Blog - Cambridge Chamber of Commerce

Advocating for public policies that can benefit businesses has been a cornerstone feature of the Chamber of Commerce movement for generations.

 

The Cambridge Chamber of Commerce, like many of its counterparts in the Ontario Chamber network, works consistently all year striving to translate the needs and wants of their members into potential policy resolutions aimed at prompting change at both the provincial and federal levels of government.

 

But this work, and the work of other Chambers, is often carried out without many of their members even aware there is a widespread network advocating on their behalf.

 

“This isn’t unique to the Chamber movement and quite common for any advocacy organization because it’s a concept so intangible to a lot of individuals who aren’t engaging in it and don’t necessarily understand the value of it,” says Andrea Carmona, Manager of Public Affairs for the Ontario Chamber of Commerce. “Advocacy, I feel, is a little bit like a unicorn. When you’re a small business owner who is probably focused on keeping your business running, you’re more likely to be looking towards your local Chamber for what are the more tangible services they can offer – programs, events, and grants.”

 

She says collectively, promoting its advocacy work is something the Ontario Chamber network must communicate clearly as possible.

 

“It is kind of a difficult thing to explain to people, but really it’s all about amplifying issues and having a chorus of voices saying the same thing so that we can move the needle and make an impact,” says Andrea. “That’s ultimately what advocacy looks to do.”

 

Making that impact formulated the basis of the Ontario Chamber of Commerce’s recent Advocacy Day at Queen’s Park. This nineth annual event gave nearly 100 delegates representing Chambers provincewide, including Cambridge Chamber President and CEO Greg Durocher and Board President Kristen Danson, the opportunity to meet with MPPs to discuss various issues facing business communities.

 

Some of the key areas targeted by delegates included:

 

  • Investing in inclusive workforce development: To address labour shortages, investments to resolve skills mismatches are vital. These initiatives should be designed to close the gap between current workforce skills and the evolving demands of Ontario’s labour market.
  • Enhancing sustainable infrastructure: Strategic investments in smart and sustainable infrastructure, including transportation, clean energy, and digital connectivity, can boost immediate economic activity while supporting long-term growth. This includes expanding broadband access in rural and remote areas and upgrading public transit and road networks.
  • Fostering a business-friendly environment:  Implementing policies that reduce red tape and create a conducive environment for business growth is essential. This includes reviewing and streamlining regulatory processes, providing tax incentives for businesses looking to grow and targeted support for small businesses.
  • Cultivating resilient, healthy communities: Improving health data system integration, addressing capacity gaps in health human resources, and empowering municipalities with new revenue sources are crucial steps in ensuring the well-being of Ontarians and fostering community prosperity.

 

Although the Chamber network’s advocacy efforts are ongoing year-round, Andrea says Advocacy Day provides an ideal opportunity for face-to-face meetings and discussions with the decisionmakers.

 

“It’s all about ongoing engagement and follow up,” she says. “It can’t just be a single day of advocacy. We need to ensure Chambers are keeping connected with their local MPPs. A lot of this is relationship building since they see Chambers as a credible source for what is happening on the ground.”

 

Andrea says building those relationships sets the groundwork for support and the ability to drive change that can assist the business community.

 

“It’s a great opportunity to connect across party lines,” she says. “Politics is unpredictable, and you don’t know what is going to happen in 2026 so you want to ensure you are establishing relationships across the board. We are a non-partisan organization and of course the government of the day is important, but that’s not to say you shouldn’t be engaging with other parties.”

 

Andrea notes it’s also a two-way street for the decisionmakers who participate in Advocacy Day, as well.

 

“It’s such a great opportunity for them to hear about such a broad stroke of local perspectives across the province,” she says.

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As technology continues to rapidly evolve, businesses are increasingly turning to Artificial Intelligence (AI) to streamline operations, enhance efficiency, and gain a competitive edge. 

 

There is no question surrounding the benefits of integrating AI into business processes, but there remain legitimate concerns that accompany this technological leap.

 

One primary concern is the ethical implications of AI implementation. As AI systems such as ChatGPT, ClickUp, Copy.ai, or Kickresume become more sophisticated, they often require access to vast amounts of data to function effectively. This raises questions about privacy and the responsible use of sensitive information, as well as legal concerns surrounding the use of intellectual property.

 

“The question is fair use or is it a violation of copyright,” says Maura Grossman, Research Professor, School of Computer Science at the University of Waterloo, whose expertise centres on AI policy and ethics. 

 

She notes that an AI user can reference a particular article, book, or poem, despite it being copyrighted.  “It shouldn’t be able to do that because that’s a copyright infraction, but it can. The law hasn’t caught up with that yet but there are a number of legal cases now pending.”

 

Algorithms a concern

 

As well, Professor Grossman says bias in AI algorithms is another major concern. AI systems learn from historical data, and if that data contains biases, the algorithms can sustain and amplify them resulting in discriminatory outcomes and reinforcing existing social disparities.

 

“You’re going to find that in the language as well as the images. Open AI has spent a lot of time trying to remove toxic language from the system, so you get a little bit less of that with ChatPT,” she says, referring to the problems Microsoft experienced when it released its Tay bot in March 2016. The bot, under the name TayTweets with the handle @TayandYou, resulted in Twitter (now known as ‘X’) users tweet politically incorrect phrases and inflammatory messages resulting in the bot releasing racist and sexually charged messages in response to other users. Initially, Microsoft suspended the account after 16 hours, erasing the inflammatory tweets and two days later took it offline.  

 

“Most systems, like ChatGPT, are trained on the internet and that has its pluses and minuses,” says Professor Grossman, adding ‘hallucinations’ pose another big problem for AI users. “ChatGPT for example is trained to generate new content and to sound very conversational, so it uses what it has learned on the internet to predict the next most likely word. But that doesn’t mean it’s telling you the truth.”

 

Official policy needed

 

She says there have been instances of people using AI to conduct legal research and submitting bogus case citations in court. “I think the first case happened recently in B.C., but it has also happened all over the U.S.,” says Professor Grossman.

 

For businesses utilizing AI, she recommends drafting an official policy to outline usage.

 

“First they need to have a policy and then need to train who in the business is going to use AI because people need to understand what it does well and doesn’t do well,” she says. “Your policy needs to say what permissible uses are and what impermissible uses are.”

 

Impermissible uses could include creating a deep fake video in the workplace.

 

“Even if it’s a joke, you don’t want employees creating deep fakes,” she says, noting the policy should also outline what workplace devices can be used for AI. “If you need to save something because you’re involved in a lawsuit, then you don’t want to it be on an employee’s personal device because you won’t have access to it.”

 

Employees require training

 

As well, Professor Grossman also recommends employees clearly know what AI tools are okay to use and which are not and ensure they are fully trained.

 

“You don’t want them violating intellectual property rules or other privacy rights. You also don’t want them putting into a public tool any confidential or propriety information,” she says. “Some companies have turned off the ability to use these AI tools because they are terrified employees will put propriety information out there while asking a question about a problem they are working on. If you’re using one of these open-source tools, it’s like Google or anything else; it’s free rein.”

 

Professor Grossman says rules and regulations around AI will be gradually strengthened, noting a new regulation coming into play in B.C. pertaining to issues surrounding intimate imagery is just one example.

 

“As soon as this starts making its way more into politics, we will start to see more effort into creating regulations,” she says, referring to a recent ‘deep fake’ image that surfaced of U.S. President Joe Biden.

 

Despite these issues, Professor Grossman says AI is something more businesses will become comfortable using and should embrace this new technology. 

 

“It will save on efficiency,” she says, noting AI can greatly assist in the creation of marketing material. “Companies need to explore it and learn about it but learn about it in safe ways and understand where it can be beneficial and not just let people experiment on their own because that’s going to lead to a lot of trouble.”

 

 

AI hurdles in business

 

  • Data Quality and Availability: AI models require vast amounts of data to learn and make accurate predictions. However, businesses often struggle with data quality issues, such as incomplete, inaccurate, or biased data. Additionally, accessing relevant data across various sources and systems can be challenging.
  • Data Privacy and Security: With the increasing emphasis on data privacy regulations businesses must ensure that AI systems comply. Protecting sensitive customer and business data from unauthorized access or breaches is crucial.
  • Lack of Skilled Talent: There's a significant shortage of professionals with expertise in AI and machine learning. Hiring and retaining skilled data scientists, machine learning engineers, and AI specialists can be difficult and expensive.
  • Integration with Existing Systems: Integrating AI solutions with existing business processes, legacy systems, and IT infrastructure can be complex and time-consuming. Compatibility issues, scalability concerns, and resistance to change within the organization can hinder successful integration.
  • Interpretability and Explainability: AI algorithms often operate as "black boxes," making it challenging to understand how they arrive at specific decisions or predictions. Lack of interpretability and explainability can lead to distrust among stakeholders and regulatory compliance issues.
  • Ethical and Bias Concerns: AI systems may inadvertently perpetuate biases present in the data they were trained on, leading to unfair outcomes or discrimination. Ensuring fairness, transparency, and accountability in AI decision-making processes is essential.
  • Cost and ROI Uncertainty: Implementing AI solutions involves significant upfront investments in technology, infrastructure, talent, and ongoing maintenance. Businesses may struggle to justify these costs and accurately measure the return on investment (ROI) of AI initiatives.
  • Regulatory Compliance and Legal Risks: AI applications in business must comply with various industry-specific regulations and standards. Failure to meet regulatory requirements can result in legal liabilities, fines, and damage to the company's reputation.
  • Change Management and Cultural Resistance: Introducing AI into the workplace often requires significant cultural and organizational changes. Resistance from employees, fear of job displacement, and lack of understanding about AI's potential benefits can impede adoption efforts.
  • Performance and Reliability: AI models may not always perform as expected in real-world environments due to factors like changing data distributions, unexpected scenarios, or adversarial attacks. Ensuring the reliability and robustness of AI systems is crucial for business applications.

 

 

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The evolving nature of work continues to shape the employee landscape due to unprecedented changes driven by technological advancements, shifting societal expectations, and the aftermath of a global pandemic. As a result, organizations must adapt to emerging employee trends to foster a resilient and engaged workforce.

 

One way to accomplish this suggests Frank Newman, owner of Newman Human Resources Consulting, is to keep in touch with employees through engagement surveys.

 

“Listening to the pulse of your organization is going to be more important than ever,” he says. “Employers may also want to think about their work culture and in terms of what attracts people, and they want to make sure they are managing leadership effectively.”

 

Among the many trends employers must embrace is creating a more welcoming work environment, especially when it comes to Canada’s growing immigrant population.

 

More than 430,000 immigrants were brought to Canada in 2022 by Immigration, Refugees and Citizenship Canada (IRCC), with an additional target of 485,000 this year and a further 500,000 in 2025. IRCC data indicates in 2022, 184,725 of these new permanent residents came to Ontario.

 

“There is a large talent pool available, and employers have to be thoughtful in how they bring new talent into their organizations from our immigrant population,” says Frank. “The whole concept of diversity, inclusion, and equality is rising in terms of what’s important for companies and for individuals. If you’re not having that positive and diverse work culture, that’s going to hurt you in the long run.”

 

AI gaining importance

 

He says the introduction of AI tools, such as ChatGPT, Copy.ai and Kickresume, have not only benefitted Canada’s newcomer population by helping them become more proficient and fluid in the English language, but have become valuable assets for businesses as well.

 

“I think we are going to see more employers looking for people who have some AI experience,” says Frank. “Being able to say you can demonstrate use of those tools is a good thing for potential job candidates.”

 

However, there are potential downsides such as the creation of AI generated resumes and materials that can help a candidate embellish their qualifications.

 

“There are tools to test a document to see if it’s been AI written and you may now see many sophisticated employers doing just that,” he says. “They may also be thinking of asking a potential employee to provide writing samples.”

 

Managing performance key

 

Another trend is the emergence of ‘The Great Stay’ phenomenon, which experts say has been replacing the ‘Great Resignation’ experienced during the pandemic as employees re-evaluated their priorities and migrated to other opportunities.

 

“I’m not sensing The Great Stay too much in this region and am still sensing a fair bit of fluidity, but having people stay longer is always a good thing because it’s less costly,” says Frank, noting it can cost at least three times an employee’s salary to replace them considering the recruitment process, training, and upskilling. “Employers still have to focus on managing performance if people are going to stay longer and they have to invest in leadership and coaching if you want to maximize your investment.”

 

He notes employees may also be a little reluctant to move due to the ‘shakiness’ of the economy.

 

“I think employers may want to continue to monitor salaries which have stabilized quite a bit and want to make sure they are staying around that 3-4% annual change,” says Frank. “But I think in general, employers are cautiously optimistic about things going forward.”

 

 

Job Market Trends 

 

Hybrid Work Models

Employees now seek a balance between the flexibility of remote work and the collaboration offered by in-person interactions. Organizations that embrace hybrid models will likely attract and retain top talent, offering employees the autonomy to choose where and when they work.

 

Employee Well-being Takes Centre Stage

Organizations are placing a heightened focus on mental health, work-life balance, and holistic wellness programs. Employees value employers who prioritize their well-being, leading to increased job satisfaction and productivity.

 

Continuous Learning and Development

With the rapid pace of technological advancements, the demand for upskilling and reskilling is on the rise. Employees expect continuous learning opportunities to stay relevant in their roles and advance their careers. Forward-thinking organizations invest in robust training programs and partnerships with educational institutions to foster a culture of continuous development.

 

Diversity, Equity, and Inclusion (DEI)

Employees prioritize working for organizations that are committed to fostering diverse and inclusive workplaces. Companies that actively address and rectify disparities in hiring, promotions, and pay will not only attract diverse talent but also create a more innovative and collaborative work environment.

 

Emphasis on Employee Experience

Employee experience encompasses the overall journey of an employee within an organization. Companies are investing in enhancing the employee experience, from onboarding to offboarding. Personalized employee experiences, feedback mechanisms, and inclusive company cultures contribute to higher employee satisfaction and retention rates.

 

Remote Employee Engagement

With remote work becoming a staple, maintaining employee engagement is a challenge for many organizations. Companies are leveraging technology to create virtual team-building activities, foster communication, and build a strong remote work culture. Employee engagement tools and platforms play a crucial role in keeping teams connected and motivated.

 

Job Search and Career Success Hinge on Ethics

Employers are still looking for candidates who create undeniable value, not just put in clocked times, who have above-average communication skills, have a strong work ethic, will be reliable, possess the ability to think critically and above all, will fit their culture. Regardless of the uncertainty ahead, the key to creating job search luck will be the same as it has always been: preparation of hard work. 

 

 ‘The Great Stay’

The current global economic situation, the state of China and other major economies, as well as the ongoing geopolitical conflicts will see recession talk intensify, leading companies to focus on vital roles and hold off on hiring for roles that aren’t ‘must-haves’. Taking these factors into consideration, the next year it will be ‘The Great Stay’ as opposed to the ‘Great Resignation’ when many people switched jobs/careers during the pandemic.

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The collective strength of the Chamber network took centre stage as Chamber representatives nationwide gathered in Calgary recently to debate and approve policies aimed at boosting Canada’s economy.

 

Several hundred delegates were in attendance Oct. 11-14 at the Canadian Chamber of Commerce’s CCEC Conference and AGM to not only discuss policies but hear from several high profile political and industry leaders, including Treasury Board President Anita Anand who spoke about the economic concerns facing businesses and taxpayers, and her plans to launch a spending review to find savings.

 

“The key has to be on efficiency, process and purpose,” she said, noting the need for the government to pivot on the economic front. “There are continued lessons to be learned in terms of how we can improve. I know we have to continue to build an economy that works for everyone.”

 

Her sentiments were echoed by Canadian Chamber of Commerce President and CEO Perrin Beatty who stressed the need for filling infrastructure gaps to meet the needs of the nation’s growing population.

 

“We require infrastructure that’s both resilient and sufficient so when increasingly frequent climate change emergencies and labour disruptions occur, we can continue to supply ourselves and our allies,” he told delegates. “Canada has a great many economic, and green growth ambitions, but only ambition matched with action results in achievement.”

 

The Canadian Chamber leader also spoke about the power of the Chamber network when it comes to lobbying the government to do what is necessary for businesses to succeed.

 

“We only accomplish so much because of our partnership with you. You, the provincial, territorial and local Chambers, and Boards of Trade, are the engines that drive responsible growth in Canada.”

 

Chamber of Commerce President & CEO Greg Durocher says the AGM and conference play an important role in developing policies that will benefit businesses, and in turn, create an environment for communities to prosper.

 

“These policies are valuable advocacy tools when it comes to urging both the provincial and federal levels of government to make decisions that will benefit the economy, and in turn, the places we live and work,” he says. “Having the Chamber network work as a collective group to inspire change is a very valuable asset.”

 

Cambridge Chamber policy approved

 

This year, of the 66 policy resolutions presented by Chambers and Boards of Trade nationwide, 62 were approved by 293 voting delegates on hand. The policies – which now become part of the Canadian Chamber of Commerce’s ‘official playbook’ - touched on the following areas: natural resources, energy, and environment; transportation and infrastructure; finance and taxation; agriculture; digital economy; human resources; as well as international and indigenous affairs.

 

The Cambridge Chamber’s policy resolution, entitled Created Systems to Provide Adequate Child-care Spaces to Ensure Parents – Particularly Women – Have Equal Opportunities to Enter the Workforce, received overwhelming support and resulting in the approval of several recommendations calling for the Government of Canada to undertake the folllowing:

 

  1. Work with provincial/territorial governments to explore all prospective ways that could increase compensation for ECE workers in effort to attract more workers into the child-care sector with the goal of reducing waitlists at licensed child-care centre, setting the stage for more parents – particularly women - to enter or re-enter the workforce.
  2. Work with provincial/territorial governments to examine all potential solutions to ensure there are systems in place, possibly financial, to ensure adequate child-care spaces are available to provide parents – particularly women – the opportunity to enter or re-enter the workforce.
  3. Recognize the critical role of private sector in delivering childcare services and advocate for a continued role for entrepreneurs and businesses to provide childcare through public debate on the subject, and through the CCC’s advocacy with federal policymakers.

 

Cambridge Chamber co-sponsored policies approved

 

Collaboration among Chambers when crafting policies that can benefit the network is key. This year, the Cambridge Chamber co-sponsored two policies submitted by the Greater Kitchener-Waterloo Chamber of Commerce which also received support from delegates.

 

The first resolution, entitled Review of the Canadian Tax System and Business Taxes, was approved, and called for the Government of Canada to:

 

  1. Not implement any new business taxes or increases on existing business taxation levels until a review of the current system, particularly related to competitiveness and productivity, is completed.

 

A second policy resolution, entitled Closing the National Digital Divide, was also approved, and called upon the Government of Canada to:

 

  1. Continue with broadband infrastructure investments across rural/remote areas and First Nations;
  2. To build an inclusive economy for all Canadians, ensure all financial resources allocated to increasing broadband capacity are urgently distributed for addressing the digital divide;
  3. To evaluate the effectiveness of government broadband policy in delivering connectivity, particularly in rural and indigenous areas, there should be an evaluation of connectivity coverage, quality, and adoption.
  4. Commit to businesses and citizens in rural and remote areas that necessary infrastructure to allow them access to competitive broadband speeds will be constructed.

 

Click here to see the Canadian Chamber of Commerce’s full compendium of policy resolutions.

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

 

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

 

 

It’s been more than 50 years since the ingenuity and drive of two Cambridge men helped revolutionize filmmaking, setting the stage for millions of moviegoers worldwide to enjoy an enhanced experience every time they set foot inside a theatre.

 

It was the innovative vision of filmmaker Graeme Ferguson and businessman Robert Kerr, along with filmmaker Roman Kroitor and engineer William Shaw, which resulted in the creation of the IMAX film format and the success that followed.

 

Friends since childhood, Ferguson, and Kerr’s first ‘big’ collaboration was on a school newspaper at Galt Collegiate Institute. However, they took very different career paths with Kerr establishing a specialty printing company with his father called John Kerr and Son, and Ferguson, who developed a love for photography after his parents gave him a Baby Brownie camera at age 7, becoming a New York-based independent filmmaker.

 

Later, their creative drives would draw the pair together again when Ferguson reached out to his old friend, who at this time was serving as the youngest mayor of Galt (serving four one-year terms from 1964-67) and managing the printing company after he had sold it, to collaborate on a film for Montreal’s Expo 67.

 

The film, to be shown at the “Man the Explorer” pavilion, was entitled Polar Life and examined the lives of northern peoples in Canada, Lapland, and Siberia. It was to be featured on eleven 35mm screens and a continuously rotating audience platform. Kerr, who was known to enjoy making things with hands and discovering ‘elegant’ solutions to problems, welcomed the challenge.

 

“We had just enough experience to give us some confidence, and if didn’t go well, we still could recover,” Kerr once told a reporter. “We were very naïve, which probably saved us.”

 

The film was a success, along with another multi-screen film at Expo 67 called Labyrinth, co-created by Ferguson’s brother-in-law Roman Kroitor, who was also experimenting with screen technology.

 

When Kroitor received backing from film manufacturer Fuji to create another film for Expo 70 in Osaka, Japan, Ferguson, and Kerr joined the project and the trio each invested $700 to form their own company called Multiscreen Corp. – the forerunner to what would later become IMAX Corp.

 

“We had two filmmakers, which was one too many, one businessman, which was right, and were short in the engineering department,” Ferguson was quoted as saying. “We said to each other, ‘Who’s the best engineer we could hire?’ And it took us about one tenth of a second to say, ‘Bill Shaw’.”

 

William Shaw, who was an engineer at bicycle-maker CCM, came onboard and began working out the technical aspects to fine tune this new technology.

 

Together, over the course of the next two-and-half years, the group invented the 15/70 film format, commissioned the first 15/70 camera, built the first 15/70 rolling loop projector, and produced a giant-screen film called Tiger Child which opened at what was considered the world’s first IMAX theatre at Expo 70.

 

Ontario Place first permanent IMAX theatre

 

However, it wouldn’t be until the foursome brought their technology to the 800-seat Cinesphere at Toronto’s Ontario Place which became the first permanent IMAX theatre, that the full potential of their creative dream thus far would be realized. The landmark theatre opened May 22, 1971, showing Ferguson’s now classic film North of Superior.

 

The sky really was the limit after that when Ferguson struck up a collaboration with NASA to bring moviegoers into space by having astronauts trained to use IMAX cameras. Several very successful documentaries would follow that established the IMAX brand.

 

But even as the company continued to flourish, the pair remained close, even working on their boats together after he, Kerr and Shaw retired to homes on Lake of Bays after IMAX was sold to two American businessmen in 1994.

 

Kerr, who had served as the company’s Chairman, President and CEO from 1967 to 1994, continued to dabble in large format film, and after retiring from IMAX formed a partnership with Jonathan Barker to form SK Films. But prior to this, he also managed to serve a two-year term (1974-1976) as mayor of the newly-amalgamated Cambridge before joining IMAX full time but proudly wore his mayoral ring for the remainder of his life.

 

Among his many municipal accomplishments was the development of Mill Race Park, following the Grand River flood in 1974.  At the time, his mayoral predecessor Claudette Millar – Cambridge’s first mayor following the amalgamation – was quoted as saying: “If it weren’t for him, it could have been a blank wall.”

 

Later during his retirement, Kerr fostered his interest in the arts and education by supporting local artists, as well as in 1997 by endowing the University of Waterloo’s Stanley Knowles Visiting Professorship in Canadian Studies. He also bestowed bursaries at Cambridge secondary schools.

 

“I believe it is important for Canadians to increase our understanding of ourselves, our history, our special institutions and those qualities that contribute to a more thoughtful and compassionate nation,” he once said.

 

Kerr passed away in April 2010 at the age of 80. Ferguson, the last of the four IMAX founders, died in May 2021 at the age of 91.

 

According to a news report published in the New York Times upon Ferguson’s death, despite reading bleak reports throughout the pandemic regarding a shift in viewing habits and the growing allure of streaming services enticing moviegoers away from theatres, the Cambridge native wasn’t worried about what the future held for IMAX.

 

“He was completely convinced it would flourish even if the rest of the exhibition industry was going to do much worse,” his son, Munro, was quoted as saying in the Times, “because he believed that if you’re going to leave your house, you might as well go see something amazing.”

 

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As of this week, the mayors in 26 fast-growing municipalities – including Cambridge, Kitchener, and Waterloo – are now empowered with new legislative controls after signing a provincial housing pledge as part of the Province’s target to build 1.5 million homes by 2031.

 

They join the mayors of the Toronto and Ottawa who were granted with these strong-mayor powers last fall giving them more executive power to – among other things - veto and pass bylaws pertaining to ‘provincial issues’, such as housing, with the support from only one-third of city council.

 

As well, under Bill 3 (Strong Mayors, Building Homes Act, 2022), the mayors can also propose budgets, appoint senior civil servants, create, and dissolve committees of council, plus bring forward matters for consideration to council if they feel they potentially advance a provincial priority.

 

“Municipalities are critical partners for our government as we help communities get shovels in the ground faster and work to build more homes,” said Minister of Municipal Affairs and Housing Steve Clark, in a press release. “By adopting ambitious and absolutely necessary housing pledges, these 26 municipalities have demonstrated they understand the importance of that target, and we are ensuring they have the tools they need to succeed.”

 

But just how these additional powers will impact Ontario’s housing crisis remains to be seen, according to many political analysts.

 

“Municipalities in a lot of ways have the least controls over the dynamics of the housing market,” says Wilfrid Laurier University Associate Professor Dr. Laura Pin, who specializes in policy, housing, and municipal politics. “The idea you can solve the housing crisis by interfering with local democracy should feel like a little bit of a red herring.”

 

She says municipalities are the ones ‘living’ the housing crisis as they look for ways to deal with homelessness and encampments, and believes this new legislation appears to put more of the responsibility on them.

 

“I really think municipal councils are trying to do everything they can to solve these issues, so the idea that municipalities are not effective decision makers or are not doing enough and that this is going to resolve the housing crisis just don’t make sense to me,” says Dr. Pin.

 

'Not in my backyard'

 

However, she does believe strong-mayor powers, as opposed to the ‘weak mayor’ system currently used in most Ontario municipalities which puts the decision-making power on local councils, could have an upside.

 

“It does force us to have a conversation around those ‘not in my backyard’ concerns that do get raised when we talk about new housing developments, so I think in so far as it might make us more critical of those types of concerns, I think that could be a pro.”

 

Some also believe giving these mayors the power to reverse council decisions to block housing projects that they believe should have been approved under provincial policy could help avoid lengthy appeals to the Ontario Land Tribunal, the majority of which end up siding with the developer. As well, it’s been noted providing budgetary control to the mayors may help them ensure there’s ample funding and staffing to support housing goals in their cities.

 

But for Dr. Pin, she wonders about the democratic implications of what these additional powers could mean.

 

“You’re actually giving the provincial government more of a say in local decisions,” she says, adding Ontarians feel closer to their local government representatives compared to other levels of government. “People are more likely to know their local councillors and likely feel they have a voice. I think they do care about this and are concerned and based on the public talks I’ve given I’ve had a lot of questions about these powers.”

 

However, the mayors of Cambridge, Kitchener and Waterloo have already publicly stated that having these additional powers will not deter them from governing in their current collective way, relying on the consensus of their council members to make the best decisions for their communities.

 

“I think people are concerned about taking the decision-making power away from local councils,” says Dr. Pin. “Historically, municipal decision making has always operated with a high degree of consensus.”

 

 

Strong mayor powers and duties include:

  • Choosing to appoint the municipality’s chief administrative officer
  • Hiring certain municipal department heads, and establishing and re-organizing departments
  • Creating and dissolving committees of council, assigning their functions, and appointing the chairs and vice-chairs of committees of council
  • Proposing the municipal budget, which would be subject to council amendments and a separate head of council veto and council override process
  • Vetoing certain bylaws if the head of council is of the opinion that all or part of the bylaw could potentially interfere with a provincial priority
  • Bringing forward matters for council consideration if the head of council is of the opinion that considering the matter could potentially advance a provincial priority
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The much-anticipated introduction of the Canada-Wide Early Learning and Child Care plan and its goal to introduce its $10 a-day program by 2026 has created a higher demand for spaces as regulated child-care facilities struggle to find qualified staff, which in turn has impacted the economy as parents, many of them women, forgo entering or re-entering the workforce to stay home with their children.

 

“As the plan was introduced right at the beginning of 2023 fees have been cut in half and that has opened up the opportunity for a lot more families to access care that couldn’t, or didn’t, in the past,” says YWCA Cambridge CEO Kim Decker, noting the long wait lists it has created at the organization’s four school-based centres. “We now have parents calling us when they find out they are pregnant to see if they can get their kids on the list for child care because there just aren’t enough spaces.”

 

She says the national plan is being implemented in different ways by provinces and territories, explaining the political ‘will’ of each is dictating what level of success they will reach. In Ontario, which committed to reach $10 per day and create 86,000 new spaces by 2026 when it secured a deal last March with the Government of Canada, Kim says the plan has fallen short.

 

“It’s a status quo funding model and there’s no real opportunity for growth,” she says. “There needs to be a growth plan that accompanies this.”

 

Child-care ‘deserts’ created

 

Kim says the national plan was put in place to not only reduce fees for parents, but create spaces, particularly for those living in underserviced areas. Quoting a report by the Canadian Centre for Policy Alternatives, Kim says 53% of younger children in the province reside in child-care ‘deserts’, adding that Kitchener-Waterloo was identified in the report as being underserviced, despite a push by the Region of Waterloo to the Province to provide more spaces.

 

“Right now, we know that from 2024 to 2026, we will only get another 200 spaces,” she says, adding other local licensed child-care providers are also experiencing space shortages.

 

Kim says the economic impacts of these shortages are being amplified as more companies continue to call employees back to the workplace, explaining that many parents had taken their children out of child care when the pandemic hit but now can no longer find them spaces.

 

“This has disproportionately impacted women because if a family has choices, I will say in most cases it will be the women who will have to make the decision to give up their careers and stay home,” she says. “It’s going to affect the economy and women need to be a big part of our economy if it is going to remain strong.”

 

Chamber submits national policy

 

In effort to alleviate the problem, the Cambridge Chamber of Commerce has submitted a national policy to be considered by the Canadian Chamber of Commerce network at its AGM this fall in Calgary, Alta. Included among our recommendations is a call for the federal and provincial/territorial governments to work together to investigate the possibility of providing subsidization for ECE (early childhood educators) wages and the creation of a fully funded pension and benefits plan in effort to attract more workers into the child-care sector with the goal of reducing wait lists.

 

Labour shortages in terms of attraction and the retention of qualified ECEs has compounded the issue of growing wait lists. As noted in a recent response released by the YWCA Ontario Coalition to the Province regarding its CWELCC discussion paper on the child-care funding formula, the group identified the fact the plan is based on operating capacity rather than licensed capacity. YWCA Ontario’s response states many Ontario child-care operators are operating below licensed capacity due to recruitment and retention issues yet must still bear the costs of maintaining rooms and unoccupied spaces which makes it difficult to hire additional staff to fill those empty spaces.

 

YWCA dealing with staffing crisis

 

“We are in a staffing crisis right now,” says Kim, adding the local YWCA has used reserved funds to hire someone to work with its director of child-care services on recruitment and retention. “We need to be able to staff the spaces we already have.”

 

The Province has set a wage floor of $18 an hour for ECEs, with Ontario’s Minister of Education Stephen Lecce recently announcing an increase of $1 a year annually up to $25.

 

“That’s not going to work,” says Kim. “It needs a whole new way of thinking and a whole new strategy, and a real commitment to paying people what they are worth.”

 

The Association of Early Childhood Educators of Ontario has called for a minimum of $30 an hour for ECEs and $25 an hour for non-ECE staff members. Either one or two of the workers in a child-care room are required to be an ECE, depending on the age of the children.

 

“They have the responsibility for our youngest learners and creating a foundation and baseline for them going forward. It is a really important job and for a very long time, we’ve devalued the work child-care workers provide in our community,” says Kim, adding how local child-care workers were one of the first groups to return to work a few months after the pandemic began in 2020, allowing parents to get back to work sooner. “I think the pandemic also shone a light on how the whole care economy has been underpaid for a really long period of time and child care is part of that.”

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Creating an economic environment to ensure businesses can succeed was the key part of the agenda at the Ontario Chamber of Commerce’s 2023 Annual General Meeting and Convention in Niagara Falls.

 

In attendance at the recent event, hosted by the South Niagara Chambers of Commerce and Greater Niagara Chamber of Commerce, were 160 delegates representing nearly 80 Chambers provincewide, including Cambridge Chamber of Commerce President and CEO Greg Durocher, and Board Chair Kristen Danson.

 

“The OCC’s AGM is an important avenue to share new ideas and connect with other Chamber leaders to find ways to ensure businesses have the legislative support they need to succeed,” he said. “The policies the Chamber network approves create a roadmap when it comes to making important legislative changes.”

 

In total, 43 policies were approved by the delegates covering a wide variety of issues that can directly affect businesses including labour, energy, education, healthcare, transportation and transit. 

 

The theme for this year’s AGM was Growing Together, which exemplifies the Chamber network’s focus on driving economic growth in the province. 

 

This year's event featured a range of keynote speakers, panel discussions, and breakout sessions on topics that are critical to the success of Ontario's businesses.

 

Attendees had the opportunity to hear from experts in areas such as innovation, trade, workforce development, and government relations.

 

Fireside chats were held featuring a variety of provincial political leaders, including Ontario’s Minister of Red Tape Reduction Parm Gill, who talked about the importance of creating a path for businesses to succeed. 

 

“I think we can all agree that for the province to be competitive we’ve got to make sure we are creating a business environment for businesses to come and make investments, and create well-paying jobs,” he told the delegates. “That’s what we (PC Party of Ontario) have been doing for the last five years. We’ve made tremendous progress.”

 

However, there is more room for improvement according to Ontario NDP Finance & Treasury Board Critic Catherine Fife. The Waterloo MPP, along with Ontario Green Party Leader Mike Schreiner, were among those who discussed a variety of issues that needed to be addressed such as housing and healthcare.

 

“When you have a strong healthcare system that can actually draw people into the province, that social infrastructure investment is seen as a plus by companies that are thinking of coming into Ontario,” she said. “And it also serves employees well and is certainly worth fighting for.”

 

Her concerns about Ontario’s healthcare system were reiterated by Ontario Liberal Party Interim Leader John Fraser, who talked about the importance of creating a stronger workforce.

 

“We do not have enough people to care for the people who need it,” he said. “We need a skilled workforce, but enough training is not always that accessible to all people.”

 

The Hon. Perrin Beatty, Canadian Chamber of Commerce President, also identified the need to boost our innovation capacity for Canada to compete internationally.

 

“We’ve been calling on the government to focus on the fundamentals of growth. We need to build a 21st Century workforce,” he said. “It’s time for governments at all levels to treat business as partners not a problem.”

 

 

Cambridge Chamber policies approved by Ontario delegates

 

The AGM is a pivotal event for Ontario’s business community, providing an opportunity for industry leaders to come together to discuss and debate key policies that shape the Ontario Chamber of Commerce’s (OCC) advocacy agenda for the coming year.

The Cambridge Chamber presented three policies, all of which received overwhelming support from delegates:

 

  • The first policy is aimed at opening Ontario’s job market for employers and employees and urged the Government of Ontario to develop all potential partnerships within local municipalities and community organizations to ensure that language training is made available to new immigrants to help expediate entrance into the workforce. Also, the policy called on the Province to provide an opportunity for those on ODSP (Ontario Disability Support Program) who want to work to do so without risk of losing their provincially funded benefits if their employer does not provide those services. And finally, the policy recommended providing employers with a form of renumeration (i.e., tax credit) when it comes to providing provincially regulated training, such as WHMIS and their associate costs.
  • The second policy was ‘reaffirmed’ by the Chamber network after first being introduced in 2019 calling for more to be done by the Province to encourage more women and girls to consider a career in the skilled trades. 
  • The Chamber also presented and co-sponsored a policy with the Greater Kitchener-Waterloo Chamber of Commerce to attract and retain highly skilled talent by urging the Province to double the size of the Ontario Immigrant Nominee Program and to work with post-secondary institutions to reduce regulatory barriers hindering the construction of new on and off-campus housing. As well, it urged the Province to match investments in post-secondary infrastructure and increase funding for Facilities Renewal Program-elgible projects. 
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The minimum wage in Ontario will increase on Oct. 1 to $16.55 an hour and could impact many businesses and their customers.

 

“I think we’ll be fine because I’m confident with our business model and location, but I think it’s going to affect some businesses dramatically because there is no way there can’t be an increase in prices on goods and services,” says Matt Rolleman, a Chamber Member and co-owner of Thirteen at the corner of Water and Main streets in Galt, noting like many restaurants the majority of his staff currently is paid above minimum wage.

 

While the same holds true for many tourism and hospitality businesses, the Tourism Industry of Association of Ontario (TIAO) says it will continue to advocate for tax reforms and other measures to help offset rising commercial costs and supply chain disruptions while promoting business growth.

 

“We’re constantly hearing from businesses about the rising cost of doing business, from paying down pandemic debt to supply chain disruptions that affect the availability of key goods and products, unaffordable commercial insurance premiums, and reduced liability coverage that may impact the scope of what operators can offer in the visitor experience,” says Dr. Jessica Ng, Director, Policy & Government Affairs for TIAO. “The labour crisis has only added to these costs, as businesses look for ways to recruit and retain the staff they need.”

 

She says reviewing compensation structures is one strategy to make tourism and hospitality jobs more attractive and sustainable.

 

“You have to try and pay people for their value, or perceived value,” says Matt, adding it is likely increases will be implemented for all his staff as minimum wage hikes close the salary gap between employees. “We’re doing our best to keep our prices where they are right now, but costs have gone through the roof and trying to manage all these things for all businesses has just become more tougher.”

 

Matt says the timing of the wage hike this coming fall so close to the December 2023 CEBA (Canadian Emergency Business Account) loan repayment deadline may also be an issue for many small businesses.

 

“For businesses that rely on part-time minimum wage workers there’s no way they cannot raise their prices,” he says, adding while boosting minimum wage is necessary to help ensure people can pay their bills, the way increases are introduced leaves a lot to be desired.

 

“It’s become too politicized,” says Matt, noting if it was indexed with a cost of living increase it may be easier to plan for it. “Businesses would expect it every year and maybe we wouldn’t have to have these huge increases that sensationalize the whole issue.”

 

 

We reached out to Chamber Member Jason Kingston, partner at the accounting firm Grant Thornton LLP, to get his perspective on this latest minimum wage hike:

 

Q.  What do you see as one of the biggest impacts raising Ontario’s minimum wage will have on businesses?

 

A.  Minimum wage increases are always a hot-button topic, with researchers and think tanks releasing contradictory articles and papers ranging from an increase causing either complete economic collapse or being the gateway to an economic utopia. That being said, the largest impact on businesses will be that those who rely on minimum wage earners as their employment pool will need to plan on how they are going to absorb the additional cost.

 

Q.  Are most businesses prepared for this minimum wage boost?

 

A.  I would say that many small businesses are not prepared. Could they have been? Undoubtedly. If a business is dependent on the portion of the labour pool who earn the minimum wage, then that business should always be prepared for increases. I think if you look back over the last decade, it’s easy to see more momentum towards increasing minimum wages and aiming towards a living wage, which is still projected as being much higher than the newly increased minimum wage point.

 

Q.  Could the Province have implemented a minimum wage increase in another way?

 

A.  An increase in the minimum wage does make sense, though the extent of the increase can be argued. The average wage increase, across the Ontario labour market in 2022 has been pegged by many as approximately 4%.

A minimum wage increase is an easy solution for the government. It allows them to say that they’re doing their part to combat poverty and wealth inequality. But ultimately it puts the burden on employers, not the government itself, and it still falls far short. For example, under the increased minimum wage the monthly gross income of a full-time employee will be about $2,800. The average cost of a one-bedroom apartment in our region is $1,950 per month. It isn’t hard to see the challenges here.

I think there are larger issues surrounding minimum wage and its purpose and policy reasons which the government should examine.

Common alternatives to minimum wages which are commonly discussed are introducing more collective bargaining options for employee groups, introducing a universal basic income or other government supports for low-income individuals, etc., but these also introduce challenges and differing opinions.

 

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