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The Canadian tourism sector has experienced a brisk recovery since the initial pandemic lockdowns, according to economic experts. But that recovery pace has been easing due to higher interest rates, a slowing job market, and broader cyclical slowdown in the U.S. and abroad. In Ontario, many tourism operators continue to face a great deal of debt caused by the pandemic, prompting many to worry about what the future holds. 

Locally, tourism in 2024 is expected to continue to do well, despite the ‘economic crunch’ that may prompt travelers to adjust their plans in the coming year. 

We reached out to Explore Waterloo CEO Michele Saran to get her take on what the local tourism sector can expect in the New Year:

How is local tourism shaping up for 2024, considering the economic realities many people are dealing with?

Tourism in Waterloo Region is expected to continue doing well into 2024.  We are beating 2019 pre-pandemic; hotel occupancy numbers and campaigns are driving keen interest in our offerings.  Yes, the economic crunch is impacting everyone and may result in visitors spending a bit less but not completely abandoning all vacation plans.  People consider travel a priority and have been shown to spend less in other discretionary areas to afford some kind of getaway with family and friends. Waterloo Region’s main market is the GTA, and we really lean into the concept of being the perfect road trip destination.  This type of travel can be as budget conscious as one wishes.  There are so many affordable options for fun.

Are local tourism operators feeling optimistic about what is in store for 2024?

The operators I speak with are all quite optimistic about a strong 2024, despite concerns around inflation and its impact on visitor spending.  In addition to leisure travel, we are also seeing incredible interest in the region for meetings, conventions, and sporting events.  The tourism industry is nothing if not resilient. Having come out on the other side of a worldwide pandemic that shut everything down completely, we now have the gift of perspective.  

What are some of the hurdles do local tourism operators face in the coming year?

One of the biggest challenges facing tourism operators everywhere (not just in Waterloo Region) is rebuilding the workforce.  Hospitality workers left the industry during the pandemic, and many did not return.  Industry advocacy organizations are working to address this issue from many angles, from working with government to ease immigration barriers to marketing the industry to students as a career choice. Finding affordable housing is a big hurdle for those in the service sector.  Many of the destinations that are the most popular with visitors are also very expensive places to live.  People want to live in the same area where they work, and this presents another labour-related challenge for the tourism industry as well as many others.

Despite optimism for next year’s visitation potential, a very significant issue is the amount of debt tourism businesses incurred during the pandemic just to stay afloat and survive.  According to the Tourism Industry Association of Ontario, 55% of operators say they lack confidence they will be able to repay their debts in two years and 45% risk closure in three years without government intervention.  Thirty-three percent of tourism businesses indicate that they hold more than 250K in outstanding debt. This is a serious issue and one all tourism advocacy organizations continue to push with government for solutions.

Is talk of the pandemic a thing of the past?

I recently returned from the Tourism Industry Association of Canada’s Annual Tourism Congress.  The conversation was around the legacy effects of COVID cited above but I think the entire industry is ready to put the pandemic itself in the rearview mirror and focus on what we do best – welcoming visitors and showing them why our area is fantastic.   

It’s no secret small and medium-sized businesses play a crucial role in our community’s economic landscape, but they continue to face many challenges that impact their growth and competitiveness.

Knowledge is key when it comes to finding business solutions which is why the Cambridge Chamber of Commerce has organized its inaugural Small Business Summit: Evolve and Thrive to provide entrepreneurs the opportunity to learn from local experts on a variety of topics relevant to operating their businesses.

“Business changes every single day, and we need to always stay focused ensuring we are working on our business and not just working in our business,” says Cambridge Chamber President and CEO Greg Durocher. “And working on your business can mean participating in programming that helps you uncover new techniques in management, inspiring your employees and leadership training.”

The Small Business Summit: Evolve and Thrive will focus on a variety of areas over the course of several hours at Tapestry Hall. The discussions will centre around:

• Creating an immersive customer experience;
• Mental health practices for the modern entrepreneur;
• Streamlining your business with new technologies;
• Communication across cultures;
• Exploring the future of ChatGPT and artificial intelligence;
• Intrapreneurship.

The summit speakers are leaders in both the business and post-secondary sectors who will share with participants some of their vast and practical expertise on these topics.

Among them is John Stix, co-founder of Cambridge-based Fibernetics, who will lead the session on intrapreneurship and Jay Krishnan, CEO of The Accelerator Centre in Waterloo, who will outline how AI is revolutionizing business. As well, mental health advocate and meditation practitioner and serial entrepreneur Iman Grewal will also provide her expertise.

“We hope by hosting this summit we can provide entrepreneurs of SMEs with the tools they need to help them better navigate what may be some very choppy waters in our economy over the next few months,” says Greg.

The Small Business Summit: Evolve and Thrive takes place from 8 a.m. to 2:30 p.m. on Wednesday, Nov. 22 at Tapestry Hall.

Click here to learn more about this informative learning event.

Our Chamber of Commerce over the years has not only learned how to pivot, but how to address the concerns, issues and needs of the small and medium-sized businesses in our community.

The events of the last few years have only strengthened our reason for being. We not only champion small and medium-sized businesses but are a source of information, guidance, and the most powerful connector there is.

We have now taken that connection to a new level thanks to ‘The Link’, a place where YOU, an SME business owner/manager can source solutions in a one-stop shop atmosphere. And since this is Small Business Week (Oct. 15-21), it's very important to always remember and celebrate the contributions SMEs make to our economy.

For the last seven months, our Chamber has undertaken this huge project (for us). To say we’re excited is a dramatic understatement because for you, we’ve invested and created an exciting, inspirational space that will not only knock your socks off but provide a place where you can share your troubles and find connections to help you navigate those issues that sometimes surface for every business.

At The Link you can source HR solutions, legal forms and information, access grant writing, and discover business services of all types that help you streamline, or even eliminate operational costs, and yes, of course, we also have direct access to financial resources only for business.

Another aspect to this renovation project is the creation of additional meeting spaces. We can now offer two boardrooms, one that can seat more than 20 and the other between eight and 10, plus a more informal meeting space for five and a private soundproof meeting “pod” also for up to five people. As well, have casual conversation areas and provide a wonderful coffee service.

The Link is modern, accessible, and a great place to have a coffee and share conversation all contained in little over 2,220-square-feet of prime real estate at Highway 401 and Hespeler Road.

Along with this incredibly cool and unique space comes some unbeatable programming to help you and your team get onside, get ramped up, and get excited for what comes next.

Programming at The Link has already been released and space is very limited, so you need to get in early and make sure there is a seat for you. Our Program Manager, (Amrita Gill), is already developing new and different ways for us to connect with meaning, with passion, and as always, with inspiring ideas.

The doors opened Oct. 1 and we already have some committed entities ready to set up shop at The Link, but there may still be room for you and your organization. Do you serve only small and medium-sized business? If so, send me a note and maybe, if all the checkmarks are in place, we may just have a spot for you at The Link, but you need to hurry. Yes, there is a cost because we are not a “funded” organization and our support comes from our membership.

Speaking of membership, did you know the Cambridge Chamber of Commerce has NOT increased its membership fees in more than 25 years? Talk about an inflation stopper, wow! That is what serving business means to us. We will always find ways to support you and now we are looking for your support to continue the work we do.

So please share your expertise with us and book a pod at The Link, or come in and get help from organizations and businesses that are here for you. Even better, drop in and enjoy a coffee, latte, cappuccino, espresso, or my personal favourite, a mochaccino. Hey, I might even buy you one. See you soon at The Link, 750 Hespeler Rd., the Cambridge Chamber of Commerce.

The following piece is one of several appearing in the special summer edition of  our Insight Magazine celebrating Cambridge’s 50th anniversary as we recognize just a few of the people, businesses and institutions that have made our community great.

A variety of components are required to build a successful community.

Among these is a strong link to higher education, something Cambridge has been fortunate to have since its amalgamation courtesy of Conestoga College.

Founded in 1967 as Conestoga College of Applied Arts and Technology, it was among 22 community colleges established by the Ontario government between 1966-69 to provide diplomas and certificates in career-related, skills-oriented programs.

In the beginning, Conestoga College offered only part-time classes out of Preston High School as construction began on its Doon campus site in the south end of Kitchener, and by 1969 had already expanded by setting up Adult Education Centres in Cambridge, Guelph, Stratford, and Waterloo. It also began offering 17 full-time programs set up in portables at its Doon site to accommodate 188 students, with 67 of them attending its very first convocation in 1969.

But the college faced growing demand which resulted in the opening of a permanent campus in Guelph in 1970. Within a few years, not only did construction began on its Early Childhood Education Centre at its main Doon campus but the college also established its nursing program when the responsibility of four regional schools of nursing was transferred to Conestoga.

Throughout the next few decades as Cambridge expanded, the college continually added additional programs to keep pace with growing demands, to the point where it currently serves approximately 26,000 students (12,500 full time) through its eight campuses and training centres in Cambridge, Kitchener, Waterloo, Stratford, Guelph, Ingersoll, and Brantford.

Being designated in 2003 as one three Institutes of Technology and Advance Learning by the province, along with Humber and Sheridan colleges, opened even more possibilities for the college now that it could award degrees to students in its Mechanical Systems Engineering program and Bachelor of Architecture Project & Facility Management program. Additional degree programs were added in the years that followed.

“I think the college has come a long way because we have a vision, we have a purpose and we’ve been trying to get a little better,” said Conestoga College President John Tibbits, who took on the job in 1987, in a previous interview with the Chamber.

In the fall of 2006, he shared some of that vision when plans were unveiled for a proposed Cambridge campus to be located on a 136-acre site near Blair. According to an article published in the Cambridge Times that September, the campus was to become home to four centres of excellence with the consolidation of many existing engineering technology and industry trade programs from the Doon and Guelph campuses.

The cost for this venture was pegged at $47 million and would include a 200,000-square-foot building to house 1,600 students by 2009.

In the end, the college’s Engineering & Technology Campus opened on Fountain Street South in Cambridge in 2011. The 260,000-square-foot building – awarded a LEED (Leadership in Energy and Environmental Design) silver certification - not only houses innovative technology labs and shops, but the Institute of Food Processing Technology (IFPT) which features processing lines for beverages, baked goods, vegetables, and a food testing laboratory. This 8,000-square-foot plant is a one-of-a-kind learning facility in Canada.

A year later the college established its Centre for Smart Manufacturing, with funding from the Natural Sciences and Engineering Research Council of Canada, to provide students from various IT and engineering programs with a hands-on chance to work with industry partners in the robotics, automation, and manufacturing sectors.

In 2018, the Conestoga Applied Research Facility opened at 96 Grand Ave. South in downtown Cambridge and now plays host to the rebranded SMART (Smart Manufacturing and Advanced Recycling Technologies) Centre which made the move from the Doon campus. It now occupies 10,000 square feet of space in the historic Grand Innovations building for applied research with another 7,000 to 8,000 used to house the centre’s fully operational recycling plant.

“SMART Centre is all about engagement with industry and the ability for us, as subject matter experts in advanced manufacturing, recycling and digital innovation, to engage with students and industry partners to help solve industry challenges,” said Ignac Kolenko, Executive Director of the SMART Centre, in a previous Chamber interview.

However, the college made an even bigger investment in Cambridge when it transformed the former Erwin Hymer Group North America manufacturing plant into its state-of-the-art Skilled Trades campus.

The 250,000 square foot building on Reuter Drive, the former home to the BlackBerry repair centre, was purchased by Conestoga College in 2019 at a cost of $33.5 million with the aim to bring all its trade schools together under a single roof.

“It’ll give us a chance to have one of the most comprehensive and high-quality trades facilities in the province,” Tibbits told the Waterloo Record at the time. “This is a game-changer.”

The campus opened in 2022 and features more than 150,000 square feet of shops and labs designed and equipped to meet the unique requirements of trades education and training. Additional phases for the 40+-acre property are currently underway.

But the college’s commitment to education has also been matched by its ongoing commitment to the local community and its $1.5 million partnership with the City of Cambridge towards the creation of the Fountain Street Soccer Complex is the perfect example. The site will feature seven fields – four with natural turf and three with synthetic turf – as well as a 6,500 square-foot-service building.

“Conestoga has a long and proven history of working with our municipal partners to address local economic, social and workforce needs,” said Tibbits. “The college greatly appreciates our partnership with the City of Cambridge and with leading Cambridge employers such as Toyota, ATS and Eclipse Automation as well as with our many applied research partners and collaborators as we all work together to build a stronger, more prosperous community.”

Just the facts 

• Conestoga grads contribute more than $2.3 billion to the local economy annually
• 5,231 Ontario businesses are owned by Conestoga College graduates
• 4.8% of Conestoga College’s alumni are business owners (5,416 businesses owned by grades).
• Since 2018, more than 170 employers have relied on Conestoga College’s Corporate Training services to support the upskilling of their employees
• Nearly 55% of the local adult population has participated in Conestoga’s education and training opportunities
• The college welcomes 2,500 international students from 80 countries – largest number of students from India, with South Korea, China, Brazil, Central America, and Nigeria
• International students now represent 20% of full-time student population
• Nearly 80% of international students remain in Canada when they graduate
• More than 1,500 Conestoga students participate in applied research projects annually
• 96.6% of Conestoga grads live in Ontario, with 64.8% living in the local community

* Courtesy of Conestoga College

The following piece is one of several that appears in the special summer edition of  our INSIGHT Magazine celebrating Cambridge’s 50th anniversary as we recognize just a few of the people, businesses and institutions that have made our community great.

As dignitaries gathered for the ground-breaking ceremony of Toyota Motor Corporation’s much anticipated Cambridge assembly plant on May 6, 1986, the Waterloo Record reported that four windsocks painted to look like fish hung outside the tent where officials had gathered.

Called ‘koinobori’ or carp streamer, Toyota Motor Corporation’s late president Dr. Shoichiro Toyoda explained the significance of the gesture, noting the fish is known as one that fights its way, even up a waterfall.

“The carp streamer is used as a symbol of vitality for parents who wish good health and strong development for their children,” he was quoted at the time. “We have hoisted the koinobori here in the hope that our company will grow to become a business appreciated and respected by everyone as a whole.”

Nearly 40 years later, it’s clear this ‘hope’ for success has manifested as Toyota Motor Manufacturing Canada Inc. continues to be a major industry and economic leader, and community partner for Cambridge and southwestern Ontario as a whole.

From the moment the first Corolla rolled off the assembly line at its Cambridge facility shortly before 10 a.m. on Nov. 30, 1988, the company has continually succeeded creating hundreds of new jobs over the years through the expansion of new product lines.

Cambridge was selected from over 40 municipalities in Canada for the plant and federal government incentives were a consideration. Former Cambridge MP Chris Speyer, quoted in an article in the Dec. 12, 1985, edition of the Cambridge Reporter announcing the news, said there were incentives in the contract to encourage Toyota to buy Canadian parts and that the provincial government would contribute $15 million over five years toward a program to train Ontario workers.

“I’m extraordinarily proud of our community that Toyota would choose us to locate such a major enterprise. This is the happiest day of my political career,” he told the Reporter, before describing the “tremendous positive impact” the plant would have on the local economy, noting the average salaries at that time would range from between $25,000 to $30,000.

“Just think of what that means to housing in our area, to shopping and small business as well as the spin-off effect by other industries locating within our area in order to service Toyota,” said Speyer.

The Cambridge plant was expected, in the beginning, to produce 50,000 cars a year with the capacity to reach 100,000 when market conditions permitted, providing work for 1,000 employees.

In a Reporter article published a year before the plant opened, it was reported that a progress report indicated it would provide 1,000 direct manufacturing jobs that would result in another 2,000 new jobs in the automotive and service industry.

To date, TMMC now employs more than 8,500 people across its three production lines in Cambridge and Woodstock. In Cambridge alone, its North and South plants encompass three million square feet on 400 acres located at the corner of Maple Grove Road and Fountain Street North.

The company, which has won numerous awards recognizing it as a ‘top employer’ and ‘greenest employer’, continues to thrive and evolve.

In August of last year, it marked a special anniversary when a red Lexus NX 350h hybrid electric luxury SUV, rolled off the line in Cambridge representing the 10th million vehicle produced by TMMC.

“Today’s milestone speaks to how far Toyota’s manufacturing operations in Canada have come over the past three decades,” said TMMC President Frank Voss in a press release at the time. “In 1988, the year we opened our first plant in Cambridge, our team members built 153 Toyota Corollas and it took over 11 years to produce our first 11 million vehicles. Today, we’re Canada’s largest automaker and leading maker of electrified vehicles, building half a million Toyota and Lexus vehicles for the North American market every year. Our world-class team members have been trusted to build some of the most popular vehicles in North America and that’s something we’re very proud of.”

The following piece is one of several that appears in the special summer edition of  our INSIGHT Magazine celebrating Cambridge’s 50th anniversary as we recognize just a few of the people, businesses and institutions that have made our community great.

The term ‘self-made’ fit Max Saltsman like a glove.

The long-time Cambridge federal politician, who gained national attention in the early 1970s by trying to introduce a private member’s bill to annex the Turks and Caicos Islands in effort to keep Canadian tourists’ dollars in Canada, achieved success both in business and politics through hard work, determination, and education.

Born Samuel Mayer ‘Max’ Saltsman in Toronto in 1921, he left high school after one year at the age of 14 but served in the Royal Canadian Air Force as a mechanic during the Second World War. While overseas, Max (legally changing his name to ‘Max’ in 1962) completed correspondence courses via the Royal Canadian Legion and later took university extension courses to upgrade his education.

He opened S. M. Saltsman & Co., Tailors and Dry Cleaners in Galt in 1947 and quickly gained an interest in local politics, serving on the former Galt Public School Board from 1958 to 1961 before joining Galt city council from 1962 to 1964.

Saltsman’s interest in federal politics sparked his run in 1963 as the New Democratic Party candidate to represent the former ridings of Waterloo South, Waterloo-Cambridge, and Waterloo as MP but he lost to Progressive Conservative Party candidate Gordon Chaplin. However, Chaplin’s death in 1964 resulted in a byelection which Saltsman won setting the stage for his re-election as MP for three more occasions, until he retired in 1979.

During his tenure on Parliament Hill Saltsman took a tough stand when it came to the Liberal government’s imposition of the War Measures Act in 1970 and was a big supporter of wage and price controls.

He was NDP critic for Finance and National Revenue in the late 1970s and always won the respect of his caucus colleagues for his ‘off beat’ ideas such as his call to annex the Turks and Caicos Islands. His private member’s bill in 1974 never reached the floor of the House of Commons but garnered much attention as did his ‘Pink Max’ awards which he instituted as a tongue-in-cheek way of pointing out waste in the private sector.

Saltsman created the award in response to the ‘Blue Max’ award, named for former Auditor-General Max Henderson who offered up samples of wasteful federal government spending.

A staunch supporter of higher education, the University of Waterloo appointed him a special lecturer in management science, and he often focused on the relationships between business and government.

Saltsman helped found the Saltsman-Kerr Lecture Series in Canadians Studies at the U of W and regularly lectured about political science at Wilfrid Laurier University, often joking he was one of the few people without a degree or even a high school diploma, asked to lecture at a university.

In the earlier 1980s, former Ontario premier William G. Davis appointed Saltsman to serve on the Inflation Restraint Board, in part due to his advocacy while in office against what he identified as government inactivity on price gouging.

He served on the board until 1985 and was making plans to run for a councillor-at-large seat on Cambridge city council when he withdrew his name after being diagnosed with liver cancer. He died in a Toronto hospital in November of 1985.

The following piece is one of several that appears in the special summer edition of  our INSIGHT Magazine celebrating Cambridge’s 50th anniversary as we recognize just a few of the people, businesses and institutions that have made our community great.

When Adam Warnock left his native Scotland for Canada in the mid-19th century, eventually settling in Galt in 1835, he would forever change the economic future of this community.

Known as a ‘man of prominence’ throughout most of his adult life, Adam Warnock’s entrepreneurial drive led him down several paths, including forming a partnership with James Crombie in woolen mills they operated in Preston and Plattsville. The Preston mill, known as Geo. Pattinson Company, became one of the town’s largest employers and one of the largest woolen producers in Canada.

It also set the stage for the creation of the Galt Knitting Company, where Adam Warnock was one of eight men known as ‘The Syndicate’, which set up shop after purchasing the former Robinson and Howell textile mill on Water Street in downtown Galt.

The company grew to greater prominence when his two sons, James, and Charles, took over upon his death in 1902 and began manufacturing a variety of knitted underwear, and eiderdowns shoe linings. After James died at a young age, Charles remained in charge until 1930, at which point James’ son Edward took the reins.

He was at the helm during the Second World War when the Galt Knitting Company created underwear for Canadian soldiers producing annually 360,000 units of blended wool and cotton fleece underwear.

But following the war, the company faced closure in the early 1950s due to various market forces and went into voluntary receivership in 1954. At this time, James Adam Warnock, Edward’s son, joined the business after high school and upon graduating from Ridley College put a plan in motion to revive the company.

Salvaging three out of four knitting machines during the liquidation of the Galt Knitting Company, he began work on a new line of men’s cotton briefs and shirts after renting a third-floor space of a four-storey building and hiring a handful of employees.

The company, known now as the Tiger Brand Knitting Company, remained small but was became successful thanks to his use of machinery and insistence of maintaining low overhead. Even more success followed when Tiger Brand no longer relied on manufacturing winter underwear and moved into the T-shirt stream, fueled by a surge in the market.

As the newly amalgamated City of Cambridge was unveiled Tiger Brand remained an integrated garment maker by producing its own textiles and clothing. It created its own branded fashion line called Non-Fiction and had contracts with a variety of large retailers, including L.L. Bean, Eddie Bauer, Cotton Ginny, Nordstrom, and The Gap.

By the time Warnock opened a new factory in Pincher Creek, AB, in 1977, Tiger Brand Knitting remained a bonified success and its peak employed 1,450 people and generated approximately $80 million annually in sales.

The company opened a warehouse in Oakland, Calf., in 1979 to serve the San Francisco Bay area and expanded locally into the former Riverside Silk Mills plant on Melville Street South near Queen’s Square – home now to the University of Waterloo School of Architecture- as well as the former Sheldon’s Inc. on Grand Avenue in the early 1980s.

A strong proponent for his employees, James Adam, whose tough exterior wasn’t as tough as it seemed according to many, opened and subsidized ‘Tigger House’ – an employee care centre. As well, he encouraged many of his immigrant employees to become Canadian citizens and provided English as a second language courses at the company. He often hosted Citizenship Courts at the plant.

But he also maintained a strong interest in the community and supported many charities and projects, including financing and organizing the completion of the outdoor amphitheatre along the Grand River behind Galt Collegiate Institute.

Also, prior to Cambridge’s amalgamation in 1973, served as a Galt councillor from 1968 to 1972, and as a member of the local hydro-electric commission between 1972 to 1974, and the Waterloo Wellington Airport (now Region of Waterloo International Airport) commission. As well, James Adam was active in the Red Feather/United Way campaigns and fundraised for the local branch of the Canadian Red Cross.

By the late 1980s he had slowly passed the company ‘torch’ to his children and stepped away completely following a near fatal car crash in Egypt.

He passed away from a heart attack in September of 2006 while on holiday in St. Petersburg, Russia, a year after Tiger Brand Knitting sold its factory to a numbered company which closed the plant to source its branded clothing line in China.

The company had been in bankruptcy since the fall of 2004 and the closure left 300 people out of work, according to the United Steelworkers in a piece printed in the Globe and Mail in April 2005.

The following piece is one of several that appears in the special summer edition of  our INSIGHT Magazine celebrating Cambridge’s 50th anniversary as we recognize just a few of the people, businesses and institutions that have made our community great.

Feisty. Fun. Skillful. Dedicated. Hard-working.

These are just a few of the words those who knew and worked closely with Claudette Millar were quoted in various tributes to describe Cambridge’s first mayor following her death in February 2016 after a battle with stomach cancer.

Born in Belleville in 1935 but raised in Kitchener, Claudette obtained a degree in sociology in Mississippi before taking a job in the travel industry which led her to move to Ireland for a time before returning to Canada to marry her husband, Clare Millar.

At the age of 35 in 1969, she was elected as Mayor of the Town of Preston making her not only Canada’s youngest mayor but one of the first female mayors in the country.

Standing firm on a platform of open government to ensure residents knew how things in their community were being handled, Claudette became the first mayor of the newly formed City of Cambridge following the amalgamation of Galt, Preston, Hespeler and Blair in 1973.

Bringing these communities together in an uneasy alliance was a big job for Claudette who used her outstanding leadership abilities and forward thinking to get Cambridge on track, only to be tested early on in 1974 when the Grand River overflowed its banks flooding downtown Galt causing millions in damages. And on the personal side, a month after the amalgamation a fire at her Blair home claimed the life of her 81-year-old father-in-law, Bertrum Millar.

Claudette persevered and went on to be lauded for her advocacy work to preserve the city’s cultural and environmental heritage. She was a vocal opponent against a proposed freeway bypass that would have disrupted the Dumfries Conservation Area and the Rare Charitable Reserve, but also knew how to have fun winning the annual mayors’ bathtub race in 1974 for the second year in a row at the Canadian National Exhibition in Toronto.

Claudette also sat on numerous boards and committees as mayor, as well as Region of Waterloo Council where she gained the admiration from many of her political colleagues for being astute politically and never confrontational, always considering regional interests.

“Claudette never worked behind your back. She was upfront. We could have some great arguments about things, but it was always done with respect,” former Regional Chair Ken Seiling was quoted as saying in a 2016 Waterloo Record article upon Claudette’s death.

She served two non-consecutive terms as Cambridge mayor from 1973 to 1974, and again from 1978 to 1988 and played an instrumental role in bringing the Toyota plant to the community, creating a massive economic impact throughout Waterloo Region.

However, throughout her municipal career Claudette did set her sights on a provincial political career and ran three times unsuccessfully as an Ontario Liberal Party candidate to represent Cambridge. The first time was in 1975, again in 1977, followed by a third attempt in 1987. She made a final effort for the local Liberal nomination in 1999 long after her mayoral career ended but lost to Jerry Boyle.

Prior to that political attempt, Claudette was appointed to the Ontario Municipal Board when she retired as mayor and served on the board until 1992.

But her love for municipal politics brought her back and in 2003 she returned to serve on Waterloo Regional Council representing Cambridge before announcing her retirement in 2014. 

And when she wasn’t busy trying to make Cambridge a better place, Claudette could be found relaxing at her very rustic cottage located on a Sharbot Lake island, just north of Kingston.

“She’s a person who had a lot of extraordinary skills. Everything she did, she did well,” her good friend Justice Paddy Hardman was quoted as saying by the Record upon Claudette’s death.

Excitement is building for Business Expo 2023.

This popular trade show, which hasn’t been held since 2019, returns to Bingemans on May 10 and will feature more than 200 exhibitors and at least 1,500 attendees from throughout Cambridge, Kitchener-Waterloo, and Guelph.

“This has always been a great opportunity for local businesses to not only showcase what they do but meet and network with other business leaders,” says Cambridge Chamber of Commerce President and CEO Greg Durocher. “It also will provide job hunters, entrepreneurs and businesses the chance to make professional connections.”

Business Expo 2023, co-sponsored by the Cambridge, Kitchener-Waterloo, and Guelph Chambers of Commerce, is free for the public to attend and will also feature many local food and beverage vendors. It runs from 2 p.m. to 7 p.m., providing ample time to check out the displays.

“All three Chambers are pleased to have the chance once again to be able to work together on this event which gives attendees the opportunity to really learn about some of the great local businesses we have,” says Greg.

For businesses taking part in the trade show, he says the quality of their displays can make or break the experience for them.

“Exhibitors new to trade shows tend to focus on the flashy; they want to create displays that will draw crowds,” he says. “But that’s not the point. It’s not the number of people your display draws that matters; it’s whether or not your exhibit engages them when they’re there.”

To maximize your networking at Business Expo 2023, here are a few tips:​

• Neatness and visibility - Keep your display neatly organized and clearly mark all your prices.
• Build Demand - Spark customers’ interest by placing a sold sign on a few items, or by leaving a display spot empty.
• Be Interactive - Contests, prizes, demonstrations, games, and quizzes will generate interest in your display.
• Offer Takeaways - Provide visitors with a small item they can take home with them.
• Clear Signage - Ensure basic information and prices are clearly visible for visitors.
• Literature - Stock up on brochures and fliers, as well as price sheets and business cards.
• Be Business Ready - Make sure you have pens and order forms ready to process potential sales.
• Engage With Visitors - A friendly welcome and the proper body language can go a long way.
• Always Be Open - Ensure your booth is never left empty.
• Follow Up Promptly - The faster you send out emails or make a call the better it is for your business.

A recent report released by the Conference Board of Canada indicates Waterloo Region’s economy will be slower this year but predicts it will outpace the provincial economy.

While the impact of a potential slowdown is a concern, one of the key issues for local businesses remains a shortage of workers.

The unemployment rate in our region hit 5.5% in 2022, compared to 6.5% in 2021 and 9.6% in 2020. This year, it’s expected to reach 5.8%.

Provincewide, the latest numbers from Statistics Canada showed there were 372,000 job vacancies during the third quarter of 2022, nearly double the average of vacancies (195,000) reported during the three years leading up to 2020.

In effort to provide local employers with another avenue to find talent, the Cambridge Chamber of Commerce recently launched its online job portal.

“Labour shortages continue to be an issue in so many sectors,” says Cambridge Chamber of Commerce President and CEO Greg Durocher. “By providing as many opportunities as possible for local employers to find the help they require is a benefit to our business community as a whole and we’re glad to be able to offer this service.”

The easy-to-use portal can be accessed by the public to search and apply for positions posted by Chamber Members in a variety of sectors. 

Chamber Members can upload and manage their own posts, which includes contact information and job descriptions.

The system allows job seekers to search for positions in Waterloo Region and the surrounding area.

Current posts feature jobs in several sectors, including the financial, insurance, medical and automobile industries.

“It’s a very user-friendly system giving our Members the ability to post multiple job opportunities,” says Greg, noting the Chamber does not manage the posts itself.

Visit the Cambridge Chamber of Commerce job portal to learn more.

A few facts and figures:

• In Waterloo Region, the employment rate in 2022 rose by 10,700 jobs (3.3%) to a record 332,140, compared to an increase of 15,250 jobs (5%) in 2021.
• Overall employment is in our region is expected to increase by 1% this year due to 4,250 jobs in finance, insurance, and real estate, as well as 3,300 jobs in manufacturing.
• 60% of the job vacancies in Ontario require no more than high school education, paying on average less than $20 an hour. 
• Nearly 200,000 jobs require less than one year of experience.
• More than one-third of the job vacancies are in sales and service.