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When Syed Hashmi’s grandparents discovered last summer they were having trouble watering their lawn due to mobility issues, a light went off in the Cambridge teen’s head.

Inspired by an email he received promoting the creation of the Youth Creativity Fund, the St. Benedict Catholic Secondary School student set work on creating a micro-controlled automated watering system to assist the elderly couple.

“It’s been a lot of fun and this is definitely a work in progress,” he said of his creative idea, while attending the official launch of the fund last Wednesday at the Ken Seiling Waterloo Region Museum.

Syed was among nearly 30 local students who were in attendance to share their vision with a variety of community leaders and supporters after receiving funding to bring their innovative ideas to life.

The fund, created in partnership between the Cambridge and KW Chambers of Commerce, BEP Waterloo Region and the Region of Waterloo, promotes creative confidence by connecting student-driven and designed ideas, with donations from people who are passionate about seeing the creativity of local youth flourish.

Through the program, students in grades 5 to 12 can apply for microgrants up to $1,000 to pursue a creative learning project that could lead to new ideas.

“This project is about creating opportunities, faster, more often and to be a foundation for our own prosperity as a community,” said Cambridge Chamber of Commerce President & CEO Greg Durocher, noting the two Chambers have committed nearly $20,000 to this initiative. “This is not an operational project for the Chambers, this is a ‘give back’ project for us, one we hope will inspire others to do the same.”

To date, 12 projects involving 48 students have received just over $10,000 in funding.

“We’ve had some great success thus far in this program,” said BEP Waterloo Region’s April Albano, YCF (Youth Creativity Fund) Manager. “What has been clear through this first wave of projects is the support these students have around them.”

For Hannah Waterfall, a Grade 10 student at Glenview Park Secondary School, the support she has received from her mom who works for Shelter Movers has been key in the ongoing formation of idea she had on preventing domestic violence which began as a civics class project. Shelter Movers is a non-profit organization that assists survivors of gender-based violence transition to a safer life.

“My mom has been a huge role model for me. Just the stories I hear from her have really inspired me to do some good for the community,” said Hannah, who is the process of creating a resource kit that can educate younger students on how to regulate their emotions. “My goal with this project is to stop the violence before it becomes an issue. I understand that as a 15-year-old girl it’s hard to end violence against women because you can’t go to the abusers and stop them. But I hope this can stop it in the younger generations, so it doesn’t become a problem in the future.”

Currently, Hannah continues to research the causes surrounding domestic violence and says providing tools, including breathing exercises to deal with stress and anxiety, are key as the kit develops.

“My family has fostered kids for about six years, so we’ve learned a lot of different strategies on how to teach kids to cope with their stress when they are angry.”

Syed is also in research mode perfecting his watering system, which uses soil sensors connected to The Weather Network, to determine when and if a lawn needs water. He admits to having a few technical issues with the current system he created using a couple hundred dollars’ worth of parts from Amazon.

“My first step is finding more reliable parts,” he joked, adding his innovative idea has kindled an interest in engineering. “As my first look at the world of engineering, it’s made me realize how much is out there.”

Creating confidence for students to pursue their ideas, especially when it’s backed by regional support, is great for the community said HIP Developments President Scott Higgins, who is one of the driving forces behind the Youth Creativity Fund.

“Having the community to rally to create an endowment that allows us to give microgrants to these kids ongoing I think, one, is a testament to say you have great ideas and continue to pursue your ideas,” he said. “And two, I think it’s to say this community believes in you and if we put that hope, and opportunity and that optimism out within the community our kids are going to do some great things.”

Greg agreed.

“The power we have is right here at our own front door; our youth, who have the ideas but don’t have the means to get guidance and mostly capital to see if their idea can come alive,” he said. “We need to let businesses and individuals know they can help make dreams come true, and that should be the easiest because here, in the Region of Waterloo, is where dreams become reality, every single day.”

Find out more about the Youth Creativity Fund.

A new year has begun and with it comes challenges ahead for businesses.

Even though there are signs economic conditions are improving, such as a relatively fast drop in inflation and labour market additions, many small businesses are likely to feel the pinch of rising interest rates, the threat of a looming recession, and persistent labour shortages in 2023.

We reached out to Noah Jensen, a partner at Racolta Jensen LLP in Cambridge, to get a sense of what businesses can expect in the coming year:

Q.  What priorities or potential pitfalls should businesses wishing to expand in 2023 keep in mind?

Noah: Keep acquisitions open as an option. There are quite a few business owners with established businesses who are looking to divest themselves into retirement. Lower-mid market acquisitions (say, less than $10 million in value) are starting to see more supply than there is capital for private equity/investment firms to invest, especially on smaller deals. Acquiring an established brand with a customer list and team of trained employees that have complementary customers, production process, and/or supply chain partners can help achieve more scale by eliminating redundancies in the combined business after the acquisition is complete.

Avoid over-committing on cash, or over-hiring of employees. In the start-up world they   call this “lengthening the runway” by containing overhead costs. Labour is a fixed cost in the short-term and a variable cost in the long-term, be selective on who is being hired for what as many customers in the business-to-business landscape are being more thoughtful about purchases and many things are being delayed.

Q. How should businesses prepare for potential economic slowdowns this coming year?

Noah: Evaluate pricing. Costs have risen substantially in the past two years and there are still some businesses that have not adjusted their prices to their customers. If you have not changed pricing because your competitors have not changed theirs, you may have an issue with productivity to look at. If the market price has gone up and you have not changed your price, look at a price increase as an option. If your customers are unable to accept a price increase, look at the profitability of the relationship and consider not serving the client any longer.

Be clear on terms of payment with customers and suppliers to think through forecasting your cash flow over the next several months. Look into how this can be done with your accountant and/or bankers to see about a back-stop financing facility if needed. It is generally better to ask for financing facilities when your company is showing good financial results. You will not regret doing so now before things get too grim.

Think through your cost structure for any commitments to experiment with new products or services for your business that you thought would improve the productivity of your business. Are they all working? Is there anything that could be cut?

If you are in the business-to-business market, talk to your customers. What trends are they seeing from your competitors that they like or don’t like? How could you provide a better solution for them?

Do you have any redundant assets on your balance sheet? This would be assets that have no value to the operations of your company that have monetary value.

Q. Will this be a good year for businesses to make productivity investments?

Noah: Productivity investments will need to continuously be considered in today’s economic climate. Whether you are in dairy production or robotics, your competitors are purchasing equipment and/or software that is allowing them to get work done with less labour (a necessity in today’s labour market).

Q. How important is it for businesses to ensure they have a solid succession plan in place?

Noah: It is important to always consider the contingency plan of your business. If you are young with the intention of running your business for the long-term, failing to plan for what happens if you are suddenly disabled or facing terminal illness will put you and your family in a precarious position if any of those events transpire and you are unable to run the company. Certain insurance products mitigate the financial impact of this, but you still need to consider what shape your company will be in if you are eventually able to return to work.

If you are older and considering retirement, you should be thinking about this five-10 years out. Some considerations:

1. Customer concentration: try to avoid having a lot of revenue tied to one customer relationship
2. Supplier concentration: try to avoid having a lot of your inputs concentrated with one supplier.
3. Management aptitude: always be grooming someone else (or a couple of internal candidates) to do your job.
4. Cash flow: the valuation of the company is often determined on a multiple of cash flow. If you are selling at five times multiple, a $1 increase in cash flow increases your value by $5. So, make sure you are dialed in on profitability.
5. Structuring: the structure of corporations will make a difference in the taxation of the sale, and you should be thinking of this a couple of years prior to sale.

Q.  What should business owners consider if they are planning an acquisition in the coming year?

Noah: Be aware of market trends. With uncertainty in the system related to financing costs (interest rate driven) and risk tolerance of people investing in private companies, there will be ebbs and flows in the low-mid-market mergers and acquisitions environment.

According to a recent poll, 2022 Q4 had a pull-back in interest on the buy-side of acquisitions which could indicate that the bargaining power could tilt in the favour of buyers rather than sellers. We have seen a lot of interest in our existing clients wanting to sell. Mainly related to age/retirement.

Be aware of the quality of earnings that are presented. While many people had an amazing fiscal 2022, if you broke it down by quarters, they were increasing prices to their customers faster than they were adjusting their costs for labour. Additionally, certain industries would have been on fire during the low-financing cost era (residential/industrial construction, auto sector manufacturing), that will be facing downturns in the upcoming year or two.

Q. Will 2023 be a good year to start a new business?

Noah:  Every year is a good year to start a new business if you have a good idea or good contacts in a particular field. The difficult thing about right now is that people currently employed will probably be seeing the best of the best in terms of offers for their labour time and talents due to the shortage.

The upside to starting a business right now is that a lot of people throw in the towel when there is the amount of uncertainty as there is right now with the changing economic landscape. This creates new opportunities for people.

Canada is facing a competitiveness problem. Inflation, supply chain constraints, and labour shortages risk undermining a swift and robust economic recovery. Meanwhile, recent domestic and international events have renewed the spotlight on energy security and affordability.  

The Cambridge Chamber of Commerce and the Ontario Chamber of Commerce (OCC) has released the 2022 Federal Budget Submission focused on public policies that increase Canada’s economic resilience to ongoing and future threats. 

“Businesses across Waterloo Region are continuing to feel the effect of the pandemic,” said Cambridge Chamber of Commerce President & CEO Greg Durocher.  “Budget 2022 must lay the groundwork for a strong, inclusive recovery with policies that support the sectors and demographics hardest hit by the pandemic, building the infrastructure and workforce of the future, and modernizing regulation to ensure Canada can attract investment and nurture entrepreneurship.” 

Some key highlights from the budget submission include recommendations for the Government of Canada to: 

• Promote Canada’s energy sector on the global stage and recognize nuclear power as a clean and necessary energy resource in the fight against climate change. 
• Expand immigration and express entry of skilled workers to address labour shortages.  
• Increase the Canada Health Transfer Payment to meet the current and future pressures facing Ontario’s health-care system.
• Modernize transportation infrastructure to address bottlenecks along supply chains and facilitate the decarbonization of the transportation sector.
• Reform the federal tax system to attract foreign direct investment, drive domestic business growth and innovation. 
• Develop a sustainable path to reduce the federal debt-to-GDP ratio and wind down other pandemic-related supports to ensure long-term fiscal balance and the capacity to address future economic shocks. 

The OCC’s 2022 Ontario Economic Report found that a staggering 62% of sectors face labour shortages in Ontario and expect to continue facing them over the next year. Together with supply chain disruptions, these shortages impact the cost of living, service delivery, and product availability. 

“As the indispensable partner of business, we call on the government to resolve long-standing structural issues, including barriers to interprovincial trade and skilled labour shortages, to drive entrepreneurship, investment and long-term economic growth,” added Rocco Rossi, President and CEO of the OCC. 

The recommendations outlined in the budget submission were developed together with businesses, associations, post-secondary institutions, chambers of commerce, and boards of trade from across the province.  

See budget recommendations: http://bit.ly/3uRp9Bl

The climate crisis is a growing threat to businesses and individuals around the world, but Ontario is well positioned to lead in the global green economy. 

The  Ontario Chamber of Commerce’s (OCC) and Cambridge Chamber of Commerce realize this and developed the OCC’s latest policy report: The Climate Catalyst: Ontario’s Leadership in the Green Global Economy. 

The report offers a window into how organizations in Ontario are confronting climate change and what policymakers can do to encourage more sustainable investment and innovation.

“We must be ready to tackle the challenges of climate change head on,” said Cambridge Chamber of Commerce President and CEO Greg Durocher. “We already feel the impacts of changing temperatures and climate in our region. While it does pose a threat to communities across Canada and the world, this is an opportunity for us to leverage Ontario’s skilled and innovative labour force to develop concrete solutions to decarbonize our economy and drive us towards a green, clean economy.”

“As Ontario emerges from the COVID-19 pandemic, we would be remiss to forget about the other systemic threat: climate change,” said Rocco Rossi, President and CEO of the OCC. “Its impacts are already being felt across Ontario as extreme weather events disrupt livelihoods, infrastructure, access to natural resources, and community well-being. While confronting climate change is a historic challenge, it also elicits opportunities for innovation, job creation, economic development, and local leadership.”

The main policy recommendations in this report can be summarized under the following themes: 

1. Minimize uncertainty. Improve predictability around climate policies and long-term energy procurement. 
2. Mobilize clean energy solutions. Use flexible regulation, risk-sharing partnerships, tax incentives, and Indigenous-led projects to accelerate investments in a suite of low-carbon energy technologies. 
3. Support cleantech. Invest in research and commercialization, expand skills training, and de-risk private financing for clean technology.
4. Strengthen climate adaptation. Coordinate strategies across levels of government, make tangible commitments and investments, and advance Indigenous reconciliation. 

“Organizations across Ontario are investing in the kinds of innovation that will advance both decarbonization and long-term economic recovery,” said Claudia Dessanti, Senior Manager of Policy of the OCC. “Our members are uniquely positioned to tackle the climate crisis with made-in-Ontario solutions in all sectors that are a win-win for both the environment and the economy.”

Read the report: https://bit.ly/3Dn2tfg

Providing the necessary supports to businesses is vital, especially as work continues to rebuild our economy in wake of the COVID-19 pandemic by getting people back to work. 

One way to ensure the economic development of Canada is well positioned is by creating more opportunities for entrepreneurial newcomers who can not only help fill existing labour shortage gaps but work towards reshaping our business landscape by opening new businesses and assisting existing ones in need of solid succession plans as aging business owners look towards retirement. 

With that in mind, the Cambridge Chamber of Commerce has developed a policy through consultations with Members via its MasterMind series entitled ‘Promoting the need for Entrepreneurship Immigration’ which calls for the Federal government to examine ways to ensure that a percentage of the 1.2 million immigrants slated to be brought to Canada by our government over the course of the next three years be linked to the entrepreneurship stream.

The policy won approval at the recent 2021 Canadian Chamber AGM & Convention which attracted more than 250 Chamber policymakers and officials nationwide virtually over a two-day period. The approved policy now becomes part of the Canadian Chamber of Commerce’s mandate when it lobbies at the legislative level with the Federal government.

“This policy will target individuals who are entrepreneurs and business builders who come to Canada with money in their pockets to not only invest in this country, but more importantly to invest in their own businesses here that will create opportunities for other Canadians,” says Cambridge Chamber President and CEO Greg Durocher. “We’re always looking for companies that want to expand into Canada, but why don’t we look for people who want to bring their businesses and business ideas here? It’s a market that’s been left untapped and we hope this policy receives serious consideration at the Federal level.”

An estimated 181,000 of small business owners according to a Canadian Federation of Independent Business (CFIB) survey conducted last year said they were seriously considering closing due to the pandemic and at least 200,000 were facing closure. Coupled with the fact many small business owners on the verge of retirement have not created viable succession plans – a CFIB survey conducted in 2018 indicated more than $1.5 trillion in business assets will be in play over the next decade as 72% of small business owners leave their business – there exists many potential opportunities for new immigrants with an entrepreneurial spirit.  

A current shortage of workers, especially in the construction, manufacturing, and hospitality industries, has set the stage for skilled immigrants in these fields to enter the market and possibly use their entrepreneurial know-how and practical work experiences to create new opportunities in these sectors. 

The Federal government has been attempting to make strides in addressing the ongoing shortage of skilled workers in Canada which has been only amplified by the pandemic. 

In February of this year, it announced an invitation to approximately 27,300 workers with Canadian experience to apply for permanent residence. This followed on an earlier federal announcement in the fall of 2020 to bring to Canada an additional 1.2 million immigrants over the course of the next three years: 401,000 in 2021; 411,000 in 2022; and 421,000 in 2023. 

While this influx of newcomers is welcomed and needed considering there are growing concerns centred on Canada’s falling birth rate, a more focused approach to create an ‘economic immigration policy’ that not only provides ample assistance to newcomers but also ensures the needs of existing Canadian groups, including Indigenous entrepreneurs seeking their own opportunities, are not negatively impacted, would be beneficial.

“We have an immigration policy that is geared towards our economy. It’s a point system, largely generated on the skills newcomers bring to the table,” says Greg, referring to education and various qualifications. “The problem is there are holes within the economic system that are not being filled.”

He says the current system often seems to focus on professionals, such as doctors, lawyers and engineers but needs to be widened. 

“We need to look at people who have businesses and would like to move them here have business ideas and the skills to develop those ideas in Canada,” says Greg.

As vaccine rollout accelerates in Ontario, the Cambridge Chamber of Commerce and Ontario Chamber of Commerce’s (OCC) latest report offers solutions to support small businesses during economic recovery.

The COVID-19 pandemic is creating a cash flow crisis for many entrepreneurs and small business owners across Ontario who represent 98% of all Canadian businesses and contribute close to half the GDP generated by the private sector. Recognizing the critical role of entrepreneurship in Canada’s economic recovery, the Cambridge Chamber of Commerce and OCC’s latest report – Capital is Key:  Financing Entrepreneurship in Ontario After COVID-19 – offers practical solutions to support small businesses as they fuel Ontario’s economic advantage.  

“We know that Ontario’s economic recovery will largely be driven by entrepreneurs engaged in launching and scaling their enterprises,” said Cambridge Chamber of Commerce President and CEO Greg Durocher. “Even in good times, small business owners encounter challenges at various stages of growth. Real progress can come from redoubling efforts to eliminate barriers and advancing creative solutions to improve access to capital and other resources.”

“Entrepreneurial diversity should be recognized as a powerful strategy for Ontario’s economic recovery and long-term prosperity,” said Claudia Dessanti, Senior Policy Manager, Ontario Chamber of Commerce “Equal opportunities for women, Indigenous, racialized, and other diverse groups in the entrepreneurial ecosystem is necessary for both their own recovery and that of the entire province.  For example, closing the gender gap in entrepreneurship alone could add up to $81 billion to Canada’s GDP.”

This latest policy brief identifies 14 policy recommendations to improve financing of entrepreneurship, from loan guarantees to tax incentives, capital market reforms, procurement policies, and more.

The report also addresses eight key challenges policymakers must navigate as they look for ways to improve financing options and access to capital for entrepreneurs and small businesses:

• RISKY BUSINESS: Small businesses (particularly start-ups) are generally riskier to finance than larger ones because they have shorter credit histories, fewer assets, and lower survival rates.
• SCALE-UP FIRMS: Although Ontario excels at producing start-ups, the province has been less successful at turning high-growth firms into global competitors.
• DIVERSITY: Barriers to accessing capital are uneven across demographic groups, which limits opportunities for some entrepreneurs and undermines broader social and economic outcomes.
• DEBT: Despite relatively low interest rates, debt is not always the right solution for small businesses, particularly those with less collateral and/or irregular cash flows. Loans often require personal guarantees, and not all entrepreneurs have sufficient assets to provide as collateral.
• WORKING CAPITAL: Over the past decade, Canadian businesses have signaled a growing need for external capital to cover day-to-day operating expenses. Working capital is especially important for start-up firms that may lack adequate cash flows to reinvest in their businesses in the first several months. However, in Canada, most government-supported loans and grants are designed for other uses, such as technology adoption.
• INDUSTRY BIAS: Private equity and venture capital investors tend to have more appetite for sectors that are considered knowledge-intensive, such as information technology and biotechnology. As a result, more traditional brick-and-mortar businesses (such as restaurants and retail stores) may have limited access to equity investments.
• PANDEMIC PRESSURES: As temporary grant and loan programs expire, many small businesses will need access to new financing or refinancing to grow, restructure, or simply keep their doors open.
• SUCCESSION: Ontario’s aging population has implications for small business succession. By 2030, the number of seniors aged 65 and over is projected to almost double to 23 percent of Ontario’s population.

Read the report:  https://bit.ly/3vnA0Cf

We would like to acknowledge and thank Meridian Credit Union and Innovate Cities for their collaboration on this policy brief.

(February 5, 2021) – The Chamber Network is looking forward to create a co-ordinated approach to reopening the province’s economy in the wake of the pandemic and calling on the Provincial government to ensure this happens in a balanced fashion.

“In the middle of a once-in-a-century pandemic, it is difficult to think beyond confronting the immediate demands of COVID-19,” said Cambridge Chamber of Commerce President & CEO Greg Durocher.   “However, even as we continue supporting each other today, we must also begin looking over the horizon to ensure businesses are prepared for the province’s reopening and recovery. It is never too early to start planning how our province and economy can emerge stronger while doing everything necessary to avoid further lockdowns.”

Each region’s experience differs significantly across the province when it comes to transmission rates, tracking and tracing capacity, and other variables.  The Cambridge Chamber of Commerce and the Ontario Chamber of Commerce have written to the Premier so that when the time comes businesses of all sizes have a predictable and coordinated effort to ensure society reopens in a harmonized fashion that prioritizes individual safety as well as economic stability asking for the following:

• A readiness plan with a focus on sectors and regions hardest hit. It is critical that Ontario’s employers are aware of how reopening will take place step-by-step so they can properly prepare.
• Advanced notice. Businesses and their employees need sufficient time to prepare to get back to work. 
• Clear guidelines. Businesses need to clearly understand the rules and how they will be enforced. Inconsistent and unclear public health guidelines cause confusion among businesses, employees, and consumers alike, and make it difficult for individuals to take appropriate action to protect themselves and their communities.
• Fulsome communication. Educational training via virtual workshops in advance of reopening would equip employers with practical information to help them keep staff and customers safe.
• Workforce management systems. Employers in Ontario should adopt a scalable digital software tool for routine self-screening and assessment by employees, as part of a comprehensive workforce management system.
• Rapid testing. Sufficient and timely testing and tracing gets employees back to work quickly, ensuring continued productivity and reduced strain on families.
• Evidence-based decision making. A strong testing and tracing apparatus ensures the province can accurately assess where and how the virus is spreading, so that efforts to target restrictions can be confidently based on solid data.
• Continued supports for those who need it most. Finally, continued timely and accessible supports for business will prevent further layoffs, closures, and bankruptcies.
• Leveraging private sector to support vaccine distribution and deployment. Businesses will be critical in supporting public awareness, logistical capabilities, and best practices.

“As the government explores options to safely re-open the economy, it is worth noting that businesses already adhere to a number of existing health and safety protocols and will do their part to support a safe re-opening. The business community will continue to prove their commitment to safety protocols to protect their worker and customers to keep their doors open,” added Durocher

Small businesses are at the heart of our communities. They create good jobs, grow our economies and bring life to our main streets. But they have also been among the hardest hit during the COVID-19 pandemic.

As we continue to fight this virus, small businesses face further losses, increased costs to reopening and an uncertain economic future. The Government of Canada is committed to doing whatever it takes to support small businesses and their communities. Their success is critical as we recover and rebuild from the COVID-19 pandemic.

On Tuesday, during Small Business Week, the Honourable Mary Ng, Minister of Small Business, Export Promotion and International Trade, announced an investment of $12 million in the Canada United Small Business Relief Fund.

“The support announced today is yet another lifeline for resilient small businesses across Canada. These grants will help them cover expenses involved in reopening and allow them to build a stronger digital presence,” said Ng.  “As we’ve said from the very beginning of this pandemic, we will always be there for small businesses and the millions of hard-working Canadians they employ.”

Cambridge Chamber of Commerce President and CEO Greg Durocher welcomed the news. “There has never been a more important time to support local small business than right now. They are critically important to our own local economy.”

Canada United is a national fundraising campaign created by the Royal Bank of Canada (RBC) in collaboration with private sector partners and provincial and territorial chambers of commerce, including the Ontario Chamber of Commerce (OCC). The campaign has been rallying support from Canadians for local small businesses in every corner of the country.

The Canada United Small Business Relief Fund, which is managed by the OCC, is supporting Canadian businesses across different sectors and industries with grants of up to $5,000. These grants will help thousands of small business owners cover the costs of personal protective equipment, make physical modifications to their businesses to meet local health and safety requirements, and enhance their digital or e-commerce capabilities. This is especially important as we enter the second wave of the pandemic.

This investment builds on the federal government’s continued support for small and local businesses through a wide range of COVID-19 emergency programs, such as the expanded Canada Emergency Business Account, the Canada Emergency Wage Subsidy and the new Canada Emergency Rent Subsidy.

At A Glance:

• Starting on October 26, small businesses can apply online through the Ontario Chamber of Commerce for the next wave of Canada United Small Business Relief Fund grants.
• Applications are open to small businesses across sectors and industries in every part of the country that have between $150,000 and $3 million in annual sales; have up to 75 employees; are registered in Canada; and would use the grant to cover the costs of personal protective equipment, make physical modifications to their businesses to meet local health and safety requirements, and enhance their digital or e-commerce capabilities.

More than 60 per cent of Canada’s restaurants risk having to close their doors permanently by November, according to government data.

The Canadian Survey on Business Conditions (CSBC), produced by Statistics Canada with support from the Canadian Chamber of Commerce, found that 29% of accommodation and food service businesses cannot operate at all with social distancing measures in effect. A further 31% will only be able to remain operational for up to 90 days with distancing measures in effect. In other words, up to 60% of the industry could fail within three months.

These figures are even more troubling when you consider the jobs already lost. When COVID hit, 83% of businesses in the accommodation and food services industries temporarily closed and two-thirds were forced to lay off some staff, including almost a quarter that were forced to lay off all their staff.  According to Restaurants Canada, the food service industry lost 800,000 jobs.

While the economy is now slowly beginning to recover, to date the federal government has not offered help tailored to the needs of the hardest hit industries like food services, which will take a long time to recover. That’s why, with the support of the Cambridge Chamber of Commerce, the Canadian Chamber of Commerce and 15 food service businesses, representing more than 60 brands, has launched the ‘Our Restaurants’ campaign.

“Local restaurants are vital to our economy and play an integral role in making Cambridge such a great community,” said Cambridge Chamber President and CEO Greg Durocher. “They need our support now more than ever.”

Canadian Chamber of Commerce President and CEO Hon. Perrin Beatty agrees.

“We need to act now. Across Canada, our restaurants are where we meet for business or pleasure, where we got our first job and where our families spend a night out. Simply put, our restaurants are cornerstones in our communities,” he said. “The ‘Our Restaurants’ campaign underscores the urgent need for Canadians – both the public and our governments – to come together to support these businesses in their time of need.”

The campaign puts a spotlight on the current situation faced by Canada’s restaurants amidst COVID-19: high costs, fewer customers, and government programs ill-equipped for the unique, long-term challenges faced by the industry.

Our Restaurants is a campaign led by the Canadian Chamber of Commerce and supported by:

• Arterra Wines Canada
• Benny & Co.
• Boston Pizza
• CWB Franchise Finance
• Firkin Group of Pubs
• Foodtastic
• Gordon Food Service
• Molson Coors Beverage Company
• Northland Restaurant Group
• Paramount Fine Foods
• Pizza Pizza
• Restaurants Canada
• Service Inspired Restaurants (SIR Corp)
• St. Louis Bar and Grill Restaurants
• Sysco Canada

Together these companies represent more than 60 of the best-known restaurant brands across Canada and the whole of the food services industry.

“We can all make a difference. Canadians need to observe safety measures while also starting to resume our normal lives, including being able to go out for a meal. Everyone also needs to remind their elected representatives of the importance of our restaurants in our lives,” concluded Beatty.

The campaign is national, bilingual, includes paid advertising, and the launch of the website OurRestaurants.ca.

I am a small business owner based in Cambridge, Ontario.  Along with my partners, we operate two manufacturing operations employing a total of about 25 people.

I am proud of all of the response of our political leaders to this crisis on all levels – local, provincial and federal.  They have taken a sober and analytical approach to the immediate needs of the citizens of this country.

Their willingness to commit funds, resources and support to our front line workers, small businesses and all in need will get Canada through this ordeal.

As a business owner, my top priority is always looking ahead to determine how I can not only succeed; but avoid unexpected disruption to my team; and minimize our potential for risk of any kind.

This is where I think the business community needs more support from our leaders.

The question of when we should re-open for business is open for debate.  The leaders in Canada, USA and abroad have differing opinions on this matter. 

There is only one question on my mind – what is required for me to do business in a way that will be safe for my team, clients and supply chain?  This is the question that must be answered prior to our return to regular business.

There is no doubt in my mind that the scientists of the world will determine when it should happen; using the tools and expertise available to them.  It brings me comfort to know that our Canadian politicians are being guided by science in their decision making process on these issues.  

However, there is another component to this decision that I think we are neglecting.  Whenever we return to work, it will be to a new business landscape.  There are new risks, new considerations and a higher expectation from the community for business owners to provide a safe working environment.  As a community, we need to determine what will be required to have in place prior to a return to “regular” business. Until we have a vaccine / “herd immunity”, do workers require masks to be safe?  Do we need to require hand sanitizer at entry points to work areas and require all team members to use?  In Taiwan, there are some common practise expectations for citizens that have allowed them to maintain a very low infection level of COVID without restriction on children being at school, or businesses operating normally.  What can we learn from their example that can help us to prepare to resume our work?

If Toyota, Honda, or even my business or a local hair salon re-opened in two or four weeks without making any adaptations to how the risk of COVID transmission is controlled; how will we have made progress against this disease?

The saying “time heals all wounds” has never resonated with me.  Time doesn’t heal all wounds; but time does offer us the opportunity to prepare for what is coming at  us next.  We know that the economy will have to resume prior to COVID being completely eradicated.  The question is – what will we as a community do to mitigate the risk of another peak of infection as we make that return to the new normal?

There is no question that children will have to return to school; I am less concerned about when that happens than I am about what the plan is to keep them safe and healthy once they are there.  We have the example of how Taiwan has made this work; kids wearing masks and having plastic cubicle style dividers between desks during meals.  Will we use this time to learn from their example and adapt our own action plan for what is required to be in place prior to resuming their in class education?  My hope is that we do. 

The Cambridge Chamber of Commerce is starting to gather experts and business owners to start this discussion.  I am proud to be a part of this discussion; I look forward to learning and planning together with others to determine how we as a business community can plan to get back to business.  This is new territory for everyone – consumers, business owners, employees, politicians, government, youth and seniors.  If we can agree on the supports that are needed to re-open in a safe manner, the time spent until that happens can be spent planning and making the required changes to how we do business to accommodate the new reality we live in.  If as a community we neglect this opportunity to plan and adapt, we are destined to repeat this cycle of the pandemic again in the not so distant future.

This is work that our Chambers of Commerce, professional associations, industry associations, regulatory bodies or governing standard registrars, perhaps the labour unions and school boards are well poised to do.  They have connections to business in their sector, a communication channel with a broad range of companies in a vertical market, and the support of their members.  If we all pressure these organizations in our own industries to get to work on our behalf, we can start planning for the future.

It’s time to change the question from “when can we re-open” to “what is required for a safe and healthy re-opening in my workplace to get through this crisis”?

Let’s get to work.

Kristen Danson

Managing Partner

MitoGraphics Inc. / Swift Components Corp

519 240-4205 Direct