logo
Stamp set commemorates Calgary's first gay bar among other queer moments in Canadian history

Stamp set commemorates Calgary's first gay bar among other queer moments in Canadian history

Yahoo31-05-2025
A new stamp from Canada Post is commemorating the story of Calgary's first gay bar, Club Carousel, as part of a series of stamps featuring significant moments and places that shaped 2SLGBTQIA+ communities across the country.
The series, called Places of Pride, also features the stories of Truxx, a bar in Montréal's gay village; the 1971 Gay Day Picnic in Toronto; and the 1990 North American Native Gay and Lesbian Gathering in Manitoba, where the term "Two-Spirit" was first introduced and adopted.
Bronwyn Graves, the director of stamp services at Canada Post, said that while the selection process was tough, Club Carousel stood out as a unique female-led queer space.
"When we're looking at queer history in Canada, very often the narrative tends to focus on men's experiences, especially in those early years," she said.
"So it was a really wonderful opportunity for us to highlight queer women's role in terms of queer history and this ongoing fight for equality."
The club opened March 20, 1970, less than a year since a bill had been passed in Ottawa decriminalizing homosexuality in Canada.
Located on First Street southwest between 12th and 13th avenues, it quickly grew from about 20 members to a safe and inclusive haven for hundreds of folks in Calgary's queer community.
Lois Szabo, the last surviving founder of Club Carousel, vividly remembers the joy on the faces of the young people who would frequent the club.
"You know, these guys were out on the streets and then living their lives closeted seven days of the week — or at least six of them. And then one night of the week, they came to the club. They came down the stairs and the looks on their face, you know, they were just so happy.
"It was just worth every minute."
Now at 89-years-old, Szabo is regarded as a pioneer in the 2SLGBTQIA+ community. In 2021, the city named a park after her, the Lois Szabo Commons in Calgary's Beltline neighbourhood.
Szabo came out as gay in 1964, and soon after, teamed up with local activist Jack Loenen to establish the club.
WATCH | Lois on coming out and opening Club Carousel:
"There weren't very many places that gay people felt safe in and that was why the club was needed," she told CBC News in a previous interview.
The club didn't have a liquor licence, so club-goers would bring their own drinks, and a private members-only policy was in place to ensure the community would feel safe from harassment.
"I'd say it [was] sort of the dawn of the organized gay community in Calgary. This space was so important," said Kevin Allen, research lead for the Calgary Gay History Project.
"It saved lives and brought community together in a way that had never happened in Calgary before."
Allen said he was delighted and proud to see Calgary's Club Carousel included in Canada Post's collection of stamps.
"I think it's a really important nod to our history and our role in the nation's history for LGBTQ+ rights," he said.
While the club closed its doors in the late 1970s, its legacy lives on through the stories of those who found acceptance within its walls.
Sbazo recalls that a man in his 70s once approached her and said, "I just have always wanted to thank you. You saved my life. You and that club saved my life… I've never forgotten it."
"So I think maybe we did some good," Sbazo said. "I like to think we did, anyway."
Szabo said sharing its story for Canada's Post's stamp series is a way to recognize not just her, but to honour the founders and volunteers who have passed.
Beginning May 30, the stamps will be available to purchase at canadapost.ca and select postal outlets across Canada.
While Canada Post stamps have featured queer people and themes before, Graves said this series is the first deep dive into queer history for the Crown corporation.
"We pride ourselves as being one of Canada's storytellers and that's a heavy responsibility," Graves explained.
"That means telling stories that everybody knows, but it also means looking at the voices in the histories and the stories that have not been told. And when we looked at the past 25, 50 years of stamp storytelling, there were a lot of really amazing queer stories out there that we wanted to tell as part of the stamp series."
Orange background

Try Our AI Features

Explore what Daily8 AI can do for you:

Comments

No comments yet...

Related Articles

Trump mocks Goldman Sachs CEO David Solomon: 'Maybe, he ought to just focus on being a DJ'
Trump mocks Goldman Sachs CEO David Solomon: 'Maybe, he ought to just focus on being a DJ'

Business Insider

timean hour ago

  • Business Insider

Trump mocks Goldman Sachs CEO David Solomon: 'Maybe, he ought to just focus on being a DJ'

Goldman Sachs CEO David Solomon is probably wondering how he got here. President Donald Trump on Tuesday criticized the investment bank for not giving his trade policy enough "credit." It's not immediately clear what sparked Trump's ire, but the president laid into Solomon directly, even calling out the longtime CEO's DJing hobby. "I think that David should go out and get himself a new Economist or, maybe, he ought to just focus on being a DJ, and not bother running a major Financial Institution," Trump wrote on Truth Social. Goldman economists warned in an August research report this month that consumers would increasingly bear the cost of tariffs, Bloomberg News reported. Goldman declined to comment to Business Insider. Trump and the White House have repeatedly said that consumers will not have to pay higher prices due to tariffs. A number of prominent companies, including Walmart, Nike, and Nintendo, have said they raised prices or will consider doing so as a result of tariffs. Solomon, like others on Wall Street, warned in April about broader "uncertainty" in the markets following Trump's "Liberation Day" announcement of tariffs on a wide range of countries. Solomon told the Financial Times in 2023 that he DJed his daughter's wedding but that his "hobby" would not distract him from his full-time job. "David Solomon and Goldman Sachs refuse to give credit where credit is due," Trump wrote. "They made a bad prediction a long time ago on both the Market repercussion and the Tariffs themselves, and they were wrong, just like they are wrong about so much else." Please help BI improve our Business, Tech, and Innovation coverage by sharing a bit about your role — it will help us tailor content that matters most to people like you. What is your job title? (1 of 2) Entry level position Project manager Management Senior management Executive management Student Self-employed Retired Other Continue By providing this information, you agree that Business Insider may use this data to improve your site experience and for targeted advertising. By continuing you agree that you accept the Terms of Service and Privacy Policy . Trump's Tuesday post followed the closely watched July consumer price index report, a key inflation measure. The Bureau of Labor Statistics said the year-over-year inflation rate held at 2.7%, surpassing analyst expectations of a higher 2.8% rate. The Federal Reserve has held interest rates steady amid Chairman Jerome Powell's wait-and-see approach to the inflationary impact of tariffs. Trump took Tuesday's numbers as a sign of victory. "It has been proven, that even at this late stage, Tariffs have not caused Inflation, or any other problems for America, other than massive amounts of CASH pouring into our Treasury's coffers," Trump wrote on Truth Social. Solomon is just the latest CEO to find himself on the receiving end of a presidential attack. Last week, Trump went after Intel CEO Lip-Bu Tan, calling for his resignation. Trump seemed to reverse his views on Tan after meeting with him at the White House on Monday.

Board Dysfunction Is On The Rise—And 4 Ways To Mitigate It
Board Dysfunction Is On The Rise—And 4 Ways To Mitigate It

Forbes

time5 hours ago

  • Forbes

Board Dysfunction Is On The Rise—And 4 Ways To Mitigate It

It's a long-standing problem for companies of all types and sizes: a dysfunctional board of directors. As many as an estimated 25% of boards are dysfunctional and, given today's politicized environment with organizations facing economic uncertainty and escalating tariffs and trade wars, the problem could get worse. Board dysfunction has become so urgent, in fact, I was invited by the National Association of Corporate Directors (NACD) to address this issue at their recent seminar in Chicago. Based on what I heard at NACD, it is clear that many organizations are focused on ways to improve the working relationship between boards and CEOs. Clashes between CEOs and their boards are common, and the biggest ones make headlines. One legendary conflict was between Apple co-founder Steve Jobs and his board, which fired him in 1985 because of his autocratic and demanding manner; 11 years later, Apple brought him back to rebuild the company. More recently, in late 2024, Intel CEO Pat Gelsinger stepped down after clashing with his board over his turnaround plan that reportedly was not producing results fast enough. Fortunately, conflicts don't have to reach the crisis stage. Here are four steps every organization can take to minimize dysfunction and establish a healthy working relationship between the CEO and the board. 1. Setting Clear Expectations The first step is to set clear expectations for the roles of the CEO and the board. Management manages and the board governs. It really is that simple. But simple does not mean obvious. Many people join a board without a specific understanding or training of what the job involves. In addition, many board directors are current and former CEOs who are used to running a company, rather than acting in an advisory capacity. Complicating matters, some CEOs expect the board to act more as a rubberstamp committee, instead of digging in and asking tough questions of management. Without an appreciation of the balance their respective roles require, no one should be surprised that CEOs and boards end up in conflict. An example is what happened to a friend of mine after being invited to join the board of a private, family-owned company. At his first board meeting, management discussed a company they wanted to acquire. This is an area in which my friend has a lot of experience, so he offered his opinion as to why the acquisition did not make sense to him. The CEO, who is also the founder, told him, 'That's fine. You can vote against it. But since I own more than 50 percent of the company, I'm obviously going to do whatever I want to do.' After that interaction, there was nothing my friend could do to change that dynamic; as a result, he resigned. 2. Being Accountable As A CEO Means Minimizing Surprises When expectations are set and clearly communicated, the CEO and the board can hold each other accountable. For CEOs, this means understanding the board is their boss. For new chief executives, in particular, this perspective can be challenging. From one role in the company to the next, they only had one boss. That boss was someone who knew the company well and probably held the position that they now occupy. At the CEO level, everything changes. The CEO no longer has one boss, but rather eight, ten, twelve, or however many directors serve on the board of directors. To do their job diligently and act in the best interest of shareholders, directors expect to hear from the CEO on a regular basis. That means updates on the company's operational performance, its strategic direction, leadership and talent development, and succession planning. For example, when I became CEO of Baxter International, a $12 billion health care company, the board made it clear that they wanted to be informed about everything—from new opportunities to emerging challenges. As one board member told me, 'Never surprise me, Harry. I don't want to be driving my car and hear news about Baxter on the radio that I wasn't aware of. Nor do I want to be at a dinner party and have someone say to me, 'Did you hear what Baxter is doing?' If that ever happens, that could be your last day as CEO.' 3. Acknowledging The Board Doesn't Run The Company The flip side of accountability is ensuring that board members do not overstep their responsibilities, especially in the day-to-day operations of the company. While it's perfectly acceptable to challenge management, the board cannot decide that they're going to get more deeply involved in running a particular division of the company. Here's a scenario that's all too common. A division president wants to make an acquisition, but the CEO decides it's not the best move for a variety of reasons. Instead of everyone accepting the decision and moving on, a board member reaches out to the division president to discuss the issue. The division president is more than happy to have an ally on the board and eagerly tells the director why this acquisition is important and what a mistake it would be if the CEO does not buy this company. The more they talk, the more convinced they become that the board should pressure the CEO to make the deal — and, who knows, maybe this division president should be running the company. This is a blatant disregard for the boundaries that are necessary for good governance. The board member is not running the company, the CEO is. And if other members of the management team are doing an end run around the CEO to get to the board, that could set off a leadership crisis. 4. Creating Alignment In Polarized Times If the very nature of CEO-board relations wasn't fraught enough, there are even more reasons behind dysfunction these days. Political polarization is creating fractures within all groups, including boards of directors, on any number of social, economic, and geopolitical issues. Compounding matters, social media creates the perception that an immediate response is required, instead of taking the time to carefully think things through. This is a recipe for significant dysfunction, since there is likely a divergence of strong opinion within the board, the leadership team, and employees on most issues. If they are values-based leaders, however, the CEO, board members, and other executives will seek to understand an issue from multiple perspectives. At the same time, they are also clear that they don't need to make a public statement on every issue, particularly if it is outside the company's area of expertise. For example, when I was chair and CEO of Baxter and chairman of the Healthcare Leadership Council's Executive Task Force on the Uninsured, I testified before Congress on the need to provide coverage for uninsured people in America. The board, my leadership team, and I were all aligned on using the company's influence to draw attention to this important issue. Addressing board dysfunction and mitigating conflicts with the CEO are daunting tasks, but they are vital to the success of an organization. Only when CEOs and board members understand their respective roles, have clear expectations, and are mutually accountable can they forge a healthy working relationship.

Memphis school board members face term limits starting in 2026
Memphis school board members face term limits starting in 2026

Yahoo

time6 hours ago

  • Yahoo

Memphis school board members face term limits starting in 2026

MEMPHIS, Tenn. — Memphis Shelby County School board members will now be limited to two terms of four years. This comes after commissioners voted for those term limits during a meeting on Monday. The new rule begins in 2026. What remains up for debate is whether to align those board elections with county-wide elections. The terms are currently staggered. Judge denies injunction in Feagins' case against MSCS Next month, the Shelby County Board of Commissioners will continue debating whether all nine seats will be on the ballot in 2026 or 2030, four years later. However, if commissioners vote for the 2026 election, five school board members will have their cut in half. Those are the board members who were just elected last year. The 2030 election will ensure that all elected to the school board last year will serve their entire four-year term. This will be discussed again on September 3. Copyright 2025 Nexstar Media, Inc. All rights reserved. This material may not be published, broadcast, rewritten, or redistributed. Solve the daily Crossword

DOWNLOAD THE APP

Get Started Now: Download the App

Ready to dive into a world of global content with local flavor? Download Daily8 app today from your preferred app store and start exploring.
app-storeplay-store