Seniors aging at home, new skills training, and an Indigenous business directory

Seniors aging at home, new skills training, and an Indigenous business directory

Ontario Weekly Update September 2025: Seniors Aging at Home, Skills Training, and First Nations Business Directory

By Mansoor Qureshi

Ontario Weekly Update: Seniors Aging at Home Pilot Program

Ontario Weekly Update September 2025 begins with news that the province has announced a pilot program to help seniors stay in their homes longer. BradfordToday reports that this initiative expands home care and accessibility support so older Ontarians can age with dignity where they feel most comfortable. Families will face less disruption and stress, while the healthcare system may see reduced pressure on long-term care homes. Importantly, the challenge will be ensuring rural and remote communities benefit, not just urban centres.

Ontario Weekly Update: Skills Development Fund Boosts Training

The Ontario Weekly Update September 2025 also highlights that the province has awarded millions through the Skills Development Fund to support training in trades such as electrical work, construction, and environmental safety. Industry news shows that these programs target youth, newcomers, and underrepresented groups. As a result, more Ontarians will gain access to good-paying jobs and employers may face fewer labour shortages. Still, equity of access is crucial: people in Thunder Bay deserve the same opportunities as those in the GTA. Additionally, transportation, childcare, and placements outside big cities need improvement to make training fair province-wide.

Ontario Weekly Update: First Nations Business Directory Launches

The Ontario government and the Chiefs of Ontario have partnered to launch a certified First Nations Business Directory. Chiefs of Ontario confirm that the directory will make it easier for Indigenous-owned businesses to connect with government procurement, industry contracts, and the broader public. This initiative is not only economic; it also supports reconciliation, promotes visibility, and strengthens long-term inclusion. For Indigenous entrepreneurs, access to networks and contracts can lead to stronger local economies and greater independence.

What This Update Means for Ontario

For seniors, the aging-at-home pilot means the possibility of remaining in the houses where they built their lives. For workers, new training paths open steady careers in urgently needed trades. For Indigenous businesses, visibility and procurement opportunities can drive growth and inclusion. However, these programs only matter if they reach every corner of Ontario. Transitioning from policy announcements to real, measurable results will be the true test.

Where Ontario Centrists Stand

We believe in practical investments that improve daily life. Supporting seniors, training workers, and empowering Indigenous businesses all move Ontario toward fairness and accountability. Our focus is to ensure that funding is transparent, accessible, and province-wide. By holding leaders accountable, we can guarantee these initiatives serve families in the north, rural areas, and cities alike. Ontario Weekly Update September 2025 should not only inform but also inspire action toward measurable progress.

Let’s get to work.

Ontario Centrist Party on Fair Transit Funding

Ontario Centrist Party on Fair Transit Funding

Ontario announced more than $128 million to renew Niagara Transit’s fleet, including replacing old buses, adding paratransit vehicles, and installing safety cameras and real-time tracking. In Toronto, construction advanced on the Ontario Line with a new tunnel launch shaft along Pape Avenue. Both announcements reflect investments in public transit, but the Ontario Centrist Party sees gaps that must be addressed.

Transit funding in Ontario too often comes late and lands unevenly. Riders endure years of unreliable service before upgrades are delivered. In Niagara, residents have long complained of aging buses breaking down or routes being cut when demand was highest. In Toronto, whole neighbourhoods remain poorly served by subway access, forcing longer commutes and heavier reliance on cars. These new projects are welcome, but they illustrate a pattern: government acts only after frustration has built for years.

For people, this is not about engineering or contracts. It is about missed work because the bus didn’t come, or a parent standing in the cold with children waiting for a vehicle that broke down. It is about students in neighbourhoods without a subway stop spending hours of their week in traffic. Every one of these details affects cost of living, stress, and quality of life.

The Ontario Centrist Party believes transit must be planned around people first, not political cycles. That means directing new investment to the communities with the poorest service, not just the easiest projects to deliver. It also means supporting residents during construction, whether with shuttle routes, clear information, or financial help for businesses disrupted by road closures.

When Ontarians see their tax dollars at work, they deserve to see the benefit quickly and fairly. Transit should reduce stress, not create it. Our commitment is to press for practical, region-by-region planning that measures success by riders’ daily lives, not ribbon-cuttings. Let’s get to work.

Women in the Centre: Launching a Bold Agenda for Ontario’s Future

Letter to the Founding Members of Women in the Centre

To all the incredible women who’ve joined Women in the Centre,

I want to start this letter with humility. As a man writing to a group of accomplished, capable, and community-driven women, I understand that my role here is not to lead, it’s to support. What follows is not a directive, but a set of suggestions. This agenda is meant to offer a starting point, a framework that I hope serves as a helpful foundation as you decide together what this group will become.

Over the last few years, I’ve listened closely to countless women across Ontario; mothers, professionals, caregivers, entrepreneurs that speak about the structural and personal barriers they continue to face. What I heard was honest, often difficult, and deeply motivating. This group exists because those voices matter and because Ontario needs to reflect them in our politics, in our priorities, and in our leadership.

Women in the Centre is a civic initiative within the Ontario Centrist Party, but it belongs entirely to its members. The agenda below is simply a guide, a tool to help us begin moving in a direction that brings meaningful change to women’s lives across this province.

Vision & Core Deliverables

  • Policy Development: Drive policy that reflects lived experience and supports real progress for women in Ontario.
  • Leadership Pipeline: Identify, mentor, and support women into leadership and political roles across the province.
  • Community Mobilization: Build networks that inform, connect, and empower women to lead change where they live and work.

Year One Priorities

1. Women’s Health & Reproductive Care

  • Establish a taskforce focused on OB/GYN access, postpartum care, and rural health gaps.
  • Advocate for improved mental health resources, including perimenopause and trauma-informed care.
  • Push for stronger data collection and research on women’s long-COVID and cardiovascular risks.

2. Affordable Childcare & Early Learning

  • Design policy for affordable, publicly funded childcare with real municipal flexibility.
  • Support pilot programs for workplace-supported childcare in partnership with local employers.

3. Economic Empowerment

  • Launch a Women Entrepreneurs Fund: grants and mentorship for women-owned businesses.
  • Create a provincial directory to promote women-owned vendors for public procurement.
  • Advocate for fair parental leave and re-entry supports in private sector hiring practices.

4. Leadership & Participation

  • Develop a “Women Candidate Bootcamp” covering fundraising, organizing, and digital campaigning.
  • Establish leadership fellowships with post-secondary and professional institutions.
  • Create a Women’s Advisory Council to influence the party’s platform and policy focus.

5. Equity in Policy & Budgeting

  • Push for mandatory Gender-Based Analysis (GBA+) in all provincial budget decisions.
  • Host an annual Ontario Women’s Budget Summit to assess equity outcomes and impact.
  • Publish annual equity performance reports across key ministries and social programs.

Ongoing Initiatives

Initiative Goal Frequency
Policy Roundtables Bring experts and community members together Quarterly
Mentorship Circles Connect aspiring women leaders to mentors Monthly
Public Forums & Town Halls Direct public engagement on women’s issues Bi-Annual
Research Partnerships Collaborate with think tanks and academics Ongoing
Media & Messaging Amplify women’s leadership stories and ideas Monthly

Measuring Progress

  • Policy Wins: Are our proposals being adopted, heard, or debated?
  • Participation Growth: How many new women are engaging, mentoring, and leading?
  • Community Reach: Are we showing up in the places where women need support?
  • Recognition & Visibility: Are our voices shaping platforms, media, and public thinking?

Next Steps

  • Convene a launch session to align around your top two priorities for the year.
  • Establish working groups based on interest, region, and lived experience.
  • Continue growing the group in a way that reflects your vision, not anyone else’s.

With deep respect and appreciation,

Mansoor Qureshi
Leader, Ontario Centrist Party

Get Involved

Whether you’re ready to lead, learn, or simply connect—there’s a place for you at Women at the Centre.

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A Letter to Durham: Community-Centered Leadership Begins Here

To: Asif Khan
From: Mansoor Qureshi, Leader of the Ontario Centrist Party
Re: Taking Root in Durham – What Local Leadership Requires NowAsif,Thank you for taking on the responsibility of leading our first Constituency Association in Durham. You have earned the trust to build something real, not just symbolic.

Durham is a bellwether region. If Ontario is a puzzle, Durham is the edge pieces. It borders Toronto, touches farmland, holds heavy industry, and houses tens of thousands of commuters. It has urban pain points and rural blind spots. And in politics, it is often treated like a corridor, not a community.

We are here to change that. And you, as Chair, are going to lead the charge not by noise, but by design.

Durham’s Actual Issues and the Role of a Centrist Response

1. Health System Failures in North Durham

Wait times in Lakeridge Health have become normalized. Rural patients in Uxbridge, Scugog, and Brock are underserved and often drive over 45 minutes for care.

Your move: Convene a Health Access Roundtable this summer. Include paramedics, family doctors, nurse practitioners, and patients. Start building our party’s call for regionally allocated walk-in clinics and integrated telehealth staffing, especially for the north.

2. Unsynchronized Transit Across the Region

The GO system is designed for Toronto-bound travel. DRT is fragmented. East-west routes between towns like Clarington to Ajax or Whitby to Pickering are painful.

Your move: Collect a small sample of commuter journey diaries from residents across each zone. Use that to frame a policy brief on intra-Durham transit funding so that young workers, parents, and seniors can move within the region, not just out of it.

3. Incoherent Housing Growth in Clarington, Pickering, and Courtice

Developments are being approved faster than schools and clinics can open. Municipalities are often cornered between provincial mandates and local resistance.

Your move: Publish a Durham Growth Tracker online. Show residents visually where housing is growing faster than infrastructure. Use it to justify CPO’s call for infrastructure-tied approvals. No new major projects without matched school and healthcare investment.

4. Youth Drift: Mental Health, Purpose, and Belonging

Durham’s youth, especially in Oshawa and North Durham, are falling through the cracks. Services are disconnected. Volunteerism is down. Drug use and anxiety are up.

Your move: Propose a pilot Durham Youth Civic Corps, a summer or weekend model that combines recreation, mentorship, and community service. Partner with libraries, mosques, churches, and school boards. We need to prove we can build belonging, not just talk about it.

5. Rural Durham Feels Forgotten

Brock Township, Scugog, and even parts of Uxbridge feel like policy afterthoughts. Internet access, business investment, and mental health support are weak.

Your move: Drive out there. Sit with farmers, firefighters, and co-op boards. Build our case for rural microgrants that support small repairs, mental health check-ins, and tech upgrades. We don’t need to promise millions. We need to show up.

How You Organize: Precision Over Visibility

You do not need everyone to know who you are right away. You need ten well-placed people in ten communities to know exactly what you are doing.

1. Divide the Region

Treat Durham as five regions:

  • North: Uxbridge, Scugog, Brock
  • East: Clarington, Courtice
  • Core: Oshawa, Whitby
  • West: Ajax, Pickering
  • Anchor Hubs: Major transit and health nodes

Assign a local contact or liaison per zone by September. No titles, just real relationships.

2. Monthly Intelligence Loop

Set a rhythm: one listening event, one community visit, and one written dispatch per month. Post it on our blog. Keep it short, real, and helpful.

3. Own One File

Choose one file that Durham residents feel every week. Health, transit, housing, schools — pick one. And become the adult in the room on it. Show up with plans, not punchlines.

Closing Thought

Your credibility will come from rhythm, not reaction.

Start slow, but do not stop. Make our party known not by what we say, but by how we behave.

We do not have legacy baggage. That means we do not have excuses either.

Lead with sincerity. Build in the open. Listen like your life depends on it.

You have my full backing, Asif. Let’s build Durham right.

Mansoor Qureshi
Leader, Ontario Centrist Party
https://ontariocentristparty.ca/

Ontario Centrist Party: Strategic Identity Framework

Approved for Party-Wide Distribution – June 2025

Public Identity Groups Strategy: Reframing Participation for a Stronger Ontario

Prepared By: Office of the Party Leader, Mansoor Qureshi

Audience: Executive Council, Constituency Association Chairs, Prospective Group Chairs, Core Volunteers

Purpose: To formally establish the Ontario Centrist Party’s public-facing identity groups as a foundational component of its engagement, recruitment, and policy influence strategy for 2025 and beyond.

Part I: Strategic Overview

Key Insight: The Ontario Centrist Party (CPO) does not need more internal structure—it needs more public story. Voters, members, and media must be able to see themselves in us, quickly and clearly.

Core Principle: Every public-facing initiative must be a story people want to join.

Our challenge is not awareness—it’s resonance. This strategy shifts our engagement model from an administrative function to one of cultural participation. Through five distinct but aligned identity groups, we offer Ontarians accessible and purpose-driven entry points into the party’s movement.

Part II: Identity Group Objectives

The following identity-first groups have been formally adopted by the Ontario Centrist Party. Each is designed to fulfill three core roles:

  • Signal clarity of mission (media-ready, culturally resonant)
  • Provide actionable roles for diverse participants
  • Deliver early proof of the party’s values in practice

Each group is led by its own operational team but operates under the shared brand and policy framework of the Ontario Centrist Party.

Part III: Identity Groups – Missions and Initial Deliverables

1. Women at the Centre

The moral and policy backbone of the party.

Mission: Advance the leadership, safety, and lived-policy priorities of women in Ontario’s civic life.

Initial Deliverables:

  • She Votes. She Speaks. campaign: 20 women, 20 stories (multimedia)
  • Launch Policy in Her Hands roundtable series
  • Recruit 50+ women across riding teams for 2025

2. The Ontario Mirror

Our visible commitment to reflection and inclusion.

Mission: Ensure our platform, practices, and public communications reflect Ontario’s full linguistic, cultural, and lived diversity.

Initial Deliverables:

  • Translate core documents into 3–5 non-English languages
  • Launch We Are the Middle Ground multilingual campaign
  • Facilitate Platform Access Test through community reviewers

3. The Next Table

Where young Ontarians co-author their political future.

Mission: Create policy-building and leadership pathways for Ontarians under 30.

Initial Deliverables:

  • Students Write the Platform challenge
  • Youth blog + shortform video storytelling
  • Establish 10 “Civic Crews” in educational institutions

4. Common Ground Ontario

The civic antidote to polarization.

Mission: Facilitate civic trust by fostering cross-ideological conversations rooted in shared values, not partisanship.

Initial Deliverables:

  • Coffee with the Other Side civic roundtables in 10 ridings
  • Release The Civility Index – Ontario political discourse audit
  • Distribute cross-partisan civic literacy kits to classrooms

5. The Work Ahead

Our flagship on economic dignity and future readiness.

Mission: Design regionally grounded policies that restore economic stability and upward mobility for working Ontarians.

Initial Deliverables:

  • The Broken Ladder white paper: wages, mobility, cost of living
  • Real People, Real Work town halls with public + employers
  • Pilot one region-specific policy (trades, housing, rural jobs)

Part IV: Activation Roadmap

Step 1: Executive Endorsement

  • Executive Council formally recognizes all five groups as core components of the CPO brand and outreach structure.
  • One Executive Liaison assigned per group for leadership continuity.

Step 2: Appoint Founding Chairs

  • Identify a qualified Founding Chair (internal or external) for each group.
  • Provide onboarding brief, mission language, and meeting cadence.

Step 3: Build Core 5 Teams

  • Chair, Deputy Chair, Communications Lead, Organizer, Policy Lead
  • Deadline: All teams operational within 21 days of Chair appointment.

Step 4: Launch Identity Kits

  • Distribute branded visuals, tone-of-voice guidelines, and digital assets.
  • Activate WhatsApp groups, mailing lists, and blog categories.

Step 5: Deliver Public Impact

  • Each group produces a visible deliverable within 6 weeks of launch.
  • All deliverables must include a sign-up mechanism.

Part V: Communications and Review

Documentation & Reporting: Each team will maintain activity logs in a shared drive and hold monthly check-ins with Party Executive.

Quarterly Review: All groups report publicly at each quarterly leadership meeting. Strategic adjustments will be made as needed based on outcomes and operational maturity.

Final Note from the Party Leader

These groups are not designed for symbolic outreach. They are designed for action.

They represent our future base—and more importantly, our future leadership. If we succeed, Ontarians won’t just see themselves reflected. They will feel invited to shape this party with us.

Let us now move from vision to voice, and from strategy to story.

 

Mansoor Qureshi
Party Leader, Ontario Centrist Party

A Letter to Milton: Local Leadership Starts With Listening

Strategic Advisory Note: Milton CA Leadership Priorities

To: Syed Mohsin Rizvi, Chair – Milton CA
From: Mansoor Qureshi, Leader – Ontario Centrist Party
Date: June 2025
Re: Milton Needs Leadership That Solves, Not Just Speaks

Mohsin,

Milton’s growth story is undeniable—but the provincial response has been slow, fragmented, and often dismissive of what residents are going through on the ground.

We don’t need to match other parties in messaging. We need to outperform them in problem-solving. Here’s where you start: these are Milton’s five most urgent issues—at the provincial level—and what you can do right now to start solving them.

1. School Overcrowding and Delayed Provincial Funding

The issue: Milton’s schools are among the most overcrowded in the province. Some have capacity over 120%, with kids spending years in portables.
Why it’s provincial: School board funding formulas are set by Queen’s Park, and capital approvals are slow, especially in high-growth towns like Milton.
What to do:

  • Request a meeting with Halton District School Board and identify top 3 pressure points.
  • Advocate publicly for automatic funding triggers tied to population thresholds—not political lobbying.
  • Start a local campaign: “No More Portables by 2027.”

2. Transit Neglect and East-West Disconnection

The issue: GO Transit focuses on getting people to Toronto—but local connectivity inside Halton is broken. Derry Road, Britannia, and Steeles corridors are congested, unsafe, and underserved.
Why it’s provincial: Metrolinx controls GO expansions and is prioritizing regional hubs over suburban mobility.
What to do:

  • Push for local bus pilot programs between Milton, Oakville, and Burlington through provincial transit grants.
  • Make the case for off-peak and weekend GO train expansion—especially for low-income and shift workers.
  • Collaborate with nearby CA teams to present a united Halton Transit Reform proposal to Queen’s Park.

3. Delayed Health Infrastructure

The issue: Milton’s hospital expansion is badly behind pace. Family doctors are scarce, and the town lacks mental health resources for youth and seniors.
Why it’s provincial: Hospital expansions, clinic licenses, and primary care access are under the Ministry of Health.
What to do:

  • Publish a Milton Care Gaps Report—get data on family doctor shortages, wait times, and service deserts.
  • Advocate for a Satellite Mental Health Hub with walk-in counselling for youth, integrated with local schools and rec centres.
  • Propose local medical student placement incentives in Milton through OMA and provincial channels.

4. Mismanaged Housing Intensification

The issue: Towers are going up, but parking, schools, traffic control, and services are falling behind. Residents feel development is imposed, not integrated.
Why it’s provincial: The Ontario government’s housing targets pressure municipalities, but with no enforcement of infrastructure balance.
What to do:

  • Call for a Growth Readiness Scorecard before provincial approvals: no build gets greenlit unless roads, schools, and clinics are accounted for.
  • Position CPO as the voice for “Yes to Growth, Only If it Works.”
  • Publicly challenge MPPs pushing one-size-fits-all targets without infrastructure accountability.

5. Lack of Provincial Investment in Newcomer Integration

The issue: Milton has one of the highest newcomer settlement rates in Ontario, but provincial services (employment, legal aid, community health) are still centralized in Mississauga or Toronto.
Why it’s provincial: Newcomer programs, ESL, and settlement funding flow through provincial ministries.
What to do:

  • Form a Milton Newcomer Working Group to collect lived experiences.
  • Advocate for decentralized provincial service access points in Milton: employment support, legal aid, and mental health.
  • Push for ESL classroom ratios and funding to reflect post-2020 population data, not outdated projections.

Next Steps for the CA

  • Build your leadership team around these five issue tracks: one volunteer per domain.
  • Begin regular contact with school trustees, regional councillors, and parent associations.
  • Host a Quarterly Milton CA Forum with guest experts—urban planners, educators, doctors—who can ground these problems in data, not just headlines.
  • Share one public dispatch per month: what you’re hearing, what you’re working on, and how residents can help shape policy.

Final Thought

Don’t waste time trying to look like a candidate. Build yourself as a connector—between the community and the provincial system. That’s where real influence begins.

Milton doesn’t just need a voice. It needs a bridge. And you, Mohsin, are in the best position to build it—with full support from the party.

Let me know when you’re ready to turn these tracks into team briefs or public campaigns. I’ll back your strategy fully.

Mansoor Qureshi
Leader, Ontario Centrist Party
https://ontariocentristparty.ca

Ontario’s $15 Billion EV Delay: What Honda’s Pause Really Means for People

This week, Ontario hit a speed bump in its push toward becoming a leader in electric vehicle (EV) manufacturing. Honda Canada announced it’s postponing its $15 billion investment project in Alliston — a project that was supposed to create thousands of jobs and bring long-term economic momentum to the province.

The plan included building an EV battery plant and retooling their vehicle assembly facility. It was seen as a cornerstone of Ontario’s green economy. The federal and provincial governments had pledged over $5 billion in public funding to support it. Now, Honda says the project is on hold for up to two years.

The reasons? Slower global demand for electric vehicles and new U.S. tariffs that affect how foreign-made EVs will be treated in the American market.

This isn’t just about factories or headlines. It’s about trust — and about real people in real towns who were counting on this.

A Story That Could Be Real — Even If It’s Not

To show what this means on a human level, let’s imagine a young man named Jayden. He’s not real, but his story could be.

Jayden is 21, living in Barrie with his mom and younger brother. He just finished trade school and was excited about the Honda expansion. He saw a future in it — an apprenticeship, a steady income, maybe even the chance to move out and support his family.

Now, that plan is on hold. No job, no clear answers, and no way to know when the opportunity will come back — or if it ever will.

This is what happens when we put billions into projects without guarantees. And it raises an important question: What do we owe the communities who buy into these promises?

Where the Ontario Centrist Party Stands

At the Ontario Centrist Party (CPO), we support bold investments in Ontario’s economy — especially in clean technology and innovation. But we also believe that public money should come with public protection.

If a project gets billions in support, there should be clear accountability:

  • What happens if timelines change?

  • What guarantees exist for local workers and communities?

  • How do we make sure these investments actually deliver long-term value — not just press conferences?

This pause from Honda is a reminder that Ontario can’t afford to build its future on single deals. We need strong economic ecosystems: skilled trades, flexible education, support for startups, and smart infrastructure that prepares us for whatever comes next.

The Bottom Line

Ontario has the talent, the will, and the resources to lead — but leadership isn’t just about headlines. It’s about staying power.

We’ll keep pushing for a province that protects its people, plans wisely, and never leaves workers like Jayden behind.

What’s Really Going On in Ontario? More on Jobs, Housing & the Road Ahead

Ontario isn’t on the verge of change—we’re already in the middle of it.

The headlines say the economy is up, jobs are growing, and transit is being built. But that’s not what most people feel. Rent is still high. Groceries cost more. Commutes are longer. And stable jobs are harder to find. For a lot of Ontarians, the future feels more uncertain than ever.

That’s why I’m sharing this update. Not to sell a talking point, but to be honest about where we’re at and what we need to do.

Our economy is growing, yes—but not for everyone. Big cities and some industries are doing well. Small towns and local businesses? Not so much. Inflation may be slowing, but most people still feel squeezed. Economic growth only matters if people actually feel it in their daily lives.

We’re seeing more jobs—mostly in transport and service work. But more and more of these jobs are contract, gig, or part-time. That means fewer benefits, no long-term security, and harder paths to owning a home or saving for retirement. Work should offer stability, not just hours.

Housing is the biggest problem we face. It used to be normal to buy a home in your late twenties. Today, people are still renting well into their forties. In some places, houses cost 15 or 20 times what the average person earns in a year. That’s not affordable. That’s broken. We need to build faster, crack down on speculation, and give cities more power to fix this locally.

Transit? We’ve been hearing about new lines for years. Ontario Line. Crosstown. Highway 413. But commuters are still stuck in traffic or waiting for buses that don’t come. Projects need to be finished—not just announced. Transit should be reliable, affordable, and make daily life easier.

The budget looks a little better. The deficit’s shrinking. Rebates are coming. That helps. But it’s not a long-term plan. We can’t rely on short-term handouts. We need smart spending—on housing, healthcare, transit, and education. Investments that actually make a difference.

There was a time—not that long ago—when one income could buy a house, raise a family, and build a future. That wasn’t a dream. That was real. It’s not gone forever. But we do have to fight for it.

We’re not broken. But we’re tired. And that’s fair.

The Ontario Centrist Party isn’t here to yell, divide, or blame. We’re here to focus on what works. We believe in balance. In real ideas that solve real problems. In leadership that’s calm, thoughtful, and clear.

We believe in you. In the people who show up, work hard, and still care about where Ontario is going. We’re here to serve that energy—not waste it.

Let’s stop waiting for someone else to fix it. Let’s fix it together.

Let’s get to work.