It’s a mid-afternoon Monday at the Cork & Bean in downtown Peterborough and Michael Eamon is experiencing something that will, predictably but wrongly, come his way rarely over the next four years: gratitude.

Walking to the George Street coffee shop, Peterborough’s mayor-elect is stopped by a woman offering her congratulations. A counter employee at the Cork & Bean does the same, but stops short of offering a free cup of java.

And on his way back to City Hall where he has a temporary office, Eamon is approached and thanked over and over again by an appreciative business owner who makes no secret of which mayoral candidate he had voted for.

There’s no mention of crumbling city infrastructure, rising property taxes, or jobs lost due to plant closures during these interactions. The honeymoon period is underway in earnest, and is Eamon’s to enjoy — if only for a brief time.

A wider margin of victory than Eamon expected

Just a week earlier, the 54-year-old first-time political candidate was elected as Peterborough’s 64th mayor, winning decisively by close to 3,500 votes over Neil Morton, the closest of six challengers.

Since assuring “A better Peterborough begins now” during his victory speech, Eamon has allowed the significance of his election to sink in, all while accepting the good wishes and congratulations of many who anticipate, and hope upon hope, that his success will herald their success.

On reflection, Eamon readily admits his margin of victory, which brought him 36.7 per cent of the vote, came as a total surprise.

“Nobody runs thinking they’re not going to win — you have to be positive and put your energy into it — but there were moments during the campaign when we felt we were the underdogs,” reflects Eamon.

“Personally, I think that’s the best position to be in. You never want to be too confident. You want to be able to do more. I had a great team, many of whom, like me, had never been involved with a political campaign. We were hungry. We wanted to learn. We wanted to do our best. Was I ever scared or worried? All the time.”

“When you’re canvassing, you see the depth of concern. As a candidate, you become a lightning rod for every concern possible. Every night, I’d go home thinking ‘Oh my gosh, how am I going to do this?’ but every morning I’d wake up revitalized, thinking ‘We have to move forward. We have to win this. People need hope. People need to know that change is coming.'”

Setting council’s priorities and pressing pause on the proposed downtown arena

Throughout the campaign, Eamon’s skill as a team builder, developed over the past 12 years at Trent University in his role as principal of Catharine Parr Traill College, and prior in federal government roles, was highlighted as a significant attribute.

With five incumbent councillors and six new faces, including his own, on the new city council that will be sworn in November 19 at The Mount Community Centre, Eamon’s ability to bring people together will be tested.

To that end, he has already reached out to some of the newly elected, the plan being to meet with each one-on-one before convening a group retreat that Eamon pledges will be held locally.

“Every (new) council needs to set a vision for the next four years, and that is where we’re going to set that vision,” says Eamon, adding “From that vision, all policy and procedure follows. What are going to be our three or four key goals to meet?”

Peterborough, notes Eamon, faces a long list of challenges and needs, many of which the mayoral candidates touched on over the course of the campaign as well as heard at the door.

The proposed development of a new multi-use sport and entertainment complex in the downtown core is among them.

“The majority of the people I talked to during the campaign are against this, downtown or anywhere,” says Eamon, adding “There’s a very vocal group of people who do want it, and I understand why they want it.”

“I’ve read the 2018 report. The Memorial Centre is near the end of its life. But what I campaigned on is I want to press pause. Pause doesn’t mean throw it in the garbage or shelve it forever. Just breathe. Make sure all the appropriate people have been talked to. Make sure all the numbers are known. We have five new councillors that also don’t know the details.”

“Our portion (of the $170 million estimated cost) is $58 million, but that’s only going to go up. Let’s check out what the proposals are, what the business plan is, what the revenue generating schemes are … this is going to require private money, and a lot of it. And asking other levels of government to put in $50 million plus is massive.”

“We need a plan that people can see themselves in. The people who are against it don’t see themselves in it. We need to somehow bring in the rest of the community and make a case for why it’s important.”

Rebuilding economic ties with the county as budget pressures mount

Economic development, and a widely perceived lack of activity in that area, is something else Eamon plans to get up to speed on in a hurry.

“There’s a new strategic plan underway right now and one of the first things I’ll be doing is finding out where we’re at with that and how are things moving,” he says.

“I see Peterborough as power hub but we’re not alone. Even though we don’t have official connections now with the county, we need to rebuild unofficially some of those connections to see how we can operate as an economic region.”

“I understand there were some issues and that the solution to the issues was to go separate ways and move things in-house,” says Eamon, referring to the dissolution of Peterborough and the Kawarthas Economic Development at the end of 2024 after the city, and subsequently the county, withdrew their core funding from the non-profit organization.

“I get it. It’s going to be an interesting tightrope to walk. I’m big on collaboration, but sometimes collaboration is seen as red tape, or just another level of government. I understand why the city went on its own, but I’d like to see a more collaborative relationship (with the county).”

And then there’s property taxes — a burden being carried mostly by residential ratepayers as opposed to industries using city services.

“The reality is we have massive infrastructure costs coming. Things like diesel fuel are going up in price. The city’s fixed costs aren’t so fixed. That gets downloaded onto taxpayers. This tax season is going to be tough. A lot needs to be addressed. Course correction — what council can do — is going to be a bit limited until the next cycle of the budget.”

Eamon acknowledges the honeymoon period, of hearing daily pleasantries as opposed to criticisms of his performance and that of city council, will come to an end as quickly as it started.

“I feel the weight of the trust that people have put in me, but there are some serious decisions ahead,” he says.

“I’m not alone. I’m first amongst equals; the team lead for this council. We have half newbies and half seasoned councillors. New people bring new ideas and perspectives. That’s a very good thing.”

What Eamon will bring from Trent University to city hall

As Eamon prepares for a new chapter, the closing of another is proving tougher to deal with.

“I’ve truly loved the work I’ve done at Trent,” he says, referring to his years as principal of Catharine Parr Traill College.

“For me, building community, making people feel connected, is so important. That motivates me. I’m going to miss that. But I ran because I believe I can do that on a larger scale. Trent, in many ways, was a great sandbox, a great proving ground.”

“I’ve been at city hall since Tuesday (the day after the October 26 election) so I can hit the ground running and have rich conversations with staff about where we need to go.”

That acclimatization has also seen Eamon meet with city clerk John Kennedy, elections supervisor Vicki King, and staff to thank them for their work facilitating the election. He has also sat down with outgoing mayor Jeff Leal, who offered him a temporary office at 500 George Street North.

While much has changed for Eamon, with more change to come, one constant has been his unabashed optimism for the city and those who call it home.

“There are lot of good things happening,” he says.

“Let’s not reinvent and create new shiny things. Let’s see and elevate what we have, and fix what isn’t working. Maybe that’s not a sexy approach to politics, but it’s very measured. Government is working well when you never hear about it.”

“I want to elevate the people who do good in the city, from city staff to people who are working for charities. The challenge is a lot of people are working away in silence. Part of what I want to do is make sure that credit is given where credit is due.”

‘I’m not doing this to be liked. I’m doing it for the city and the people I love.’

Meanwhile, to the oft-expressed view that Eamon is simply too nice a guy to hold political office, the subject of that opinion is having none of it.

“All my life I’ve worked in situations, be it in government or at the university, where people had dissenting opinions; where people were angry,” he says, adding “The only difference here (at city hall) is it’ll be a lot more public.”

“But from a young age, I’ve never liked being bullied. Even though I think I have a nice enough disposition, I don’t like to be pushed around. Sir John Macdonald and others have called politics the art of the possible. You have to see there is more than just one way, or the right way, or the wrong way, of doing things. There are many ways of doing things. I’ll need a thick skin because someone will always think the way I’ve chosen is the wrong way.”

“People already have a view of me, one way or the other. That’s fine. But I’ve always felt whatever modicum of power you have, you have to use it for the public good. I’ve done that all my life and now I can make some positive change.”

“One of my campaign slogans was ‘I like Mike.’ As much as it’s nice to like Mike, I’m not doing this to be liked. I’m doing it for the city and the people I love.”

Eamon will be inaugurated along with the rest of city council at 6 p.m. on Thursday, November 19 in Austin Doran Hall at The Mount Community Centre. The ceremony will also be livestreamed on the City of Peterborough website.

Grab your napkins again, Peterborough — the battle of the burgers is back.

United Way Peterborough & District has launched the second annual Ultimate Burger Battle, with 11 local restaurants serving up specially created burgers throughout November and donating $2 from every one sold to the United Way.

The month-long fundraiser officially kicked off Tuesday (November 3) at Agave by Imperial in downtown Peterborough, which earned the title of Ultimate Burger of the Year when the competition debuted in 2025.

That inaugural battle saw eight restaurants sell 1,022 featured burgers during November, raising $2,065 to support United Way programs and services. Agave by Imperial took the top judged honour with its Cien Fuegos burger, while Double Dz’s Diner won the award for Most Ultimate Burgers Sold after customers ordered 207 of its Big D burgers. Pizza Villa & Pasta House in Bridgenorth won the People’s Choice award with its United Way Burger.

This year’s Ultimate Burger Battle has expanded to 11 restaurants, including all three winners from last year, another contestant from last year, and seven newly participating restaurants.

“We’re excited to see the Ultimate Burger Battle return for a second year, especially with so many local restaurants stepping up to be part of it,” said United Way Peterborough & District CEO Jason Seguya.

“What makes this campaign special is that it gives people a fun, tangible way to support their community. You can get together with friends, discover a new local favourite, or revisit a restaurant you already love, knowing that your purchase is helping support people and programs right here in Peterborough and County.”

This year’s contenders are Agave by Imperial with the Volcano Burger, Ashburnham Ale House with the Unity Burger, Boston Pizza North and South with the Maple Bacon Burger, Double Dz’s Doughnuts and Diner with the Cask & Barrel, La Mesita with the Mexican Fiesta Burger, Law & Orders with the Probable Cause, Papas Burgerland with the Big Papa Burger, Pizza Villa & Pasta House with the It’s All Greek to Me Burger, Riley’s with the Devil’s Candy, Taso’s with the United Waygu Burger, and The Vine with the Falafel Burger.

The creations include new takes on traditional beef burgers with creative toppings, a turkey burger, and — for vegetarians — a falafel burger (two of the meat burgers also have a veggie patty substitute available).

Agave’s Volcano Burger features two beef patties with American cheese, maple bacon, crispy onion, grilled mushroom, pickles, garlic Dijon mayo, and a bubbling jalapeño queso sauce.

Ashburnham Ale House is taking a different approach with an apple-sage turkey burger topped with brie, berry compote, Dijon aioli, and arugula, while The Vine’s vegetarian entry features a traditional falafel patty with garlic tahini, hot sauce, pickles, pickled turnip, tomato, and cucumber.

Taso’s United Waygu Burger features two Wagyu smash patties with smoked gouda, caramelized onions, sliced pork belly, horseradish aioli, and chimichurri in a soft potato bun..

Prices and full descriptions of all 11 creations are available on the United Way’s website at www.uwpeterborough.ca/get-involved/burgers/.

As in the inaugural competition, the restaurants are competing for three awards.

Ultimate Burger of the Year will be selected by a panel based on taste, creativity, toppings, and presentation, while Most Ultimate Burgers Sold will go to the restaurant with the highest sales during November. The public will decide the People’s Choice winner through online voting, which is open until November 30.

Also returning from the inaugural competition are the Burger Ambassadors — eight community volunteers who will make their way to all the participating restaurants during November to taste the entries, share their experiences on social media, and encourage people to join the fundraiser.

This year’s ambassadors are 2026-27 United Way community campaign chair and Gauvreau Accounting Tax Law Advisory community manager Tiffany Arcari, retired teacher Tracey Germa, Peterborough and the Kawarthas Chamber of Commerce president and CEO Brenda Whitehead, Be Your Brand and Photobooth Fun owner Phillip Jolicoeur, Community Futures Peterborough’s Rose Terry (who is also the founder of Nectar Co.), Pete 99.7 afternoon host Dani Guppy, First Nations Technical Institute senior vice-president Adam Hopkins, and — for some extra fun — Peterborough Century 21 Lakers mascot Teddy.

“I’ve seen Peterborough come together for some pretty big games, but this November, the competition is moving from the lacrosse floor to the burger table,” the sports-loving bear said.

“We’ve got eleven local restaurants bringing their A-game, and I can’t wait to see who takes home the title. Peterborough, let’s rally behind our local restaurants, bring your appetite, and help make every bite count.”

The fundraiser originated locally as part of the United Way 2025-26 community campaign, although similar burger competitions have previously been held by United Way organizations elsewhere in Canada.

With the Peterborough version, the local United Way hoped the combination of local food, friendly competition, and community fundraising would encourage people to visit restaurants across the city and county.

By the end of the month, more than 1,000 burgers had been served and thousands of residents had engaged with the competition and participating restaurants.

Funds raised through this year’s Burger Battle will once again support United Way Peterborough & District’s network of local agencies and programs addressing issues including food insecurity, housing, mental health, literacy, and supports for children, families, and seniors.

The second annual Ultimate Burger Battle is on now and runs until November 30.

Burger lovers can view the participating restaurants and creations, find out more about the Burger Ambassadors, and vote for the People’s Choice award at www.uwpeterborough.ca/get-involved/burgers/.

kawarthaNOW is proud to be a media sponsor of this year’s United Way Burger Battle.

YES Shelter for Youth & Families is strengthening its internal and staff capacity to better support unhoused and at-risk youth and families in the community with the support of a $40,700 seed grant from the Ontario Trillium Foundation (OTF).

On October 22, YES released a short video featuring Peterborough-Kawartha MPP Dave Smith and the non-profit organization’s executive director Aimée Le Lagadec that explains how the grant has been used.

“We decided to pursue the Ontario Trillium Foundation grant because we were seeing some gaps in the system and the way that we collect data as an agency which helps us understand the complexities of homelessness and how to improve our service delivery,” Le Lagadec said in an interview with kawarthaNOW.

Updated case management and training systems for YES staff

The grant supports eight YES programs, from homelessness prevention and the emergency shelter to RISE Youth Housing and life skills. About 225 young people and family members each year will benefit through faster help, fewer times retelling their story to a new worker, and fewer people falling through the gaps between programs.

In late 2025, YES received the $40,700 OTF seed grant to support new ideas and capacity-building projects for up to 12 months. Le Lagadec said that, internally, YES had identified gaps in their client database that prevented accurate and effective reporting on all areas of service and analysis.

Through the grant funding, YES’s client and case management database was configured to its full capacity by Bonterra Tech to ensure that everything a worker needs to know about a young person’s situation is current and in one place. Thirty-five staff were trained on the new system.

“With the improvements with the data system, we’re hoping to eventually be able to pull reports and data that is cleaner (and) gives us a more accurate depiction of what homelessness looks like for our clients,” said Le Lagadec.

Additional training for outreach workers to help youth before they need emergency shelter

In addition, 13 outreach staff completed a three-day course in case management and best practices through A Way Home Canada, said Le Lagadec. A Way Home is a national coalition reimagining solutions to youth homelessness through transformations in policy, planning, and practice.

La Lagadec explained that the training also involved new best practices and sector-wide goals on diverting and preventing youth homelessness through family and natural supports.

“We do think that it’s really important, especially when you’re working with young people, to try to prevent them from coming into emergency shelter,” Le Lagadec said. “Living rough or living in a shelter can be really impactful on a young person in their life.”

To further support the use and implementation of software upgrades and training, 11 laptops set up by ReBOOT are now with outreach staff who carry caseloads, so they can update files and make referrals at the shelter, in transitional housing, or out in the community.

Le Lagadec said that the ability to better track and predict trends and causes of youth homelessness will be a primary outcome of the grant investment and will guide the organization’s work going forward.

“We are seeing a trend upwards in youth experiencing homelessness much sooner, so we are looking at ways as an agency to try to meet that need,” she said.

YES working with schools and children’s aid to help identify young people and families at risk of homelessness

For example, Le Lagadec said schools are beginning to identify youth experiencing or at-risk of homelessness, both in cases of a lone youth leaving home and whole families experiencing homelessness due to financial instability and related issues.

“The trend has been for a while, especially in the city of Peterborough, that families are experiencing homelessness with young children,” said Le Lagadec.

According to the Government of Canada, in 2025 accompanied children (infants to 16 years of age) represented 4.4 per cent of shelter users, while youth aged 13 to 24 made up 10.7 per cent of shelter users.

To further support young people at-risk of homelessness, Le Lagadec said YES works closely with the Kawartha-Haliburton Children’s Aid Society and their youth-in-transition program.

In 2024, the United Way Peterborough and District stated in its Point of Time report that 35 per cent of surveyed individuals identified as having had past or current involvement with the child welfare system.

Le Lagadec said YES will use this data to consider expanding its mandated age of involvement to further support young children and those in the school system, with guidance from the Upstream programming provided by A Way Home.

“I really can’t say enough how important school is for young people, especially young people experiencing difficulties at home, because school can be a diversion strategy out of homelessness,” said Le Lagadec.

Beyond emergency shelter, YES offers transitional housing, a youth trustee program, and more

Le Lagadec spoke further to the wide range of programs and services that YES provides, in addition to the emergency shelter located at 196 Brock Street in Peterborough.

YES operates several scattered sites of transitional housing for youth and families, employs youth outreach workers including workers specifically tasked with working with clients aging out of the care child welfare, and offers a youth trustee program that supports clients in receiving funds from a variety of sources. The organization also provide a food box program, community drinks and snacks, and an alternative classroom in partnership with Peterborough Alternative and Continuing Education (PACE).

Le Lagadec explained that it is the combination of these services that allow YES to support youth and families at all stages of the housing journey from prevention to relocation to permanent housing.

As an agency of the Ontario goverment through the Ministry of Tourism, Culture and Gaming and one of Canada’s leading grant-making foundations, OTF provides grants to eligible not-for-profit and charitable organizations in the areas of arts and culture, human and social services, the environment, and sports and recreation.

YES’s project falls under OTF’s priority of enabling economically vulnerable people to meet their basic needs and strengthen their financial stability.

In 2025-26, OTF invested nearly $107 million into 746 community projects that aim to enhance economic well-being, foster more active lifestyles, support child and youth development, provide spaces for people to come together and connect, and create a more sustainable environment.

For more information about YES Shelter for Youth & Families, visit yesshelter.ca.