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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?