she likes feeling like part of the team.

Outside of volunteering, Jacquie keeps busy. She enjoys playing sports and has spent over 20 years working in the restaurant industry. During COVID, her work hours were reduced, but she was called back once things reopened. Being asked to return meant a lot to her and reflected how much her work was valued there as well.

That same sense of belonging and appreciation carries through to her volunteer role at KW Habilitation. Her consistency, friendliness, and willingness to help make a difference every week.

We are grateful for Jacquie’s ten years of commitment and the warmth she brings to the welcome desk. Volunteers like Jacquie help ensure KW Habilitation remains a place where people feel comfortable, connected, and valued.

The post National Volunteer Week: Celebrating the People Who Make KW Habilitation Strong appeared first on KW Habilitation.

Oumar is in his second year of medical school at Queen’s University in Kingston, but he’s brought a little bit of House of Friendship with him.

As a child, Oumar and his family arrived in Canada, leaving Iraq just days before the American invasion in 2003. They had to leave everything behind and start over.

The support Oumar’s family received through House of Friendship’s programs at Courtland Shelley Community Centre made a huge difference, helping Oumar feel at home and accepted.

Oumar, who grew up with the support of House of Friendship programs at Courtland Shelley Community Centre, is in his second year of medical school at Queen’s University.

As a youth, Oumar started volunteering, handing out food and providing Arabic translation for community members. Later on, he led the Boys in Leadership program, mentoring young boys in the community and inspiring them to become leaders in their own community.

And now, as he navigates his training to become a doctor, he’s seeing just how much value his time at House of Friendship brings to the work he is doing.

“I remember working with a plastic surgeon in the clinic,” said Oumar. “One of his patients was actually an incarcerated person from one of the penitentiaries in Kingston. And what the doctor immediately did was, despite the fact that this person was in handcuffs, he still went to shake this person’s hand.”

This simple act of compassion reminded Oumar of House of Friendship. “Giving people courtesy and respect is so ingrained in the work I did at House of Friendship that it really translates to the work I’m doing now.”

Oumar said that on average, a doctor tends to interrupt a patient in the first 13 seconds of an exam. But when Oumar was part of Boys in Leadership, he learned to slow down and listen.

“You really have to listen to people, not just to even understand what’s happening to them, but to give them that time of day and to make them feel as though they are respected,” said Oumar. “I think it’s important, because no matter how busy your day is, if you hear your patients, you’re going to make a difference.”

Oumar credits the support he received through House of Friendship, along with the opportunities he had to volunteer and work in his own community, as important steps on his journey to medical school.

“This was always my dream,” said Oumar. “But there were times I was wondering how I was going to get there.

“Getting into medical school can be a rich person’s game, because you have more resources to go to school without having to work a part-time job, and then your grades are going to be higher. Some people can afford tutoring services and have connections to people who can help them get research projects.

“I didn’t have those things. I worked a job through high school and undergrad. But the volunteering I did, and the resources I had access to as a kid at Courtland Shelley, were beneficial.

“I think a big focus on my application was that there was a lot of volunteer work, and those were things that helped me get into my school.”

Thank you for your support of Neighbourhoods programs, ensuring that young men like Oumar get the help they need to pursue their dreams!

The post Bringing House of Friendship to Med School appeared first on House Of Friendship.

Just last week, I wrote about how Philz Coffee removed Pride flags from their shops to be more inclusive. That same day, Philz CEO Mahesh Sadarangani apologized and reversed the decision.

What stood out most was how it happened. According to San Francisco Pride leader Suzanne Ford, Sadarangani showed something not often seen from CEOs in moments like this: genuine humility. He reached out, listened, and understood that the issue wasn’t about optics. It was about whether queer people and the employees who support them feel safe and seen.

Ford also noted that he apologized not as a formality, but as someone who got it wrong and wanted to make it right.

It reminds me of a lesson from Ruchika T. Malhotra’s book Inclusion On Purpose: When someone shares a perspective different from your own, don’t mentally prepare your rebuttal. Stay present. Listen intently.

Let’s all listen to learn. And apologize sincerely when we get something wrong.

Share this action on Instagram, LinkedIn, or YouTube.

“How are you?” often gets one predictable answer: “Fine.”

That’s why workplace wellbeing expert Laura Putnam encourages leaders to ask deeper questions.

Instead of “How are you?”, Putnam recommends, “What is one thing on your plate right now that feels heavier than it should?” She adds, “You’ll be amazed at what opens up.”

I’d add another question from my book, Better Allies. Ask, “What’s one thing I could be doing differently to better support you or to create a more inclusive workplace?”

Then act on what you hear.

This week, President Trump celebrated the University of Georgia women’s tennis team for their recent championship win. But in the official photo, men connected to the athletic program stood front and center, while the women’s team was pushed to the back of its own celebration.

The message? The honorees were not the focal point.

As The Guardian pointed out, “The image drew comparisons to previous instances in which men have dominated photos at events focused on women’s issues.”

It serves as a good reminder for all of us. When celebrating someone’s work, make sure the spotlight stays on them.

In photos, in meetings, in announcements, and in everyday praise, let’s center the people we’re honoring.

After last week’s newsletter, a subscriber offered a helpful reframe of that survey by LeanIn that called women cautious for questioning AI’s accuracy.

Their point: reviewing outputs, catching errors, and ensuring AI tools work correctly are high-level leadership qualities and a gold standard. It’s the kind of behavior that should be modeled, amplified, and rewarded.

I love this perspective.

If your workplace is investing in AI, consider how to laud those who question the accuracy of the output. For example,

• Recognize people who validate outputs and catch mistakes.
• Add an expectation such as “ensures AI tools produce accurate, business-critical results” to job ladders.
• During project planning or debriefs, ask about AI checks and balances.
• Reward responsible use, not just enthusiastic use.

Sometimes allyship looks like noticing a small barrier and addressing it.

Subscriber Wendy McGill shared this recent example:

At an event, they noticed another attendee — using oxygen and a walker — struggling to use the foot-operated bin near the hot drinks station to dispose of a tea bag. Wendy first helped her, then asked the staff for an easier option.

By the next break, someone had placed a small bin on the counter.

Thank you, Wendy. What may have felt like a small act made the space easier for others to navigate. 🙏

I’ve heard similar stories from people who move shopping carts left in the access aisle beside accessible parking spaces. Each time, they help ensure the next person who needs room for a wheelchair ramp, lift, or mobility device can use the space safely.

Let’s all look for chances to make things easier for the people around us.

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

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

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

Copyright © 2026 Karen Catlin. All rights reserved.

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Listen to Learn, 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.

• What: Rally to Stop Hospital Privatization ♦
• When: Noon to 1:30pm on Saturday, 25 April 2026
• Where: Waterloo Public Square
• Location: 75 King Street South Map
• Online: waterloohealthcoalition.org/health-outcomes/updated-rally-agenda/
• Contact: waterlooregionhealthcoalition@gmail.com
• Phone: Jim Stewart +1‑519‑588‑5841

• Protest Start: 12:00 noon
• Opening Remarks and Introductions: 12:00 – 12:15, Jim Stewart, Chair WRHC
• Keynote Speaker: 12:15 – 12:30, Catherine Fife NDP MPP introduces Marit Stiles MPP and Leader of the Opposition
• Keynote Speaker: 12:30 – 12:45, Adil Shamji MPP and Liberal Health Critic
• Keynote Speaker: 12:45 – 13:00, Aislinn Clancy MPP, Green Party, Kitchener Centre
• Closing Remarks: 13:00 – 13:10, Jim Stewart

♦
Since the inception of public hospitals in Ontario, no government has undertaken privatization like this.

The Ford government has announced almost $300 million for 61 new private surgical and diagnostic clinics. By Ford’s own numbers, this will redirect 1.2 million patients away from public hospitals. This is truly unprecedented privatization of our public hospitals’ core services.

While pouring our public money into more expensive for-profit clinics and hospitals, our local public hospitals have been pushed into deficit by the Ford government.

This is the first in a series of protests across Ontario to send a clear message that we will not let them privatize our public hospitals. Experience shows, if we can mount enough pressure we can stop Ford’s privatization.

Our goal is to inspire 10,000 Ontarians to come out. Let’s make a show of opposition that is equal to the threat.

Everyone who can join in matters.

Please note that our protests against hospital privatization are separate from the Fight Ford protests that are not organized by us.

Stay tuned for dates & locations in the fall.

♦

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We are proud of the difference we make and we hope you are too. This work is only made possible by people who care like you. Please do become a member or donate. It matters!

If you can, please donate or become a member.

Ontario Health Coalition, PO Box 113, North York, Ontario, M3C 2R6 | T: +1‑416‑441‑2502

When: Saturday May 2nd, 3:30 – 5:00 pm

Meeting Point: 15 George Street, W-K Mennonite Church

Walk Leader: Kae Elgie

Riffing on the famous Jane Jacobs quote “Cities have the capability of providing something for everybody, only because, and only when, they are created by everybody” this Jane’s Walk asks: is the same true for neighbourhoods?

The 2001 Mary Allen Heritage Conservation District Study collected stories about the City Fathers [sic] and business people who lived in the area bounded by William, Willow, Union and King.

But what about the people who’ve made the current Mary Allen Neighbourhood … e.g. the people who turned the charred ruins of Eben Oliver Weber’s furniture factory into Mary Allen Park? the people who created Mary Allen’s Accessible Hallowe’en?

Come and share your Mary Allen stories!

Breaking the double standard of silence in a world built for the loudest voices.

I spent years believing that leadership was a performance, and I simply didn’t know the lines.

There was a meeting I still think about.

Everyone spoke quickly. Ideas overlapped. People interrupted without hesitation, not out of rudeness, but because that was the rhythm of the room. If you had something to say, you had to say it immediately — or risk losing the moment entirely.

I remember sitting there, listening.

Not because I didn’t have anything to add. I did. I just needed a second longer to process what was being said, to make sense of it before responding.

By the time I was ready, the conversation had already moved on.

So I stayed quiet.

For a moment, it felt like I had failed in a small, unspoken way. Like I had missed the exact window where I was supposed to prove I belonged there.

No one said anything. No one pointed it out.

But I noticed.

Everyone else seemed comfortable with the pace, with the expectation that being present meant being vocal. That leadership, in some form, looked like constant participation.

And I found myself wondering —

Is this actually leadership, or just the version of it we’ve all agreed to recognize?

Because if leadership is measured by how quickly you respond, how often you speak, how easily you take up space, then people like me will always look like we’re falling behind.

Even when we’re not.

We don’t learn this definition of leadership explicitly.

It’s not written down anywhere.

But it’s everywhere.

In classrooms where the most outspoken students are labeled confident.

In workplaces where the fastest responders are seen as decisive.

In conversations where silence is mistaken for uncertainty.

Over time, that pattern becomes familiar enough to feel like truth.

So we adjust.

Especially as women, where being heard often already feels conditional.

Where speaking up can feel like a calculation, not a reflex.

Where saying too little risks being overlooked — but saying too much risks being judged.

Where confidence is encouraged — but only if it comes in the “right” tone, the “right” volume, the “right” timing.

And for introverted women, that tension doubles.

Because silence doesn’t get interpreted the same way.

A quiet man is often seen as thoughtful. Strategic. In control.

A quiet woman, more often than not, is seen as unsure. Passive. Or unprepared.

The same behavior.

Different conclusions.

So the pressure isn’t just to contribute.

It’s to constantly translate your presence into something that others will recognize as competence.

To prove that your silence is intentional, not empty.

That your pause is thinking, not hesitation.

That your way of processing is not a limitation — but a different rhythm entirely.

And the easiest way to avoid being misunderstood is to adapt.

To become more immediate.

More visible.

More aligned with the version of leadership that people already understand.

So we adjust.

We learn to speak a little faster than we’re comfortable with.

To respond before we’ve fully formed our thoughts.

To fill silence before it can be misread.

And sometimes, it works.

People respond differently. They include you more. They acknowledge your presence in ways they didn’t before.

From the outside, it looks like growth.

But internally, something doesn’t quite settle.

Not wrong enough to stop.

But not right enough to ignore.

There was a time I tried to push into that version of myself more deliberately.

I told myself I needed to be quicker. More assertive. Less hesitant.

So I started speaking before I was ready.

I interrupted more often. Not aggressively, just enough to stay visible. I responded to things I hadn’t fully thought through yet, trusting that clarity would come later.

And in some ways, it worked.

I was noticed more. I was included more. I became part of conversations that I might have stayed on the edge of before.

There were moments where I even convinced myself this was what progress felt like.

That this discomfort was just growth.

That maybe this was the version of me I had been “missing” all along.

But the experience of it felt… off.

Not in a dramatic way. Nothing collapsed. Nothing went wrong.

It just didn’t feel like me.

After those interactions, I would feel drained in a way that didn’t match what had actually happened. I would replay conversations, not because I had said something wrong, but because I had said something that didn’t feel fully mine.

Even when the words made sense, they felt disconnected.

Like I had skipped a step in my own thinking just to keep up with the pace around me.

And the more I paid attention to that feeling, the harder it became to ignore.

It wasn’t just tiredness.

It was friction.

A subtle resistance between who I was and how I was showing up.

And that kind of friction builds quietly.

Until one day, you realize you don’t feel entirely like yourself in spaces where you’re supposed to grow.

It wasn’t just tiring.

It was disorienting.

Because I wasn’t just adjusting my behavior.

I was adjusting my way of being.

And at some point, I realized something I hadn’t expected:

Becoming “better” shouldn’t feel like becoming someone else.

The cost of that shift is easy to overlook.

It doesn’t show up as failure.

If anything, it looks like improvement.

You’re more engaged. More visible. More responsive.

You fit the room better.

You match the energy.

You become easier to understand.

But underneath that, there’s a constant effort to maintain a version of yourself that doesn’t come naturally.

And that effort builds.

You feel it in the way your energy drops after interactions that require you to stay “on.”

In the way your mind keeps revisiting conversations long after they’re over.

In the quiet sense that you’re slightly out of sync with yourself, even when everything seems fine.

It’s like running a system that technically works — but isn’t built for how you operate.

You can keep it running.

You can even optimize it.

But it overheats.

And the longer you ignore that, the harder it becomes to recognize what actually feels natural to you.

At some point, the question changes.

It stops being about whether you’re capable.

And starts being about why it feels this hard to be seen as capable without changing who you are.

A lot of what we associate with introversion gets misunderstood.

Silence, especially.

It’s often interpreted as hesitation. Or lack of confidence.

But that’s not always what’s happening.

Sometimes silence is just time.

Time to observe what’s going on.

Time to process information more completely.

Time to decide what’s actually worth saying.

Time to connect ideas instead of reacting to them.

Not everything needs to be immediate to be meaningful.

In fast environments, quick responses are easy to notice.

They stand out.

They fill the space.

They create momentum.

But that doesn’t make them more accurate.

Or more thoughtful.

Or more useful.

It just makes them more visible.

There’s a different kind of contribution that doesn’t happen in real time.

The kind that comes a few minutes later.

Or a few hours later.

When everything has settled enough to see the situation clearly.

It’s less obvious.

But it’s often more precise.

More intentional.

More aligned.

And over time, that precision matters.

Because clarity compounds.

While noise fades.

Silence isn’t empty.

It’s where a lot of the thinking actually happens.

The shift, for me, wasn’t about rejecting growth.

It was about questioning what kind of growth I was aiming for.

Because if growth means becoming louder, faster, more reactive — then yes, I would have to keep pushing myself into something that doesn’t fit.

And maybe I could sustain that for a while.

Maybe even succeed in it.

But at what cost?

If growth means becoming clearer, more deliberate, more grounded — then the path looks different.

Less visible, perhaps.

But more sustainable.

More honest.

Leadership, in that sense, doesn’t have to be tied to volume.

Or speed.

Or constant visibility.

It can be tied to awareness.

To being able to read a situation without immediately reacting to it.

To noticing what isn’t being said, not just what is.

To responding in a way that adds clarity, not just more input.

To holding space in a conversation, not just filling it.

And those things don’t always stand out right away.

But they last.

When you look at it that way, introversion isn’t a limitation.

It’s just a different way of operating.

One that doesn’t always align with environments built around immediacy.

But that doesn’t make it less effective.

It just makes it less obvious.

You don’t have to speak the most to influence a room.

You don’t have to respond the fastest to be taken seriously.

You don’t have to dominate a conversation to lead it somewhere meaningful.

Sometimes leadership is quiet.

Not invisible.

Just not loud.

And the impact of that kind of presence isn’t always immediate.

But it shows up over time.

In how people begin to trust your input.

In how your words carry weight when you do speak.

In how your presence stabilizes, rather than amplifies, the room.

So maybe the question isn’t whether introverts can be leaders.

Maybe they already are.

Just not in the ways we’ve been taught to recognize.

Because we tend to associate leadership with what we can easily see.

Who speaks first.

Who speaks often.

Who takes up space without hesitation.

But there’s another kind of leadership that doesn’t compete for attention.

It builds trust instead.

It doesn’t rely on being the loudest voice in the room.

It relies on being a steady one.

And that kind of presence is easy to miss if you’re only looking for noise.

I still think about that meeting.

Not because I regret staying quiet.

But because of what I realized afterward.

Later that day, when everything had slowed down, I wrote out what I had been thinking during the discussion.

It wasn’t rushed.

It wasn’t reactive.

But it was clear.

Clear in a way that wouldn’t have been possible if I had forced myself to speak earlier.

And that clarity didn’t feel like something I had to push for.

It felt like something that came naturally — once I gave it enough space.

That moment stayed with me.

Not as proof that I should have spoken differently.

But as proof that my way of thinking had value — even if it didn’t fit the timing of the room.

Maybe leadership doesn’t require you to replace who you are.

Maybe it just asks you to understand it better.

To stop measuring yourself against a version of leadership that was never designed with you in mind.

To recognize that being effective doesn’t always look impressive in the moment.

And that’s okay.

Because not everything valuable is immediate.

Some things take a little longer to show up.

And when they do, they don’t need to compete to be noticed.

Maybe the goal was never to become louder.

Just clearer.

More certain.

More grounded in the way you already think, respond, and exist in a room.

Because the strongest presence isn’t always the one that speaks the most.

Sometimes, it’s the one that doesn’t need to.

And is still, unmistakably, heard.

The Cost of Being Heard: Why Introverted Women are Overheating was originally published in Code Like A Girl on Medium, where people are continuing the conversation by highlighting and responding to this story.

Let me paint a picture that probably sounds familiar.

You’re building an AI-powered feature. Your product manager says, “Hey, can the AI pull data from our database and give users smart insights?” Sounds cool. So you get to work, you write a custom tool, wire up the database connection, handle authentication, format the data, and finally get the AI model talking to your DB. Took a few days, but hey, it works!

You feel good. You ship it.

Then, a week later, the same product manager walks in again. “Can we also connect the AI to our CRM? And maybe our file storage too?”

And that’s when it hits you. You’re about to do the exact same thing all over again.

Write another custom tool. Handle another connection. Format another data source. Test it all again. And then do it a third time for the file storage. And a fourth time for the next thing that comes up.

This isn’t just exciting. It’s bad engineering. You’re duplicating logic, creating maintenance nightmares, and spending most of your time on boilerplate and infrastructure instead of the actual product. Every new data source becomes its own mini project. Your codebase gradually turns into a set of isolated integrations loosely connected to each other.

What if there were a standardized way to connect all these systems? That’s exactly what MCP servers provide.

MCP stands for Model Context Protocol. It’s an open standard, originally introduced by Anthropic, which acts as a universal bridge between AI models and the outside world.

Think of it like a USB-C port, but for AI integrations.

Before USB-C, every device had its own charging cable. Your phone had one, your laptop had another, your camera had something different. It was chaos. Then USB-C came along and said, “What if everything just used one standard port?”

MCP does exactly that for AI and data sources.

Instead of building a custom integration every single time you want AI to talk to something new, you build it once using the MCP standard and then anything that speaks MCP can connect to it. Your database, your CRM, your file system, your APIs, they all become available to your AI model through one consistent protocol.

MCP has two components:

MCP Servers expose your tools and data. You create an MCP server for your database, and it exposes specific capabilities like “fetch user records” or “query sales data.” The server defines what can be done, and handles all the actual logic.

MCP Clients are the AI models or applications that consume those capabilities. When an AI needs data, it reaches out to the MCP server, asks for what it needs, and gets a structured response back.

The magic is in the standardization. The AI doesn’t need to know how your database works. It just knows that this MCP server has certain tools available, and it can call them. Your database doesn’t need to understand AI either — it just responds to requests through the MCP layer.

It’s a clean separation of concerns, and it scales beautifully.

Here’s the real benefit: once your database exposes an MCP server, connecting a different AI model to it requires almost no additional work. You build the integration once, and it becomes reusable everywhere.

Your team no longer has to reinvent the wheel for every new AI feature. New developers can plug into existing MCP servers without needing to understand every underlying system. And when something changes, say your database schema is updated. You fix it in one place instead of hunting down five different custom integrations.

MCP also unlocks composability. Imagine building an AI agent that can query your database, fetch customer information from your CRM, and read files from storage, all in the same workflow. With MCP, these simply become multiple servers the agent connects to.

MCP isn’t just a technical convenience. It represents a shift in how we approach AI integrations. Instead of treating every connection as a one-off problem, MCP provides a framework where integrations are built once and reused across systems.

If you’re spending more time writing integration code than building actual AI features, it might be time to consider MCP.

Stop Building the Same Integration Twice — MCP Server Is Here to Save You was originally published in Code Like A Girl on Medium, where people are continuing the conversation by highlighting and responding to this story.

Kitchener Panthers and Kitchener-Waterloo Oktoberfest Announce Exciting New Partnership Featuring “Oktoberfest in July” Game
and Inaugural “Berlin Keg Tappers” Alter Ego

April 23, 2026 – Kitchener, ON – The Kitchener Panthers and Kitchener-Waterloo Oktoberfest (KWO) are proud to announce a new collaboration that brings together two of the region’s most iconic community organizations. This unique partnership celebrates local tradition, community spirit and professional baseball with a festive twist.

The highlight of this partnership will be a special “Oktoberfest in July” themed game, where the Panthers’ ballpark will be transformed into a lively celebration inspired by Kitchener-Waterloo’s most beloved festival. Fans can expect themed entertainment, music, food and in-game experiences that capture the spirit of Oktoberfest – right in the heart of baseball season.

As part of the celebration, the Panthers will debut their new, one-of-a-kind “Berlin Keg Tappers” alter ego uniform, blending the team’s identity with classic Bavarian flair. The limited-edition uniforms will be worn exclusively during the themed game, giving fans a fresh and memorable visual experience while honouring the region’s cultural heritage.

“This partnership is about bringing the community together,” said Shanif Hirani, Panthers General Manager. “Both organizations have rich history in this region, and this collaboration allows us to celebrate that shared connection with our fans in a fun and unique way.”

Tracy Van Kalsbeek, Executive Director of K-W Oktoberfest, echoed the excitement. “This partnership gives us an exciting opportunity to share Oktoberfest’s unique spirit of Gemütlichkeit beyond the traditional fall season. Combining baseball, Bavarian tradition and community pride makes ‘Oktoberfest in July’ a can’t‑miss experience,” she shared.

Fans are encouraged to mark their calendars for Thursday, July 23rd at 6:30 PM to be part of this unforgettable night of baseball and Bavarian tradition.

Additional details including promotional elements and merchandise availability will be announced in the coming weeks through the Panthers and K-W Oktoberfest social media channels.

PHOTOS ENCLOSED OF NEW BERLIN KEG TAPPERS UNIFORM WITH PLAYER PETEY KIEFER AND KWO TEAM MEMBERS INCLUDING ONKEL HANS.

-30-

About Kitchener-Waterloo Oktoberfest

The first Kitchener-Waterloo Oktoberfest was celebrated in 1969 at Concordia Club in Kitchener, organized by a group of dedicated founders. The keg was tapped and history was made. Since then, Kitchener-Waterloo Oktoberfest has developed its own traditions, becoming one of the largest Bavarian Festivals outside of Germany. Tens of thousands of visitors celebrate annually in our Festhallen, at local restaurants and by attending one of our many family and cultural events. More than just biergartens, Kitchener-Waterloo Oktoberfest is committed to supporting the cultural, economic and social vitality of Waterloo Region, bringing millions of dollars in economic benefit to the Region each year. Oktoberfest Cares provides funding for charitable partners and supports Festival initiatives that enrich our community such as the Onkel Hans Food Drive and keep admission costs low or free for favourites including the Women of the Year celebration and family-friendly events like the annual Oktoberfest Thanksgiving Day Parade, KIDtoberfest and the Willkommen Platz. For more information visit www.oktoberfest.ca.

About the Kitchener Panthers

The Kitchener Panthers are a proud member of the Canadian Baseball League, delivering professional baseball and family-friendly entertainment to the Waterloo Region. Based at historic Jack Couch Park, the Panthers have built a strong tradition of competitive excellence, community involvement, and developing top Canadian and international talent. Committed to creating an exciting fan experience both on and off the field, the organization continues to be a cornerstone of local sport and a gathering place for baseball fans of all ages. For more information visit www.kitchenerpanthers.com

Media Contacts:

Tracy Van Kalsbeek, Executive Director

Kitchener-Waterloo Oktoberfest

519-616-0793 or tracy@oktoberfest.ca 

Shanif Hirani, General Manager

Waterloo Region Sports & Entertainment

(548) 255-6423 or shanif@wrse.ca

♦♦

PHOTO CREDIT: ALEX KINSELLA

TRAC does not stand for Totally Rotten and Corrupt. That would be unfair to almost all the citizen members on this Woolwich (with Lanxess approval) appointed committee. I expect that with perhaps only one or two exceptions they all joined hoping to contribute to a better and quicker cleanup. Now in regards to Lanxess and the MECP my acronym for TRAC is totally accurate. 

Yesterday I suggested that even Sebastian was giving the benefit of the doubt to Lanxess and their consultants far too often. I also advised readers that I had to that point only watched the on-line video (Woolwich website under Council & then Council Calendar) for the first hour and a quarter. Well I finished the rest of the video later in the day (just over two hours) and guess what? That buggar (said affectionately) Sebastian up and digs his heels in on two important points namely NAPLS/DNAPLS and the effluent criteria for NDMA at the south end of Elmira (i.e. well E7).  Lanxess and GHD pushed back hard but Sebastian, bless him, dug in his heels and insisted upon the information he had. Now the other two parties have decided that maybe they do need to check this out which is good. It could be a miscommunication by Lanxess in a report or it could be more insidious. We shall see.

Here are the results of Joe Ricker's analysis of four plumes mentioned yesterday. NDMA concentrations in the Municipal Upper (MU)  Aquifer has been greatly reduced to .086 ug/l (micrograms per litre) or parts per billion. The drinking water standard is .009 ug/l. Therefore going on thirty-seven years since the wells were shut down in 1989, NDMA is still nine and a half times greater than it's drinking water standard.

NDMA concentrations in the Municipal Lower (ML) Aquifer have also been greatly reduced to .81 ug/l. This  is NINETY times greater than the drinking water standard.

Chlorobenzene concentrations since 1989  (pumping didn't start in the Elmira Aquifers until 1998) in the Municipal Upper (MU) Aquifer have also been greatly reduced to 120 ug/l  (parts per billion). The drinking water standard for chlorobenzene is 80 ug/l therefore chlorobenzene, the allegedly easier compound to remediate, is still 50% higher than the drinking water standard.

Chlorobenzene concentrations since 1989 in the Municipal Lower (ML) Aquifer have also been greatly reduced to 144 ug/l.  This is 1.8 times higher than the drinking water standard of 80 parts per billion.

Hadley Stamm (Lanxess), bless her pointed little head,  reiterated a major revelation from approximately a year and a half ago when she stated that Lanxess believes that there is another source of chlorobenzene to the Elmira Aquifers. HALLELUJAH !  While Lanxess and friends including the MECP do not feel the public are worthy to know whom that is, my guess is still Borg Textiles or Varnicolor Chemical. If it is Varnicolor then jail time would be appropriate for MOE/MECP officials complicit in that coverup. Yours truly has been advising a second source of chlorobenzene since approximately 2004/2005 since discovering free phase DNAPL (now also recently admitted) in OW57-32R beside the Howard St. Water Tower.

All the guilty parties are heavily involved in drafting a communications strategy in order to explain away their remediation failures over the last nearly 37 years. Likely they will focus on groundwater and try to avoid the total non-cleanup of the downstream Canagagigue Creek.

Thanks to Sebastian we have a tacit admission from Lanxess that likely there are still free phase DNAPLS on their property. This is hardly a surprise to those of us who have followed the decades long  DNAPL coverup closely. Joe Ricker (WSP) and Lou Almeida (GHD) who both know where their bread is buttered, of course leapt in to minimize the possible harm to their client, which only clarifies their conflict of interest opinions.  

Geoff Moroz (Region of Waterloo) impressed me with his factual, no nonsense approach. He made it clear that even Uniroyal/Lanxess's treated groundwater effluent was high risk water and should not be used without extreme care and much better testing. He referenced emerging contaminants such as PFAS  (poly fluorinated whatever?) and as well made it clear that Lanxess's treated discharge effluent currently to the Creek is NOT being sampled for the full suite of possible contaminants. WOW! 

For those paying attention that reminds me of APT Environment's phrase from three and a half decades ago that the proposed cleanup of the aquifers should be called  PUMP & DUMP. They may have forgotten since.