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Since the U.S.-Canada trade war escalated after talks broke down in August, the Chamber network, including the Canadian and Ontario Chambers, have been feverishly active advocating for business, providing information and bridging the gap between businesses and the government.

It’s an important role that hasn’t gone unnoticed by the local business community as it continues to navigate these turbulent economic times.

“We rely and depend on the Chamber of Commerce to provide us with awareness and provide us with information about the available (financial) programs from all levels of government,” says Abbas Khan, President and CEO of Air Power Products Limited in Cambridge. “I think what’s really important is the lobbying aspect and the timeliness of getting responses so we can make small businesses feel comfortable knowing what’s on the immediate short term, midterm and long-term horizons in terms of relief.”

It’s a sentiment shared by Cambridge Chamber Commerce President and CEO Greg Durocher, especially as the trade dispute continues to rollercoaster between the two nations.

“There's been a disconnect continually because of the real lack of ability for the federal government and its bureaucracy to directly connect with businesses on the streets and boulevards of our communities, basically on any issue,” he says. “We (Chamber) can bridge that connection, not unlike what we did with the COVID rapid screening kits, where we connected the federal government supply with the small businesses that needed the material.”

It’s a welcomed connection for a company like Air Power Products Limited, which designs, manufacturers and distributes industrial air compressors, air dryers, gas separation systems, and vacuum systems, and has been a staple in Cambridge’s manufacturing community since 1980.

Tariffs damaging businesses on both sides of border

While not directly impacted by U.S. tariffs since nearly 99% of its sales are domestic, the company is affected when Canada reciprocates since steel is its prominent raw material and it purchases tanks from two American companies – Samuel Pressure Vessel Group and Manchester Tank & Equipment Co. 

“When Canada reciprocates and puts whatever ‘X’ percentage of tariffs on U.S. incoming goods, it affects us on the purchasing side,” says Abbas. “So, we have seen astronomical price increases over the last year and half, to two years, in the area of steel anyway and now with these tariffs, we have to figure out a way to pass them on or negotiate with our customers.

"But we’re fortunate because there are only two primary suppliers of these kinds of tanks, everybody must buy from them, so we haven’t lost a competitive advantage because of that because everyone buying from them are facing the same challenges. If there were Canadian manufacturers making those tanks, that would be our first choice.”

To offset challenges like these affecting businesses, the Chamber network – specifically the Canadian Chamber of Commerce which the Cambridge Chamber is a member of - has consistently argued that tariffs are damaging to businesses on both sides of the border and has pushed for negotiated solutions rather than prolonged retaliation. 

Diversification and lifting internal trade barriers key

The Canadian Chamber has also been communicating the concerns of Canadian exporters and importers to federal policymakers, particularly about the effects of tariffs on manufacturing, supply chains, investment, and competitiveness.

Also, the Chamber network, both the Canadian and Ontario Chambers, have been helping companies understand which products are subject to U.S. tariffs, how the rules apply and what the changing trade measures mean for their operations. This has become increasingly important as the tariff regime has become much more complicated.

As well, the Chamber network has been pushing for diversification and driving home important messages to both federal and provincial leaders that Canada needs to reduce its vulnerability to the U.S. market by expanding trade with other countries and, importantly, by removing internal trade barriers within Canada. The latter would make it easier for Canadian companies to sell domestically when U.S. access becomes more difficult.

“The governments of Canada and Ontario cannot be held responsible for the misguided, illegal actions of another country,” said Ontario Chamber of Commerce President and CEO Daniel Tisch, in a press release. “They will, however, be judged on how well they make good on their promise to build a more dynamic economy: incentivizing business investment, expanding interprovincial and international trade, building infrastructure, developing a skilled workforce, and making it attractive for high-potential businesses to grow and sustain themselves in Canada. We are making exciting progress but must now move even faster.”

Creating a skilled workforce remains a priority

The need to develop that skilled workforce is paramount, says Greg, noting the urgency for the federal government to overhaul the LMIA (Labour Market Impact Assessment) program which he describes as arduous, expensive, and slow, in meeting the needs of the business community, especially for SMEs which drive approximately 63% of Canadian employment.

“The (federal government) should be engaging with the Chamber network from coast to coast to hold roundtables, to hold discussions about this so we can help businesses looking for people navigate the LMIA process, whether it's called that or it's something else, with a lot less red tape and paperwork,” he says. “I would contest today we still don't have on immigration system that is truly based on economics and we need to go back to the foundation of that.”

Abbas agrees, noting since the pandemic ended, there has been a struggle finding employees with the necessary skills.

“The desire to work was a lot less,” he says, referring to the post-COVID labour landscape. “We need people with hands-on experience. Someone with a PhD with no experience is not the skill set we’re looking for.”

Chamber network at work

Practical information: The Canadian Chamber of Commerce has built a Canada–U.S. Trade Tracker and toolkit with trade data, tariff exposure information, templates and guidance for businesses communicating with U.S. partners. The CCC has also introduced its Canadian Business Resilience Hub that brings together tools, insights and resources to help businesses navigate instability, adapt to changing economic and trade conditions and find opportunities to compete and grow. The Cambridge Chamber also provides important information and a list of resources at chambercheck.ca.

Government advocacy: The Canadian Chamber of Commerce is feeding business concerns directly into federal decision-making, including through the Prime Minister’s Advisory Committee on Canada-U.S. Economic Relations and the 2026 CUSMA review.

Market diversification: Both the Canadian and Ontario Chambers of Commerce are encouraging businesses to reduce dependence on the U.S. by developing other export markets and strengthening domestic supply chains. The CCC has also undertaken international missions, while the OCC points businesses toward programs such as CanExport and Trade Commissioner Service support.

Ontario-specific support: The OCC is collecting direct reports from affected businesses, connecting them with government programs, and providing practical SME guidance on pricing, contracts, suppliers, inventory, customs compliance, and tariff exclusions.

There is little doubt the 2026 municipal election on Oct. 26 will help shape the local conditions required for businesses to operate and thrive over the next four years.

As the start date – Sept. 26 - for advanced and online voting nears, business leaders should be asking themselves what do the ideal candidates bring to the table?

For most, that question should not just centre on which ones promise to lower taxes or bring more development, but rather whether the candidates understand how municipal decisions affect investment, employment, productivity, and the competitiveness of the community.

“Fiscal responsibility is a given,” says Cambridge Chamber of Commerce President and CEO Greg Durocher. “The one question they should be asking any candidate they chose is what’s their view on economic development and investment in the economic growth of the community. Whether you’re a B2C business or a B2B business, you need to hope your community has a strong focus on growth.”

Supporting small business growth was one of the key criteria outlined in the Canadian Federation of Independent Business’ recent Municipal Affairs: CFIB Advocacy on Municipal Issues report.

The first-ever 'report card' also compared cost and regulatory burdens and ‘small business friendliness’ among 66 municipalities nationwide in effort to determine which have been most effective in attracting and supporting small business growth.

Cambridge placed 56 on that list, compared to Waterloo and Kitchener which ranked considerably higher taking the 9th and 10th spots. Brantford was ranked at 17, with Guelph taking the 27th spot.

Attainable housing important

Taking these results into consideration, it’s clear that having municipal leaders in Cambridge who can navigate the intricacies of local politics and the needs of businesses is vital.

The best candidates may not necessarily be ones who are ‘pro-business’, but should understand that a financially sustainable, well-planned, efficiently governed municipality creates the conditions in which businesses, workers and communities can prosper together.

“If you’re a B2C business, obviously you want to have more people in the community that will buy your products, and if you’re a B2B business, like a manufacturer, you want to have more people in the community that not only can backfill when people retire from your business but also have certain skill levels,” says Greg, adding the important need for not only affordable, but also attainable housing.

“If it’s a young person trying to get into the housing market for the first time, they need attainable opportunities. But you also want to make sure you have a level of housing that attracts higher income earners as well. You want that housing to be attainable as well because making it more desirable to live here from a cost perspective will bring the brightest and best minds to our community to work.”

Besides housing, he also recommends business leaders question candidates on their vision surrounding investment in the city’s infrastructure maintenance and the growth of that infrastructure.

Chamber campaign champions civic engagement

“Another thing business leaders, of not necessarily smaller businesses, but medium to large-sized ones, should look at is a politician’s viewpoint when it comes to investing in the arts, culture and sports in the community,” says Greg. “It’s things like parks, arenas, sports fields, theatres, dance studios and museums that will attract people. It’s about building a livable community.”

To help ensure business leaders and their employees have an opportunity to get involved with the municipal election, the Chamber launched its Vote Remote campaign in mid-August in hopes of boosting voting turnout.

According to AMO (Association of Municipalities of Ontario), only 27,689 of Cambridge’s 95,921 eligible voters cast a ballot in the 2022 municipal election, which represented 28.87% of the population and was below the provincial average of 32.9%.

Vote Remote gives business leaders an opportunity to champion civic engagement in their workplaces in a non-partisan way by providing a toolkit to help them celebrate, and acknowledge the importance of voting, and encourage their employees, especially younger voters, to embrace the convenience of online voting. Workplaces are encouraged to share their efforts on social media using the hashtag: #VoteRemoteCambridge.

Click Vote Remote to learn more and how the Chamber can assist.

“We want to make sure the brightest and the best people will be around that council table doing the things that we need done,” says Greg.

Things business leaders need to look for in candidates

Fiscal responsibility - not simply low taxes

Candidates should be able to explain how they would manage property taxes, user fees, infrastructure spending and municipal debt. 

A serious approach to infrastructure

Ask candidates which infrastructure projects they consider priorities, how they would pay for them, and whether municipal growth is being matched with the infrastructure needed to support it.

Faster, more predictable planning and approvals

Candidates should understand zoning, official plans, and development approvals - and support processes that are transparent, timely and predictable while still respecting legitimate planning requirements. Municipal land-use decisions directly influence where offices, shops and industry can locate. 

An actual economic-development strategy

Ask what candidates would do to attract investment, retain existing employers, revitalize commercial districts, support entrepreneurs, and make their municipality competitive for new jobs. 

Practical transportation and downtown policies

Candidates should have thoughtful positions on roads, parking, public transit, active transportation, construction disruptions and downtown revitalization. The right approach will differ between a downtown retailer, an industrial employer, and a rural business.

Recognition that business owners are taxpayers and community members

Business owners should look for candidates who understand the relationship between commercial activity, employment, municipal revenues, and community services. Property taxes are a significant part of the equation: municipalities establish the municipal portion of property-tax rates, while businesses can face different tax treatment depending on their property class. 

Competence and accountability

Do they understand the municipality's budget? Do they read staff reports? Can they explain trade-offs? Will they consult businesses before major policy changes? And can they acknowledge when an attractive idea simply isn't affordable?

The importance of emotional intelligence in leadership became very apparent during the COVID-19 pandemic as many organizations were presented with unprecedented uncertainty and disruption, as well as fear.

As a result, leaders were expected to show greater empathy and support the well-being of their employees as workplaces were forced to navigate remote working and rapidly changing conditions due to this worldwide shift.

Fast-forward several years and business leaders are now faced with a volatile economic and politic climate which may require an even higher degree of emotional intelligence in the wake of rising inflation, financial instability, geopolitical conflicts, technological disruption, and various workforce expectations.

This prolonged environment of uncertainty has transformed emotionally intelligent leadership from an important crisis-management skill into a strategic necessity.

As the pandemic crisis unfolded, business organizations faced largely shared and immediate challenges which united their employees for a common cause requiring leaders to prioritize health and safety, while trying to maintain business continuity.

However, the challenges today are less predictable with employees facing a litany of issues, including financial stresses due to the rising cost of living, burnout, mental health concerns, job security, and worries surrounding the impact of artificial intelligence and automation.

Trusted relationship critical

“Nobody works to live, they live to live,” says Vivian Ingram, Clinic Manager at Atlas Therapy in Cambridge which provides an assortment of mental counselling services.

She agrees that in this post-COVID-19 world there are more expectations when it comes to the workplace and notes the next generation of leaders now entering management positions are cognizant of issues facing employees, such as those struggling to find child-care. 

“Now that you’re in a management position, you may see how it is for your employees because it’s just as hard for yourself,” says Vivian. “So, I think there is more leniency, rather than there is emotional intelligence.”

Having a strong and trusted relationship between leaders and employees is critical, especially when hybrid and remote work arrangements are involved. Today’s employees expect more flexibility and psychological safety from their leaders which if not provided can lead to higher turnover, lower engagement and more difficulty attracting new talent.

Vivian says that trust can be built when leaders communicate honestly with their employees.

“With open and host communication, you can’t just go with the problem you need to also have the answer or at least the steps to the answer,” she says, noting that having performance plans in place can assist leaders and their employees. “Recognizing where people are and where they need to be, as well as that communication and the kind of empathy that goes into that is really driving a lot of managers nowadays.”

Employees more willing to remain with employer

Balancing business performance and the well-being of employees has become pivotal for leaders, many of whom are faced with difficult decisions due to economic pressures affecting the organization, such restructuring, workforce changes and budget reductions.

Having the capacity to embrace a heightened sense of emotional intelligence lets leaders communicate these tough decisions more honestly, demonstrating compassion and strengthening trust.

As a result, employees may be more willing to stay committed to the organization if they are convinced leaders are communicating with integrity and care about their concerns.

“It’s remembering there’s the company that you need to lead,” says Vivian, noting having a healthy bottom line must remain paramount. “But that company is based on the people and if your people aren’t happy, the company is not going to be happy at the end of the day.”

Tips to strengthening emotional intelligence

Practice active listening

Leaders should give employees full attention, avoid interrupting, ask clarifying questions, and summarize what they’ve heard. This demonstrates respect and improves understanding.

Develop self-awareness

Regularly reflect on their emotions, strengths, weaknesses, and leadership style can assist manager and leaders. Journaling, mindfulness, or seeking feedback can help identify emotional triggers and blind spots.

Manage emotional reactions

Taking a moment to think before reacting can help leaders remain calm, objective, and professional under pressure.

Show genuine empathy

Try to understand employees' perspectives and challenges. Acknowledge their feelings without immediately offering solutions or judgments.

Seek and accept feedback

Encourage honest feedback from colleagues, peers, and team members. Treat constructive criticism as an opportunity for growth rather than a personal attack.

Communicate with transparency

Share information openly, explain decisions clearly, and be honest about uncertainties. Transparent communication builds trust and reduces employee anxiety during change.

Build strong relationships

Invest time in getting to know team members personally and professionally. Regular one-on-one conversations help build trust, engagement, and collaboration.

Strengthen conflict resolution skills

Address disagreements early, remain impartial, and focus on finding solutions that meet the interests of everyone involved rather than assigning blame.

As economic sanctions, supply-chain disruptions, and changing trade relationships become increasingly complex, it has become imperative for Canadian companies to develop a knowledge of export controls as an important part of managing business risk.

This is extremely imperative for those businesses involved in international trade, technology, defence, manufacturing, agriculture, and other regulated industries.

Canada regulates the export of certain goods and technologies through the Export and Import Permits Act (EIPA) and the Export Control List (ECL), which can include military and strategic goods, dual-use technologies, nuclear-related materials, and certain agricultural and other products.

During the last year as the Federal government responds to national-security, technological and economic-security risks, the need to understand not only what they export but also where it goes and who uses it, became even more important to businesses.

In 2025, one of the major changes occurred as Canada expanded controls on advanced technologies when new controls were introduced for areas including semiconductor manufacturing, quantum computing, temperature-coating technologies, and advanced metal additive manufacturing, such as sophisticated 3D-printing equipment.

These controls mean that companies exporting certain high-tech products or technology may now need permits where they previously did not.

Another big development came into play when Bill C-15, which received Royal Assent in March 2026, amended the EIPA to give the government authority to control exports or imports when necessary to protect Canada’s economic security. 

Another change is the continuing evolution of Canada’s ECL through international agreements. 

These developments increase compliance costs and risks for businesses since companies may need stronger product-classification procedures, screening of customers and end users, record-keeping, employee training and monitoring of regulatory changes. 

The Chamber asked former Cambridge MP Bryan May, now a Senior Strategic Advisor with Bondy & Associates, a Cambridge-based boutique government-relations and strategic advisory firm, about issues surrounding export controls: 

Q.  How will changes to Canadian export control regulations affect the ability of businesses to sell internationally?

BM.  Honestly, the trend is toward more friction, not less. Global Affairs Canada put out an updated Guide to Canada's Export Control List that came into force on May 1, which folds in commitments Canada has made through multilateral regimes up through January. That part's fairly routine. Some new items got added, like certain lasers, helium turbo expanders, and specific chemicals, while a handful of other controls got removed. The bigger deal is that Canada is also pushing its own controls further than the multilateral baseline. 

There's a proposal out for consultation that would add new controls on semiconductor and advanced manufacturing technology, and if it goes through, exporting those items anywhere outside the U.S. would need an individual permit, with no blanket general permits available. So if you're in that space, you're looking at permit by permit, destination by destination approval rather than the streamlined process you might be used to. There's more coming too. I’ve read that trade lawyers expect Canada to eventually get authority to control goods it considers critical to its own supply chains once a pending amendment to the Export and Import Permits Act goes through.

Q.  What impact will foreign export control changes have on Canadian companies in global supply chains?

BM. This is where U.S. policy honestly matters more day to day than anything Canada is doing itself. The U.S. rolled out a new tiered approach to Section 232 tariffs on steel, aluminum, and copper products in April, and separately, a June executive order is ramping up customs scrutiny. U.S. Customs wants more ownership and business affiliation info from importers, bond requirements are going up, and Canadian companies don't get a pass just because of CUSMA.

On top of that, CUSMA itself is going through the formal review that started on July 1, so there's real uncertainty about whether the terms governing cross-border trade could shift. If you're plugged into a U.S. or allied supply chain, you can get caught up in all this even when nothing you're doing directly triggers a Canadian control. A customer's compliance problem or a foreign supplier's re-export restriction can still stall your shipment.

Q. How can businesses stay compliant with emerging tech like AI and cybersecurity products?

BM. This is probably the trickiest area right now because Canada doesn't have a dedicated AI law yet. The old AI and Data Act died in early 2025, though a replacement bill is expected sometime this year.  So, for now AI related exposure runs through the general export control list and this idea of a "deemed export”.  If you give a foreign national access to controlled technical data, even though a cloud platform or a screen share, that can count as an export. Global Affairs Canada put out specific guidance on how export permitting applies to controlled technology stored or moved through the cloud, worth reading closely if your product involves models, source code, or technical data that could brush up against controlled categories. 

The practical advice I’m hearing from trade lawyers is consistent; update your compliance procedures to cover intangible transfers, lock down access to controlled tech with role-based permissions and encryption, keep logs of who's touching shared drives and cloud storage, and train your engineering and business development people, because an informal conversation or a demo can trigger obligations without anyone realizing it.

Q. What are the legal, financial, and reputational risks of non-compliance, and how do you mitigate them?

BM.  I’m not a lawyer so take the following with a grain of salt, and I’d recommend any of the companies involved consult a lawyer who’s a trade specialist. It's a real risk, not just theoretical. Violating sanctions is a criminal offence, enforced jointly by CBSA and the RCMP, and enforcement has quietly been ramping up. CBSA's counter proliferation unit has been doing exporter risk analyses and trade verifications throughout 2025, and just looking at Russia related shipments alone, CBSA has reviewed over 1,500 shipments since the invasion, handed out 14 fines, and flagged several for seizure. 

There's also a co-ordination angle that's easy to miss. If your company gets flagged for enforcement in another G7 country, Canada is increasingly likely to also come knocking, because the G7 countries are sharing information more actively, and Canadian authorities are specifically watching for sanctions evasion through shell companies and roundabout trade routes. On the mitigation side, it's not glamorous but it works.  Know your classification, screen your counterparties on an ongoing basis rather than just once, restrict who internally can access controlled data, and if you find a problem, talk to trade counsel about self-disclosure sooner rather than later. It tends to go a lot better than getting caught cold. 

Q.  How should businesses prepare for future export control developments?

BM.  A few things worth keeping an eye on: that EIPA amendment that could bring in critical supply chain controls, the sanctions and anti-money-laundering rules tightening up, partly driven by an FATF evaluation of Canada back in June, and the fact that Global Affairs Canada merged its Trade Controls Bureau and Sanctions Bureau, which suggests these two areas will move together more than they have in the past. If I were advising a business right now, I'd say don't treat your export compliance review as an annual thing anymore. Given how fast this is all shifting, quarterly check-ins on the Canada Gazette and Global Affairs bulletins are probably more realistic.  Also, having a senior leader on your team accountable for staying on top of these potential changes would be wise.

The adoption of artificial intelligence (AI) continues to accelerate among Canadian businesses at an increasingly rapid rate, according to Statistics Canada, which shows 19.2% of them using it to produce goods or deliver services in 2026 representing a 12.2% hike over 2025 and a significant 13% increase compared to 2024.

But despite the uptick, experts say the adoption level of AI in Canada is not universal, something the Diversity Institute’s Dr. Wendy Cukier, one of Canada's leading experts in disruptive technologies, innovation processes and diversity, says highlights a clear paradox.

“We’re (Canada) globally recognized for our leadership in the development of AI tools, and we know there’s been a huge investment in AI R&D,” she said. “But we’re low in terms of both the use of AI as well as our commitments to AI literacy and training, and some of this is the structure of our economy.”

Canada ranks 44th out of 47 countries in AI training and literacy, and businesses often rely on existing staff for its implementation. 

Dr. Cukier outlined issues surrounding the adoption of AI in business during a recent webinar hosted through the Ontario Chamber of Commerce’s Skills Bridge program entitled ‘Building an AI-Ready Workforce’.

During her address, she outlined data pertaining to AI’s use in businesses, including the readiness among Canadian SMEs (small and medium-sized enterprises). The data she presented indicated that younger businesses have higher AI adoption rates (78%) versus their more mature counterparts (48%), and that SMEs in larger urban areas (78%) are more AI prepared than those in rural settings (55%). As well, larger SMEs – those with more than 100 employees – are more likely to be ‘enthusiastic’ AI users. 

AI literacy important

“We are a country of small businesses, and small businesses typically don’t have the resources or sometimes the expertise needed to move things forward with new technologies,” said Dr. Cukier, noting that improving productivity is a key driver for SMEs when it comes to implementing AI. “Large corporations, for the most part, are investing in AI in order to reduce costs, and that often includes reducing headcount. What we see with small to medium enterprises, in contrast, is they’re trying to do more with less.”

Many businesses are already using AI for data analytics, text analytics, chatbots and natural-language processing. Stats show that data analytics was the most common AI application being used by 36.6% of Canadian businesses in 2026 who have adopted artificial intelligence in effort to save employees time and allow them to focus on more complex or creative work.

However, when it comes to AI adoption in businesses, Dr. Cukier explained the importance of not only having a certain level of literacy about these new technologies, but a clear understanding of how they will be of benefit to the business.

“When you’re thinking about the AI innovation process in your organization, the first step is not, ‘Here’s technology, it’s cool, let’s use it’. It’s what are the business problems that are a priority or what are you actually trying to accomplish, so that you identify where the opportunities are and assess whether or not the technology makes sense.”

She warned about the potential pitfalls of allowing tech experts to dictate AI adoption for businesses.

“One of the dangers of leaving AI adoption to the technologists is often they love the technology for its own sake rather than really thinking about what are the corporate objectives or goals that we’re trying to accomplish,” said Dr. Cukier, explaining there are certain questions that should be considered. “What do we know about our organizational culture that will either drive or impede adoption? What is it we need to do to get people to start using this technology?”

She described an ‘AI Competency Framework’ devised in 2025 by the Diversity Institute divided into three layers:

• Basic AI Literacy: Knowledge of core AI concepts, along with familiarity with generative AI tools, and AI in value chain awareness of key ethical considerations.
• AI Innovation Skills: An understanding of how AI is used in different industries and having competence in using AI technologies for content generation and analysis, plus mid-level expertise working with datasets.
• Deep AI Skills: Knowledge of AI development frameworks and models and advanced knowledge of AI applications in specific fields, as well as a deep understanding of ethical AI development.

“We think the real emphasis needs to be for small and medium enterprises is the middle layer, what we’re calling ‘AI Innovation Skills’,” said Dr. Cukier, explaining this layer provides many opportunities for people across disciplines and different parts of the organization. “You have to think about processes, and behaviours and you have to think about policies and so on. It’s really important to recognize that this requires some technology knowledge for sure, but also change management expertise.”

Practical AI training tips 

Start with the “why”

Explain how AI can help employees save time, improve productivity, analyze information, and make better decisions. Employees are more likely to adopt AI when they understand its business value.

Teach AI fundamentals

Make sure employees understand what AI can and cannot do, including concepts such as generative AI, hallucinations, bias, and limitations.

Provide hands-on training

Don't rely exclusively on presentations. Give employees real tasks—such as drafting emails, summarizing documents, brainstorming ideas, or analyzing data—and let them practice using AI.

Teach effective prompting

Show employees how to give AI clear instructions, provide context, specify the desired format, and refine responses. Prompting should be treated as a practical workplace skill.

Create clear AI policies

Employees should know what information they are permitted to enter into AI tools. Establish rules around confidential information, customer data, intellectual property, and sensitive company information.

Emphasize human oversight

AI-generated content should not automatically be considered accurate. Train employees to fact-check important information, review calculations, and use professional judgment before acting on AI recommendations.

Train by job function

A salesperson, accountant, HR professional, and software developer will use AI differently. Provide general AI training first, followed by role-specific examples and workflows.

Identify AI champions

Select employees who are enthusiastic about AI and give them additional training. They can help colleagues experiment with tools, share successful use cases, and encourage responsible adoption.

Measure results

Track whether AI training improves productivity, quality, employee satisfaction, or customer outcomes. Use those results to determine what training should be expanded or changed.

Make training continuous

AI tools and capabilities change rapidly. Instead of treating AI education as a one-time course, provide ongoing workshops, refresher sessions, internal examples, and opportunities for employees to share what they're learning.

The following profile looks at one of several Chamber members featured in the summer edition of our INSIGHT Magazine promoting health and wellness

Stoic philosopher Marcus Aurelius once said: “You have power over your mind – not outside events. Realize this, and you will find strength.”

It’s a philosophy closely related to the work Renia Pruchnicki accomplishes daily as a professional hypnotist and director of Loving Hypnosis in Paris, Ont., helping others harness the power to achieve their personal goals, such as losing weight or to quit smoking.

“I’ve always had an interest in the power of the mind and spirituality and how people seem to be able to do things,” she says, describing the circumstances that led her to this calling several years ago.

At the time, Renia was operating a successful and unique vegan belt business called Truth Belts out of her small downtown Toronto apartment, which she had founded in 2001 when belts had become a ‘must have’ fashion item. Fashion itself had always been a passion in her life since she began making her own clothes as a teen growing up in Kitchener.

“I’ve always been creative and used to be really into sewing,” she says. “I always thought I was either going to be a fashion designer or some sort of an interior designer.”

She graduated in 1994 with a BA in Fashion Design from Ryerson University (now Toronto Metropolitan University) and spent the next seven years in the fashion industry as a product designer where she had a hand in creating a variety of items including ski wear, outdoor gear, backpacks, and soft sided coolers.

After the company she worked for laid her off, Renia discovered a government-funded program to assist people in opening their own business and decided to take the plunge.

Strong entrepreneurial spirit

“I always kind of had an entrepreneurial spirit about me,” she says, which she clearly demonstrated early on as a child by having two newspaper routes and operating a dog-walking business. “I also had this dream of creating a whole line of clothing but how do you that when you don’t have the money? So, I decided to create belts since they were the hottest fashion accessory at the time.”

However, unlike other designers, Renia went in a bold direction by creating non-leather belts.

“Truth Belts was a vegan company, but I wasn’t even vegan at the time,” she laughs. “I didn’t know how to work with leather since my experience was in technical ski wear and insulated products. I just used materials that I knew.”

Although knocking on doors of retailers in Toronto’s trendy Queen Street West area helped lay a solid foundation for her burgeoning business, going online proved even more fruitful as Truth Belts gained international attention. This also led to a meeting with the late Steven Levy, Vice-President of Toronto’s One of a Kind Show, who visited her apartment and wound up purchasing nearly $300 worth of belts.

“He thought Truth Belts was a bigger company, perhaps from New York,” laughs Renia. “I was so grateful and then he invited me to exhibit at the show.”

She became a regular exhibitor for more than 20 years and at other tradeshows nationwide, while continuing to sell her work on Amazon, eventually from her home in Paris where she moved during the pandemic. 

“I had a fulfillment centre in Vaughn that would fulfill my orders. So, I’ve never had an actual storefront,” says Renia, who is planning to retire Truth Belts now in its 25th year, in order to pursue her work full time in hypnosis after being certified as a clinical hypnotist by Hypnosis Training Canada, the Master Hypnotist Society and the National Guild of Hypnotists in the U.S. in 2021. She is also a certified as an NLP (Neuro- Linguistics Programming) practitioner. 

“This was always in the back of my mind,” she says, referring to her interest in hypnosis and describes her work as a way to empower people to ‘break’ patterns that were likely established when they were very young. 

“They may know logically they shouldn’t smoke or overeat, but there’s something safe about it that was established way back when their unconscious mind believed it was the best thing to do to keep them feeling ‘safe’. If a person can become more conscious of their patterns and create new ones, it can be seemingly like a miracle in their lives.”

Hypnosis a relaxed state of focus

While weight loss, quitting smoking and stress management are the three primary areas of care at Loving Hypnosis, Renia also can help clients tackle a variety of fears, as well as sleep and relationship issues.  However, before taking on a client, she provides a free 40-mintue session which helps her determine if her services would prove worthwhile.

“The reason for that is because I have to see if that person is open, ready and willing to follow instructions, and if I see that they’re not, then I won’t accept them as a client,” she says. 

“My personal belief is there’s all kind of healers in the world, but another person can never heal you. They can only create the atmosphere or particular energy vibration and if you are open to matching that, then the healing will happen but you’re the one who is doing it, not your practitioner.”

On average, Renia says clients usually require a minimum of three sessions for smoking cessation and six sessions for all other programs. She doesn’t provide a ‘one off’ service.

“The reason for that is because you don’t know if my services worked and they might need more support,” she says, adding her clients come from all walks of life which is clearly reflected in a huge binder on her desk filled with testimonials and a collection of framed photos of satisfied customers adorning one of her office’s walls. “I have one client who has been smoking for more than 40 years and was up to more than a pack a day. She is now down to four cigarettes a day which is a huge step for her, but she will need a little bit more support.”

Keeping that in mind, Renia does provide a guarantee to clients, which includes a free ‘tune-up’ session if they sense they may be reverting to former patterns and admits there are misconceptions about her profession. 

“Sometimes people are afraid to come see me because they think I’m some sort of a witch and will cast a spell or something,” she laughs. “It’s not like that all. Hypnosis is a very relaxed state of focus and if you’re wanting to achieve a goal you must have focused attention.

"My goal is to help as many people as possible create positive changes in their lives through this work because I know it works and empowers people. They already have the tools to not just react to things in life, but to create the reality they prefer.”

Visit www.lovinghypnosis.com to learn more.

The following profile looks at one of several Chamber members featured in the summer edition of our INSIGHT Magazine promoting health and wellness

The smile on Luca D’Alessandro’s face quickly becomes contagious as the nine-year-old – who has special needs - confidently sits tall in the saddle on ‘Miami’ as the horse is calmly led by a volunteer instructor and a Canadian certified instructor around the barn at Sunrise Therapeutic Riding & Learning Centre.

For his mom, Caleigh, seeing the radiant smile on her son’s face every time they visit the Puslinch Township facility over the past few years always brings her a sense of jubilation.

“Over time, we’ve watched his confidence grow and his communication improve - something we weren’t sure we would see so quickly,” she says. “The consistent routine, along with the special bond he has built with his horse ‘Miami’, instructor Camilla, and volunteer Sue, has meant so much to our family. Sunrise has given Luca not only new skills, but also real joy and a sense of belonging.”

Since it was founded nearly 45 years ago, Sunrise has continually brought similar joy and belonging to hundreds of children and adults with special needs by allowing them to experience the elation and therapeutic benefit that comes when working with horses and participating in farm activities.

It’s a restorative process, says Sunrise co-founder and long-time Board President Ann Caine, that is inspirational to witness.

“When you have a disability as a young child and you’re growing up, people are always doing things for you,” she explains. “So, when you put a child on an 800 to 1,000-pound horse and give them the reins – even though they have a leader and a person walking beside them – all of a sudden they’re in control and that’s very empowering.”

Animals make an impact

Sunrise Executive Director Alex Ivic agrees and immediately marveled after joining the non-profit organization this past spring at the innate intuitiveness the horses have when it comes to building connections with their young riders. It was this aspect of the work that attracted him to the position following his previous experiences with the Lions Foundation of Canada Dog Guides, Assistance Dogs International and Canadian Guide Dogs for the Blind.

“Having seen the power and impact animals have with people with disabilities the last 15 years, this position lined up with exactly where my values are,” he says of his decision to join Sunrise. “It was also kind of a new challenge and after meeting with the board and the team, it all just aligned.”

With eight full and part time Canadian certified instructors, three mental health professionals, plus eight summer camp counsellors and more than 300 active volunteers, Sunrise operates a wide variety of therapeutic riding programs for children, youth, and adults with physical and cognitive disabilities, in addition to individuals on the autism spectrum, and those with visual and hearing impairments.

Encompassing 102-acres just east of Cambridge, the facility features a bright and airy indoor riding arena in addition to multiple paddocks for more than 20 horses, and a stone farmhouse that acts as the base for its Life Skills day program aimed at supporting young adults. 

It’s a far cry from where the organization began in 1982 with three horses and five riders and operated from what would be the first of five different rented facilities over the course of 14 years at various locations in the Guelph and Cambridge areas. During most of that period Sunrise operated seasonally since it did not have access to a suitable indoor arena until moving to its permanent location in 1996.

“We started with a very small program,” recalls Ann, who was inspired to open the facility through her past experiences with therapeutic riding in England and her work at the Ontario Veterinary College at Guelph University. 

Successful capital campaign

She enlisted the help of her daughter, who had trained in England as an equestrian instructor, and together they brought Sunrise to fruition – noting the name reflects the fact every day is a new one.

Their last location near Guelph Lake on GRCA property featured a stone house for a barn manager and program office, but with no arena, programming remained seasonal. They did however find a way to hold a summer day camp, plus sleepovers in tents for the children one night a week.

“I would cook pancakes the next morning for all these kids but that’s how you grow things,” laughs Ann. “The board decided we couldn’t keep paying rent and moving all the time because we were not going to get established.”

A well-targeted capital campaign, plus continued support from a variety of service organizations and businesses, including various local Rotary, Lions, Optimists, and other service clubs, have helped Sunrise create and maintain an established base with a growing roster of clients from throughout Southern Ontario and implement additional programming.

“Therapeutic riding is at the core of where everything was started. But there has been a desire to continue to serve our clientele anyway we can so we’re continually looking to augment services,” says Alex, referring to the summer-long day camp Sunrise started offering several years ago that utilizes an inground pool on the property. “We are really trying to work farming, ecology and nature into everything we do in addition to riding.”

Creating strong connections

Besides a community garden program which has been incorporated into the facility’s Life Skills program and sees fresh vegetables offered to clients’ parents, Sunrise is also creating a therapy and memorial forest. This involves transforming 20 acres of land into a managed forest and meadow habitats of native species to be used not only for various wellness and nature-based activities but provide an opportunity to honour and recognize a loved one.

“One of the amazing things I’ve already discovered since I’ve been here is there are so many volunteers, clients, parents, staff and donors who have been around 10, 20 and 30 years,” says Alex. “That’s not common but it’s so frequent here that it just kinds of tell you something.”

Ann concurs, noting the strong connection the children and their families have with Sunrise and its staff, volunteers, and especially the horses.

“We really do listen to the families,” she says, adding many of their clients have practically grown up at Sunrise. “Most of the parents will say this has become their second home.”

Ann refers to a note she received about the Sunrise horses from a long-time client who has no fine motor skills and requires the use of a walker but has been coming to the facility since she was four years old. She is now in her early twenties and still visits Sunrise, finding ways to assist with the horses. 

The woman wrote, in part:

“You make us feel tall and proud. When I groom you, make your food and clean your stall, it gives me something to do in return. But when you put your head down and let me pet you, when you breathe warm air on me, I feel loved inside. Sunrise horses, thank you for all the support you give us and the way you make us feel. You’re pretty special”.

Visit www.sunrise-therapeutic.ca to learn more.

The following profile looks at one of several Chamber members featured in the summer edition of our INSIGHT Magazine promoting health and wellness

Very few people discover their true calling at a young age and Dr. Mark Guker happens to be one of them.

The experienced Cambridge chiropractor was first introduced to his future profession at the age of nine while trying to navigate a seemingly endless cycle of illness.

“I was sick a lot as a kid, even though I grew up eating very healthy foods, but no one could explain why I was so sick,” says Mark, taking a moment to chat between patients at his ReAlign Health clinic on Eagle Street North. “Someone suggested I see a chiropractor and when he did an analysis, he noticed there were problems with my neck, probably from playing hockey. He started adjusting me and that was the last time I was ever on an antibiotic. That experience stuck with me.”

Always a strong student, a career in the health sector was something he kept in the back of his mind until, while attending Preston High School and still playing hockey, the Cambridge native found himself seeking additional chiropractic treatment after suffering a shoulder injury.

“That was my ‘eureka’ moment as a high school student,” says Mark. “I decided then I was going to be a chiropractor because I wanted to help people the way I had been helped.”

He completed his studies in kinesiology in 2001 at the University of Western Ontario before moving to New York State to attend New York Chiropractic College (NYCC) where he participated in the Government-funded introduction of chiropractic in the Veterans Affairs (VA) hospital system in Buffalo, NY.

Health and wellness goals

Following a stint at a multi-disciplinary clinic in Connecticut, Mark returned to Canada and joined a practice in Waterloo with two other chiropractors before deciding to venture out on his own by opening ReAlign at its initial location on Eagle Street North, just west of Hespeler Road, in 2007.

With very little business training, he admits being from the Preston community worked in his favour when it came to making those initial and important connections.

“I leaned on my friends, parents and their friend group, and even coaches I had when I was a kid,” laughs Mark. “But that’s just the kickstart to get you going. Even if you’re in a foreign country or your hometown, you still need to get involved and get out there and pound the pavement and advertise yourself as best you can afford.”

He did just that by knocking on doors and introducing himself to as many people as possible, and the services he provided at ReAlign.

“I also took it upon myself to start learning from other businesspeople, finding mentors and joining business groups,” says Mark, noting failing can sometimes be an important part of the business journey. “But you learn it’s about getting back up and doing it better the next time around.”

Despite the uncertainties that often come with starting any business venture, he remained true to his vision of helping others achieve their health and wellness goals, using what he describes as a less biomechanical approach that many chiropractors utilize.

Education key to success

“Largely, the bulk of my practice is adjusting people, but it’s also about them helping themselves outside the clinic,” says Mark, describing how each new patient receives a comprehensive examination featuring a full neurologic and orthopedic component, along with a thermal scan of their spine. “We identify their physical, emotional, chemical and environmental stresses, and start to set goals.”

Once a wellness plan is in place, he says a pivotal part of his practice is regular ‘check ins’ with patients to ensure they are still on the best path forward to improve their health.

“We’re constantly rechecking and re-educating and reminding clients about all the important steps they need to do on a daily basis,” says Mark. “You don’t just start eating well today and expect to look or feel different tomorrow.”

He explains chiropractic treatment becomes another vital piece of his patients’ overall health journey, and despite being around for more than 130 years, misconceptions still exist about its health benefits.

“People’s opinions can be hard to change, and I think it’s politically biased in a way,” says Mark. “Clients come in here willing to listen but there can be hesitation at the start. So, a lot of my education in the early phases of patient care is explaining what chiropractic is and what chiropractic is not. Keeping a healthy spine rewards you in numerous ways because it starts to re-establish good connections to every cell, tissue, organ, and system in your body.”

To ensure patients receive the best all-round service, he has enlisted the expertise of a team of professionals at ReAlign – which moved to its current and larger location at 2040 Eagle St. N. two years ago - to work in tangent providing not only chiropractic care, but physiotherapy and massage therapy. 

Finding the rewards

“Some practices that offer multidisciplinary care are a little bit more siloed and are not interacting from a professional standpoint,” says Mark, noting patients receive better care if the health professionals are collaborating. “Convenience may be great, but collaboration is better.”

When it comes to his maintaining his own health, he says striking the perfect work-life balance has been a priority for him and his wife, Jenn, who is ReAlign’s clinical director. The couple have managed to carve out a four-day work week schedule, which allows them to spend quality time with their three daughters – aged 11 and twins aged 15. 

“Having that work-life balance is something that I pride myself on,” he says, adding having that schedule has allowed him the opportunity to coach his daughters in both baseball and hockey. “I grew up with some great coaches and having the ability to give something back to them and their friends is really rewarding.”

Mark also continues to find rewards in his career, and jokes that his daughters tease him for always being excited about going into work on Monday mornings.

“I love it more and more every day. I truly do. I look forward to it because I get to come in and help people,” he says, noting it’s important as a health-care provider to identify goals and strive for them.

“If your ultimate goal at the end of the day is to help as many people as possible, then you are going to be able to help as many people as possible. If your goal is to have a yacht, then you will probably eventually will get that yacht. But I don’t think healthcare should ever be driven by finances.”

Visit www.realignhealth.com to learn more.

The following profile looks at one of several Chamber members featured in the summer edition of our INSIGHT Magazine promoting health and wellness

When Joel Pritchard and some friends invented a backyard game in Washington state back in 1965 to entertain their families using a badminton court, ping-pong paddles and a perforated plastic ball, little did they know it would spark a worldwide phenomenon.

Fast forward just over 60 years later, and pickleball continues to gain in popularity as an attractive alternative to other high-impact racquet sports such as tennis or squash.

“I think this is the most inclusive sport I have ever seen,” says Ramit Raj, owner of Pickleplex Cambridge. “I say inclusive because it doesn’t matter your fitness level perspective, your age range perspective or gender perspective; everyone can play.”

His facility, located in a former Peavey Mart on Dundas Street North in Cambridge and featuring 12 courts as well as two comfortable lounge areas, has become a hub of activity since it opened its doors in February of this year attracting players of all ages and ability.

“During our grand opening I had my four-year-old daughter holding a paddle for the first time and there was a 75 to 80-year-old lady playing also and I thought it was so interesting we had people with such an age gap picking up the sport on the same day,” says Ramit, noting the ease in which people take to the game. “It’s so easy to learn and you can choose how professional you want to be.”

A squash player himself, Ramit says his interest in pickleball became piqued while vacationing in the U.S. and found himself playing it for the first time on an outdoor court, along with his wife and young son. Marvelled by the ease in which they learned the sport, he wasn’t surprised to discover how quickly it was gaining momentum, especially in Canada where it’s estimated there are now between 7,800 to 8,000 pickleball courts – approximately 3,300 of those in Ontario alone.

Community the core mission

“It’s such a social sport, and so inclusive, that’s definitely why it’s growing so fast,” he says. “So, when I came back to Canada, I started doing research.”

Using his experience in the financial sector – he holds an MBA and is currently Head of Digital Process Automation at Scotiabank – Ramit decided to take the plunge and open his own business and began looking at various cities to establish a pickleball site, including communities in Waterloo Region.

“There are a lot of great facilities out there, but the one thing I observed is there has to be a balance on how many courts you want in the club,” he says, adding having just five or six courts wasn’t enough for his vision. “The programming that you can do is very limited. So, that was the first thing on my mind that I would need 10 or 12 courts minimum. I wanted to build a club that caters to everybody.” 

Ramit says having 12 courts provides greater flexibility for not only attracting a wide assortment of players of various age and skill levels, but pro players as well.

“We are actually tied up with the Canadian National Pickleball League (CNPL) and one of their feeder programs for pro players who practice here,” he says, adding the Pickleplex brand is expanding fast in Canada. The company currently operates 15 locations, with six more opening soon and has long-term plans for 23 additional sites nationwide.

Despite any ongoing expansion, Ramit says creating a community remains the core mission of any Pickleplex complex, especially when it comes to welcoming new players who’ve never picked up a paddle before and may feel a little hesitant.

Mental health benefits

“When I started working on this, I had a lot of people reach out asking me questions like, ‘I’m interested in learning the sport, but I don’t have any friends or someone to play it with’,” he says, adding some may be retired or lost a spouse and are looking to meet new people.

To ensure people can make those important connections, Pickleplex Cambridge offers a wide variety of options and court times to accommodate players, including ‘matching’ players based on their skill level and having them rotate courts to ensure they can connect with others.

“We’re trying to build this as a community and use channels where we bring people together. For many people, the driver is not that they want to be an extremely good player,” he says. “The real driver is they want to come to a place where they feel welcomed and comfortable and have that social connection since this sport is structured in a very social way. It helps many people from a mental health standpoint which is a very crucial aspect that isn’t talked about very much.”

From his own standpoint, Ramit says the idea of starting a business surfaced during the pandemic when, like so many others, he took a moment to re-evaluate his own priorities.

“I think everybody got the chance to sit back and cut back on the fast lives we all were living and to think about where we are at and where we were going,” he says. “I actually didn’t have pickleball in mind. I had a very blank sheet in terms of a business idea but then it just happened to turn out to be pickleball.”

He now follows a very tight schedule, driving to Cambridge after taking the GO Train home to Oakville from his work in downtown Toronto. His wife, who works as a consultant for PwC Canada (PricewaterhouseCoopers), is one of his biggest supporters.

Avoiding ‘analysis paralysis’

“It’s been a big sacrifice for her as well. We did discuss that if I was going to step into this, it would probably be a very drastic year for all of us,” says Ramit, who credits his parents for helping with the children when needed but still manages to ensure they don’t miss out on things, noting his son, now nine, often plays rep hockey and baseball in Cambridge. 

“I am now kind of an Uber driver for my kids,” he laughs.

Despite juggling these pressures, Ramit has no regrets about becoming an entrepreneur and encourages others thinking about starting a business not to wait too long to take that chance.

“You can easily get into that ‘analysis paralysis’,” he says, something he understands being a ‘numbers guy’. “And somewhere you start feeling that everything needs to feel correct, but it’s never going to happen. Once you have a good idea you can sit on it and keep crunching all the number scenarios. Of course, you must do your due diligence, but after that you’ve to got to jump in.”

As for his own future, Ramit says he has no immediate expansion plans but hints additional locations, perhaps in Kitchener or Waterloo, are on the roadmap.

“But I don’t want to get too ahead of myself,” he says. “I just want to live in the current situation since there’s still a lot to do here because we are still fairly new.”

Visit pickleplexclub.ca/cambridge to learn more.

The following profile looks at one of several Chamber members featured in the summer edition of our INSIGHT Magazine promoting health and wellness

When someone walks through the sliding glass doors at Langs, they enter a world of possibilities when it comes to not only managing their own healthcare but finding valuable community connections.

What began as a call to action in 1978 from a group of concerned citizens in response to a need for accessible services for youth, Langs has grown from a townhouse on Langs Drive to a successful community-based hub providing all-encompassing ‘one stop’ integrated healthcare and social support services under one roof.

“Since our inception, Langs has understood that a person’s health is shaped by far more than their physical symptoms,” says Langs CEO Debbie Hollahan, explaining its adoption of the ‘Model of Health and Wellbeing’ that recognizes true wellness encompasses physical, mental, and social well-being, all of which are shaped by the environments in which people live. This approach reflects what is known as the social determinants of health.  Unlike a traditional medical clinic, a Community Health Centre (CHC) is designed to support individuals who face barriers to care, whether that’s language, income, social isolation, culture, geography, or simply lack of access to a family doctor or nurse practitioner. Rather than focusing solely on treating illness, CHCs work to address the underlying conditions that contribute to poor health.

 “When you remove barriers and treat the whole person, the ripple effect reaches well beyond the individual. It reaches families, neighbourhoods, and the broader health system,” says Debbie.

The need to help others is what drew Debbie to a long career in healthcare, first working in critical care as a registered nurse before moving into diabetes care, including joining the Ministry of Health as a provincial diabetes co-ordinator, which led to working for Langs 16 years ago as the director of the Waterloo Wellington Regional Coordination Centre and subsequently moving into the CEO position four years ago. And although she will officially retire from Langs on Nov. 27, Debbie remains committed to her work.

Comprehensive strategic plan

“What is really important for us is to keep our finger on the pulse of the community,” says Debbie. “What populations are we serving? Are we meeting their needs? For someone who is new to Cambridge or new to the country, do they feel comfortable coming to Langs?  This can be daunting, so we try to create an environment where they feel welcomed and at home. That sounds simple, but it’s genuinely how we operate. We want people to belong.”

There has been much growth in Langs’ programs and services over the years, including a large team with an even larger contingent of volunteers, as well as its more than 25 on-site community partners.  But through it all, Debbie shares, “we remain committed to our mission to ensure individuals and families accessing services have a place that feels like home for health, wellness, and community support.”

This is achieved through a comprehensive strategic plan, which was just completed this past year.  Through this exercise, Debbie explained, “it became very clear some people see our walking track and gymnasium and just think we’re a community centre, while others think we’re just a primary care facility because we have physicians, nurse practitioners, nurses, dietitians and social workers.  So, our challenge was to create a strategic plan that incorporates all that we do to accomplish our mission and achieve our vision of ‘Changed lives, healthy communities’.” 

Debbie further explains, “to effectively care for our community, we must also foster a culture of wellness for our staff.  This commitment is embedded in our strategic plan, ensuring we create a culture and environment where employees can truly flourish.”   

There are challenges, such as meeting the volume of patients and participants, seeing the impact of the cost of living and keeping up with innovation and new technologies but caring for people remains paramount at Langs to ensure individuals and families can access services, which they continually adapt to meet the needs of a changing population.

As an example, she points to Langs relationship with Muslim Women of Cambridge which sees them set aside an hour a week to allow the group to use the facility’s popular indoor walking track.

‘Social prescribing’ offers new approach

“We also have offered up our gymnasium on the weekends to other cultural groups so they could provide various events in a comfortable setting,” says Debbie, adding regular evaluations, surveys and focus groups have proved invaluable for Langs to obtain feedback on its many services. 

Extensive programming occurs through the Youth Wellness Hub located on the second floor, its after-school program, summer camps, PD Day events, as well alternative education programs for Grades 4 & 5 and 7 & 8 students. For adults and seniors, numerous social and health-related programs – including the Ontario Seniors Dental Care program - have been created incorporating various activities such as exercise, cooking, crafts, nutrition, and educational workshops surrounding relevant issues and organizations.

The prevalence of chronic diseases is also increasing. Langs not only offers a large diabetes education program but also support those with respiratory conditions by having a respirologist on site along with asthma educators. Its regional self-management program offers free workshops throughout the region for those living with chronic diseases.  

“Another new initiative we just recently developed is social prescribing,” says Debbie, which centres on health-care providers prescribing social activities for their patients to help build connections. “Perhaps someone is living by themselves and are not comfortable attending a program on their own, their health-care provider can write a prescription for an activity and one of our Health Guides will reach out to them and introduce them to the program. It’s another way to really get community members involved.”

But Langs work is not just confined to its main hub, or its satellite locations in North Dumfries and the Grow Community Centre.

“We also respond to what we’re seeing on the ground. Mental health pressures are up across all ages,” says Debbie. “We recently had the opportunity to partner with the Waterloo Region HART Hub to build outreach services to support those individuals precariously housed or living with an addiction.” 

Building trust and relationships

The service involves a team of medical professionals from Langs going out daily to work with this vulnerable population in shelters and on the street. 

“A big part of working with this population is really building trust and relationships,” says Debbie, something the staff at Langs is more than familiar with after decades of successful community-building.

Langs also has demonstrated leadership in the province for their central intake services which offers central intake for all diabetes, orthopedic, and cataract referrals. This is a service that offers a streamlined referral process, ensuring that individuals--regardless of where they live, are routed to the right service, at the right time, with the right provider.

“We certainly measure success from a health-care perspective because we have clinical outcomes that we track. But we are equally attentive to the outcomes that don’t show up in a medical record.  I think if a person feels welcomed and wants to return to Langs, that’s another way that tells us we’re doing a good job.”

Visit www.langs.org to learn more.