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The collective strength of the Ontario Chamber network to advocate for businesses during one of the most turbulent economic junctions in Canadian history became a unifying theme at the recent Ontario Chamber of Chamber of Commerce AGM in Windsor.

The event – held April 24-26 and hosted by the Windsor Essex, Amherstburg and Leamington District Chambers of Commerce - brought together approximately 150 delegates representing 60 chambers provincewide to network, hear from economic leaders, and to debate policies that can create evidence-based solutions to benefit the business community and province’s economic growth.

“The annual AGM is a great opportunity for Chamber leaders to not only share ideas and best practices, but to find ways to navigate current economic upheavals created by U.S. President Donald Trump’s continued trade threats,” says Cambridge Chamber of Commerce President and CEO Greg Durocher, who attend the AGM accompanied by Board Chair Murray Smith. “Having a unified voice is pivotal, especially now, in helping to create the certainty businesses need.”

Drop in business confidence

It was a sentiment echoed by Ontario Chamber of Commerce President and CEO Daniel Tisch during his opening remarks at the conference, entitled Bridges, Not Barriers. 

He spoke about the immense stress business leaders are under due to staffing concerns and rising prices and referenced the OCC’s ninth annual Ontario Economic Report (OER) released earlier this year which showed a significant rise in business confidence over the course of 2024, climbing from a historic low of 13 per cent to 26 per cent by year’s end.

However, despite this improvement, confidence remains historically low and fragile, with 48 per cent of businesses expressing a lack of confidence in the economy. When U.S. tariff threats are on the table, business confidence dropped dramatically to just 15 per cent, almost erasing the last year’s gains, according to the OCC’s separate tariff survey in early February.

Tisch said business leaders are looking for assistance and guidance, noting the Chamber network is the best organization to take on that leadership role.

Trade clarity will come

“We can provide that platform and provide the clarity and collaboration and continuity they need to be successful, and that they deserve because we need them to help build our province and to create jobs and economic opportunity and the growth that we all want,” he said, adding Canada will eventually achieve some level of clarity when it comes to U.S. trade. “We don’t exactly know when, but we know that it’s going to be fragile and as long as the president (Trump) is in office there is no guarantee he will respect any (trade) deal that he signs because he didn’t respect the last one. We can’t put all our eggs in that basket anymore and have to diversify as a trading nation.”

Competitiveness was the underlying theme of two sessions at the AGM featuring a panel of experts, including Windsor Essex Chamber of Commerce President and CEO Ryan Donally, who spoke about the long-standing trading relationship between the U.S. and Canada. It was noted that 25% (approximately $320 to $390 million) of all trade between the two countries crosses the Ambassador Bridge daily.

Long-term strategies needed

“You can’t unscramble this egg since cross-border trade has been around for at least a century,” he said, adding Trump’s tariffs will cost thousands of jobs on both sides of the border before stressing the need for trade diversification and long-term strategies.

It was a sentiment shared by Luke Polcyn, Senior Executive, Development and Economic Transformation for the City of Detroit, who outlined the vibrant trading relationship between the two cities and the opportunity for cross-border partnerships in terms of innovation assets.

“This disruption (tariffs) is being done in our name but ask any SMEs on the U.S. side and they would tell you the system could be tweaked but not blown up,” he said.

A second panel of experts which focused on Ontario’s ‘competitive edge’ offered insights on how key sectors can navigate policy changes, and how the province can build on its future competitiveness.

“Our responsibility at the moment is to think long-term,” said panelist Jaipaul Massey-Singh, CEO of the Brampton Board of Trade, adding more could be done to commercialize innovation. “Let’s not let this crisis go to waste. It’s not all doom and gloom but a wakeup call.”

He stressed the need to hold decision-makers accountable to push for change, an opinion shared by a fellow panelist, Sueling Ching, President and CEO of the Ottawa Board of Trade.

“We must demand a continued collaboration of strategies,” she said. “Our new normal is change.”

Policies will help businesses

In effort to make changes, this year 36 policies were approved by the delegates covering a wide variety of issues that can directly affect businesses. These included  policies relating to education, healthcare, homelessness, mental health and addictions, transportation, infrastructure, and manufacturing. These policies now become entrenched in the Ontario Chamber of Commerce’s policy ‘play book’ to guide its ongoing advocacy work at Queen’s Park.

The Cambridge Chamber co-sponsored three policies which received support from delegates:

Create and Implement a Provincial Strategy to Address Homelessness, Mental Health and Addictions

• This policy outlines several recommendations for the Province, including ensuring social services outreach teams are available as partners to police throughout Ontario to support marginalized individuals and improve province wide data collection and access for frontline services to enable better decision-making. Also, prioritize funding, program, and policy changes to better support those with complex mental health conditions that may pose a risk to themselves and others, and incentivize municipalities to develop more low barrier supportive housing solutions.

Cutting Administration for Ontario Physicians

• This policy sets out several recommendations, including encouraging the Province to collaborate with physicians, healthcare administrators and stakeholders to set key performance indicators for administrative workloads and set targets based on industry benchmarks to ensure improvements in physician efficiency. It also calls for the prioritization of secure digital technology to reduce administrative burdens, and collaboration with the Ontario Medical Association and other healthcare organizations to implement proven strategies that reduce physicians’ workloads.

Ontario Government Assistance on Employment Land Assembly

• This policy calls for the Province to financially assist municipalities with the purchase of land for major industrial and economic development projects. It also recommends funding support be provided for necessary infrastructure, such as roads, utilities, and servicing, to enhance the viability of potential employment lands to attract investors. As well, it recommends the need for regional partnerships and engagement with the private sector to optimize both existing and new employment land uses to ensure the land assembly efforts integrate with broader economic strategies. 

The uncertainty surrounding trade policies and the potential for sustained tariffs have already begun to erode business confidence in Ontario. 

A survey conducted in February by the Ontario Chamber of Commerce (OCC) has revealed that more than 80% of businesses believe U.S. tariffs are clearly impacting confidence in Ontario’s economy. 

Coupled with the results of the OCC’s 2025 Ontario Economic Report released last month which revealed that business confidence had risen from a historic low of 13% to only 26% in 2024, Canada’s economy remains in a precarious position in wake of U.S President Donald Trump’s continued tariffs attacks.

“The problem is we have Trump, a 78-year-old man trying to run a country in the same manner as it would have been run in 1968,” says Cambridge Chamber of Commerce President and CEO Greg Durocher. “But that country doesn’t exist anymore.”

He notes Trump’s continued claim that NATFA (North American Free Trade Agreement) resulted in the closure of 90,000 plants and factories in the U.S. is an exaggeration as well as touting that introducing exorbitant tariffs will eliminate the need for income tax.

Many industries at risk

“It’s literally impossible for that to happen,” says Greg, adding revenue from tariffs would equate to about 2% of the U.S. budget. “His whole end game centres on minerals, considering all he talks about is titanium and lithium from Ukraine. There’s no question about it.”

But in the wake of this pursuit, experts agree the impact of sustained tariffs will hit Canada hard.

The manufacturing sector stands at the forefront of potential adverse effects due to its substantial contribution to Ontario's economy and its heavy reliance on U.S. markets.

The automotive industry, a cornerstone of Ontario's manufacturing base, is especially vulnerable. Tariffs could render Canadian auto parts and vehicles less competitive, leading U.S. companies to seek alternative suppliers. This shift threatens to result in decreased production, layoffs, and a contraction within the sector. 

Beyond automotive manufacturing, other industries such as steel and aluminum production are also at risk. 

In retaliation to the U.S. tariffs, the federal government has already announced a $155 billion tariff package targeting various U.S. goods. The first phase included 25% tariffs on $30 billion worth of U.S. imports, confirmed March 4, encompassing products like orange juice, peanut butter, wine, spirits, beer, coffee, appliances, apparel, footwear, motorcycles, cosmetics, and pulp and paper.

An additional list targeting $125 billion worth of U.S. goods is under consideration on products such as electric vehicles, trucks and buses, certain fruits and vegetables, aerospace products, beef, pork, and dairy. 

Businesses ready to adapt

While these countermeasures aim to protect Canadian interests, they also risk escalating trade tensions, potentially leading to a trade war that could further destabilize Ontario's economy.

The results of the OCC tariffs survey reflect these concerns considering 77% of the 600 respondents said they expect U.S. tariffs will negatively impact their business, while slightly fewer (74%) believe that Canadian tariffs will have a negative impact.

However, when it comes to adapting to U.S. tariffs, approximately half (52%) of the respondents remain confident in their businesses ability to do so, something that doesn’t surprise Greg.

“When Canadian entrepreneurs are pushed, they become very structured and organized and say if our only option is to branch out and look elsewhere, then we're prepared to do that,” he says, adding having 52% of business owners prepared to seek other opportunities and avenues is a positive sign. “It just demonstrates that the structure of the businesses in Canada are probably more resilient than they are anywhere else, even compared to businesses in the U.S. They’re not relying on Donald Trump when it comes to changing his mind, they're relying more on themselves.”

Key findings of the OCC tariffs survey

The OCC conducted an online survey from Feb. 7-23 in co-ordination with local Chambers and Boards of Trade

Business confidence

• 60% of respondents do not currently feel confident in Ontario’s economic outlook, with nearly a quarter indicating they are not at all confident (24%).
• 88% of respondents indicated the U.S. tariffs are negatively impacting Ontario’s economy. In fact, 51% said that U.S. tariffs will have a significant negative impact on their confidence in the province’s economy.

 Business impacts of U.S. tariffs

• 77% expect U.S. tariffs on Canadian goods will negatively impact their businesses, while 74% expect Canadian tariffs will also be negative for them.
• 26% are expecting decreases sales/revenue and/or increased costs, while 23% expect increased costs of raw materials.  About 21% expect changes in customer demand because of tariffs.

 Adapting business to U.S. tariffs

• 52% of responding businesses are confident they can adapt with ongoing trade tensions between Canada and the U.S.
• 35% of businesses say they are diversifying their suppliers or considering it while 24% are considering a price increase. Approximately 84% said they are not looking to relocate any part of their business operations due to U.S. tariffs.
• 36% of respondents are anticipating a shift in market focus, while 31% expect innovations in products/services in their industry.
• 48% of respondents would welcome information and guidance, or advocacy when it comes to dealing with U.S. tariffs, while 41% would welcome financial assistance.

Click here to read survey results.

While the recent 30-day postponement of U.S. President Donald Trump’s tariffs and Canada’s retaliatory measures came as welcomed news to businesses, the lingering presence of these threats remain prompting the Chamber network to act using a variety of tactics, including advocacy, negotiation, education and promoting partnerships.

Trump’s demand for 25 per cent blanket tariffs on all Canadian goods, with the exception of a 10 per cent tariff on Canadian energy, and Canada’s proposed retaliatory tariffs on $155 billion of U.S. goods, has sent economic shockwaves through both nations prompting calls for action on both sides of the border.

To clearly map out the vital importance of the trading relationship between the two countries and the risks businesses face, the Canadian Chamber of Commerce’s Business Data Lab has introduced the Canada-U.S. Trade Tracker —a new tool designed to illustrate the ties between the two economies. It notes that $3.6 billion in goods crosses the Canada-U.S. border daily, generating a $1.3 trillion annual trade relationship.

"A 30-day delay means more time for Canadian businesses and governments to drive home the point that tariffs make no sense between the two closest allies the world has ever known,” said Candace Laing, President and CEO, Canadian Chamber of Commerce, in a release. “The Canadian Chamber, our network and businesses across the country will spend every day of it fighting hard to secure this historic, robust trading relationship. Raising the cost of living for Americans and Canadians with these taxes is the wrong move. Canada and the U.S. make things together, and we should in fact be building on that.”

Call to dismantle interprovincial trade barriers

It is a sentiment echoed by her colleagues at the Ontario Chamber of Commerce who have rallied their members, which includes the Cambridge Chamber, in a show of unity and strength and targeted actions including supporting a unified call for Canadian premiers to quickly dismantle interprovincial trade barriers and the creation of a business and trade leadership coalition.

Called the Ontario Business & Trade Leadership Coalition (OBTLC), it aims to unit leaders from key trade-dependent sectors to champion business-driven solutions, advocate for effective government policies, and solidify Ontario’s position as a global leader in trade.

“President Trump has claimed the U.S. doesn’t need Canada – but we are here to show just how invaluable we are. Ontario businesses are stepping up to safeguard our economy and reinforce our global competitiveness,” said Daniel Tisch, President and CEO of the Ontario Chamber of Commerce, in a release. “The Ontario Business & Trade Leadership Coalition represents a united response – a coalition of industry leaders committed to resilience, collaboration, and growth.”

BestWR brings business groups together

But the fight to ward off economic turmoil caused by these tariff threats has also been ramped up locally, says Cambridge Chamber of Commerce President and CEO Greg Durocher, through the revival of a unique partnership created during the pandemic to assist businesses.

“We created the Business Economic Support Team of Waterloo Region (BestWR) during COIVD-19 consisting of organizations that are fundamentally engaged in the economic activities through business in the region and have brought it back as a support mechanism for local businesses with respect to trade,” he explains. “It was created during the pandemic, but this is now really about a united force of business organizations helping local businesses navigate these turbulent trade waters.”

Besides the Cambridge and Greater Kitchener Waterloo Chambers, BestWR also includes Waterloo EDC, Communitech and Explore Waterloo Region.

“We are engaged right now with regional municipalities to create opportunities whereby we can offer a support role in helping local businesses find local or Canadian suppliers, or to expose local businesses to the products they currently manufacture or sell and may be able to find Canadian customers for,” says Greg, noting BestWR also has strong federal and provincial connections which they will use to assist businesses.

“We have the insight to be able to tap into key levers within provincial government and within the federal government to have input on what potential supports those governments may need to provide businesses to keep them moving through this turmoil.”

Ask the Expert returns

As a further measure to assist, both the Cambridge and KW Chambers have revived their online tool 'Ask the Expert'.

These weekly Zoom calls - created during the pandemic to provide business leaders with current information – will now provide an opportunity for manufacturers and businesses in the region who export to the U.S. to ask questions.

“We will invite various experts to take part in the one-hour call, and hopefully get some answers to their questions and help them keep their business humming along and doing the things they need to do to support their employees,” says Greg.

'Ask the Expert' will take place every Thursday, between 9-10 a.m.

“This all about businesses,” he says. “And how do we navigate the turbulent challenges ahead and make it a win for Canadian businesses.”

The Chambers have also revamped the chambercheck website (which offered timely resources for businesses during the pandemic) to provide a growing list of trade-related resources to inform and assist businesses.

Reasons for businesses to remain confident and optimistic:

Economic Resilience

Canadian businesses have demonstrated remarkable resilience in the face of past economic challenges. Our diverse economy and strong trade relationships beyond the United States provide a buffer against potential disruptions.

United Response

The Canadian government, provincial leaders, and business organizations like your local Chamber of Commerce are presenting a united front in response to this threat. This co-ordinated approach strengthens our negotiating position and demonstrates our commitment to protecting Canadian interests.

Potential for Internal Growth

For years the Chamber network has been encouraging the government of Canada to remove interprovincial trade barriers and unlock the economic prosperity lying dormant in these archaic policies. This situation presents an opportunity to address long-standing interprovincial trade barriers and by removing them boost Canada's economy by up to $200 billion per year, potentially offsetting the impact of U.S. tariffs.

Mutual Economic Interests

It's important to remember that the proposed tariffs would also significantly harm the U.S. economy. American businesses and consumers would face higher costs and reduced competitiveness, which could lead to pressure on the U.S. administration to reconsider this approach. 

Time for Preparation

With the proposed tariffs not set to take effect until at least March 1, there is time for diplomatic efforts and for businesses to prepare contingency plans as we work our business contacts and channels to influence key stakeholders in the U.S.

Leveraging Canadian Assets

Canada continues to highlight its valuable assets that are strategically important to the U.S., including:

• Energy resources
• Critical minerals
• Nuclear power capabilities
• AI research excellence
• Lumber and building materials
• Automotive
• Agriculture

By emphasizing these assets, Canada is demonstrating that doing business with us is not just beneficial but strategically smarter than alternatives.

Government Support

The Canadian government has a track record of supporting businesses during trade disputes. We can expect measures to be put in place to assist affected industries if the tariffs are implemented.

The Accessibility for Ontarians with Disabilities Act (AODA) takes effect Jan. 1 and is essential for businesses, both as a legal requirement and as a tool for fostering inclusivity, enhancing customer experience, and improving workplace culture. 

Enacted in 2005, the AODA aims to make Ontario fully accessible by 2025, covering areas like customer service, employment, information, communications, and built environments.

Ontario is home to 2.6 million people with disabilities, representing a significant portion of the market. By ensuring accessibility, businesses can attract and retain customers who might otherwise face barriers.

This includes creating accessible websites, physical spaces, and communication channels that cater to individuals with visual, auditory, mobility, or cognitive disabilities. Accessible businesses often enjoy higher customer satisfaction and loyalty, as their efforts resonate with people who value inclusivity.

The AODA also focuses on creating inclusive workplaces. By removing barriers in recruitment, training, and career development, businesses can access a broader talent pool.

Individuals with disabilities bring diverse perspectives and innovative problem-solving skills, enriching workplace dynamics. Accessible work environments improve productivity by enabling all employees to perform at their best and by fostering an inclusive culture enhances employee morale and engagement.

The AODA mandates public, private, and non-profit organizations to implement measures that improve accessibility across five key areas:

• Customer service
• Information and communications
• Employment
• Transportation
• Design of public spaces

Businesses must meet compliance deadlines depending on their size. For example, larger organizations (50+ employees) have more detailed requirements, such as filing accessibility compliance reports. Key responsibilities include:

• Providing accessibility training for employees.
• Developing accessibility policies and making them available publicly.
• Offering accommodations during recruitment and employment.
• Ensuring digital and physical spaces are accessible.

The Integrated Accessibility Standards Regulation (IASR) is a central component of the AODA. Starting Jan. 1, 2025, businesses must ensure full compliance with all IASR standards. The key obligations include:

Accessible Websites and Digital Content

Businesses must ensure their websites and web content conform to WCAG 2.0 Level AA standards. This includes making online platforms usable for individuals with visual, auditory, or physical disabilities by providing:

• Text alternatives for images
• Keyboard navigation
• Captioning for videos
• Enhanced screen reader compatibility

Workplace Accessibility

Employers must have policies and practices in place to provide:

• Accessible recruitment processes
• Workplace accommodations for employees with disabilities
• Return-to-work plans for injured or disabled workers
• Accessibility needs integrated into performance management and career development

Customer Service Standards

Businesses must provide barrier-free customer service, which includes:

• Training staff on interacting with individuals with disabilities
• Allowing service animals and support persons
• Ensuring accessible communication methods are available

Design of Public Spaces

Organizations responsible for public spaces must comply with accessibility standards for:

• Parking
• Pathways
• Entrances
• Seating areas

The government is expected to intensify enforcement efforts, including audits and penalties for non-compliance. Filing timely compliance reports is a critical part of this process.

Organizations that fail to file or lag behind on accessibility measures may face reputational damage, in addition to legal and financial consequences. Failing to meet AODA standards can result in fines:

• Up to $100,000 per day for corporations.
• Up to $50,000 per day for individuals or unincorporated businesses Reputational damage and potential lawsuits are also risks, making compliance not only a legal obligation but a business imperative.

To meet the deadline, businesses should:

• Conduct an Accessibility Audit: Assess current compliance gaps in policies, websites, and facilities.
• Train Employees: Ensure all employees understand AODA requirements and are trained to provide accessible services.
• Upgrade Digital Assets: Work with web developers to align websites and applications with WCAG 2.0 Level AA standards.
• Review Policies: Update workplace and customer service policies to reflect IASR requirements.
• Engage Experts: Consult accessibility professionals for guidance.

The AODA is more than a legal obligation; it’s a pathway to inclusivity, innovation, and business growth. By embracing accessibility, businesses not only comply with the law but also create welcoming spaces for customers and employees alike.

Click here to see if your business is prepared.

The small Canadian businesses with high-growth potential and expectations might not be the ones you have in mind, says a new report from the Canadian Chamber of Commerce’s Business Data Lab (BDL).

The report, entitled Scaling Success: The Characteristics of High-Growth Small Businesses in Canada, shows that while many Canadians might think of the tech sector when thinking of firms with high-growth potential and expectations, the common characteristics for small businesses that are most likely to project high growth are, in fact, quite different. These firms typically:

• Have 5–19 employees.
• Have operated between 3–10 years.
• Are in Ontario and Quebec.
• Are based in manufacturing, accommodation and food services, or professional services.
• Are owned by immigrants or visible minorities.
• Are exporters.

The findings in the report do not come as a surprise, says Cambridge Chamber of Commerce President and CEO Greg Durocher, noting the important impact small and medium-sized businesses have on our economy. 

“A lot of people, especially those in decision-making positions of the government, look at small businesses as ‘mom and pop’ organizations on ‘Main Street’, but overlook the fact that even the major employers we have in this country today all started off as small businesses,” he says, noting the success of a previous Cambridge Chamber program several years ago that promoted small businesses called Small Business Too Big to Ignore. “Everything starts small and it’s one step at a time to reach the pinnacle of corporate success.”

According to Statistics Canada, approximately 98.6% of businesses are considered small with less than 100 employees and historically, small businesses have been a key driver of job creation in Canada, employing nearly 70% of the private sector workforce. Despite slower employment growth over the last four years, small businesses continue to account for almost (43%) of all job gains.

Greg says the government, both federal and provincial, must recognize the fact that growing small businesses is the future of economic growth and prosperity in Canada.

Stronger government connections needed

“It’s kind of like nurturing a child. You want that child to be extremely successful and we as parents do things to help that child through the growing and learning years. It’s the same thing government needs to do for small businesses,” he says, adding this is particularly key for a growing number of businesses started by newcomers. “They are coming to Canada for an opportunity and in many cases, they are starting small businesses because they have skills or expertise in other areas but can’t find work, so they create their own opportunities.”

The report details how approximately 12% of small businesses project growth of 11% or more, compared to almost 8% of medium and large businesses. Three percent of small businesses believe they can achieve “high-growth status,” defined as annual growth of 20% or more.

To help small businesses scale effectively, the report recommends public policy that targets firms’ biggest challenges by simplifying financing, reducing regulatory burdens, fostering export growth, and prioritizing upskilling.

To assist, Greg says the government needs to create stronger connections with small businesses which isn’t easy since nearly one and half million exist in Canada and that their ‘voices’ are often watered down. More often, he says decision-makers can easily connect with much larger businesses since there are fewer of them.

“In most cases they are household names and really big companies,” says Greg, noting these same companies often rely on smaller businesses as suppliers. “But the fact of the matter is that small businesses really need a hand up and support to grow to become medium sized or larger employees.”

Chambers a conduit for government

He says Chambers of Commerce, located in most communities nationwide, are the ideal conduit for government to nurture connections with those smaller operations.

“The mantra of ‘Small Business Too Big to Ignore’ is something the Chamber network should be carrying as a banner. That’s our wheelhouse. We have a personal relationship with these businesses.”

The report also underscores increased input costs, inflation, difficulty attracting and retaining labour, and weak consumer demand as key challenges to growth. The most crucial factors for growth include access to financing, the ability to export, technological adoption and a supportive policy environment.

“Canada needs more high-growth firms,” says Marwa Abdou, the report’s lead author and BDL Senior Research Director. “Years of slow economic growth, low productivity and underinvestment have weakened our global competitiveness and resulted in declining living standards for Canadians. Historically, it’s small businesses that have been a key driver of job creation in Canada.”

Click here to read the full report.

The following column by Cambridge Chamber President and CEO Greg Durocher appears in the fall edition of our INSIGHT Magazine

I’m not sure you are with me on this, but I am perplexed and concerned about the anger and vitriol commentary coming from not only politicians, but more so these days from the voting public. 

I recall the early days of the environmental movement and the efforts made to get politicians to believe it should be a concern for everyone, especially now considering the mild winters we’ve been experiencing.  Many blamed politicians for not acting fast enough. However, in all fairness to them, it was the voters who put “climate” further down the list of priorities of what they wanted their government to do for them.

However, it did ignite the creation of the Green Party, and while their optimism and frustration often appeared to be on high volume, back then there wasn’t much name calling, lying, fabricating and conspiracy theories surrounding this issue.

In the 1980s, the Free Trade Agreement (FTA) was the big issue, and the Progressive Conservative Party led by Brian Mulroney won a majority government by making it the focus of the campaign. However, while the Liberals, led by John Turner, and the NDP, led by Ed Broadbent, vigorously campaigned hard against the FTA, there were no stones being thrown, literally or figuratively. 

Today, every social media stream is filled with vitriol commentary aimed not at the ideas, but rather at the people behind them. There appears to be a feeling that we need to beat people down because it’s believed this is the only way to get them to change their minds, or the only way we can convince others to think the same way. 

While Canada’s national election campaign hasn’t started (officially), we’ve seen this scenario play out in the United States’ election race as actual policies have taken a backseat to insults and taunts. 

Democratic process remains

What has changed in politics? Certainly not the process since we live in a democracy that provides us with the opportunity to make, hopefully, an informed a choice every four years after following election campaigns covered by the media. 

Sure, there are some mainstream media (MSM) outlets that have a bias, some more noteworthy than others, but at the core there are facts being reported. Sure, they edit and can pick out the worst of the worst, but it’s not like they are reporting things that didn’t occur.

I remember when John Tory, while vying to be Ontario Premier, supported universal government funding for all schools. Frankly, that wasn’t the whole story, but nonetheless, the MSM reported it and he fell off the cliff in terms of support.

Communication is important and can derail or rev up a campaign.

But today’s election campaigns have turned on the MSM, calling them “fake news”, calling out their reporters, vilifying the industry in favour of… you guessed it, their own made-up reporting on social media. 

Right after the 2015 federal election where Prime Minister Justin Trudeau moved from third place to first place with a majority government, The Globe and Mail published a story stating that former PM Stephen Harper was the most bullied politician in Canadian history. Today, he wouldn’t even be in the top 1,000 and comparatively got off easy because Facebook and X (formerly Twitter) weren’t in the public domain until after he was elected. 

It took a few years for people to understand how easy it was to hide behind a keyboard and say anything they liked.

Social media posts creating chaos

Don’t get me wrong, I love seeing photos online of family and friends living their lives, but there seem to be less of that compared to all the other trash which seems to fill our social media feeds. Someone really needs to figure out how many posts are valid compared to the amount which are strictly someone’s opinion or false. 

I read a tweet recently by someone with 1.2 million followers, a supporter of former U.S. President Donald Trump, who posted that VP Kamala Harris was not eligible to run for President because she wasn’t born in the U.S. Well, despite that some Republicans don’t want to believe California is even in the U.S., she was in fact born in Oakland, CA.

But the problem is, potentially 1.2 million followers of this person may now believe that tweet. I also read a post where a U.S. senator has promised that if the Republicans win the Senate, he is going to reopen the case on former U.S. President Barack Obama’s birth certificate. 

Stupid posts like these create the chaos we are experiencing and now that the horse is out of the barn, there is no putting it back in.  If the executives of these social media giants get a kick out of the chaos they’ve created, they will never do anything to clean it up. Elon Musk has been using his social media platform ‘X’ to campaign for Trump and when he comes across conspiracy commentary, he generally hasn’t rebuked it, instead he retweets it with a “I wonder” attached. 

Is it any wonder that we are having difficulty finding good candidates these days? Who wants to be the target of some tyrannical rage of baseless unvetted information? 

Ignore conspiracy theorists

I have had my battles with the MSM in the past, but I’ll take them over any social media feed because at least there are guidelines and rules they must follow. On social media, it seems the more outrageous the better and it’s bound to only get worse since many major MSM outlets continue to restructure resulting in layoffs.

The light at the end of the tunnel appears to be growing even more dim for many mainstream media outlets. But I leave you with a very important question: Where will you get the REAL news when the MSM disappears? Will it be X or Facebook, Instagram, or even TikTok? 

I think we all need to understand that what we see today is minor compared to what we will see just a few years down the road. 

The next time we go to the polls, maybe, just maybe try to ignore the conspiracy theorists and crazies and instead read a newspaper (print or online) or listen to the radio - preferably 570 News Radio at noon on Sunday - or watch your favourite newscast on TV because you might just learn something factual about the candidates and their policies.

The strength of the Chamber network when it comes to advocating for the business community was very apparent recently as representatives from Chambers of Commerce and Boards of Trade nationwide recently gathered in Halifax to debate and approve policies aimed at boosting Canada’s economy.

Several hundred delegates gathered Oct. 16-19 at the Canadian Chamber of Commerce’s CCEC Conference and AGM to network, hear from several high-profile business and industry leaders, but more importantly debate policies that can make a difference at a time when Canada’s productivity is suffering to the point where we rank the lowest among the G20 countries, and small businesses continue to face hardships.

“I do think regulation is one of the biggest challenges facing Canadian productivity,” said Shaena Furlong, President & CEO of the Richmond Chamber of Commerce in B.C, while speaking as part of a panel discussion on the outlook for small business. “I think generally in Canada, and this is across all regions, we have problem in that the folks who are imposing regulations on business have only ever signed the back of a pay cheque and there is a sentiment that business and industry are a bottomless well and it’s not just true.”

Delegates were told by Isabelle Hudon, President and CEO of BDC, there are now 100,000 fewer entrepreneurs in Canada than there were 10 years ago, an issue touched on by outgoing Canadian Chamber President and CEO Perrin Beatty during a special tribute to his 17 years as head of the organization. 

Network provides a strong voice

“Capital is fluid, and you are not going to know when an investor chooses not to stay in Canada or not to invest in Canada,” he said. “We need to increase our ease in doing business.”

However, Perrin credited the work of the Chamber network and its advocacy efforts to create a better climate for businesses. 

“Businesses have never more greatly needed a strong, effective and organized voice,” he said. “I’m confident the Chamber can make an even greater contribution to Canada in the future. You are the ones who will carry out that mission. It will be your imagination and your commitment, your energy and your collaboration that will create a brighter future for our country.”

This sentiment is shared by Cambridge Chamber of Commerce President & CEO Greg Durocher who says a key role of Chambers is to develop policies that can lead to fundamental changes in legislation to create environments where businesses can thrive and in turn, communities can prosper. Greg attended the AGM, along with Board Chair Murray Smith and the Chamber’s policy writer Brian Rodnick.

“The policies approved by delegates at the Canadian Chamber AGM and Ontario Chamber AGM provide the tools needed to urge both the provincial and federal levels of governments to make decisions that can assist our economy,” he says. “The Chamber network from coast-to-coast provides a strong voice for businesses.”

At this year’s Canadian Chamber AGM, just over 40 of the policy resolutions presented by Chambers and Boards of Trade nationwide, were approved by nearly 300 voting delegates.

The policies – which now become part of the Canadian Chamber of Commerce’s ‘official playbook’ - touched on the following areas: taxation and finance; labour, skills, and immigration; transportation and infrastructure; agriculture; health; manufacturing; and international affairs.

A policy submitted by the Cambridge Chamber and four others co-sponsored by the Chamber received overwhelming support:

Calling for a comprehensive, independent review to simplify Canada’s tax code

Delegates supported a call to reform Canada’s tax system by establishing an independent, comprehensive review of the tax system ensuring its terms of reference focus on simplification and modernization, identifying potential changes to encourage more economic prosperity for Canadians.

​Implementing a Canada Trade Infrastructure Plan (CTIP) (co-sponsored)

The Chamber network supported a move to have the Federal Government implement, in cooperation with the national business sector and Provinces-Territories, a Canada Trade Infrastructure Plan to guide future planning and construction activities. The hope is to help grow the economy nationwide and ensure that all trade corridors have the capacity to move Canadian goods and service as markets expand.

​Increasing capacity across Canadian manufacturing (co-sponsored)

Delegates supported a call for the Federal Government to implement a 10% refundable manufacturing investment tax credit for all operations nationwide, like the current Atlantic Investment Tax Credit. 

​Addressing the affordability crisis by getting back to fiscal balance & right sizing (co-sponsored)

The Chamber networked supported a series of recommendations to bolster the economic wellbeing of the private sector, including working toward bringing down the level of debt, reviewing government expenditures, if necessary, via a Royal Commission, mandated reviews across all ministries and departments that re-examine government services and the implementation of a cash pooling arrangement within and between all departments and ministries.

​Improvements to the Artificial Intelligence and Data Act (co-sponsored)

The delegates approved a series of recommendations calling for more public consultation when the legislation gets rolled out and assurance that regulations imposed on the industry allow it to remain competitive with other countries including our major trading partners. Also, the policy called for the Federal Government to separate AIDA from Bill C-27 to ensure that it receives due attention and is not held back by other controversial legislation as well as clarifying what makes an AI system ‘high impact’ to better enforce the regulations. 

The following profile appeared in the spring edition of our Insight Magazine celebrating the Chamber’s 100th anniversary

Like many couples, Art and Deb Mosey share many similar interests.

But it was their mutual interest in promoting the success of the business community that would eventually bring the pair together many years ago when they found themselves enveloped by their work for the Cambridge Chamber of Commerce.

“It was essentially a retail operation then. I think it had a couple of hundred members in Galt,” says Art, describing how the Chamber’s membership looked when he first arrived in the area in the early 1970s. 

“The downtown back then was really thriving,” says Deb, who had already been immersed in the Chamber world since her father, the late Don Faichney, became general manager of the former Galt Chamber of Commerce two years prior to the big amalgamation. 

“The funny things my sister and I did for dad and the Chamber,” laughs Deb, recalling how they once dressed up as ‘Easter bunnies’ as teens to promote a raffle the organization was running.

She pursued a career in nursing before returning later as a Chamber volunteer after her mother, Betty, became general manager of the still relatively ‘young’ Cambridge Chamber of Commerce in 1975 after her father passed away.

A paid position developed for her in the early 1980s when the Chamber struck a deal with Bell Canada to temporarily house its payment office at its headquarters in Preston after the company closed its Cambridge office.

“The Chamber took that on as a contract so people could still come into the office and pay their bills,” says Deb, who was hired to spearhead this service. “They didn’t know who to hire for this position because nobody was really interested working a six-to-nine-month contract.”

That led to an administrative position at the Chamber overseeing its group benefits program, which was launched to coincide with the amalgamation of the former Galt and Preston Chambers of Commerce and Hespeler Retail Merchants Association on Jan. 1, 1973 – the same day the City of Cambridge was officially born.

Benefits package program a hit

“The benefits package certainly broadened the horizon of bringing in Chamber members who were in manufacturing, or were service or supply industries,” says Art. “It broadened the scope of the different types of members.”

To say he knew the power of the program, the first of its kind for Chambers in Canada, is an understatement since Art was its official ‘architect’ after arriving to Cambridge that year to work for Marshall Insurance Brokers Limited (now BGM Financial) to develop its Employee Benefit and Life Insurance business.

Art had connected with the local company while still working for a large Toronto brokerage and implemented this new local plan following a year of intense study, which included reaching out to Cambridge businesses.

“We were able to bring a lot of new members with that plan. Most of them were smaller industries, plus we had an upper-level tier for larger companies where they could participate and get discounts,” says Art. “It was unique in its formation and was copied by the national plan (Canadian Chamber of Commerce).”

Creating the plan also gave him valuable insight into what the Chamber did for businesses and after being elected to the board, found himself moving up the ranks to serve his first term as board president in 1978, followed by a second term in 1991-1992.

“I think the general public maybe has never really appreciated the scope of the Chamber and its relationship with provincial and national Chambers to have more clout and knowledge in certain government areas,” he says. “Chambers are a voice and a very powerful voice throughout the country.”

Closer to home, Art says the Chamber, particularly in the 1970s, kept a very close eye on local government and served on its Government Relations committee. 

“I sat on that committee making sure the city didn’t screw up,” he jokes, adding how Chamber staff and board members often attended city council meetings and reported back to the board. Art jokes city staff often inundated the Chamber with pages of minutes from its meetings, making it nearly impossible to review them in time to present a report at board meetings.

“I think they purposely swamped us with paper,” he laughs. “We became the critics of municipal politics, and that’s not to say we also didn’t criticize provincial and federal politics as well.”

Chamber has always advocated for businesses

Deb says at the time, there was not much trust, especially in regional government, following Cambridge’s amalgamation.

“With the amalgamation, I think people were on edge because they thought they were losing their identity,” she says, noting the businesses in the Chamber were a very cohesive group following the amalgamation. “Trust was built over time.”

Art agrees. 

“The Chamber was considered advocates for business in a big way and that was the role we played, but it became more harmonized as time went on and we realized we didn’t need to be such big critics when municipalities did something,” he says. “We could find areas of common ground where we could convey our side of the story without blasting opinions out in news articles.”

Deb left the Chamber in the late 1990s to work with Art at BGM, where they soon married. Art and Deb sold BGM in 2006 but stayed on an additional three years to manage the transfer of ownership.

“You can only carry on in business for so long,” he says, adding being part of the Chamber was, and remains, a great way to be part of the community. “You really get to know what’s going on in the city and its relationship to other communities.”

Sometimes, yes only sometimes, do I feel sorry for elected officials at all levels. Now is one of those times, however, I also firmly believe it is their own doing. Some of the problems the Chamber and our colleagues provincewide and nationwide are dealing with right now is ensuring that all the issues related to businesses can get highlighted and dealt with.

The reason I say much of this is of their own doing is because, in fact, it is either the action government officials have taken, or it’s their inaction. This is, without question, a result of simply not paying attention to what is happening in the world of business. 

Earlier this year, our former Past Board Chair Kristen Danson and I converged on Queen’s Park in Toronto for the Ontario Chamber network’s annual ‘Advocacy Day’ event. This was a time for us to meet with senior government officials and lay out the issues and solutions they can implement to assist businesses.

While this is extremely valuable and important, this is often just the beginning of the process. The wheels of government turn very, very slowly; Ontario Premier Doug has said this to me personally and that he is as frustrated as many of us are as well. 

At some point, however, we need to get our provincial and federal governments to act, and act as quickly as we need them to act. 

Connecting people is our job

Local governments are not any different, which is what I hear nearly daily from a business owner, contractor, or developer who is in the process to get some of the simplest answers out of City Hall. These answers can often take far too long and require correction. In some ways, I think politicians need to stay out of the way because they often slow the process down, but at the same time should be involved to insist on immediate action.

Another vital job we have as a Chamber is connecting people. You see, no one has ever purchased a major product or service from a company. You don’t buy a car from the manufacturer; you buy it from the salesperson at the dealership.

People are the endearing element in the equation of sustainable economic prosperity. So, we embark down the path routinely by creating programs and events that centre on connecting one another.

Among these is our new Chamber Circles mentoring program which enlightens participants on connecting and benefiting from each other's experiences and knowledge. As well, our staff regularly facilitates meetings with buyers and sellers to ensure that everyone understands we all do business with people we know, like and trust. 

And finally, bringing our community together in these ways, working hard on behalf of our business community and the broader community to find solutions to our problems is at the core of our existence in this community.

It is why we’ve had 100 successful years of building, fostering, influencing, and leading our community in many different directions. We connect, we influence, we drive, we solve, and we are committed to you and this community today. We expect to be here for at least another 100 years, ringing a bell which tolls for you, too.

- Cambridge Chamber of Commerce President and CEO Greg Durocher

What began as a sunny spring day 50 years ago would end in a disaster causing millions of dollars in damages in the city’s downtown core, leaving lasting memories etched in the minds of many long-time residents.

The Grand River flood on Friday, May 17, 1974, lives on as a pivotal moment in Cambridge’s history because it showed not only the power of community spirit but the resiliency of local business leaders as they rallied back from this major disaster.

“Everybody was helping one another, no doubt about that,” says Murray Garlick, retired business leader and former board president of the Cambridge Chamber of Commerce. (The organization had been created in 1973 by the merger of the Galt and Preston Chambers of Commerce and the Hespeler Retail Merchants Association).

Murray, who owned the former Barton’s Men’s Shop at 51 Main St., recalls returning to work after lunch that day from his new home in Blair when he received an emergency message from the Grand River Conservation Authority (GRCA). Not only was he Chamber board president at the time, he also was serving as chairman of the Downtown BIA and was that organization’s key contact for the GRCA in case of an emergency. 

“I got the call in the early afternoon that we were going to have at least two to three feet of water on lower Main and Water streets,” says Murray. “Driving to the store, water was coming onto Blair Road and by the time I got downtown, the Main Street bridge was shaking because the water was so intense.”

The spring melt, plus a 50-mm rainfall across the top of the Grand River watershed had created prime conditions for major flooding.

Merchants warned about the flood

Springing into action, he began going door-to-door warning the downtown businesses about the looming disaster urging them to start preparing.

The Chamber’s general manager, the late Don Faichney, did the same after also learning of the flood around 11 a.m. and asked the Waterloo Regional Police if they had a megaphone to inform residents of the impending disaster. The police did not have one.

“I would say half the people I contacted told me I was out of mind,” says Murray, who went back to his store and began moving his stock onto higher racks and to the second level. “By the time I called my wife (Susan), the carpet at the front of the store was starting to get wet and the water began seeping in. We just locked up and headed to higher ground.”

According to a 2014 article in the GRCA’s GrandActions newsletter, by 7 p.m. that night, the Grand River was rushing through downtown Galt at a rate of 1,490 cubic metres per second, nearly 100 times the normal summer flow. Floodwaters engulfed parts of Paris, Caledonia, Cayuga and Dunnville, and left about four feet (1.2 metres) of water filling Galt’s downtown core.

Murray says many of the merchants who were affected ended up waiting out the disaster at the Iroquois Hotel, which had been located at the southwest corner of Main and Wellington streets and was destroyed by fire less than a year later.

He vividly can recall seeing the floodwaters pouring into the former Right House building located at 60 Main St. 

“I remember the floodwaters filling up the store and then bursting through the front doors dumping water all over the top of the lower end of Main Street,” he says, adding at that point, it became a matter of ‘wait and see’ until the floodwaters began to recede later that evening.

The cleanup began almost immediately, says Murray, describing how he and Don used snow shovels to remove the silt left behind in his store by the floodwaters.

“Everybody went back to doing business the best they could and got cleaned up as best they could, and did what they could with their merchandise,” he says.

In fact, in a Cambridge Times article Bill Couch, who was the ‘retail chairman’ of the Chamber for the downtown, was quoted as saying approximately 90% of the 45 businesses that were severely flooded were back in business with their doors open soon after.

Financial impact hits hard

“Many brought their merchandise on to the street since it was nice sunny weather. Some of the goods were very dirty, and they knew they would have to reduce their prices,” says Murray, adding he was grateful when the City finally closed Main and Water streets to traffic. “The silt was so bad on the roads and all these people driving by to have a look were raising all kinds of dust and the merchandise was getting filthy.”

During this time, the financial impact of the disaster was being tallied.

In a Cambridge Times article published a few days after the flood, Right House manager Elmer McCullogh estimated damage to the store was at least $750,000. Major financial losses were also reported by many larger downtown businesses and industries, including Dobbie Industries Limited, Mannion’s Quality Furniture, and Canadian General Tower Limited.

“The monetary figure on our losses will be substantial. Plastic material can be cleaned up, but General Tower got a hard kick in losses of some paper products, materials and cores,” said Gord Chaplin, former president of the company, in a Cambridge Daily Reporter article. The late Francis Mannion was also quoted in that same article stating his company suffered at least $100,000 damage to the building and stock.

Being located on a floodplain, many businesses did not have flood insurance.

“It was just too expensive,” says Murray.

In the end, the total damage amount in Cambridge was pegged at approximately $5.1 million (the equivalent of $33 million in 2024), with approximately $2.9 million suffered by small businesses and residences, with industries facing $1.9 million in damages. These figures do not include cleanup.

Calls for compensation surfaced almost immediately, as the scope of the disaster continued to unfold.

Former Ontario Premier, the late Bill Davis, toured the area four days after the flood and eventually heeded demands for financial relief by unveiling a compensation formula where the Province agreed to provide $4 for every $1 raised by the Grand River Disaster Relief Committee.

“The province feels a deep sense of concern for those whose properties who have suffered from the Grand River flood, and the measure of relief we are announcing today is a direct reflection of that concern,” he was quoted in a Cambridge Times article.

Public inquiry held

As well as compensation, calls for a public inquiry were also growing as anger over how the disaster unfolded grew, much of it aimed at how the GRCA handled the situation when it came to warning of the disaster.

To assist, the Chamber’s general manager sent out a questionnaire to all citizens who suffered flood damage to gauge how they were warned of the impending disaster. Of the 546 that were sent out, 320 responses were returned with the results indicating a severe lack of notice had been received.

“One can understand the bitterness of the large number of victims who had no notice or had inadequate notice. A flood warning system must be devised to give citizens reasonable notice of a threatening flood,” wrote the Hon. Judge W.W. Leach in the conclusions of his 1974 Flood Royal Commission Report. “I have been critical of the City Engineering Department, the City Administrator, the Police, and the Fire Department, for the role they played in the flood warning system. However, in all fairness to them, once the city was in flood, they performed outstanding services to the citizens. This extended right through the clean-up.”

Despite any controversary in the aftermath, Murray can still recall some lighter moments during the disaster, including how he found his friend, the late Aubrey McCurdy, wading through three feet of water in his flower shop trying to retrieve flowers for a Saturday wedding.

“I told him he had to leave, and he said, ‘No, I have to finish this’,” laughs Murray.

And even when Aubrey told a Cambridge Daily Reporter journalist a few days later his store suffered a $10,000 loss, he still found a reason to remain positive.

“The flood did have its good points,” he was quoted as saying. “It showed how unified merchants are and highlighted a spirit of co-operation never seen before.”

Grand River Flood facts

• GRCA issued a prediction for Galt at 9:15 a.m. for a five-foot (1.24 metres) rise of water during the afternoon to a probable height of 16.7 feet (5 metres).
• The flood affected at least 75 businesses and caused approximately $6.7 million in damage (the equivalent of $36.9 million in 2023) across the Grand River watershed, cleanup not included. 
• By noon the Fountain/ Blair Road intersection was closed to traffic.
• Highway 401 westbound was closed due to culvert washout and traffic was backed up more than 24 km. 
• Highway 24 was closed by early afternoon.
• Floodwaters flowed over the bridges at Concession, Main and Park Hill.
• The low-level railroad bridge (Holey Bridge) on Water St. South was completely submerged.
• Many of the dramatic photos taken during the flood occurred at its peak between 2:45 p.m. and 3:55 p.m.
• Floodwaters crested at 6 p.m., reaching a height of 18 feet (5.4 metres) – 16 feet above the Grand River’s normal height at that time of year.
• No major injuries reported, although 45-year-old Norm Taylor spent close to 10 hours in a tree before being rescued by a helicopter. 

Flood prevention measures 

• The flood accelerated and added significant control elements to the development of a Grand River beautification program announced by the Cambridge Greenbelt Committee in September of 1973. The initial stages of the plan called for the creation of a park running along the east bank of the Grand River from Park Hill Road bridge to the old Carnegie Library at Dickson Street. Buildings standing along that portion of the river were to be purchased and demolished and replaced by parkland.
• In 1980, city council approved an $8.2 million flood control project that would see earth and concrete barriers built along the banks of the Grand River. Two years later, council also endorsed a $317,220 flood control program calling for the construction of a berm from Mill Race Park to Dickson Street. Also, the GRCA introduced its extensive Grand River Water Management Plan which included improved forecasting and monitoring tools, taking into consideration the localized effects of climate change.