Blog - Cambridge Chamber of Commerce

Life must find a way to continue, even during a pandemic.

 

For those hoping to get married, or sadly for those faced with the loss of a loved one, having to navigate these important life-changing events in this COVID-19 world may appear exceptionally more difficult.

 

“I really feel like the rug has been pulled out from under all our couple’s feet because they’ve been planning this beautiful day for so long,” says Vanessa Davis, Executive Special Events Consultant for Pearle Hospitality, referring to those faced with altering wedding plans at the company’s many well-known properties which includes the Cambridge Mill and Whistle Bear Golf Club. “The part that I’ve been hearing that is the hardest for people has been the not knowing.”

 

She estimates COVID-19 has affected at least 500 weddings planned at Pearle Hospitality properties.

 

“In March and April, we were under mandated closures so there really were no options,” says Vanessa, adding that changed a few weeks ago.  

 

As of June 13, indoor wedding and funeral venues were allowed to operate at a maximum of 30% capacity, with outdoor ceremonies limited to 50 attendees. Receptions remain limited to the 10-person restriction. 

 

And for both indoor and outdoor ceremonies, those attending must follow proper health and safety advice, including practising physical distancing from people who are not from the same household or their established 10-person social circle. 

 

These changes mean couples looking to marry are now faced with making new decisions and left asking many questions.

 

“What will it be like? That’s a really challenging thing people for people to deal with right now,” says Vanessa. “It’s very emotional for them. They’re weighing a lot of positives and negatives because it’s not what they originally wanted.”

 

She says some have decided to postpone until they can stick with their original plans, while others for personal and even cultural reasons, are choosing to go ahead and hold a smaller gathering.

 

“They may decide to have a virtual ceremony they can share with guests near and far on the planned wedding day and have a reception at a later time,” says Vanessa. “I don’t think there is a right or wrong answer. It’s whatever they’re going to feel the most comfortable and happy with.”

 

Virtual ceremonies have become a popular alternative for not only weddings, but also funerals as industry experts do what they can to ensure their clients’ needs are met.

“One of the jobs of a funeral director is not just helping people co-ordinate a funeral that’s unique and personalized, but to provide them with all the information so they can make an informed decision,” says Jon Rolleman, Managing Funeral Director of Coutts Funeral Home in south-end Cambridge.

 

When it comes to planning a funeral during COVID-19, he and others in his industry have also quickly learned to pivot in wake of strict health restrictions.

 

Through the course of the pandemic, Jon says many clients chose direct cremation or immediate burial for their loved ones due to the uncertainty of the situation, while others chose to have a limited number of immediate family members take part in a visitation.

 

“They still got to have the closure they wanted, and I think some people weren’t even expecting to have that opportunity,” he says.

 

Like those in the wedding industry, Jon says his business practices have also been modified to provide more virtual options including a webcast of the burial service.

“It’s nice to be able to provide that to the people who otherwise couldn’t come,” he says, noting Coutts Funeral Home also ensures through its online condolences system the bereaved know who attended the virtual service. “That way they can still reach out individually and still have the support they need.”

 

For additional support, Jon says his clients also can utilize a compassion ‘helpline’ on the Coutts Funeral Home website that provides 24-hour access to a variety of services, including certified grief professionals and psychologists. The service is offered through its parent company Dignity Memorial. 

 

“We have some really amazing benefits from being part of a such a large network of funeral homes,” he says, adding they have seen an increase in usage of the helpline during this time. “It’s nice to know it’s there and we get to offer that to our clients.”

As well, clients of Coutts Funeral Home can also make arrangements online, however, Jon says many still prefer the more ‘personal’ touch of a face-to-face meeting.

 

“We leave it up to them,” he says. “We prefer in person because there is so much more of an individual connection and that’s a big part of what we do.”

 

Despite creating new options and working within the ongoing restrictions, Jon says his key role and that of his team has remained the same throughout the pandemic.

“Obviously, our job is more empathy and compassion than anything else and making someone’s difficult time easier and the way we approach a family has never changed,” he says.

 

And with new safety protocols in place, which includes very specific physical distancing rules at visitations and following a series of guidelines, such as collecting information for potential contact tracing purposes, Jon and has team have learned to adapt very quickly.

 

“Personally, I’m very adaptive so it didn’t stress me out,” he says. “A big part of my role has been making sure I get all this information to my staff and help them manage the changes quickly and make sure their comfortable with the new systems.”

 

They keep the capacity of mourners at 50 invited guests if a service is requested to take place at a church, or in a cemetery, which Jon says is quite manageable. 

 

“We want to do our part for the community,” he says, referring to keeping people safe. “It’s a real balance to be able to give families what they need.”

 

Jon says the need for a funeral is imperative in the grieving process and feels sorry for those who decide to forgo that option. 

 

“People are justifying things in different ways for what they’re doing, but they’re really depriving themselves of what a funeral is and what it stands for and how it helps,” says Jon. 

“They’re depriving themselves of that opportunity, so I’m concerned about people’s mental health going forward.”

 

To rectify this issue, he hopes to be able to offer an ‘open’ memorial service, perhaps several, for those clients who have lost someone during the COVID-19 crisis and chose not to have a funeral.

 

“At least people who didn’t do anything can have a more formalized service,” says Jon, adding funerals are a celebration of life and are no longer ‘traditional’ as they once were. “Funerals are much more personalized and unique. Our job now is to give clients all the options so they can make informed decisions that are right for them.”

 

The same sentiment holds true when it comes to planning a wedding, especially during a crisis like COVID-19.

 

“My biggest piece of advice is that whatever they decide to do it’s going be great,” says Vanessa. “If the couple decides they want an intimate ceremony with 10 of their closest people, their other friends and family will understand. And if they decide to wait another year and do the party as planned, that’s a beautiful idea too.”

 

For more, visit pearlehospitality.ca or  dignitymemorial.com

 

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When COVID-19 struck and Ontario went into lockdown many beds at the two shelters the Women’s Crisis Services of Waterloo Region operates were left empty.

 

However, this was not something that CEO Jennifer Hutton admits she was glad to see.

 

“We really saw a significant decrease,” she says, referring to the number of women and children who seek refuge from domestic abuse at Haven House in Cambridge and Anselma House in Kitchener. “But what was keeping me up at night was worrying about what was actually going on in those homes. The abuse that was pre-existing was likely worsening, especially when you add in the additional stress and financial worries.”

 

Jennifer estimates the shelters, which provide 90 beds between them, saw their occupancy rates drop in the early weeks of the crisis to around 40% to 50% capacity compared to the usual 90% as well as a reduction in calls to access their resources. 

 

“There’s research to prove that violence against women does tend to increase during times of stress,” she says, adding there was a great deal of uncertainty when the pandemic struck which made it even more difficult. “There are already so many barriers in place for a woman to leave an abusive relationship. Then layer it with increased uncertainty, and often women have to think about their children, so it’s hard for them to plan for the future.”

 

Besides encouraging via social media for friends and family to check in with loved ones they fear might be at risk of abuse, the Women’s Crisis Services of Waterloo Region launched a chat feature on its website to provide women with a tool to safely connect with their services.

 

“There had been talk about it (chat feature) but now more than ever we needed to do it quickly,” says Jennifer, noting the system was up and running within a 48-hour period. “Now, a woman might be able to pull up our website discreetly on her phone and send us a quick message.”

 

Having the ability to reach out and connect during the pandemic is vital says Grace Brown, a psychotherapist and PAR (Partner Assault Response Program) Facilitator at Family Counselling Centre of Cambridge & North Dumfries. 

 

“One of the key factors that allows the abuse to continue is the person feels isolated,” she says.

 

In terms of isolation, Grace says feelings of loneliness is something she has been seeing during her counselling sessions, which have been conducted virtually or by phone, as the COVID-19 situation continues. 

 

“A lot of clients I work with talk about intense feeling of loneliness and isolation because before the pandemic they could be out with friends and doing all these fun things to offset this solitude,” she says. “If you’re more on the extrovert side of the scale, you’re probably struggling a little more.”

 

Grace says for single people who have been isolating on their own, they face a variety of anxieties which could lead to depression. And for couples who were having challenges in their relationship prior to the pandemic, she says the crisis likely has made the situation even worse.

 

“There’s only so much walking away one can do when you’re supposed to be quarantined,” says Grace, adding couples need healthy communication during this time. “Choose your battles.”

 

She offers similar advice to families, who also may find nerves becoming frayed as physical distancing rules continue to slowly ease.

 

“For most, it’s the lack of access to external fun things that really are making so many people frustrated and anxious,” says Grace. “In the old days, it was called ‘Cabin Fever’.”

But she says there are many successful examples of things couples and families have been doing to cope, besides connecting virtually with family and friends. 

 

“People have really been recapturing some of those old school entertainments, like jigsaw puzzles and board games. It’s been really neat to hear from some of my clients on how they’re making it work with that they have at home,” says Grace, adding some ‘super busy’ families are appreciating the fact they can take a break together.

She says self-care is essential at this time, starting with the basics like eating healthy, exercising and getting the right amount of sleep.

 

“I often describe it to my clients as emotional shock absorbers. Stress is always going to be in our world in varying degrees, so the more you have self-care that’s your shock absorber,” says Grace, explaining self-care comes in many different forms. “It’s really about focusing on yourself for a moment and doing anything that brings you a sense of calm and a sense of renewed energy.”

 

She tells her clients, especially women, that’s it OK to put their needs first once and awhile. 


“I caution them this (pandemic) is not a sprint, it’s a marathon and we don’t know how long it’s going to last so you’ve got to preserve your energy.”

 

At Haven House and Anselma House, Jennifer says, as predicted, capacity levels have climbed sharply to near capacity in the last few weeks once the province began to reopen. She says strict protocols are in place to keep staff and clients healthy, including temperature checks twice daily and making masks mandatory for all staff members.

 

“The shelters themselves are very busy,” says Jennifer, explaining the women and children staying there aren’t venturing as much into the community to connect with family and friends due to the pandemic. “There’s a lot of activity and not many places for them to go, and we have some pretty stringent rules in place.”

 

Despite COVID-19 and the precautions, she encourages women who are experiencing domestic abuse to reach out, even those who may not be sure if they’re ready to leave.

“That’s OK. They may just want to meet with someone to ask questions, or get some information,” says Jennifer, adding the Women’s Crisis Services of Waterloo Region offers outreach programs. “I always suggest they get some guidance on how to make a safe exit plan.”

 

She says research shows the most dangerous time for an abuse victim is when they are planning their escape.

 

“It can become quite unsafe for a woman if her abusive partner thinks she is going to leave,” says Jennifer. “Things can really escalate at that time.”

 

Visit  wcswr.org  or fcccnd.com for more information. 

 

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A proven, but not widely used technology, is giving one Cambridge business the opportunity to pivot its operation during the COVID-19 crisis.

 

Angus Audio, which provides a wide variety of technical services for theatre, music and corporate events, has shifted its focus in another direction. Under the banner of a new division called Angus Industrial, the company is focusing attention on the distribution of ultraviolet light disinfection systems suitable for a variety of workplaces, such as loading docks, production halls and offices.

 

Angus Industrial has joined forces with Luixbel, a Belgium-based company, to provide two disinfection systems designed for surface and air disinfection. 

 

“It’s a pretty high science, but at the same time, they’ve made it easy to understand,” says Marshall Angus, noting much of the same technology his company uses to calculate beam fields for lighting up events comes into play.  “You can pretty much kill off any surface virus or bacteria, based on a math equation.”

 

He says ultraviolet light technology has been around for a long time. 

 

In fact, the germicidal properties of sunlight were first discovered in 1877. But it wasn’t until 1903 did Niels Fensen win a Nobel Prize for his use of ultraviolet light to combat tuberculosis, did the technology first come into play. A few years later, the first drinking water disinfection system using ultraviolet light began operating in France. After that, the technology changed little until tubular lamps were developed in the 1930s, and by the 1960s, UV disinfection was becoming more widely used in commercial applications.

“It’s pretty cool stuff,” says Marshall, noting that educating people on the properties of UV disinfection is key.

 

He says the systems they distribute, which range in price from $1,000 to $1,300, are ideal for a variety of applications, especially in a production line situation where they can be operated safely between shift changes and on average take about 15 to 20 minutes to ‘cleanse’ an area. 

 

“They would just become part of the cleaning process you already have in place,” says Marshall.

 

One system, the B Direct II, uses light bulbs and must be operated without anyone in the room for safety reasons. The other system, B Air, can be operated safely with people in the room.

 

“The bulbs will only have to be changed once every couple of years,” says Marshall, adding each system comes with a variety of safety features, including motion sensors and alarms. “If someone comes into the room, the system will shut off.”

 

He says the systems could also help build consumer confidence in a company’s products.

 

“There’s stuff coming off trucks covered in plastic wrap and you don’t know where it’s been. You can put a couple of lights in your loading dock to clean the skeds before your employees even touch them,” says Marshall. “And if you buy something from a particular warehouse, you now know it’s guaranteed to be clean coming out because of the process they have in place.”

 

He says this is a product that should have already been place years ago, even before the pandemic.

 

“But there wasn’t a market call for it then,” says Marshall. “It’s a proven technology that has been used in the medical industry, however, the units in the medical field can cost at least $30,000 which makes them unattainable by small businesses.”

 

But learning to make changes in business can be necessary, which he says he has witnessed firsthand in his own industry since the arrival of COVID-19 has seen most of the events Angus Audio handles cancelled or postponed.

 

“There have been a few different things pop up,” says Marshall. “But we don’t think this industry is coming back probably before the summer of next year.”

 

To combat this, besides the UV disinfection systems, he says Angus Audio has also been providing studio space at its Turnbull Court headquarters for companies wishing to create more professional online productions and content.

 

“People are being really inundated with streaming content right now and a lot of it is not good quality because it’s off a web cam,” says Marshall, adding Angus Audio has the equipment and expertise to polish any project. “We can also interface the system with other platforms, like Hopin, and run it with multiple people.”

 

Visit angusindustrial.ca or angusaudio.com to find out more information.

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Like many other business leaders, Valet Car Wash’s Mike Black found himself forced to make some hard decisions when COVID-19 struck.

 

“As things started to close down and we started to navigate our way through this as a business, we had to layoff about 100 employees which is something we’ve never done in 30 years,” he says, referring to the business he began building on Eagle Street North back in 1990 which has now grown to include eight additional locations.

 

Luckily, he was able to continue to operate portions of his business with a reduced workforce. However, not all wanted to continue working due to personal reasons, which Mike says was a difficult choice for them to make.

 

 

“We respected and understood that,” he says, adding those who did continue to work would be instrumental in keeping the business going. 

 

Mike decided some action was needed to recognize these employees.

 

“I said to my managers, ‘I will make sure the employees that stuck through this and allowed us to keep our doors open and still have a business when the other employees come back will be compensated and I will figure out away to thank them’,” he says.

It was at this point he says came his ‘aha moment’ and devised a plan.

 

“We used the wage subsidy (CEWS) to pay every employee who worked from March 16 to May 3 and a special COVID compensation ‘bonus’ of $4 per hour on top of their regular hourly rate,” he says, adding he did not reduce their regular wages. “We calculated all their hours worked during that time period x4 and whatever that amount came to, we purchased gift cards of their choosing.”

 

Mike says the employees could select up to three different cards, with the only stipulation being they could not be VISA or MasterCard gift cards.

 

“I wanted to give them something that helped the economy at the same time,” he says. “It really wouldn’t do much good if it just sat in a bank account.”

 

Approximately 50 employees utilized the cards in a variety of ways. For example, Mike says one purchased new beds for her children, another a new couch for her living room, and another who is studying photography bought a new camera. As well, another purchased a variety of foods from Zehrs to create a special meal and treats, something that employee had not done in months since the COVID-19 crisis began.

“It’s been great to hear those stories,” says Mike, adding these purchases are a great way to stimulate the whole economy. “It works the whole supply chain.”

 

He describes it as a ‘win-win’ for everyone.

 

“The employees are happy, and it’s kept us in business,” says Mike. “When you have multiple locations, you really depend on your staff.”

 

Valet Car Wash Cambridge is located at 2396 Eagle St. N. (behind Greg Vann Nissan), or visit washmycar.ca for more information. 

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What do you expect to find when you return to work after being isolated for the past few months by COVID-19?

 

Chances are it will not be the same workplace you left behind, says Human Resources consultant Frank Newman.

 

“If you just assume it will be like walking back into the office it’s not going to be that way because everyone’s expectations have changed,” says Frank, who has more than 40 years of experience in human resources to draw from and has spent the last six running his own firm called Newman Human Resources Consulting.

 

He compares the COVID-19 crisis and what we have dealt with as being similar to what astronauts face returning from space while learning to readjust to the Earth’s atmosphere.

 

“We’ve all been in the safe ‘cocoon’ of our ‘spaceships’ and suddenly we’re exposed to another environment,” says Frank. “Companies will have to take this very seriously.”

In terms of working under new guidelines and policies to ensure physical distancing, he expects many workplaces will now operate within a ‘blended’ work culture with more people working from home than ever before.

 

“You’re going to be in the office one day and half the people will be there, and half the people won’t be there,” says Frank. “It’s going to be very challenging for companies on how to manage their culture because we’re so used to having everyone in the office.”

 

Building trust, he says, between not only the company and its employees but between the employees themselves, will be key in effort to make this shift work.

“We’re going to not only have to have the right physical safeguards, but better processes in place as to how we communicate with each other. What will be the expectations if I’m working from home and my colleague is in the office? Do they have to respond to my emails in 15 or 20 minutes?” says Frank, noting there will likely be physical changes in offices also when it comes to sharing resources. “Are people even going to be comfortable putting their chicken pot pie in the microwave to warm up knowing others use it?”

 

He says it is inevitable there will be employees who may be petrified at the thought of being back in the workplace and others who will be completely callous, perhaps not respecting physical distancing guidelines or refusing to wear a mask.

To prevent these situations from escalating, Frank says there are a few steps companies can take ahead of time.

 

“They should provide as much advanced communication as possible to let everyone know what the rules of the road are,” he says. “Then they really have to figure out what’s the rhythm of work they want as people come back and how it applies for those working at home and the people working at the office.”

 

Frank says managers should aim to meet with their team, whether in person or virtually, at least once a week once people start to return and even ahead of time.

“It’s important for managers and other people to check in with their colleagues,” he says, noting some employees will be dealing with mental health issues. “We’ve all been through so much turmoil with this and some may have suffered severe losses during this time.”

 

Franks says enhanced benefit plans will be a big help to not only current employees but as a great incentive to recruit new employees. Also, he said ensuring new recruits have a space at home to work could become part of the norm during the hiring process should another lockdown occur.

 

“We need to be prepared for this at any point in time,” he says, adding companies may also be expected to reimburse employees for equipment to work from home, such as laptops and enhanced internet.

 

Frank also recommends the creation of ‘time free zones’ for those working at home, allowing them a period to complete tougher tasks uninterrupted by emails or virtual meetings.

 

“We’ve been absolutely deluged with communication at this time,” he says, referring to the numerous emails and regular Zoom calls many people working at home have been dealing with. “It’s actually draining our productivity.”

 

For more information, contact Frank Newman at 519.362.8352, or visit www.newmanhumanresources.com

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The Ontario Chamber of Commerce has been working behind the scenes with local Chambers since the beginning of the COVID-19 crisis to ensure the needs of 

the province’s business community are met. Besides weekly ‘town hall’ meetings allowing Chambers to connect with various provincial and federal leaders to obtain firsthand information, the OCC has been advocating government on many issues to assist businesses during their time of need. And as Ontario begins to reopen its economy, there are many changes ahead regarding the way business will be conducted. 

 

We recently chatted with Ontario Chamber of Commerce President and CEO Rocco Rossi about the effects of this crisis and what lies ahead for businesses:

 

 

 

Chamber: What role has the Ontario Chamber of Commerce played during the COVID-19 crisis?

RR: We serve as a conduit between businesses and various levels of government so we’re giving them the best advice as to where the real pain points are. As they (government) have been putting out policies, we’ve been actively advocating for changes, adjustments, and then communicating as clearly as we can, to our members, who, quite frankly, have been overwhelmed by this crisis. I think they’ve (Chamber network) been incredibly appreciative, particularly the smaller ones because the smaller the Chamber you are, the fewer resources you have. You literally are wearing every hat. We were very quick out of the gate with an online tool that all our Chambers could share and build on for their own members and customize to meet their needs.

 

Chamber: What do you see as the role of Chambers at the local level, especially as Ontario moves towards reopening?

RR: Chambers have multiple roles and we’re seeing examples of it everywhere. One, is sharing stories. The Cambridge Chamber has been fantastic about raising the issue of franchises and raising the issue that some owners are paying themselves through dividends versus income so they’ve been falling through the cracks, and we’ve been pushing on that. Cambridge was a big part of the push in saving main street and talking about rent subsidies. You also have Chambers like Newmarket that are working with their local governments to create programs helping to encourage shop local and building networks of retired businesspeople to help SMEs navigate their way through this. Chambers are playing an absolutely critical role. 

 

Chamber: Are you satisfied with the response to the crisis from the provincial and federal levels of government?

RR: Governments have been moving at a pace far faster than they ever have before. Oddly, for many, it still won’t be enough because this has gone on longer than anyone has anticipated and in a world with no vaccine, and a required and appropriate slow reopening, there will be more damage and loss. But we’re doing everything in our powers to ensure to keep as much as the economy afloat as possible. As a society, we need to have that recovery at the end of this. The only sustainable solution to all of this is economic recovery. Government cannot continue to print money indefinitely. They’ve done some remarkable and extraordinary things which we agree are important to do, but wow, the numbers are eye watering at this point and will only continue to grow. So, we need to start bringing those unemployment numbers down. We need to start opening businesses appropriately and safely so that we will be able to pay taxes as opposed to the need for more government support. That’s the ultimate way we get to the other side of this.

 

Chamber: Is the right course of action being utilized for Ontario’s reopening? 

RR: I will say, to paraphrase Sir Winston Churchill, ‘It’s the worst possible reopening plan, except for all the other reopening plans’. The bottom line is we’ve all sacrificed, some sadly and tragically with their lives. We have to do this right the first time and so it has to be slow, we applaud the government for that. We don’t want to have spikes that will take us back to a total lockdown because that would be deadly for our psyche, for our confidence, and for our economy. So, we want to do this properly and to do that we need more testing capability, we need more tracking and tracing, and we need more access to PPE that goes beyond our healthcare workers that have, rightfully, been the focus up until now. If you’re going to open up businesses and build confidence, that PPE is going to be seen more in businesses and training for our employees so that again, both the employees and consumers have confidence that every step that can be taken is being taken. Until we have a vaccine, we will be co-existing with COVID-19. No one can promise, without a vaccine, that there will be zero future infections and zero future deaths because that is not attainable. What should and must be attainable is zero tolerance for incompetence and zero tolerance for doing things too quickly. If we have the training and the PPE, and the testing, tracking, and tracing, anytime it flares up we can quickly put that fire out. 

 

Chamber: What is an important takeaway for business owners from this crisis?

RR: One of the big things we’ve seen through all of this is to uncover and highlight even more so the digital divide in Ontario. Those who’ve been able to make the transition to be able to do more of their business online have actually been able to weather the storm stronger and those habits being created now – even my parents who are in their eighties are now shopping online – are not something that’s going away. However, it underscores the need for the infrastructure for broadband to be everywhere because right now, too many communities, individuals, and businesses don’t have access to broadband. If they are going to recover and participate in the economy of the 21stcentury, that infrastructure has to be there in the same way that in the post-war period a network of highways and other infrastructure was required to rebuild and grow the economy. 

 

Chamber: What advice can you offer SMEs?

RR: Make sure you’re thinking about how you can safely reopen. I know you’re worried about cash flow; I know you’re worried about debt and worried about meeting that next rent cheque, but the reopening is beginning. Those that plan everything out so that when they do reopen consumers and employees will want to go there, are the ones that are going to thrive in this next stage.

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The effects of COVID-19 continue to test our economy, but the fiscal uncertainties surrounding this unprecedented crisis has not stopped many local businesses from reaching out to help others.

 

From local food banks, to frontline workers, to seniors and those with disabilities, the Cambridge business community has come forward to ensure those in need during this pandemic are not forgotten.

 

“The Cambridge community has always been exceptionally supportive of the Cambridge Self-Help Food Bank and they’ve stepped up for us in a way like we’ve never seen before,” says Dianne McLeod, the food bank’s interim executive director. “We’ve had lot of different restaurants donating products to us, whether it’s milk or eggs; stuff we’re not typically able to offer to everyone.”

 

But financial donations have also been coming in to allow the food bank to purchase some much-needed supplies for the 100 or so clients it serves daily, and Dianne credits many local businesses for this valuable support.

 

“We have all been so affected by the COVID-19 crisis and even though as a business have had our challenges, we all want to help those who truly need help,” says Christina Marshall, Director of Business Development at Gaslight Events Company Inc. which operates Tapestry Hall.

 

Her company, through its Tapestry Hall Delivers program which offers healthy meals via delivery and curbside pickup, has been donating $1 from every order to the Cambridge Self-Help Food Bank and The Food Bank of Waterloo Region.

 

“We have had two very solid weeks of the food delivery services, which means two weeks of orders that are supporting the food banks in our region,” says Christina.

 

But tasty dishes are not the only way the food bank has benefitted. Funky t-shirts emblazoned with the slogan ‘Eat, Sleep, Quarantine, Repeat’ have been popping up all over our community on social media thanks to a charitable partnership between MitoGraphics and Cambridge Centre Honda.

 

Since mid-April, the two companies have sold dozens of the shirts for $20 each, with every cent from each sale being divided equally between not only the food bank, but Trinity Community Table, Cambridge Shelter Corporation (The Bridges), and Women’s Crisis Services Waterloo Region.

 

“A friend in Peterborough who owns and operates a Honda dealership was creating t-shirts and I loved the idea,” says Cambridge Centre Honda’s Nicole Pereira, explaining how the idea came about. “I thought if Peterborough can make this happen, so can Cambridge.”

 

With the expert help of MitoGraphics’ Kristen Danson, the women went to work creating their #QuarantineTees in several colours and through the power of social media have started a virtual movement of support.

 

Originally, they had hoped to sell 50 of the shirts but during a pre-launch weekend sale in mid-April wound up more than doubling their sales.

 

“We both love our community and think the people of Cambridge are awesome, so it’s not surprising that we have received such great support,” says Nicole, adding the t-shirts have now been sold as far west as Alberta and on the East Coast.

 

She says the four charities have been great at promoting the shirts on social media and that one local store, Once Upon a Child, has also been selling them via its online store.

 

“There are so many great examples of businesses giving back to our community,” says Nicole.

 

For Golfplay’s President and General Manager Steve Harris, giving back seemed liked the best thing his business could do since it was required to shut its doors along with thousands of other Canadian businesses back in March.

 

“There are lots of needy organizations,” he says, noting after sitting idle for about two weeks, Golfplay fired up its stone pizza oven in its Ironwood Bistro to try a new approach. “I thought, we’ve got a perfectly good pizza oven so why not sell pizzas and give some of the money to charities?”

 

They tried doing it one day a week and gave $10 from every pizza sold, starting with the Cambridge Memorial Hospital and The Bridges shelter. They quickly sold out and began doing it three nights a week (Thursday to Saturday), selecting different charities each week to benefit, including Grand River Hospital, St. Mary’s General Hospital Foundation, Family & Children’s Services Foundation, and more recently the Sunnyside Foundation.

 

Orders for pizzas and other menu items are taken online for fast and easy curbside pickup.

 

“We just kind of go around,” says Steve, referring to how the charities are selected. “All of them could use help because their fundraising events have been cancelled.”

He says working with charities is also a good way to foster new relationships and potential spinoffs down the road when restrictions eventually ease.

 

“This has sort of helped increase the awareness of what we do here. People at least get the chance to sample our food,” says Steve, joking many people may not think of getting great pizza from a place called Golfplay.

 

“We’re trying to build a business and trying to give something back in the process,” he says, describing the situation as a ‘win-win-win’ for all involved. “The customers win because they feel good about helping others, we win because we get more exposure and the charities win because they receive some money in the process.”

 

Support among those in the business community is crucial says Christina, especially as the recovery process begins.

 

“By banding together and helping each other get through this, we show our strength as a community economically and socially,” she says. “If a business closes, the employees lose their income and that means other businesses do not benefit from that person’s buying power.”

 

Keeping that in mind, Tapestry Hall’s Delivers and HIP Developments have formed a partnership to create the Feeding the Frontlines program. On the Tapestry Hall Delivers’ website, customers have the option to contribute to the program which aims to see $5,000 in meal vouchers distributed to essential workers in Waterloo Region, including those working in healthcare, shelters, and grocery stores. On the site, the public can nominate businesses where essential workers are busy.

 

“They are doing the hard work in this community,” says HIP Developments President Scott Higgins. “We are just trying to find ways we can say thank you and make their family lives a little easier.”

 

Christina agrees and says these workers have gone into work each day to ensure the rest of us have the things we need.

 

“We wanted to do something kind to say thanks,” she says. “A stress-free meal may not seem like a lot, but when you have had a long and sometimes scary week at work, one less thing, like cooking a dinner or meal planning, can help ease that stress.”

 

Easing stress for others is what prompted Driverseat Cambridge owner Sean Mulder to follow the lead of the company’s Calgary office and offer a ‘shop and drop’ program free to seniors and those with disabilities. Those in need of groceries can call, or text Driverseat and will be provided with a link that allows them to fill out a grocery order.

 

“It’s kind of cool. We’re the third location to test this out,” says Sean, adding having fewer people going to grocery stores means less points of contact to spread the virus. “This makes great sense.”

 

Driverseat chauffeurs, many of whom Sean says are doing this on a volunteer basis since many only work part time for the company, do the shopping for the customer using a preauthorized payment system and then deliver the groceries following strict physical distancing guidelines. Currently, Driverseat is offering this at a few stores but expects that will increase as the program expands.

 

“A lot of our posts on social media have received a wide reach and from that, we’re getting quite a lot of people calling and messaging us,” says Sean.

 

He says since a huge portion of Driverseat’s regular services have been scaled back considerably since the lockdown began, this has allowed the company team to stay connected. Also, Sean says it has been a boost for those in need and are isolated on their own.

 

“It gives people peace of mind. We’re a person they can talk to,” he says, adding clients can call the chauffeur if they have special requests that may not be on the grocery list, or if they forgot to add something. “They’re not just punching information into an app; with us there’s a voice you can talk to.”

 

Sean admits even though businesses are facing challenging times it shouldn’t prevent them from lending a hand.

 

“There’s a huge need in our community and if you have the means or the time, you should do something,” he says.

 

Christina agrees, especially when it comes to assisting the non-profit sector.

“If you have the chance to help those that are helping others, isn’t it the right thing to do?” she says.

 

At the Cambridge Self-Help Food Bank, Dianne says she is thrilled by the extent of generosity from the business community which has included free security service and the creation of safe work stations for staff to work with clients at the front of the building thanks to the donation of free reno work.  As well, she says the local CAA office has deployed its vehicles to pick up food bank donations from the grocery store bins.

 

“No matter what people’s struggles are, they’re still considering us and donating to us which helps us keep going,” says Dianne.

 

Contact Information:

 

For information about Tapestry Hall Delivers, visit www.tapestryhall.ca

 

To order a #QuarantineTee visit www.cambridgecentrehonda.com/community-fundraiser/

 

For information about Golfplay, visit www.golfplay.ca

 

Contact Driverseat Cambridge at www.driverseatinc.com, or call 226-241-3736

 

For information about the Cambridge Self-Help Food Bank (which now has community donation bins set up at St. John’s Anglican Church in Preston and PetroKing in Hespeler), visit www.cambridgefoodbank.org

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Physical distancing and thoroughly washing your hands are ways for the general public to battle the spread of COVID-19.

 

For manufacturers looking to find ways to help fight the battle by retooling their operations to create much-needed medical supplies such as masks and face shields, collaboration is the key way says Steve Mai, CEO and President of Eclipse Automation, one of many local companies stepping up to the plate.

 

“It really helps if you build networks,” says the Eclipse founder. “Don’t work in a bubble, get out there and do it.”

 

 

The Cambridge-based company, which has been an industry leader in custom automated manufacturing equipment for 20 years, recently inked an agreement with Harmontronics Automation in China to manufacture, sell and distribute its automated N95 vertical flat fold respirator mask production line system in North America. As well, Eclipse also signed an agreement last week with Irema Ireland to access its N95 and FFP2 mask product designs and technology, including respirator designs, specifications, and manufacturing process for exclusive use in Canada.

 

These agreements will provide Eclipse the opportunity to rapidly create automation systems to support the design and assemble these important medical supplies, plus pave the way for a domestically produced N95 respirator.

 

Ultimately, Steve has a goal to produce vital life-saving protection products domestically.

 

“We shouldn’t be losing sight of the fact that we have a definite problem in quality of what is coming in through the supply chain,” he says. “I want to know there are masks produced in this country that have every element of the supply chain controlled.”

 

He admits the overall process has been taking place at a slower pace than he’d like, taking into consideration the strict regulations in place to have a mask receive NIOSH (National Institute for Occupational Safety and Health) approval, but notes Eclipse has not lost sight of  its end goal to ensure these supplies get into the hands of those who need them most. According to a recent media release, Eclipse expects to be first-to-market domestically by early July and plans to ramp up to make one million units per week.

 

“This is what we do for a living, this is not a secondary thing we’re trying to get into,” says Steve, describing the company’s decision to enter the battle against COVID-19.

He says the company, which employs approximately 800 people among its locations in Cambridge, U.S., Europe and China, has used a foundational approach by building on its core competencies to reach its goal.

 

He recommends other companies wishing to retool should consider doing the same.

“They’ve got to be careful not to overextend themselves and stay with what they know and focus on their core competencies,” says Steve, adding working with others is also important.

 

“We’re learning about a completely different network than we’re used to,” he says. “I’m seeing people sharing their ideas and being quite open.”

 

Since Eclipse undertook this major endeavour back in March, Steve says he has connected with many businesses that he has never had contact with before and expects to see these new relationships only strengthen.

 

“There’s some decent networking that’s going to come out of all this,” he says, describing the numerous phone calls he has had with various business leaders. “It’s really been amazing. I can’t wait to meet them in person.”

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Energy producers throughout the world are in uncharted territory. With nearly half the world’s population under some form of lockdown, an equivalent of the United States’ energy demand has evaporated from the global market. Poof.

 

This pressure alone was sufficient to put long shadows ahead of the industry, but the breakdown of the production cap brokered between OPEC nations and Russia has glutted the market with oil, sending prices down at a breakneck speed, in some corners of the market even into negative territory. Only an oracle would dare predict what is next for Canada’s oil and gas industry. Mere mortals must content themselves with taking stock of what is and what is not within our power as we muddle through the shadow-world of an ‘upside down’ energy market.

 

Until a vaccine is developed, the price of Canadian oil, like oil everywhere, will remain hostage to a pathogen. Strangely, what cannot be changed begets new choices. The federal government is at the crossroads. It can listen to the oil and gas sector’s permanent critics and shutter the industry, punch a 6% sized hole into Canada’s GDP, and put Canada in a position where we decide to let others be responsible for our energy security and for halting climate change internationally. Today, this might be the politically easy choice for our government to make, but easy choices pave roads to unhappy endings.

 

The other choice involves helping the industry carve a path in a global energy system that is most likely on a new trajectory. Peak oil may come earlier now, but there will still be demand, albeit less, for oil and gas over the next three decades, at least. With the right supports, Canada can gain market share by innovating to create less emission intensive oil and gas products, provide billions to governments in revenues, and drive investment in renewable clean technologies. Market share will increasingly be up for grabs given that current estimates suggest nearly 100 U.S. shale producers are likely to file for Chapter 11 in the months ahead. Decisions made today could see Canada improve its economic footing and maintain energy security in a world where autarky is fast becoming more attractive to world leaders of all political stripes.

 

So, what can the federal government do to help the industry, and the nearly one million women and men employed by the sector across this country, pass through the darkest valley they have ever faced?

 

Start by keeping as many of the people employed in the sector across the country working by targeting resources for well reclamation, and continue research and field work on carbon mitigation technologies. Government can also pause all new regulations and standards that increase the cost to the sector, from the Clean Fuel Standard to the increase in the carbon tax. This would provide companies that have already slashed capital costs with a little more capital to ride out a period where they are producing at a loss.

 

Such measures would augment the benefits of the federal wage subsidy, increased to 75%, in giving these companies time to adapt.

 

Perhaps most importantly, Canada’s energy producers have the vision to further reduce emissions, some before this crisis could see a path to net-zero by 2050. Realizing this vision demands new infrastructure projects and investment. The industry continues to be let down by a regulatory system that increasingly rewards investors looking outside of Canada. Infrastructure projects of all types will be crucial to Canada’s economic recovery. Reduced decision timelines and concerted efforts to guide projects key to Canada’s energy resiliency could go a long way to driving Canada’s economy and supporting investment in the sector.

 

Some choices are hard. Some are not. Support for our oil and gas sector today, will allow the sector to carry Canada tomorrow.

 

For more information, please contact: policy@chamber.ca

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As the days turn into weeks in the battle against COVID-19, it’s imperative for businesses to adapt to this new reality.

 

Many are now using videoconferencing platforms such as Zoom, Cisco Webex, and GoToMeeting as a method to not only keep in touch with their co-workers but as an important tool to conduct business.

 

Mastering this technology is key when it comes to marketing your business says Mike Jennings, president of the Cambridge-based digital marketing agency MoreSALES.

 

“A lot of companies will judge you based not only on your ability to communicate but your ability to use technology well,” he says, explaining tech-based firms, along with banks and insurance companies, are more willing to work with organizations that are comfortable with technology.

 

Mike says Marshall McLuhan’s famous quote, ‘the medium is the message’, still holds true, especially in today’s technologically advanced business world.

 

“Marketing is really about building trust as quickly as possible so the more you can look competent and communicate your message clearly and efficiently, the better,” he says. “That’s where Zoom can really be a benefit to companies.”

 

Mike says his company had used GoToMeeting in the past but switched to Zoom approximately two years ago after finding it more reliable and easier for clients to navigate.

 

“We’ve been using it ever since and we’ve also been using it as a marketing tool,” he says, referring to the way Zoom allows his company to present ideas to clients through screen sharing and webinars.

 

However, Mike says prior to the arrival of COVID-19 his staff often didn’t use the video portion of the platform which can take up a great deal of bandwidth unless there is good connectivity. And while some companies have been scrambling when COVID-19 struck to find ways for their employees to work from home, that wasn’t the case at MoreSALES.

 

“Our staff has been able to work remotely for years so it wasn’t a cultural shift at all,” he says, noting in 2016 his company switched to a smaller office footprint.

 

When it comes to using Zoom, or other videoconferencing platforms, Mike is a firm believer that “familiarity breeds confidence.”

 

“Getting really familiar with the platform is important because it makes things go a lot smoother,” he says. “So, get familiar with the platform and learn where all the buttons are.”

 

He says getting to know how to use the ‘mute’ button can be key during an online meeting or discussion. 

 

As well, being aware of what may be in your background is also important.

“Nothing is worse than people seeing stupid stuff there, and it’s distracting,” says Mike, adding common sense should prevail.

 

Also, he says camera position is another big consideration a participant in a videoconference should think about before joining the group.

 

“It’s all about camera work in a sense. Ideally, the camera should be pointing dead on or pointing down,” says Mike, adding the same principles people use when trying to take that ideal selfie can be applied in this situation.

 

And when it comes to ‘Zoombombing’, a concept which has seen a recent surge of hackers and jokers interrupt online discussions, he says there are steps that can be taken to discourage unwanted ‘guests’ from joining.

 

“You can set up a password and email it to those only in the meeting,” says Mike. “You can also set up a waiting room and participants can be accepted before coming into the meeting.”

 

Most importantly, he says do not advertise your Zoom meeting on social media to ward off potential hacking.

 

He believes using platforms like Zoom will likely become the norm for many businesses once the crisis finally ends and people become more comfortable with the technology.

 

“If you know what you’re doing and you’re able to quickly adapt your process to video marketing and video calls, and still communicate clearly and well – and not have clutter in the background and fumbling with buttons and being useless with technology – that goes a long way,” says Mike.

 

Here’s a few Zoom tips that may help:

  • Use a Zoom-generated meeting ID, rather than your personal ID;
  • Have attendees register to attend to dissuade crashers;
  • Select one or more alternative hosts to help you manage the meeting in the event of an issue;
  • Discuss potential issues with your co-hosts and create a plan to respond to technical difficulties or other disruptions;
  • Disable the option for attendees to join before the host and enable the option to mute participants when they enter the meeting;
  • Control screen sharing during the meeting;
  • Close the door if you can between you and anyone else in your living space, or use headphones;
  • You can also download the Zoom app to your phone and go audio-only;
  • Automatically schedule meetings – and let people know about them;
  • Create recurring meetings with saved settings and one URL;
  • Record the call as a video.
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