Blog - Cambridge Chamber of Commerce

On a warm summer day, the patio at Thirteen in downtown Cambridge is a popular spot.

 

The pedestrian-friendly space created by the temporary closure of Main Street between Water Street South and Ainslie Street North has enabled the restaurant and its neighbouring eateries to create an inviting atmosphere for residents and visitors as Ontario’s reopening continues in wake of the pandemic.

 

But despite this great potential, Thirteen co-owner Matt Rolleman has only been able to operate the restaurant five days a week due to a staffing shortage.

 

“The staff we have is great and they’ve worked so hard, but I would have to put everyone into overtime all the time if we wanted to remain open seven days a week,” he says. “Right now, we don’t use our second-floor restaurant at all. We definitely don’t have the staff for that.”

 

He’s not alone. Many industries – from construction to manufacturing to hospitality – are having difficulty finding workers.

 

According to Statistics Canada, as reported by the Financial Post in early June, an estimated 632,700 positions – approximately 4.1% of jobs in Canada - were vacant in March. This translates, according to the article, approximately 100 basis points higher than pre-pandemic levels.

 

Matt says by the fall his ultimate hope is to be able to run the restaurant at pre-COVID-19 levels.

 

“But it’s going to be a struggle,” he admits, adding while searching the job site Indeed Canada looking for staff, he’s noticed many people working in local restaurants seeking opportunities in other establishments.

 

“There’s been a lot of upheaval. Some people who’ve been out of the restaurant industry for the past year have decided they are not coming back and that’s just the way it is.”

 

Canadian Tire owner Kerry Leroux has also found himself facing a few hurdles when it comes to finding employees.

 

“We are in a constant state of hiring. We’re always looking for people,” he says. “You’re also in a constant state of training as well which makes it very difficult on the other staff, so we have to get them trained as quickly as possible.”

 

He says some retail businesses will put new employees right to work on the floor with virtually no training which is something he doesn’t do at his store which usually employs about 150 workers (about 40% of whom are full time).

 

“That’s really not fair to the employee or the customers when you do that,” says Kerry, adding this is the first time he’s experienced an employment situation like this since taking over the operation of the Pinebush Road store 10 years ago.

 

Like many, he finds it difficult to understand why there are so many job vacancies, considering

Canada’s unemployment rate in May was 8.2% which translated in the loss of 68,000 jobs.

 

But Brendon Bernard, a senior economist at Indeed Canada Corp., was quoted in the Financial Post explaining that the natural push and pull between the number of people seeking employment and available jobs has been thrown into turmoil by the pandemic.

 

Factors in this ‘upheaval’, according to the article, include a spike in demand for products and services in sectors that were already struggling to find qualified workers and potential health risks frontline workers face being exposed to COVID-19.

 

Couple these factors with enhanced employment benefits from the federal government, such as the Canada Emergency Response Benefit (CERB), and the pressure has been reduced for people when it comes taking what are considered as lower-paid jobs.

 

“Once the CERB was announced by the Feds that really slowed down the number of people applying for jobs,” says Kerry, noting that providing the benefit to students during January and February which are the slowest months in the retail business also didn’t help

“It made no sense at that time of the year for the government to hand over $500 a week to a student living at home,” he says, adding the money might have had more impact if it had been directed towards their education costs instead. “I think they (government) looked at it in the wrong way.”

 

For Mehrzad Salkhordeh, part owner of dB Noise Reductions Inc., a Cambridge-based engineering company that offers a variety of noise reduction solutions, he says the CERB has made it difficult for many small businesses.

 

“I think for the younger generation - not to stereotype or categorize – it won’t hit them until it hits them,” he says, adding the tax implications of collecting the benefit will eventually be felt. “When they do their taxes next year, they will see the impact and then they will start looking for opportunities. For them, I think next year is going to be wake-up call.”

 

Currently, he too has had trouble filling positions and says ongoing border closures has resulted in fewer qualified immigrants entering the workforce as well as international students from taking part time jobs in many sectors.

“I’m hoping with the vaccinations and with better progress we seem to be having with COVID-19 that things will go back to being a bit more normal,” says Mehrzad, adding there is a need now for the government to motivate and accommodate small businesses.

 

He says offering higher wages seems like an easy fix but doing so will quickly impact the bottom line for most small businesses.

 

“I think $20 an hour is a pretty good starting point for someone with no experience who is starting fresh. But I know you can’t live off $40,000 a year and feed a family and pay rent,” he says. “As a person I understand that. But as an employer, if I want to pay this person $25 an hour, I must raise my pricing and servicing and will not be able to maintain the business.”

 

Kerry says offering incentives – such as profit sharing and good benefits - and promoting how his store is ‘different’ from other retailers is imperative when it comes to finding workers.

 

“There’s a lot of jobs out there and people are coming in with very specific questions on what this job can do for me, and that’s fair,” he says. “I want them to ask those questions because I want them to see the differences between one or the other.”

 

Matt agrees finding the right person is vital but says even without CERB, which is scheduled to end on September 25, hiring workers will remain difficult taking into account new and larger employers in our Region, such as the suspected Amazon facility in the works near Blair.

 

“These opportunities are great and will employ a lot of people in terms of secure jobs. But I look at them as an opportunity for me to lose some staff,” he says, adding at his restaurant COVID-19 fears have lessened among staff due to ongoing and strict safety protocols. “There’s enough going on in Kitchener-Waterloo and Cambridge right now so if someone wants to leave a job and find another job, they can do it relatively quickly depending on what they are looking for.”

 

According to Statistics Canada in March:

  • 4.1% of jobs in Canada – roughly 632,700 – were vacant
  • Canada’s unemployment rate was 8.2%, with another 68,000 jobs lost
  • Hospitality sector posted a vacancy rate of 7.4% (roughly 68,400) unfilled jobs
  • Construction sector posted a vacancy rate of 5.8% (roughly 58,300) unfilled jobs
  • Transportation & warehousing posted a vacancy rate of 3.9% (roughly 30,600) unfilled jobs
  • Retail posted a vacancy rate of 4% (roughly 75,300) unfilled jobs
  • Healthcare & social assistance sector’s job vacancy rate was 4.8% (roughly 104,200 jobs)

 

Source: Financial Post

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The news we heard Thursday from Waterloo Region’s Medical Officer of Health Dr. Hsiu-Li Wang was extremely disappointing to us. Our Board of Directors adamantly encourages all businesses to practice within the law but also echoes your concerns and disappointment at this decision.

 

In fact, officially, the Cambridge Chamber of Commerce does not support Dr. Wang’s recommendation to keep the Waterloo Region in Stage 1 of Ontario’s reopening framework, considering the rest of the province will be moving into Stage 2 on June 30, an estimated two weeks ahead of our Region. As such, we would have preferred this move to Stage 2 remain on hold until Waterloo Region can catch up.

 

In fact, our Region did its best to help the province in the early stages of the third wave through the redirection of vaccines to hotspots around the GTA to curb the spread in those communities which significantly helped, but in the end proved detrimental to us, so it seems only fair to suggest some courtesy be extended to the citizens of Waterloo Region.

The Region has been calling for a ramp up of vaccine allocations and while that has started to occur, it is in fact a case of too little too late.

 

We understand the worries surrounding a possible fourth wave if dramatic steps are not taken and are very aware of the threat the Delta variant poses, especially amid troubling reports of people who are not following the provisions of the law by gathering in groups which in turn are creating community and workplace outbreaks. Currently, we are now seeing COVID-19 patients being transferred to hospitals outside our Region due to capacity concerns.

 

This is all very frustrating and discouraging to think that people would intentionally break the rules, risk lives, and in the end hurt businesses.

 

Our local Public Health officials have determined that if we do not hold back a bit, we will very likely see a fourth wave that could easily spread provincewide resulting in not only another round of restrictions, but another potential lockdown.

 

Keeping this in mind, we are continuing our efforts to fight for added supports from both the Federal and Provincial levels of government and calling for more vaccines so we can protect our community and get things open sooner. The Chamber will continue to do all it can to support, guide and advise to the best of its ability until this crisis finally comes to an end.

 

Sincerely,

 

Greg Durocher

President/CEO

 

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The concept of remote working was something many employers never entertained, or wanted to entertain, before the world changed in March of last year. 

 

“A lot of people didn’t think working from home would work so there was a huge amount of skepticism as people went into this,” says Frank Newman, owner of Cambridge-based Newman Human Resources Consulting. “People were pretty suspicious.” 

 

However, he says the fact what some considered to be an ‘experiment’ is working out so well has resulted in new issues. 

 

“People may be reluctant to go back to the way things were so it’s having an impact on companies, and even an impact on home sales as buyers ensure their house has a home office.” 

 

As well, after more than a year operating in this new reality many employers may have productivity concerns when it comes to managing a remote workforce and continue to look for ways to ensure staff is performing at their optimum best. 

 

“What I have told my clients first of all is that people are not going to be 100% as effective working from home. They are going to be subjected to certain amounts of distractions, or disruptions,” says Frank, adding 95% effectiveness is a more likely figure. 

 

He says there are ways companies can help employees achieve their goals, without monitoring emails or logins or using various types of tracking technology. 

 

“If companies are trying to manage their employees’ work each minute of the day that’s not going to be very successful,” says Frank. 

 

Instead, he recommends setting out clear expectations in an agreement. 

 

“Do they have clear performance expectations and what are they accountable for delivering on a daily, weekly or monthly basis,” he says. “For example, if an employee is working from home does the manager expect a response to emails within an hour or 24 hours? It’s important to create some service level of expectations so people can gauge their performance and also managers can ensure employees are accountable for those standards.” 

 

Regular communication is very important says Frank, noting that ‘blasting’ employees with emails is not the answer.  

 

“For managers, to worry about whether employees are checking their emails is not necessary,” he says, adding platforms such as Microsoft Teams or Slack are great tools to cultivate engagement. 

 

“This is really the time to make sure you’re connecting with your employees if you’re worried about productivity,” he says. “That (productivity) will be the first thing to go if people are not engaging. They’re going to ‘check out’.” 

 

Lack of engagement is one of many warning signs experts say can indicate an employee working remotely could be struggling. Others can include unusual errors, poor work quality, missed deadlines, increased sick days, or being withdrawn during team meetings, in some cases keeping their cameras turned off.  

 

“They may stop volunteering for things and that’s a key sign, especially if you have someone who was always keen in the past to put up their hand and volunteer,” says Frank, adding  

the occasional one-on-one meeting can be very beneficial for both parties as long as it’s not conducted in an intrusive way.  

 

“Make sure you’re checking in on your employees to see how they’re doing, not just from a work point of view, but to find out how are things for them at home. Are they struggling trying to work with their kids at home?” 

 

He says this could lead to talks about mental health – which should be documented on the part of the employer – and possible supports or tools that could increase their productivity, such as an additional monitor or a new office chair. 

 

Keeping a company’s work culture thriving is also very important which is why Frank says many of his clients are utilizing a variety of ways to ensure employees stay connected. 

 

“I have one client that holds a virtual reality ‘drink’ every week for its employees,” he says, adding another client hosted a very moving online memorial service to celebrate the life of an employee who had passed away from an illness. 

 

“I’ve also been encouraging my clients to provide a physical appreciation for their employees,” says Frank, noting a coffee mug or a gift card can go a long way to keeping the lines of communication open. “And include the spouse because for many of us, the spouse is the one who is seeing all the work that we do.” 

 

He says many employees working remotely may now be ‘re-evaluating’ their career choice, which could spell trouble for some companies. 

 

“People will remember how companies behaved during this time and if you’re not taking the time to connect, there’s going to be a price to pay at some point,” he says. “Once the pandemic ends, I suspect we’re going to see a huge spike in people who are discontented with their jobs and say now is the time to move on.” 

 

For information, visit https://newmanhumanresources.com 

 

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Working from home has become the norm for thousands of people since the start of the pandemic and many may wish to continue that practice.

 

However, the question of work location is just one of many items on a growing list of work-related issues that are likely to capture additional attention as more of us are vaccinated lowering the risk of the spread of COVID-19, allowing employers to begin to try to get back to “normal”.

 

“A key issue right now is for employers to review their employment contracts and policies,” urges Melissa Roth, a human resources, labour and employment lawyer at Pavey Law LLP in Cambridge. “It’s a very worthwhile investment.”

 

She says changes in general, with respect to termination provisions, as well as changes brought about since the initial shutdown in March 2020 caused by the COVID-19 pandemic, have made it imperative for employers to revisit their employment contracts and policies.

 

“At first we didn’t have any plans for this in terms of a structure for what was going to happen when businesses were closed,” she says, referring to the laws that were in place in accordance with the Employment Standards Act, 2000 (ESA) at the time of the first lockdown. “At the end of the day, when you lay off someone you are terminating their position if you do not recall them back to work after a specific period of time.”

 

She says the introduction of the deemed Infectious Disease Emergency Leave (IDEL) changed that from an ESA perspective, allowing those temporarily laid off under the ESA due to COVID-19 to be classified as being on a job protected leave.

 

“But if you didn’t have that right reserved in your employment contract, then this is still known as a constructive dismissal in the courts,” says Melissa, noting many employers are now facing potential legal claims from employees.

 

As well, the continued ability to work from home, like other aspects of the working relationship, is a function of the individual’s employment contract, job duties and other factors.

 

“You, as an employee might be excited about continuing to work from home and may want to keep doing that but if the employer tells you that you have to come back to work, you likely have to come back,” she says, adding employees, under certain circumstances, may be able to request to continue working remotely based on protected grounds under the Human Rights Code. These requests could centre around disabilities or family issues, such as children being too young to be left at home alone since changes to the Education Act have permitted parents to keep their children out of schools.

 

“There are a lot of factors that play a role in a request to stay home and continue to work from home,” says Melissa, adding if there are no human rights grounds to remain home and it was not written into the contract, there is likely an expected obligation that an employee will return to the workplace. “There’s a lot to consider and the answer is never a black and white issue.”

 

She says some employers already had telecommuting policies in their work contracts because working remotely was already part of their regular business, but that even these policies may need updating.

 

“As an employer, you are going to have to consider if it is essential for your employee working at home to be available during core hours or whether they can make up their time throughout the day,” says Melissa. “In turn, the employee will have to know what the expectations are when working from home.”

 

As well, she says the Occupational Health and Safety Act and WSIB concerns have to be taken into consideration when assessing the possibilities of continuing to work from home.

 

“A person may be working from home and an employer still has certain obligations to take every precaution that’s reasonable under the circumstances for the protection of their worker,” says Melissa. “All of these issues have to be taken into consideration.”

 

She also encourages these considerations be included in the contracts of new hires and in employment policies.

 

Melissa mentioned that employers should turn their minds to other issues such as rapid testing and vaccination policies as they pertain to the workplace.

 

“You should have this in writing,” says Melissa, noting businesses should provide their employees with clear messaging and embrace this time as the opportunity to update their policies and contracts. “I’m just speculating, but the next pandemic is likely not going to take 100 years so let’s be prepared for this to happen.”

 

For more, visit: https://bit.ly/3hnBb0b

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The arrival of a third provincial shutdown could spell even more trouble to the food services sector, which has already been dealt a harsh blow since the pandemic began more than a year ago. 

 

According to a Statistic Canada survey (full survey: https://bit.ly/3t2CvbK) conducted from January to February of this year and released in March, nearly three-fifths (56.6%) of food services and drinking places were already anticipating their profits to drop between January and May of 2021 - even before this latest shutdown - compared to just over two-fifths (41.8%) of all businesses.

Tack these numbers on to the four-fifths (86.5%) of these businesses which already experienced a drop in revenue in 2020 compared to three-fifths (60.5%) of all businesses and it’s easy to see why those in this sector are feeling very frustrated.  

 

For Matt Rolleman, co-owner of Thirteen at the corner of Water and Main streets in Galt, learning to adapt to the roller-coaster of rules contained within the provincial COVID-19 Response Framework has been an ongoing challenge for him and others in the food services sector. 

 

“You don’t really plan for that,” he said, referring to the ‘up and down’ restrictions. “That’s been our biggest disappointment.” 

 

During the first lockdown last year, Matt said like many restaurants he was left with an abundant of product and nowhere to sell it. This included 22 kegs of beer which had been tapped and could no longer be sold.  

 

Like many other restaurant operators, he donated food to those in need in the community and had no choice but to dump the beer. 

 

“Since then, we’ve been more cautious when we bring in products,” he said, noting the introduction of a scaled-down menu which had been slowly increasing after the second lockdown ended in mid-February and Waterloo Region went into the ‘Red Zone’ allowing a maximum of 10 diners inside. 

 

In an interview just prior to this latest shutdown, Matt said he had brought back some additional staff and that a few above-seasonal days resulted in patrons enjoying the outdoors on Thirteen’s patio Main Street. In fact, he’s made an application to increase the restaurant’s patio along the Water Street side of the building.  

 

“Even being open in the modified Red Zone and business was good on the weekend,” he said, noting that patio season really won’t ramp up until the end of June.  

 

Add in takeout sales, something Matt said Thirteen did very little of before COVID-19, and he was seeing sales of up to 40% to 45% on a ‘good day’ of what he would have made prior to the pandemic. 

 

“But from that perspective, our business model wasn’t generated on the idea that we were going to do 50% to 55% less sales,” he said, adding utilizing the various support programs, such as the Canada Emergency Wage Subsidy (CEWS) and the Ontario Small Business Support Grant, are imperative to small business operators. 

 

“If there were no wage subsidies, we’d probably wouldn’t have re-opened, or we would have just been doing takeout at a very basic level because it just wouldn’t be worth it.” 

 

The survey shows that at their current level of revenue and expenditures, more than half (51.2%) of food services and drinking places are unsure how long they can continue operating. 

 

Fortunately, Matt said owning the building that houses the restaurant has helped but that many others are not in the same boat. 

 

“If I was a restaurant owner that had this much space that I was paying rent for I may have may have packed up my bags and went home for a while,” he said, adding that having cashflow on a busy day is helpful when it comes to paying the bills. 

 

“But the grant program (Small Business Support Grant) is crucial for us when we decide to increase our inventory and want to bring back more staff,” said Matt. 

 

He recommends SMEs like himself utilize as much government support as possible. 

“Just throw stuff at the wall and see what sticks,” he said. “If you truly need it to help your business survive, then get at it. We’re all going to be paying it back anyways.” 

 

Matt, who describes himself as a realist, said he remains confident in his business but admits it’s difficult for him and his staff to stay optimistic, especially when it comes to dealing with the COVID-19 safety protocols in addition to their regular work duties.  

 

“I think they’re just getting worn down,” he said, adding even seeing the framework return to the ‘Orange’ or ‘Yellow’ zones would boost morale. 

 

“I would love to see the Drayton theatre (Hamilton Family Theatre) open again but am not sure how that’s going to happen. It’s such a vital part of the downtown core just to bring people in.” 

 

But in the meantime, Matt said he finds hope in seeing more people being vaccinated and remains passionate about running his own business, which includes pitching in to help his staff as much as he can. 

 

“You need to go back to your grassroots of what you can do,” he said. “If that means I’m sweeping the floor and washing dishes, that’s life. It’s not necessarily where I saw myself being, but that’s what you do to keep your business alive if you truly believe in your business.” 

 

StatsCan survey at a glance: 

 

  • In 2020 nearly one-fifth (19.4%) of food services and drinking places made 30% or more of their total sales online, more than double the proportion that did in 2019 (9.1%).
  • Over four-fifths (86.5%) of food services and drinking places experienced a decrease in revenue in 2020 compared to three-fifths (60.5%) of all businesses.  
  • A decline in revenue of 40% or more in 2020 was a reality for over two-fifths (42.9%) of food services and drinking places, with those in Quebec (50.9%), Manitoba (47.9%) and Ontario (44.9%) most likely to see this level of loss. 
  • At their current level of revenue and expenditures, over half (51.2%) of food services and drinking places do not know how long they can continue to operate before considering closure or bankruptcy. 
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The arrival of the pandemic has altered our lives in many ways, especially how business is now being conducted.

 

As more businesses and organizations look for ways to present their message to potential customers and supporters, creating quality videos should be the method near the top of their list.

 

“In light of COVID-19, we have seen the world turn to video as a lifeline not only professionally, but personally,” says expert video strategist Sheryl Plouffe. “It is the way of the future and businesses that do not integrate video will fail over the next decade.”

 

The international speaker and successful entrepreneur will share some of her valuable insight at our next YIP Growth Learning Series event that focuses on video messaging, which experts say is a great way to connect on an emotional level with your audience compared to other content.

 

“I see a lot of people watching their competition using video, taking their prospects and clients away from them because they’re not willing to face their fear or nervousness about stepping in front of the camera,” says Sheryl. “A lot of people are hanging onto a level of perfectionism that is hindering their growth.”

 

Known for using simple, yet strategic storytelling, she will share some of her best on-camera strategies to assist participants in creating polished and professional products, with an emphasis on how video messaging can benefit their business by making bigger impacts.

 

“My intent is that they’ll feel motivated to take those first few important steps towards building a video strategy that builds their platform and brand,” says Sheryl, adding she’s an ‘open book’ when it comes video. “I also consider myself a video marketing crash test dummy to some degree, so I feel like people who come to this presentation will benefit from asking me anything.”

 

Find out more by joining our session, YIP Growth Learning Series: Video Messaging, on Tuesday, April 6 from 11 a.m. to noon sponsored by Deluxe.

 

To register, visit: https://bit.ly/3smSWPY

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The Cambridge Chamber of Commerce and Ontario Chamber Welcome Focus on Tourism, Small Business, Women, Training, and Local Communities

 

The Cambridge Chamber of Commerce released the following response to the Government of Ontario’s 2021 Budget, Ontario’s Action Plan: Protecting People’s Health and Our Economy.

 

“Ontario’s 2021 Budget means supports for the hardest-hit sectors and communities including right here in Waterloo Region, much needed aid for women who have been deeply impacted by the pandemic, and initiatives that will create a strong economic rebound related to tourism, training, and vital infrastructure such as broadband,” said Cambridge Chamber of Commerce President and CEO Greg Durocher.

 

Leading up to Budget 2021, the Ontario Chamber Network was calling for policies that mitigate the immediate impacts of the crisis and lay the groundwork for a robust and inclusive economic recovery. Resources need to be focused on those hit hardest by the pandemic, where they will have the greatest impact.

 

“Ontario’s business community welcomes the 2021 Budget, which gives businesses much-needed supports to confront the current health crisis while laying the foundation for a strong and inclusive economic recovery,” added Rocco Rossi, President and CEO of the OCC.

 

Some of the things called for in the Ontario Chamber Network pre-Budget Submission included:

  • Targeted support for the hardest-hit sectors and communities;
  • Demand-driven skills programming;
  • Enhanced access to capital for small businesses and entrepreneurs;
  • Bold action on interprovincial trade;
  • Strengthening of municipalities’ fiscal capacity; and
  • A sensible path to getting Ontario’s finances on track post-pandemic.

 

“Women’s fulsome participation in the labour market is a precondition to our economic recovery and future prosperity. We greatly appreciate the new supports for women, as they have been among those disproportionately impacted by the crisis,” said the report’s author Claudia Dessanti, Senior Policy Analyst of the Ontario Chamber of Commerce. “A taskforce for inclusive economic growth, further supports for child care, a job training tax credit, relief for the tourism industry, and support for survivors of domestic violence are all welcome initiatives that will help turn the tides on the impacts that were so severe and immediate for women in Ontario. Budget 2021 addresses many of the supports we called for in our recent report, The She-Covery Project: Confronting the Gendered Economic Impacts of COVID-19 in Ontario.”

 

Some of the measures welcomed by the Ontario Chamber Network in the 2021 Budget are:

 

Support for inclusive growth:

 

  • A taskforce for inclusive economic growth. The COVID-19 crisis has disproportionately affected women, racialized individuals, Indigenous people, people with disabilities, and other communities in the province. The new taskforce will examine how to increase women’s participation in the workforce, which will support economic recovery.
  • Temporary Job Training Tax Credit. Studies suggest about half a million jobs are not expected to return in Canada after the pandemic, the majority of which are occupied by women. Financial support for underemployed individuals to access training and reskilling will be particularly important for lower-income workers, new immigrants, and Ontarians living in Indigenous, rural, remote, and northern communities.
  • Child care support. Access to affordable child care is a long-standing issue that has been exacerbated by the pandemic. Enhancing the CARE tax credit for 2021, extending financial support for virtual learning costs, and investing in new child care spots will help ease the burden for Ontario families and allow more women to re-enter the workforce.
  • Supports for women fleeing domestic violence. The increase in domestic violence incidences during the pandemic has forced many women to leave their homes and communities, jeopardizing their safety and livelihood. Support for women in transitional housing and underserved areas will help provide safety for women in vulnerable situations.

 

Supports for business:

 

  • Doubling of the Ontario Small Business Support Grant. The grant has helped many organizations survive the crisis thus far and making this an automatic top-up instead of asking businesses to re-apply will reduce the administrative burden on both businesses and government.
  • Additional resources for the Digital Main Street Grant. Many small businesses, particularly in rural and remote regions, have benefited from the supports of this grant to get their business online. Expanding the program will help more businesses digitize and prepare for the economy of tomorrow.
  • Invest Ontario Fund. Additional funding in Invest Ontario over the next four years will be important to create jobs and investment across the province.

 

Support for tourism:

 

  • Tourism and Hospitality Small Business Support Grant. The OCC recently wrote to the Ontario government about how the tourism industry is not eligible for the Ontario Small Business Support Grant. This new grant is welcome news for hotels, travel agencies, hunting and fishing camps, and other organizations that did not qualify for the original grant.
  • Local Tourism Tax Credit and Tourism Recovery Program. Many of the chambers of commerce and boards of trade are active in the tourism industries within their local communities. These additional supports will be critical to support a revival of tourism after the pandemic.
  • Support for alcohol producers & local distilleries. Ontario’s vineyards, cideries, and small distillers have been greatly impacted by the pandemic as tourism stalled this year.

 

Support for communities and municipalities:

 

  • Broadband investments. The pandemic has put the spotlight on the digital divide for people and businesses, particularly in remote and rural communities. Additional funding to connect all Ontarians, including businesses, to reliable broadband by 2025 is welcome news. 
  • Regional Opportunities Tax Credit. Additional resources towards this program will allow rural and remote communities to invest in projects that create local jobs and economic growth.
  • Property reassessment for municipalities. Pausing the property tax reassessment gives municipalities and businesses more capacity and time to adjust to the economic uncertainty and challenges caused by the pandemic.
  • Expansion of the Ontario Together Fund. The Ontario Together Fund has successfully leveraged Ontario’s business community to address pandemic-related challenges and support relief efforts.
  • Access to vaccination appointments. The Ontario Chamber Network welcomes support to help seniors and people with disabilities get to their vaccination appointments. The faster the population is inoculated, the sooner we can focus on recovery.
  • Strategic Priorities and Infrastructure Fund. Renovations to local buildings and sports facilities will also be integral to local economic growth and recovery initiatives.

Read the Ontario Chamber of Commerce full pre-Budget submission here.

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Like many parents, the pandemic forced Alexandra Allen to drastically alter her family’s routine when it came to child care as she and her husband came up with ways to juggle work and their children’s needs.

 

Trying to work a full-time job while also being a full-time child-care provider is enough to make you go crazy,” says the Cambridge mother referring to the period when she pulled her two-year-old son and four-year-old daughter out of daycare after the centres were first allowed to reopen last June, relying instead on family supports.

 

However, when they returned to the YWCA child-care centre they attend at a local school in the fall, Alexandra says this proved difficult since she was required to still pay for her spots even if the children were unable to attend due to illness.

 

“It became financially taxing in November, especially when it got colder and the kids couldn’t spend as much time outside,” she says, adding even a case of the sniffles meant keeping the child at home. “There needs to be bigger help.”

 

Rosalind Gunn, Director of Marketing and Communications at YWCA Cambridge, agrees and says the need for a national child-care strategy to foster economic growth and stability was first identified in 1967’s Royal Commission on the Status of Women, but little has transpired since that time to address those concerns.

 

“It’s actually not a new problem. Just like so many other social services or conditions of living, the pandemic has only really exposed the fault lines,” she says. “There have always been these issues.”

 

She says our region, which has seen at least 40% of its child-care operators remain closed since the start of the pandemic, was already experiencing a shortage of spaces and estimates before COVID-19 there were only 216 child-care spots available for every 1,000 kids looking for space.

Rosalind says many operators have stayed closed due to lower enrolments since the ratios were reduced in the beginning and that many parents - whether they were working from home, lost their jobs or had safety concerns – started keeping their children out of daycare full time.

 

“Even though we’re now able to operate at full capacity, many providers don’t want to do that because they don’t want to risk any outbreaks,” she says, adding more staff is needed to ensure the safety of fewer children which leads to higher costs. “It’s sort of the perfect storm.”

 

For Alexandra, who works as a volunteer program co-ordinator at Hospice Waterloo Region, she says having family members help them out in the summer was a luxury that many parents aren’t fortunate enough to have.

“But by the end of summer, we had grown really tired of making it work so we put the kids back in child care by September,” she says. “Right away it was challenging.”

 

Alexandra says she’s fortunate Hospice Waterloo Region let her adjust her work schedule accordingly, but that her husband, who does shift work at Toyota Motor Manufacturing, isn’t able to do the same.

 

“It would be nice if some money could flow towards child care so that parents like us don’t have to struggle so hard,” she says. “It’s a tough situation for parents who want to keep working.”

 

Rosalind agrees, explaining that since women make up approximately 40% of household incomes and that the COVID-19 crisis has had a disproportionate economic impact on women, there is already a significant ripple effect occurring.

 

“We know that investing in child care brings money into the entire economy and bolsters everyone,” she says, noting for example that subsidized daycare in Quebec results in $147 being put back into the economy with every $100 of publicly invested money. “There is a direct link there with child care.”

 

However, there is a glimmer of hope for change. According to the Ontario Chamber of Commerce’s recent report The She-Covery Project: Confronting the Gendered Economic Impacts of COVID-19 in Ontario, both the federal and provincial ggovernments are supporting licensed providers with funding to absorb added costs, including nearly $147 million through the Canada-Ontario Early Learning and Child Care Agreement and $234.6 million through the Safe Restart Agreement.

 

Also, in the last election, Prime Minister Justin Trudeau promised to address shortcomings in the system by creating 250,000 additional child-care spaces across Canada, with at least 10% reserved for care during extended hours, and establishing a national secretariat to lay the groundwork for a pan-Canadian child-care system.

 

“We’re all really latching on to this opportunity to keep pushing for actual tangible change,” says Rosalind, adding support for change from organizations like the OCC and Canadian Chamber of Commerce is helping.

 

Earlier this month the Canadian Chamber of Commerce’s Council for Women’s Advocacy released a statement offering five recommendations to the federal government to support women and foster economic growth due to the pandemic.

 

These included: working with province, territories and stakeholders to ensure schools and daycares remain open through subsequent waves across the country; establishment of an inclusive Task Force to focus on child-care capacity and support through the ongoing crisis; removing tax barriers for child care; providing enhanced opportunities for women-owned businesses to meaningfully access public procurement contracts, including federal government diversity targets specifically for women-owned business and female workforces; and supporting job pivots for women, including training, upskilling and job transitions.

 

As well, the OCC’s The She-Covery Project report recommended several child-care reforms, including increased investment, subsidizing parents and providers, prioritizing equity, and addressing the shortage of early childhood educators. Also, the report suggested both the federal and provincial governments ‘explore’ creative solutions ranging from in-program changes to workplace-based child care.

 

“There is hope when we’re seeing such cross-sector acknowledgement that there is a need for child care that is good for the entire economy,” says Rosalind. “I do think there is hope for change.”

 

Read The She-Covery Project report at: https://occ.ca/wp-content/uploads/OCC-shecovery-final.pdf

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When it comes to the battle against COVID-19, businesses need an arsenal of weapons at their disposal.  

 

One of the best, besides the necessary PPE, is contact tracing which is a core disease control measure.

 

“To reduce the spread of COVID-19 in a workplace, it is critical businesses conduct contact tracing,” says Dr. Ryan Van Meer, Associate Medical Officer of Health, Waterloo Region Public Health. “Businesses know where staff work, with whom, and when, and have means to contact staff who may have had close (high risk) contact in a prompt manner to instruct them to self-isolate and get tested.”

 

He says many workplaces are conducting contact tracing well, despite the fact there may be the perception it is difficult because it is typically done by nurses and other professionals.

 

“But many workplaces have gained experience with it over the pandemic and our COVID-19 Contact Tracing resource is an excellent tool to help guide them through the decision-making process,” says Dr. Van Meer.

 

At the Cambridge Chamber of Commerce, we have partnered with Get Ready, a CBRN and Chamber Member, to provide an easy electronic screening tool to ensure the safety of our staff, customers, visitors and contractors, entering our office. The tool utilizes a quick scan of a ‘QR Code’ on their mobile devices or desktops which provides all the necessary information that Public Health will require for contact tracing purposes should an employee get sick or exposed to the virus in the workplace.  The province of Ontario has required all workplaces to implement daily screening for any workers or essential visitors entering the work environment.

 

Dr. Van Meer says the Region has resources in place to assist workplaces.

 

“Our guide for workplaces helps employers determine who is a close (high risk) contact that needs to self-isolate and get tested,” he says, adding there are other ‘upstream’ public health measures workplaces can use to prevent high risk contact. These include physical distancing, PPE, preventing close contact during lunches and breaks, as well as environmental cleaning and disinfection.

 

Dr. Van Meer says when there are multiple confirmed cases in a workplace, the Region’s Workplace Team follows up directly with the employer to support contact tracing and ensures Public Health measures are in place to prevent further spread.

 

“We currently have approximately 135 staff supporting case and contact management across all settings, as well as additional support from the province,” says Dr. Van Meer, adding there are steps employers must take if a worker tests positive for the virus. “Workplaces should work with their employee who is a confirmed case and consult the Contact Tracing guide for workplaces to determine who would have had close (high risk) contact with the case during the period the case was infectious and instruct those contacts to self-isolate and get tested.”

 

For more information on the Region of Waterloo’s COVID-19 resources for workplaces, visit: https://bit.ly/2ODUWEx

 

To learn more about the ‘Get Ready’ screening tool for your office, please visit: https://bit.ly/3euKYQQ

 

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How long is your ‘to-do’ list?

 

It’s a question many of us ask ourselves when we look at ways to create a better time management system.

 

“For most of us, our to-do list will never end,” says Murray Smith, Principal of The Achievement Centre. “For most of us there are more things we’d like to do in a day than we can do in a day and that’s why it becomes really important to establish what are the priorities.”

 

Managing your priorities will be a key focus at our March 25 YIP Growth Learning Series event: Time Management, which Murray will facilitate.

 

But he warns participants won’t be provided with the ultimate solution to managing their time.

 

“Some people will be looking for some ‘magic’ system,” he says. “There is no such thing as a perfect system.”

 

Instead, he says the many methods people may already be using to manage their work duties - from apps and computer calendars, to even notepads – are fine and there is no right or wrong when it comes to creating your own time management system. “You get a system that works, and chances are you’re going to use a combination of a few. What I will be encouraging people to do is create a system that works.”

 

Murray says managing priorities is important and looks for inspiration from author Stephen R. Covey’s book The 7 Habits of Highly Effective People as a point of reference.

 

“He set up that urgency/ importance matrix and it makes a lot of sense,” he says. “It’s more about understanding what is urgent and what is important versus what’s perhaps urgent for other people but is not important to you.”

 

And with many people working from home due to the ongoing pandemic, Murray says most of us are dealing with more distractions.

 

“The notifications on our phone create an urgency. Unless your job is tied to responding to those notifications, you’ve got to control them,” he says. “The bottom line is priorities and eliminating those distractions.”

 

Murray says knowing what your priorities are and being able to communicate that to others, especially your employers, is vital.

 

“Time management is as much about communication with others who do have influence on your time and priorities as it about fulfilling the task list,” he says. “When you know what is most important, you have the power to communicate with others when the inevitable change to your pile of tasks occurs. Don’t complain, communicate.”

 

Our YIP learning session is sponsored by Deluxe and takes place Thursday, March 25 from 11 a.m. to noon. For more, visit https://bit.ly/2OfZVeM

 

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