In 2019, the First Portuguese Canadian Cultural Centre, the oldest Portuguese club in Ontario, came close to closing its doors. The math simply didn’t add up, and the board had the courage to state it publicly: without help, the First would not survive. Leading that difficult decision were Aurianne Fazendeiro and Carina Paradela, who had joined the board shortly before. What followed was a pandemic, painful cuts, and a long process of financial reorganization. Seven years later, the First celebrates 70 years in a stable financial position, with a Senior Daycare Centre at the heart of its mission, the Portuguese school still open, and a clear dream: owning their own home. Today, Aurianne serves as General Director and Carina as Director of Operations at the First, and both truly champion the future of this institution, which they consider their second home. In this conversation with Milénio, they look back at the storm, speak about the present, and appeal to the community so that, together, they can build the next 70 years.

Milénio Stadium: A few years ago, the First Portuguese was close to closing its doors. How did you realize the gravity of the situation, and what led you to say “we are not going to let this happen”?

Aurianne Fazendeiro: When we joined the board in October 2018, we were new to managing an organization of the First’s scale, and initially, we believed the financial situation was more stable than it actually was. Shortly after, we began to realize that expenses outweighed revenues and that there were insufficient funds to continue operating in that manner. In 2019, after seriously analyzing the situation, we reached the point of announcing to the community that without immediate help, the First would have to close. It was a very difficult decision, but we didn’t want to hide reality. We had to tell people clearly: this is the situation, and we need help to keep going.

Carina Paradela: And it’s important to clarify that we aren’t talking about a lack of hard work or dedication from previous boards. For many years, the First was managed essentially by volunteers—people who gave their time and did the best they could to keep this institution alive. We have immense respect for that. What we realized was that an organization of this size required more permanent, structured financial and operational management. At the time we announced we might have to close, a financial solution to resolve the issue didn’t emerge. However, a community organization offered to store the First’s assets while we decided what to do, and we are deeply grateful for that. And, curiously, about six months later, the pandemic hit.

MS: What were the hardest moments of that period? Was there ever a time you thought it wouldn’t be possible to save the club?

AF: Without a doubt. When we announced that we might close, we were genuinely preparing for that possibility. It wasn’t a threat; it was a financial reality. Then the pandemic arrived, and initially, everything became even more uncertain. We had to shut down activities and significantly reduce services and staff. But in a way, the pandemic ultimately gave us time to reorganize house. We gradually resumed activities and were able to benefit from some government support programs, particularly rent-related subsidies.

CP: And that was when we began making a huge turnaround. It wasn’t something that happened overnight. It was a process of reorganization, cutting back where necessary, gaining better control over expenses, and understanding exactly what we could sustain.

AF: Financial management became an absolute priority.

MS: Which decisions were decisive in turning things around? And who stood by your side: members, volunteers, the community, sponsors?

CP: The most important change was undoubtedly the way we began managing the organization’s finances. Aurianne played a fundamental role in that financial reorganization. We started tracking revenues and expenses much more rigorously and making decisions based on what the institution could truly afford.

AF: We also learned to work with what we have, rather than taking on commitments we couldn’t sustain. After the pandemic, we managed to secure support streams that are vital to the First’s survival today, notably through OLG Charitable Gaming and Second Harvest, which allows us to significantly reduce food costs for our Senior Daycare Centre. But we want to be honest: when we were on the brink of closure, there wasn’t a grand community campaign that saved us; the recovery was primarily the result of our internal reorganization and the opportunities that arose during and after the pandemic.

MS: How is the First Portuguese doing today? What has changed in how the club is managed and in its relationship with members and the community?

AF: Today, the First is in a much more stable financial position. We have a small team, but we have a wonderful executive board that gave us the opportunity to remain connected to the institution in a different capacity. Today, we are employees of the First, which allows us to dedicate our daily work to the organization, maintenance, and operation of the house.

CP: The division of responsibilities is also much clearer. Day-to-day management is on us; major decisions and governance rest with the board. This allows us to do what we do best: be here every day, oversee the programs, resolve issues, talk to members, and ensure everything runs smoothly.

MS: Which activities are bringing the most people to the club today? Are the Portuguese school, senior care, and summer camps still the heart of the house?

CP: Today, our main focus is the Senior Daycare Centre. As a registered charitable organization, we want the social care aspect to be truly at the core of what we do. We have many Portuguese seniors who need companionship, activities, and often simply a place where they can speak Portuguese and be around others. The centre is a vital part of the mission we want to keep building.

AF: The Portuguese school is another source of great pride for us. It’s a tradition dating back virtually to the First’s earliest years that we are delighted to preserve. It’s a direct link to our history and to passing down the language and culture to new generations. And the Summer Camp plays a very important role as well: besides serving community families and children, it generates revenue that allows us to continue funding the First’s overall mission.

MS: Aurianne and Carina, you lead an institution with 70 years of history. Does the responsibility of being at the helm of Ontario’s oldest Portuguese club weigh on your day-to-day lives?

AF: The history weighs on us. And it weighs quite heavily. Not just because it’s 70 years of history, but because we are talking about an institution that helped build the Portuguese community in Canada and spans several generations.

CP: And there is another aspect of that responsibility that, unfortunately, we feel too. The name and history of an institution this old come with things that happened before we were part of the First—some even before I was born. And at times, we feel that this influences the support or responses we receive when seeking help. We cannot change the past. We can only do our work, every single day, and build what we want the future of the First to be.

AF: But despite that weight, the First has been a true blessing for us. It’s a home that entered our lives and brought us friendships, people, experiences, and an even stronger connection to our Portuguese heritage.

CP: It is our second home. And we are eternally grateful for that.

MS: How would you like to see the First Portuguese 10 years from now?

CP: We want to see the First with a home of its own. That is our ultimate goal. And that is what we work for every single day. We already have some money set aside specifically for that purpose, and little by little, we continue to grow that fund.

AF: Our dream is to achieve it in less than ten years. Maybe in five. But that will also depend on the community. If there are people and businesses willing to help, we can get there much faster. We want a place of our own, where we can secure the future of the Senior Centre and offer our seniors a better, more stable home tailored to their needs.

MS: On this milestone anniversary, what message do you leave for the community and for those who helped keep the club standing?

CP: Our message is, above all, one of gratitude to everyone who continues to believe in the First and support us. But it is also an appeal. Please help us build a home where our seniors can continue to have a dignified place to be, where our children can learn Portuguese, and where future generations can maintain a connection to our culture.

AF: We are deeply grateful to those who support us, who believe in us, and who keep walking through this door. And our door is open to everyone who wants the best for the First. We cannot change the past. But we can decide what we want to build for the next 70 years. And that is what we want to do: look forward.

Madalena Balça/MS

As sondagens tornaram-se parte integrante da política moderna. Antes de uma eleição ser decidida pelos eleitores, é-nos frequentemente dito quem está à frente, quem está a ganhar terreno e quem pode estar a ficar para trás. Mas permanece uma questão importante… até que ponto devíamos levar as sondagens a sério?

Com a aproximação da atual eleição em Toronto, várias sondagens recentes têm mostrado a Presidente da Câmara (Mayor), Olivia Chow, à frente do seu principal opositor, Brad Bradford. Um estudo da Liaison Strategies divulgado a 30 de setembro colocava Chow com 48% entre os eleitores decididos e inclinados, em comparação com 39% para Bradford e 10% para Chris Alexander. A mesma sondagem revelou que 15% de todos os inquiridos permaneciam indecisos.

Uma sondagem da Ipsos divulgada a 23 de setembro também mostrava Chow à frente, embora com uma margem diferente. A Ipsos reportou uma vantagem de 15 pontos e indicou que aproximadamente um quarto dos eleitores prováveis permanecia indeciso. Depois, houve uma sondagem da Canada Pulse Insights, noticiada pela CITYNews, que mostrava um cenário consideravelmente diferente consoante a amostra incluía todos os eleitores ou apenas aqueles que já tinham decidido o seu voto. Entre os eleitores decididos, Chow registava 51% e Bradford 34%, mas entre o total de inquiridos os números eram de 38% e 25%, respetivamente, com 20% de indecisos.

Afinal, em que números devemos acreditar?

O que é exatamente uma sondagem?

Uma sondagem é uma tentativa de medir as opiniões ou intenções de uma população muito maior, fazendo perguntas a uma amostra menor de pessoas. Em vez de perguntar a cada residente de Toronto em quem pretende votar, uma empresa de sondagens pode inquirir cerca de 1.000 pessoas e utilizar métodos estatísticos para estimar a visão da população em geral. Uma sondagem devidamente concetualizada tenta fazer com que a sua amostra se assemelhe à população que está a tentar medir. Os especialistas em sondagens podem ter em conta fatores como idade, geografia, género e outras características demográficas. Mas existe uma distinção importante entre um estudo científico e um inquérito informal na internet. Uma sondagem que simplesmente pede aos visitantes de um site para clicarem no seu candidato preferido não representa necessariamente os eleitores de Toronto. A realização de sondagens profissionais exige uma metodologia definida, uma amostra adequada e procedimentos para lidar com erros de amostragem e de não-amostragem.

Pode confiar nos números?

Pode utilizar as sondagens como informação — mas deve ter cuidado em não as tratar como previsões. Os especialistas em sondagens distinguem o erro de amostragem de outras potenciais fontes de erro, incluindo pessoas que não respondem, grupos que ficam de fora do processo de amostragem e inquiridos que interpretam mal as perguntas ou dão uma resposta que não reflete com precisão o seu comportamento final. Por outras palavras, uma margem de mais ou menos três pontos não significa que uma sondagem só possa estar errada em três pontos. Há também outro grande problema com as sondagens eleitorais… as pessoas podem mudar de ideias. Alguém que diz hoje que vai votar num determinado candidato pode votar de forma diferente várias semanas mais tarde. Alguém que está indeciso pode eventualmente tornar-se um apoiante muito convicto de um candidato em particular. E, talvez o mais importante, dizer que vai votar não é o mesmo que ir realmente votar.

Existem benefícios significativos nas sondagens. Primeiro, as sondagens podem dizer-nos o que os eleitores estão a pensar num determinado momento. Podem identificar quais os temas que importam para o eleitorado e se a opinião pública está a mudar. Segundo, podem dar às campanhas, aos jornalistas e ao público uma perceção do cenário competitivo. Terceiro, múltiplas sondagens independentes podem por vezes oferecer uma imagem mais ampla do que qualquer inquérito isolado. Se vários estudos realizados de forma profissional apontam numa direção semelhante, isso pode ser mais informativo do que um único resultado isolado. As sondagens também podem revelar algo que os resultados eleitorais só revelam depois de os votos serem contados… a razão pela qual as pessoas pensam da forma que pensam.

O maior perigo é as pessoas começarem a tratar as sondagens como factos consumados. Uma sondagem pode tornar-se uma manchete… dependendo de quem está a tentar lançar uma mensagem ou definir uma narrativa. As sondagens também podem criar um impulso perigoso: quando os eleitores ouvem dizer que um candidato está à frente, alguns podem assumir que a eleição já está decidida. Outros podem sentir-se motivados a votar precisamente por acreditarem que o seu candidato preferido está em desvantagem. Isto pode criar o que por vezes se chama “efeito de adesão” (bandwagon effect) ou, na direção oposta, um “efeito de mobilização”.

Em Toronto, as sondagens recentes têm mostrado um número significativo de pessoas que ainda não decidiram o seu voto. Isso significa que os números de hoje podem ser muito diferentes do boletim de voto final. O que devemos procurar ao ler uma sondagem? Em vez de perguntar simplesmente “quem está à frente?”, os eleitores deveriam fazer várias outras perguntas: Quem realizou a sondagem? Quantas pessoas foram inquiridas? Quando foram inquiridas? A pergunta foi feita sobre a totalidade dos eleitores, eleitores prováveis, eleitores decididos ou eleitores decididos e inclinados? Estas questões podem mudar completamente a forma como uma sondagem deve ser interpretada.

A única sondagem que no fundo importa é aquela que é realizada no dia da eleição — quando os eleitores depositam efetivamente o seu voto. Até lá, cada sondagem é uma fotografia da corrida num determinado momento. Algumas fotografias podem ser mais nítidas do que outras. Mas nenhuma delas é a eleição em si.

No final de contas, as sondagens são úteis, mas não são uma profecia. Podem dizer-nos onde a opinião pública parece estar hoje, mas não nos podem dizer com certeza o que os eleitores farão amanhã.

Até lá, as sondagens são apenas um retrato instantâneo — e a imagem ainda pode mudar. Encare-as como informação — não como um facto.

As sondagens podem moldar a conversa, mas não depositam um único voto na urna. Quando as urnas fecham, os únicos números que contam são aqueles que os eleitores colocam no boletim de voto.

Vincent Black/MS

O conteúdo do website do Milénio Stadium é traduzido automaticamente pelo Google Translate.

When the Saturnia docked in Halifax in 1953, it brought aboard the first Portuguese immigrants to arrive legally in Canada. They were mostly men, alone, with contracts to work in agriculture and on the railways. Three years later, in 1956, some of those pioneers founded the First Portuguese Canadian Club in Toronto, the city’s first Portuguese club. For decades, it was there that newcomers found friends, jobs, housing, and a piece of Portugal where their language was spoken.

Seventy years later, the community has transformed. It has grown, moved to other areas of the city or even other municipalities in the Greater Toronto Area or Ontario, and now has children, grandchildren, and great-grandchildren born in Canada. Throughout its 70 years of existence, the First went through periods of glory, crises, and moved locations more than once. But its doors remain open.

To understand the role the club played in building the Portuguese community, promoting its culture, and teaching the language, and to ponder what the future holds for it, we spoke with Prof. José Carlos Teixeira, a researcher who has spent decades studying the Portuguese presence in Canada and knows the Greater Toronto Area community like few others. It is a conversation about memory, identity, and the transformations of Luso-Canadians who formed what sociologists call an «institutionally complete» community.

Milénio Stadium: The First Portuguese Canadian Club was born in 1956, just three years after the arrival of the Saturnia in Halifax with the first legal Portuguese immigrants. What led those pioneers, newly arrived and still with so little, to feel the need to create a club so early on? What role did the First play during those initial years of adaptation to a new country?

José Carlos Teixeira: To understand the First, one must place it in its historical context. We, the Portuguese community, are a relatively young group in Canada. In the 1950s, only a few thousand Portuguese arrived (around 17,000), mostly men with employment contracts for agriculture and railway construction, and the majority settled in Ontario. In 1956, the First Portuguese was born in Toronto. That same year, the Portuguese Association of Canada was established in Montreal. Throughout the 1950s, these were the only two Portuguese associations in the entire country, and we are fortunate to still have them with us.

In Toronto, the first Portuguese people settled in the Kensington Market and Alexandra Park area—a working-class neighborhood that had previously been home to Jewish, Italian, Polish, and Ukrainian immigrants. It was close to jobs in the downtown core and had that market, which was then known as the Jewish market. In the 1950s, the men rented rooms; in the 1960s, families began to arrive and rent entire houses. That was the embryo of the Portuguese community. It is no coincidence that the first Portuguese business was a restaurant on Nassau Street, owned by Mr. Sousa, a pioneer who arrived in 1953, whom I had the good fortune to interview more than once and whose conversations I still religiously keep on old cassette tapes. People talk a lot about Augusta, but it was on Nassau Street that the Portuguese community’s very first commercial establishment actually appeared. And it was in that same context, in a Toronto that was already multicultural, that the first headquarters of the First Portuguese Canadian Club also appeared on Nassau Street (Nassau and Lippincott).

What was its role? Beyond being a gathering place, it was a spot where people felt at home. Portuguese was spoken, it smelled of Portuguese culture and our food, and there were cultural activities, sports, and language instruction. People went there because their friends and relatives were there. And we often forget another component: it was at the First that people obtained references to rent a house or an apartment, and it was there that they found work. How many people met someone at the First and, through Portuguese bosses, secured a job! With its multiple activities and services, the First helped many of our people, especially from the first generation, integrate into the host society without having to abandon their roots.

MS: Over these seven decades, how has the First Portuguese contributed to organizing and bringing cohesion to the Portuguese community in Toronto? And how did the club follow the community’s own evolving geography—from the Kensington area and Little Portugal to the relocation of so many families to the suburbs?

JCT: In the 1950s, 60s, 70s, and into the early 80s, the First was the anchor of the community. I would even say, in good English, that «the First was the heart and soul of the Portuguese community». For a long time, there were very few Portuguese clubs besides the First. Let’s look at the timeline: in the 1960s, Casa da Madeira (1963) and Casa do Benfica (1968) emerged; in the 1970s, only a few more were founded, such as Amor da Pátria (1971), Asas do Atlântico (1973), the Portuguese Cultural Centre of Mississauga (1974), and Associação Cultural do Minho (1977). Therefore, between the 1950s and the late 1970s, there were only 7 clubs and associations. It was only from the 1980s onward that we witnessed significant growth in the community organizational movement, with the creation of 10 more clubs/associations. In other words, over the years, we built what sociologists call an «institutionally complete» community. In downtown Toronto, in our Little Portugal, we built an ethnic neighborhood and an economic enclave with a strong, highly visible identity—featuring sociocultural and religious associations, businesses, and media outlets. And the First appeared at the key moment, during the embryonic stage of that construction.

There is another aspect we cannot forget: the standing that the First had with different levels of government. It was a mandatory stop for Canadian politicians during election campaigns and beyond, who went there to present themselves to the community, as well as for Portuguese dignitaries. Politicians respected the First.

Then came a natural transition phase that affected all organizations and the community itself. With the drastic decline in immigration, the First felt the impact deeply. There were leadership and financial crises, which led to the sale of the building where it had established itself in the meantime (at 722 College Street). And here I must open a parenthesis: I admire the vision of Manuel DaCosta, who purchased that magnificent building in the heart of the community. In doing so, he preserved part of our memory, our history, and our presence in Toronto. Today, that complex—which includes, beyond the former First building, Camões Square, the Portuguese Canadian Walk of Fame, and the magnificent Guardian Angel statue—continues to serve as a community anchor.

Meanwhile, the First had to navigate new paths, following the immigrant corridor along Rogers Road and Dufferin, where many Portuguese families had relocated. Today, it is located on Caledonia Road. Over the past four decades, we have witnessed pronounced residential mobility and suburbanization. Our communities transitioned from a degree of isolation to residential, social, and cultural integration. The First had to adapt to this new reality.

MS: Among the many activities that made history at this club—folklore, soccer, events, music, gastronomy…—we must talk about the First’s Portuguese school, which for generations was the place where many children and grandchildren of immigrants learned the language of their parents and grandparents. How important was this work in preserving Luso-Canadian identity?

JCT: We must highlight the pioneering and extraordinary work of the First’s school. I followed its progress for over two decades and had good friends there. If the First was the community anchor for decades, its school was an obligatory reference point. It played an extraordinary role among younger generations in teaching Portuguese, the native language of their parents and grandparents.

I know many young people who went through the First’s school and have gone very far in life. When I speak with them, they acknowledge the importance of having learned Portuguese. Knowledge takes up no space, and Portuguese is one of the most spoken languages in the world. I have no doubt that the First’s school played a crucial role in preserving our language, our culture, and our Luso-Canadian identity. A great deal is owed to it, as a pioneer in this field.

MS: On that note, what challenges does Portuguese language instruction face today in a community where new generations were born and raised in Canada?

JCT: I leave the pedagogical details to those working in education, but the numbers help illustrate the problem. According to the 2021 Census, fewer and fewer people of Portuguese origin declare Portuguese as their mother tongue. That is a fact. In Ontario, the situation is better, and in Toronto—the great heart of the community, where the pulse of our language and culture can still be felt—it is even more favorable. The few Portuguese immigrants who continue to arrive in Canada still come primarily to Toronto, which rejuvenates the clubs, associations, and Portuguese language schools. Concerns over the survival of the language apply more to other provinces and cities, where in the short term—say, ten years—the numbers will be even more concerning.

Today, about half of the Portuguese population in Canada was born here, and we are moving toward the fourth generation. With intercultural marriages, many of these young people no longer speak Portuguese, or speak very little. As their education levels rise—and statistics show clear socioeconomic mobility among the younger generations—it is natural that assimilation increases as well. Many Portuguese people feel that, in Canada, their culture is in transition. But separating them from their native culture and language would strip them of their identity.

We need more studies on the second, third, and soon, fourth generations. What do we know about them? What is their relationship with their parents’ language and culture? As in all ethnic groups, there are youth who reject their roots and others who rediscover them later on. I have seen this a lot, especially among the young people I interact with at the university: they take an interest in Portugal, their parents’ homeland, follow soccer because of Ronaldo, listen to Portuguese music, and travel there. There is a noticeable revival, a rediscovery of their roots.

MS: Many Portuguese clubs and associations today face aging memberships, difficulty in attracting younger people, and the community’s dispersion across Greater Toronto. At 70 years old, what future do you see for the First Portuguese?

JCT: I am not a pessimist, but I cannot ignore reality either. We have only been in Canada for seven decades. The first generation came to stay, and the Portuguese cultural heritage appears well-adapted and integrated into the host society. However, it is not guaranteed that the second and third generations will follow the path of their parents and grandparents, nor that they will be able to preserve the culture and traditions.

Cultural duality—or even cultural conflict—is perhaps the best way to define Luso-Canadian youth, whether of mainland, Azorean, or Madeiran descent. While for some their ethnic identity is a source of enrichment, for others it can be a source of conflict that leads them to reject their heritage. Whether they will be able to reconcile these two parts of themselves in the future remains an open question.

It is in this context that I view the First. The First had a massive historical role, but today, like all clubs and associations, it must adapt to new realities, new needs, and the sociocultural preferences of younger generations who were born in Canada and often do not speak Portuguese.

Madalena Balça/MS

Amidst all the sentimental populist fluff, a political theory of sorts could be discerned in Andy Burnham's conference speech, says Professor James Alexander. Let's call him Our Andy-with-his-10-year-Plandy.

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For decades, it was in the classrooms of the Portuguese school at the First Portuguese Canadian Cultural Centre that thousands of children of immigrants learned to read, write, and feel the language of their parents and grandparents. At its peak, it had nearly 800 students, followed the official Portuguese curriculum, and awarded diplomas recognized by the Consulate. More than just a school, it was a gathering place for families and one of the pillars of Luso-Canadian identity in Toronto. It was and still is. Today, with fewer students and classes held only on Saturdays, it continues to carry out the same mission: keeping the Portuguese language alive for future generations.

Few people know this history as well as Celina de Melo. She arrived from Terceira Island in 1971 and, for 49 years, taught Portuguese to successive generations of Luso-Canadians. In the year the First celebrates its 70th anniversary, Professor Celina recalls the packed classrooms, the celebrations, the theater plays, and the trips to Portugal with her students, while leaving a heartfelt plea to families: don’t let the language die.

Milénio Stadium: How did you start teaching at the First Portuguese’s Portuguese school?

Celina de Melo: I arrived here in 1971 from Terceira, and I didn’t even know there were Portuguese classes. They told me there was a school office on Nassau Street. I went there, met with Professor Ferreira, and he immediately told me: «I want Celina to start working at the First.» Since I was already a teacher, they gave me a class right away at Ryerson School, at Dundas and Bathurst, near Augusta. I was there for a long time, then we moved to College Street. Later on, I also applied to the Canadian public school system, where I taught for many years, from kindergarten to grade 8. But I never left the First’s school.

MS: What do you remember about those early days in Canada?

CM: I missed the children I had left behind in the Azores deeply. But coming to Canada was a stroke of luck, a blessing that entered my life. I was doing what I truly loved. Professor Ferreira, who is no longer with us, was very fond of me and we worked very closely together. I always loved what I did, and even today, I would still love to be teaching.

MS: How many years did you teach here?

CM: From 1971 until 2020. That’s 49 years! Besides teaching, I visited all the schools, collected tuition fees, spoke with students and parents, and handled enrollments. We reached nearly 800 students, from kindergarten to 9th grade, and later up to 11th grade. We rented classrooms in Canadian schools. Classes ran from 5:30 PM to 7:30 PM, but in the winter, it was already dark by five-thirty. So I suggested to the board that we shift the schedule to five to seven so the children could go home earlier, and that’s what we did.

MS: The students spent their days in Canadian schools and then went to learn Portuguese at the end of the day. Did they go willingly, or because their parents forced them?

CM: They went willingly! The teachers were all young and knew how to welcome the kids. There was always a half-hour snack break; we would talk, laugh, put on celebrations and plays. Teaching Portuguese isn’t just about teaching reading and writing. It’s about teaching how to share, how to live alongside others. I always told our teachers: «We are an extension of the family.» And parents, back then, adored the Portuguese school. The truth is, even today, I go grocery shopping or anywhere else and someone comes up to me: «Dona Celina, you were my teacher!» Sometimes they come with two or three children of their own. Some I recognize, others I don’t. It gives me goosebumps. It’s a profound inner pride we feel when we realize that, as teachers, we left good memories with someone.

MS: What was taught besides the language?

CM: Our culture, and beyond that… daily life, how to carry oneself, how to behave. And then there were the trips. Once, during a celebration, the President was here, and I, a bit nervously, said I wished some of these local-born students, who had never been to Portugal, could get to know the country. The following year, I took 27 students to mainland Portugal, from Porto to Lisbon, with everything paid for by the Portuguese Government. It wasn’t just good; it was wonderful! Later, since I’m from the Azores, I spoke with the Regional Government, and over the next two years, we went to Terceira, Pico, and Faial with 23 students. The parents would drop them off at the airport and say: «Dona Celina, my child is in your hands.» It was a huge responsibility. I would only go to bed when everyone else was asleep. But they were so well-behaved, absolute angels.

MS: Do you think the school helped shape the Luso-Canadian identity of those generations?

CM: Yes, without a doubt. Many students were born here and didn’t know Portugal. The school gave them that. And it was serious education: we followed the curriculum from Portugal, the school became officially recognized, inspectors came to see how we operated, and at the end of the year, students took an exam at the Consulate and received an official diploma.

MS: What advice would you give to those teaching today, when many children are already third- or fourth-generation born in Canada?

CM: Now it’s harder. The school operates only on Saturdays, with two or three classes. Unfortunately, Portuguese was removed from the public schools (integrated language program). It was only half an hour a day—little, but better than nothing. Today, grandparents still speak Portuguese with their grandchildren, but it’s different. In the past, we had meetings, events, and we could see that the school mattered to the Portuguese community. At the end of the day, parents thought: «Let’s put the kids in Portuguese classes, it’s one more language!» Sometimes I feel a bit sad. I no longer run the school, but I offer my ideas: why not open classes during the week as well? We need to support parents. It’s tiring, but when you love the profession, you make the sacrifice. I used to teach all day long and, on Wednesdays, I still had a class of nearly 30 adults. I was crazy! But you know what I’ll tell you… my Portuguese school stays with me until I die.

MS: On this 70th anniversary of the First, what message would you like to leave for former students and families?

CM: To my former students, I ask with all my love: do not let your children lose the language you learned. The more languages we know, the better. Sometimes it takes a small sacrifice to pay for school, but it’s worth it. Education and learning are deeply important for living in this huge country and in this world, where life is becoming increasingly difficult.

Madalena Balça/MS

"Mother and father" is unacceptable language, the Green Party has said, with members threatened with sanction under the party's code of conduct if they fail to use gender-neutral terminology and 'inclusive language'.

The post “Mother and Father” is Unacceptable Language, Says Green Party appeared first on The Daily Sceptic.

O conteúdo do website do Milénio Stadium é traduzido automaticamente pelo Google Translate.

The economy of rural Scotland is under threat from a Net Zero subsidy scheme that is seeing large areas of the Highlands 'rewilded' and turned into peat bogs, driving out traditional pursuits like deerstalking.

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A mosque in London with charitable status is facing an investigation after it published sermons encouraging husbands to strike their wives and condoning the execution of gay people by "throwing them off a tall building".

The post London Mosque Encourages Worshippers to Beat Their Wives and Condones Throwing Gay People Off “Tall Buildings” appeared first on The Daily Sceptic.

A summary of the most interesting stories in the past 24 hours that challenge the prevailing orthodoxy about the 'climate emergency', public health 'crises' and the supposed moral defects of Western civilisation.

The post News Round-Up appeared first on The Daily Sceptic.

I listened carefully to a recent speech by British Prime Minister Andy Burnham, and it got me thinking about the limits and social impacts of neoliberal policies. It is fundamental that both Portugal and Canada rethink this economic model, prioritizing social well-being by guaranteeing everyone what they need to have equal opportunities in society. The free market does not solve, nor will it ever be able to solve, a nation’s true problems; it is a sign that the world urgently needs to stop, look at itself, and realize it has been walking down the wrong path.

Over the past few decades, neoliberalism sold us a beautiful, yet deceptive promise. This promise was built on shrinking the State, mass privatizations, and market deregulation, asserting that this would generate wealth capable of elevating countries to great social and financial success. Nothing could be further from the truth. What actually happened was an unstoppable rise in the cost of living for the most disadvantaged, the further enrichment of the wealthiest, and the annihilation of the middle class.

Both Portuguese and Canadian realities, though separated by an ocean and distinct macroeconomic dynamics, share the same pain today—a suffering that has left deep scars. In Canada, a country that hosts me and a vast Luso-Canadian community, the myth of stability and universal access has been put to the test in an almost dramatic way. The extreme housing crisis and the exhaustion of the public healthcare system are not accidental glitches: they are the culmination of years of underinvestment and deceptive narratives that forced us to believe the private sector would always be better than the public one and would make up for the State’s failures. Seeing working families unable to buy or rent a decent home in one of the richest countries in the world is a clear symptom of a model that failed in its most basic mission: guaranteeing the collective well-being of its citizens.

Similarly, if we look at Portugal, the scenario is of an even more visible urgency. The heavy pressures on the National Health Service (SNS) and the precarity that pushes our most qualified young people into forced emigration are reflections of fiscal austerity and labor flexibility that drained the State’s protective capacity. Economic sovereignty was gradually handed over to international capital interests, leaving ordinary citizens with miserable wages, no career progression, and an increasingly unsustainable cost of living. Overcoming and permanently moving away from this neoliberalism does not mean, by any means, giving up fiscal responsibility or extinguishing private initiative, which is and always will be essential. Rather, it means restoring the central role the State must play as a regulator, securing basic rights, and acting as the guarantor of a fair redistribution of wealth.

Portugal, Canada, and the World should create conditions to put human dignity back at the center of governance, building societies where the economy serves the people, and not the other way around.

Vitor Silva/MS

The content on the Milénio Stadium website is automatically translated using Google Translate.

Fotos: Cindy Da Ponte

The Casa dos Açores of Ontario hosted an initiative marked by a gathering between the community and representatives of the Municipality of Lagoa, in an evening dedicated to culture, Portuguese identity, and the bonds that connect the Azores to its diaspora. The event was attended by the Mayor of Lagoa, Frederico Sousa, and Councillor Albertina Oliveira, who were welcomed by the Casa dos Açores board and community members with a message emphasizing the importance of keeping Azorean and Portuguese roots alive, even far from the archipelago.

The evening began with a welcome message highlighting the role of Casa dos Açores as a place for community gathering and the preservation of identity. “Casa dos Açores is Azorean, yes — and very proudly so. But above all, it is Portuguese. It belongs to Portugal,” was one of the central ideas expressed in the opening remarks by MC and members’ representative, Rómulo Ávila.

The message also emphasized that the organization aims to be a home open to everyone, regardless of their island of origin or specific connection to the Azores, promoting what unites the community: its roots, culture, memories, and sense of belonging.

Throughout the opening remarks, it was recalled that living far from Portugal does not mean losing one’s connection to one’s homeland. Language, music, cuisine, traditions, family memories, and saudade were highlighted as elements that continue to bring together Portuguese and Azoreans scattered around the world. In this context, the presence of the Lagoa delegation was presented as an opportunity to strengthen ties between the community living abroad and its homeland.

“To welcome two representatives of a municipality is to welcome a piece of our Azores, but above all, a piece of Portugal,” was stated during the evening. The image of both sides of the Atlantic was also present in the MC’s message: “a community that lives far away, but continues to remain connected to its origins through memory, culture, and relationships built over generations.”

For her part, Casa dos Açores President Suzanne da Cunha delivered the welcoming remarks, extending greetings to the guests and the community in attendance. She emphasized the institution’s role as a pillar of Azorean identity, while never forgetting that Portugal remains its highest expression.

Following remarks by Matthew Correia, Councillor for the Azorean Diaspora, dinner was served, prepared by Patricia Borges of Caloura Bar and Grill, with the assistance of the organization’s volunteers.

The remarks by Vitor Silva, Political Coordinator, opened the second round of speeches, focusing on the true role of the diaspora, which is often overlooked by governments.

Manuel Da Costa, entrepreneur, philanthropist, and leader of Magellan, offered words of encouragement to the community and highlighted the progress of the “Lar Magalhães” project, informing those present about the actual status of the work and the steps to be taken in the future. “Unity and everyone’s support” are the guiding principles.

One of the most anticipated moments of the evening was the participation of the Lagoa municipal delegation, with remarks by Mayor Frederico Sousa, reinforcing the “connection between the Azorean community in the diaspora and the municipality of origin, in a gathering that sought to bring institutions, community, and territory closer together.”

Lagoa was presented by the mayor “as part of a collective memory that transcends geographical borders and continues to be present in the lives of those who left the Azores to build new lives in other parts of the world.”

The program also included remarks by Patricia Borges, entrepreneur and one of the organizers of the gathering. Her participation incorporated the business and community dimensions of the initiative, while also highlighting the role of diaspora members in creating networks, projects, and relationships between different communities.

“We have one foot on land and the other in the sea.”

A phrase that captures the connection of those who maintain their roots in the Azores while building their lives far from home. Between the Atlantic and their adopted homeland, Casa dos Açores continues to serve as a bridge for culture, language, traditions, and belonging. The Azores in our hearts. Portugal in our souls. And Casa as the bridge between us.

Romulo Ávila/MS

The content on the Milénio Stadium website is automatically translated using Google Translate.

Bayview Village is entering a new era with the completion of its extensive interior renovation, designed by Antonio Tadrissi, more than 60 years after it opened as an open-air shopping centre.

Its transformation is going to be integrated into a mixed-use development led by QuadReal Property Group.

The renovation includes artisanal marble tile laid in chevron patterns, brass and copper detailing, custom infinity seating, and hand-troweled Venetian plaster ceilings, explains a release.

There is also a new “Big Bang” chandelier that anchors Centre Court, while the two-storey “Lady Flamingo” sculpture stands as an artistic installation within Bayview Village. Interior Ficus trees are integrated throughout the redesign.

Located at Bayview Avenue and Sheppard Avenue, the centre is home to over 90 luxury retailers, restaurants, boutiques and wellness concepts.

The completion of Bayview Village’s interior renovation marks a milestone in the reimagination of the broader 22-acre master plan, which will introduce new residential, retail and public realm offerings, the release adds.

Envisioned as two distinct, yet connected villages, the development will unfold in phases, with construction currently underway on the North Village, the first phase of the redevelopment.

An open-air retail promenade will become the social spine of the district, linking three new residential buildings to the reimagined shopping centre and a 40,000-square-foot public park at its edge.

A future phase along Sheppard Avenue, the South Village, will introduce a new pedestrian-centric district.

Once complete, the master plan will add more than one million square feet of residential space and more than 100,000 square feet of new retail.

DCN/MS

PowerCo Canada has named EllisDon Corporation the general contractor for its $7 billion St. Thomas gigafactory, marking a key milestone as the project advances into its next phase of construction.

The project is now moving into the core infrastructure and structural phases that will support future production.

Work includes the production-building shell, mechanical, electrical and plumbing installations, energy and utility systems and supporting site services. Approximately 60 EllisDon workers are currently onsite, expected to ramp up to roughly 1,300 workers at peak, alongside additional personnel supporting parallel project activities, a release reads.

At 1.5-million-square-feet, the plant will be the size of 210 football fields just for the factory alone. The entire industrial park itself amounts to 1,500 acres, or an area of 850 football fields.

“The PowerCo facility represents a transformative investment in Canada’s industrial future, and EllisDon is proud to play a role in its delivery,” said Max Mantha, president, construction at EllisDon in a statement. “As a Canadian-headquartered, employee-owned company, we are committed to building the infrastructure that will help support Canada’s growing electric vehicle and battery manufacturing sector. This project will create opportunities for skilled tradespeople, local businesses, and communities across southwestern Ontario, and we look forward to working with PowerCo and our partners on this landmark development.”

Ground was broken in 2025 on the project, with Magil Construction Canada leading foundation construction for three major buildings and Steelcon Group of Companies fabricating and erecting structural steel components.

PowerCo has stated it is also aligning the project’s timeline and product strategy “with evolving market demand, technological advancements and the Volkswagen Group’s long-term strategy.”

St. Thomas is now expected to begin operations in 2029. PowerCo had previously said initial battery production was targeted for 2027.

“The St. Thomas gigafactory remains a cornerstone of our North American strategy,” said Joel Karlsberg, chief procurement officer with PowerCo Canada.

“We are continuing to build now while determining how and when the facility scales over time. This is about getting the pacing right — not stepping back — to protect our long-term investment, support regional jobs, and position Canada, Ontario and St. Thomas to benefit in a dynamic and evolving market.”

DCN/MS

The Ontario government has announced it is kicking off its fifth annual Level Up! skilled trades career fairs to introduce students, families and jobseekers to in-demand careers in the skilled trades.

Through multi‑day events planned in 12 communities, the 2026 fairs are expected to reach more than 60,000 people and will include open house sessions and interactive exhibitions that will inspire the next generation of workers, a release reads.

The fairs showcase dozens of Ontario’s 144 skilled trades through hands-on demonstrations, exhibits and conversations with employers, unions and training providers.

All open houses are free and run from 3 p.m. to 7:30 p.m. at the following locations:

• Kingston — September 29
• Barrie — October 6
• Timmins — October 14
• Thunder Bay — October 21
• Sudbury — October 28
• Hamilton — November 3
• Windsor — November 11
• London — November 17
• Ottawa — November 24
• Oshawa — December 1
• Mississauga — December 8

Ontario now has more than 94,000 active apprentices, the highest number in more than a decade, as more people choose careers in the skilled trades. By 2035, about one in six job openings in Ontario is expected to be in a skilled trades-related occupation.

DCn/MS

Those who promise too much without a proven track record may be fooling the people.

My dear friends and readers, I have always heard that it is with feet under the table that the best friendships and the best business deals are often made. But it is also at the table, over good conversation, that we often get to truly know a person.

I, as many of you already know, do not hesitate to speak my mind. I may not always be right, but I try to pay attention to what I hear and, above all, to understand well what is being said to me.

Recently, I had the pleasure of meeting someone with a profile many would wish to have: upfront, simple, cautious with words, possessing a broad vision, and deeply attentive to the interests of the people and public accounts.

We spoke about poverty, employment, and the responsibilities of those who govern. One idea became crystal clear: you cannot promise everything to everyone without first thinking about who will pay for it and where the money will come from. The role of those who govern must also be to create the right conditions so that people can work, progress, and build their own future.

We also discussed employment. The reality is that difficulties exist, but there are also sectors lacking labor where greater investment in training, preparation, and the willingness to work is needed. We cannot build a society where everything is presented as a right without also talking about individual duties and responsibilities.

My friends, all this to say once again that politics cannot just be a race to make promises. Any day now, we’ll hear someone claim that we all have a right to win the lottery. Or better yet, that we deserve to win and that someone has an obligation to hand us the winning ticket.

Great leaders aren’t necessarily those who promise the most. They are those who know how to explain what is possible to achieve, how it can be done, and, above all, who is going to pay for it.

During our conversation, I even mentioned to him with a bit of humor that, despite being elected by a left-leaning party, some of his ideas seemed closer to social democracy. And he smiled.

Above all, I saw a person who is very careful with spending, concerned with balancing the accounts, and committed to ensuring quality of life for his residents. A person who seems to understand that quantity is not quality, and that governing cannot simply be about handing things out without thought for the next day.

I particularly liked one point he made: in politics, not anything goes. Those who govern must also remember that, all too often, some run up the debts while others are left with the responsibility of paying them off.

And this isn’t just about politics. It’s a reality we all recognize, whether in a family, a business, an association, or a country. We cannot spend today without thinking about the consequences tomorrow.

My dear readers, are you curious to know who this person is that I had the privilege to meet?

His name is Eng. Frederico Furtado de Sousa, Mayor of Lagoa, in the Azores.

It was a pleasure meeting him. I found a humble, intelligent, straightforward, and measured person, but above all, someone who conveyed to me the idea that, in politics, party colors should never stand above the responsibility of governing.

Mr. Mayor, I hope you continue to be the person the people of Lagoa chose to manage the future of their municipality, with calmness and without euphoria. You came to Toronto and, perhaps without even intending to, ended up giving many of us a little lesson: there are rights, but there are also duties; there is support that is necessary, but there are also responsibilities; and public money is not bottomless.

It was a conversation over a meal, with feet under the table, but it left me with one certainty: sometimes, you need to know the person before you judge the politician.

Now you know who this person is that I met with feet under the table.

Look up and listen to the Mesa Redonda program from September 25th, and see what a good politician truly looks like.

Have a great weekend!

Augusto Bandeira/MS

The Virgin Mary "wore a hijab", showing Islam's attitude to women does not conflict with Western values, council staff who handle anti-terror work have been told in a talk about Islamophobia.

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Scrapping the triple lock might not raise any money at all, the Institute for Fiscal Studies has warned, threatening Andy Burnham’s plan for a 'National Care Service' and raising the prospect of huge tax hikes.

The post Scrapping Triple Lock Could Save Nothing, Warns IFS appeared first on The Daily Sceptic.