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 The municipal election this past fall resulted in some new and familiar faces around local council tables, each prepared to represent the needs of their constituents and communities to the best of their ability during their next four years in office.

In the winter edition of our Insight magazine, to be released this month, we reached out to the municipal leaders for the City of Cambridge and Township of North Dumfries, along with Cambridge’s two regional councillors, to get a sense of what issues and concerns they believe are facing the business community and to provide potential solutions to make things even better to conduct business locally.

Each were asked the same series of questions in hopes of providing our business community with a snapshot of what approaches our municipal leaders will be taking over the next four years.

Here’s a portion of their responses to a few of the questions:

1. How do we make Cambridge/Township of North Dumfries even better places to do business?

Cambridge

Mayor Jan Liggett: “Connecting equity to transit-oriented development can mitigate traffic and pollution, generate demand for transit, catalyze the development of affordable housing, and bring new businesses and quality jobs to our community.”

Donna Reid, Ward One: “Council needs to support development because more people will generate more business and needs to consult our businesses as to their needs to ensure we will be providing the services that will assist them.”

Mike Devine, Ward Two: “Our tax base is an issue, and we must see that it’s set in a reasonable manner for businesses, especially since we have moved into more higher-tech manufacturing than we’ve previously seen in Cambridge in the first 30 years.”

Corey Kimpson, Ward Three: “We have to look at the processes we have in place and really look at having a collaborative approach between the levels of government, the community and business community.”

Ross Earnshaw, Ward Four: “For Cambridge to be perceived as an attractive place to do business, our downtowns must be seen as safe, comfortable, and truly fun, public places.”

Sheri Roberts, Ward Five: “Having the appropriate infrastructure in place such as safe roads, well planned parking, and other supports and services for employees and customers, will make it as easy as possible for companies to focus on the running of their business.”

Adam Cooper, Ward Six: “I would like to see improved road networks to get large this truck traffic out of our downtown areas and major roads such as Hespeler Road and King Street.”

Scott Hamilton, Ward Seven: “It’s important that we increase density in our cores to support businesses and large-scale infrastructural projects such as the LRT.”

Nicholas Ermeta, Ward Eight: “We need to constantly review and improve customer service levels at City Hall. We need to always strive to provide timely service and assistance when needed.”

Township of North Dumfries

Mayor Sue Foxton: “We must link quality of life attributes of the community and countryside with the business opportunities of the area and continue with the current program underway to facilitate the installation of fibre to the address across North Dumfries.”

Rod Rolleman, Ward One: “We need to market North Dumfries as the rural escape for city residents to the north and east of us.”

Derrick Ostner, Ward Two: “We can make North Dumfries a better place to do business by being more engaging with prospective businesses.”

Alida Wilms, Ward Three: “I love being part of a rural community and think there are incredible business opportunities here for any aspiring entrepreneur.”

Scott Tilley, Ward Four: “By encouraging and supporting businesses to set up in North Dumfries it will be a win/win for both the residents and business, as they will both support each other.”

Region of Waterloo

Doug Craig, Regional Councillor: “Rapid transit options must proceed, safety in our downtowns must be safeguarded and everything from recreational facilities to health services must continue to be improved.”

Pam Wolf, Regional Councillor: “To attract business to Cambridge we need to make it attractive to their employees. They want good schools, safe neighbourhoods, recreation facilities and arts and culture.”

2. What do you think are the biggest concerns facing businesses in Cambridge/North Dumfries and how will you address them?

Cambridge

Mayor Jan Liggett: “Labour shortage is a North American problem. We have universities, colleges and training facilities close by which graduate high quality staffing for companies. I will continue to work with them to encourage the growth of these educational facilities.”

Donna Reid, Ward One: “Our core areas struggle with the homeless, addicted and those with mental health issues. Our council needs to provide more services to address the needs of these vulnerable people.”

Mike Devine, Ward Two: “The tax base is clearly an issue for businesses and the cost of city services, such as snow plowing, are also an issue.”

Corey Kimpson, Ward Three: “Having things ready to move as quickly as possible is paramount, because when a business is ready to do something, they’re ready to go and can’t be waiting, especially in this economy. Is there a way we can fast track and expedite things?”

Ross Earnshaw, Ward Four: “Business owners do not feel like their voices are being heard by municipal leaders. It is important that we give local businesses a voice at City Hall.”

Sheri Roberts, Ward Five: “The cost of doing business goes up every year.  One way that municipalities can help with this is by streamlining the processes around opening a new business.”

Adam Cooper, Ward Six: “We need to lobby the provincial government for long-term detox and rehab facilities while also reconsidering the services offered downtown to prevent our core from becoming the dangerous playground for untreated addiction that it has become.”

Scott Hamilton, Ward Seven: “We all need to work to ensure that we have a skilled workforce, that conditions are ripe for quickly and efficiently importing supplies and materials as well as exporting our products to market.”

Nicholas Ermeta, Ward Eight: “Affordability or lack thereof are big concerns for businesses. I want to minimize future tax increases by reviewing the budget to find greater efficiencies and to find new funding models that rely less on property taxes.”

Township of North Dumfries

Mayor Sue Foxton: “Concerns include the cost attributed to the purchase of land for employment purposes, the timelines and cost for “approvals” to bring a development proposal forward to the marketplace, plus the ability to attract and retain employees for new or growing businesses and access transit to facilitate this. Council in June 2022 adopted a position to streamline the review and approvals process associated with site plan approvals. This measure should witness a reduction in the timelines to secure a decision.”

Rod Rolleman, Ward One: “The three biggest concerns facing businesses in North Dumfries are labour shortages, poor quality internet, and lack of commercially zoned properties. The Township needs to partner with the private sector and bring high-speed internet to our business parks.”

Derrick Ostner, Ward Two: “Biggest concerns are having the available land, and proper internet.”

Alida Wilms, Ward Three: “As more people move into the area, there’s greater pressure on our rural and natural areas because of the increased housing needs.

Scott Tilley, Ward Four: “Planning for future parking and dealing with current parking issues by working with the community residents and businesses to get their feedback, I will assist in making it easier for businesses to be accessed by listening to the people who are in the area regularly.”

Region of Waterloo

Doug Craig, Regional Councillor: “Safety in our community on the streets, in our parks and in our downtowns must be improved to have a safe, liveable community.”

Pam Wolf, Regional Councillor: “One of the biggest challenges to business is attracting and retaining staff. To help with this we need to build more housing including affordable housing to house staff.”

The issues and possibilities facing Cambridge will be the focus when City Manager David Calder and Cambridge Chamber of Commerce President & CEO Greg Durocher sit down for a one-on-one discussion at our ‘Good Morning Cambridge’ Breakfast on Nov. 1 at the Galt Country Club.

To get a small sense of what participants can expect, we reached out to Mr. Calder to ask a few questions. (To register for this in-person event, visit https://bit.ly/3D2omlh.)

Q. What are some of the challenges the City of Cambridge will be facing in the next several few years?

A.  The City of Cambridge is expected to grow by 70,000 people by the year 2050.  With more people living in the community, we will also see a growth in local business as well as a need to expand the facilities and services that we currently offer.  With growth comes the challenge of how to accommodate. 

The old solution of growing outward isn’t sustainable, and creates a need for public input into the current policies for denser communities.  Although people understand and support development, it becomes more challenging when developments are closer to home.  This creates a balancing of the needs of neighbourhoods with the needs of the community, both those currently living here and those that will be calling Cambridge home in the future.

Q.  How has the pandemic changed the way many cities, such as Cambridge, operate?

A. The focus of our City staff during the pandemic was to continue to deliver programs and services in a variety of ways that met the needs of our community all while ensuring safety for everyone. In the process, staff have found more efficient, open, transparent and accountable ways to deliver many of our services. As we transition back to in-person and the “new normal” staff are applying their pandemic learnings to offer more options for the public to access us.

Q.  What is one key lesson the City of Cambridge learned from the pandemic?

A. The experience of delivering services during the pandemic taught us how committed City staff are to serving the public in innovative ways. From offering services remotely, transitioning to hybrid and returning to in-person situations, staff rose to each occasion with renewed enthusiasm.

Q.  Should Cambridge residents be hopeful for what lies ahead for this community?

A.  Cambridge will be celebrating its 50th in 2023 and we have a lot to be proud of as a community. We’ve seen tremendous growth and development across Cambridge and a commitment to improving our distinct cores in a way that creates places and spaces for people to gather. The City has committed close to $150 million to three large recreational projects which will come to fruition in the next few years.  A Parks Master Plan as well as an Arts & Culture Master plan are also underway along with an Older Adult Strategy.

These plans will help us to map our recreational and creative activities in a way that the future community can enjoy.  Next year, a Recreational Master plan is scheduled to begin reviewing what other Recreational activities would be needed to help accommodate the anticipated growth and change in our community.

Our Transportation Master Plan has many recommendations as to how best to move people from place to place, including better linked multi-use trails and making public transit more attractive. This will help us to prepare for the growth in population and ensure they have choice in how they move around the city.

Q. What is the best part of your work for the City of Cambridge?

A. The people. The past few years have been challenging for everyone. I am extremely proud of what we were able to achieve through our foundational commitment to excellence in customer service, while tapping into what makes Cambridge unique. This commitment and openness to new opportunities has not only encouraged growth in our community but also created opportunities for future prosperity.

The race is on to determine who will represent Cambridge residents for the next term at City Hall.

Although the municipal election will be held Oct. 24, advanced voting begins Oct. 6 providing many of those seeking a seat on City Council a limited amount of time to garner support in their quest to make a difference in how our community remains a great place to live and do business.

“I think every level of government is important to business,” says Cambridge Chamber of Commerce President & CEO Greg Durocher. “There are federal, provincial, and municipal regulations that mitigate the growth of business and business owners need to pay very close attention to every level of government and participate by voting or campaigning, or supporting, or whatever they need to do to stabilize their business within the confines of Canadian democracy.”

In Cambridge, three new councillors will be seated at the table with the potential for several others if the incumbents fail to retain their positions. But whether the prospect of massive change around the council table is enough to sway more residents to vote remains uncertain since traditionally, municipal elections garner a lower voter turnout than provincial or federal races. In the last municipal race in 2018, voter turnout in Cambridge was 32.4% compared to the provincial average of 38.30%. Compare this to the recent provincial election which experienced a voter turnout of about 43.5%, one of the lowest in decades.

“Media tend to focus on national or provincial elections, and of course those are organized by political parties who are able to mobilize an enormous amount of activity and intention because they can spend a great deal of money and voters can easily identify who the political operatives are,” explains Dr. Dennis Pilon, Associate Professor, Faculty of Liberal Arts & Professional Studies – Department of Political Science at York University. “When you look at it from the point of view from the voters, the challenge they face is that it’s very difficult to get informed about what’s really at stake. For voters to work out what each individual (municipal) candidate represents without a party label is somewhat challenging.”

As well, Dr. Pilon is candid when he talks about the legislative controls at the municipal level, noting even their ability to determine land uses can be circumvented by developers through the Ontario Municipal Board process.

“When we look at how the founders of our country and current federal and provincial politicians look at local government, they deliberately made it the weakest level of government,” he says. “It has very little independent power and has almost no fundraising capacity and is completely controlled by the provincial governments.”

Despite that, Greg notes the fact municipal governments are responsible for many elements –waste collection, police, fire service, roads, water and sewer, snow removal – that provide business owners with the ability to operate their businesses.

“They make the community safe and habitable, so the people you need to run your business want to live in your community,” he says. “I think businesses should encourage their employees to get out and vote because local government is the one level of government that truly affects their everyday lives.”

But inspiring people to vote in a municipal election can be difficult.

“It’s not that people don’t care and are not passionate,” says Dr. Pilon. “But often it takes a huge issue to catalyze the public and give them a focus for their concerns.”

For example, he says the proposed construction of the controversial Spadina Expressway in Toronto in the late 1960s and early 1970s, and more recently the amalgamation plans outlined in former Ontario premier Mike Harris’ ‘Common Sense Revolution’ in 1995 mobilized an enormous amount of people.

“You have to have a big issue that’s going to affect the majority of people, and thankfully, we don’t have those big issues,” says Greg, adding even the approval of the LRT didn’t garner as much concern as expected. “When there are those neighbourhood issues, they generally don’t drive people to the polls.”

Dr. Pilon agrees and notes that even the current housing and homelessness issues facing most communities is likely not enough to inspire more people to vote.

“Historically, when we look over the 20th century, the market has had an uneven ability to respond to housing needs again and again. It’s not a new problem and not one that municipalities have the finances to deal with so there you’ve got this mismatch,” he says, adding it’s a difficult issue for local candidates to succeed with at the ballot box. “There will be no accountability on the issue because there’s very little that municipalities can do.”

Dr. Pilon says ‘dramatic events’ that rise above the ‘noise’ are needed to mobilize voters at the local level, which is difficult due in part to media cutbacks.

“A lot of local newspapers have taken a hit over the past decade, so people aren’t receiving as much local council coverage and that makes it difficult for them to find out what’s going on,” he says.

To encourage more voter participation, Dr. Pilon recommends several potential changes including allowing the formation of ‘slate’ parties in Ontario, similar in nature to what is allowed Vancouver, B.C., as well as reforming campaign finance laws to prevent developers from having too much ‘pull’.

“Another reform that would make a big difference is stop reducing the size of councils,” he says, referring to Premier Doug Ford’s reduction of wards in Toronto. “What kind of impact is that going to have on representation?”

In terms of representation, Greg says a party system is not the answer at the municipal level.

“People are there representing their neighbourhoods and community, their friends and family and the businesses they shop in,” he says, adding a party system doesn’t lend itself to this type of scenario and that leaving their own political ‘baggage at the door’ is key for a successful council candidate.

“You’re not looking for someone with a platform of ideas as much as someone who has leadership and communication skills and can deliver on the interest of the neighbourhood. You want an individual who is compassionate and understanding and can also communicate well to upper levels of government to make sure that the community’s broader needs that may relate to provincial or federal issues are understood and addressed as best they possibly can.”

To learn more about the 2022 Municipal Election, visit the City of Cambridge.

The 2022 municipal election is quickly approaching. We asked the City of Cambridge to share a few things voters should know before casting their ballots.

Q. What would you like to share with voters?

• Cambridge’s Municipal & School Board Election is using a vote anywhere in your ward model on election day. This provides four polling locations in each ward and voters may go to any one of the four locations. Locations will be noted on the Voter Information Letter they will receive over the next few weeks.
• Internet voting will also be available to voters for 2022. Internet voting begins on October 7 and runs until October 24th.
• Advance voting takes place over five days, October 6, 7, 11, 12 and 15th.
• If voters are observing Diwali which falls on October 24, 2022, voters are encouraged to vote during the advance period.

Q. Are there any changes voters should be aware of before casting their ballots this time around in terms of procedures, or polls?

• Advance voting dates will be over five days, voters will have the opportunity to vote curbside. This provides voters the convenience of voting from their vehicles.

Q.  What is the best advice you can offer voters during this municipal election?

• Voters are encouraged to learn as much as they can about each of the candidates so they feel informed when it comes time to vote. Visit the City of Cambridge to find links to each candidate’s email or website. Reach out to candidates to learn more about them. If there are candidate meetings or debates planned, voters should ensure they attend or view them online.
• Voters are encouraged to ensure they bring appropriate Identification to the polls and if they do not receive their Voter Information Letter that they contact the [email protected] ahead of election day to learn how to add themselves to the voters list. A reminder to voters that the federal and provincial voters list is different than the municipal voters list. The municipal voters list is managed by the Municipal Property Assessment Corporation and should their information not be reflected we can assist in amending the list.

Q. Has online voting become a popular method for residents to cast their ballots?

• Online voting is a very convenient way for residents to vote. It is simple and easy to follow how to complete your ballot and can be a great way to vote in the Municipal Election if you don’t wish to travel to the polls.
• Online voting is also very helpful for students who may be away at school or for voters who may be travelling during election time.
• Accessibility is one of the strongest benefits of on-line voting, it provides the voter the ease of casting their ballot from the comfort of their own space. Cambridge is also offering curbside drive through voting that is also accessibly friendly.

Q. Voter turnout in the 2018 municipal election in Cambridge was 32.24%, while the provincial average at that time was 38.30%. Do you expect to see that number increase?

• Voter turnout is unpredictable. The number of polls and methods are not typically what assists with an increase in turn out, often it is the race that determines voter turn out. In the 2018 Municipal & School Board Election the City of Cambridge had 50 polls in eight City Wards with eight advance days and one travelling poll (curbside) and offered online voting as well. In 2022, we have four polling locations within each Ward and voters may go to any one of the four locations. Internet voting is being offered over a longer period of time and our advance polls are all curbside voting opportunities.

Voters are encouraged to visit www.Cambridge.ca/election to learn more about the candidates and to be aware of the upcoming dates for voting.

As travel levels continue to ramp up towards even higher volumes than they were before the world shutdown due to COVID-19, the Region of Waterloo International Airport is ready to handle any surge.

“We’re probably in the top-10 of busiest airports in the country as far as movements but we’re also in the top-20 when it comes the number of passengers,” says Chris Wood, General Manager of the Region of Waterloo International Airport, noting he expects the airport will soon see that passenger ranking move up to the 12th to 13th busiest spot.

Chris says the airport is expected to welcome at least 500,000 passengers in 2022, which is slightly less than its initial projection due in big part to the arrival of the Omicron variant but expects to see that number double next year.

“We should be able to hit those numbers, with everything being equal,” he says, adding the opening of its new 12,000 square-foot domestic arrivals building in April – part of its $35 million Airport Terminal Expansion Project – is a continued sign of the airport’s importance to the economic vitality of the Region.

“Every thriving community has a big, bustling airport. Why should we be any different?” says Chris. “You can’t go to a world-class city anywhere without an airport being part of that.”

Currently, WestJet and Flair Airlines are providing a bevy of flights from the airport to a variety of destinations including Calgary and Edmonton, AB, Cancun, Mexico, Winnipeg, MB, and Vancouver and Victoria, B.C. In fact, this summer Flair has unveiled several additional destinations including Charlottetown, P.E.I., Deer Lake, N.L. and Montreal, QC, starting in July.

“We do expect Sunwing to return in the winter,” says Chris. “We also have an agreement with Pivot Airlines and expect them to arrive later this fall, but we don’t have a firm date yet.”

He says Pivot will offer several flights daily to Ottawa and Montreal, providing a key component in building the airport’s business clientele.

“We’ve kind of morphed into a low-cost carrier dream airport because we have a very large and affluent population that has been starved of non-stop service for many years, and we also have a very affluent business community,” says Chris. “But we haven’t really catered as much to the business community.”

He’s very candid when it comes to the struggles the airport has had trying to attract more business flyers, noting that smaller business owners and entrepreneurs are more cognizant of their finances so utilizing a low-cost carrier makes sense to them.

“But if you’re not paying for your own ticket, it’s more difficult to get people to use the services that are currently here,” says Chris, adding frequent flights a day out of Pearson Airport offered by larger carriers like Air Canada are more convenient for many business travellers.

Currently, he says at least 80% of travel at the Region of Waterloo International Airport is leisured based adding the split between business and leisure travel was about 50/50 when American Airlines offered nonstop flights to Chicago from 2011 to 2016.

“We saw a lot of people going to Chicago and beyond for business. But if the right type of service comes in, I think the business community would definitely use it,” says Chris, adding Pivot Airlines will be a great draw and caters to the business community thanks to its multiple flights daily to various business locations.

When it comes to attracting airlines, he says the process is extremely difficult since airlines must be very strategic where they place their inventory.

“The airlines get it. They know there is an opportunity here, but they also know there is more of an opportunity at Pearson,” says Chris, adding carriers like Flair that are destination-based and not interested in connections or using a hub and spoke model, can be easier to attract.

“But we’re happy to talk to any airline about service and we’ve got the facility now that can handle them,” he says, crediting Waterloo Regional Council for its continued support. “We can ultimately contribute to the bottom line of the Region.”

Chris says the ‘gold standard’ for a regionally operated airport in Canada are Kelowna and Abbotsford, B.C., and that Regional of Waterloo International Airport is quickly approaching those levels.

“It’s a model we hope to achieve and we’re getting closer,” he says.

To learn more, visit Region of Waterloo International Airport.

While COVID-19 has created a uniquely difficult situation for Ontario’s municipalities, it has also exposed areas to improve municipal fiscal governance.

Local governments do not have the fiscal autonomy they need to make them competitive and maintaining the status quo could be devastating for communities in a post-COVID economic recovery. The impact of the virus and the resultant public health measures have meant that most municipalities are seeing a decline in revenue and increase in expenditures.

In response, as all levels of government look to balance debt and deficits while protecting the well-being of our communities, the Ontario Chamber of Commerce (OCC) released its latest report, Better Budgets: Bolstering the Fiscal Resilience of Ontario’s Municipalities, which identifies 14 recommendations for both the Province and municipalities which can bring immediate and long-term relief to communities across Ontario.

“Municipalities in Ontario are facing a triple threat this year: an ongoing pandemic that has been devastating to local economies, reduced revenue from closed or limited services, and increased spending on public health and human services. The Financial Accountability Office estimates the pandemic will collectively cost municipalities $2.7 billion in 2021, on top of the expected $4.1 billion impact of 2020,” said Cambridge Chamber of Commerce President & CEO Greg Durocher. “In Budget 2021, the Government of Ontario committed to a long‐term economic growth plan. It is imperative public policymakers do everything they can do to ensure communities like ours do not get left behind in recovery.”

During the June 28 edition of our Chamber Chat, Cambridge City Manager David Calder and CFO Sheryl Ayres took a closer at the report and provided some great insight on the merits and viability of some of these recommendations, while identifying misconceptions relating to others.

“I commend the Ontario Chamber of Commerce on their work on Better Budgets,” said David, adding the report contained some ‘old chestnuts’ municipalities having been trying to change for many years when it comes managing finances. “It’s a good variety. Some we can support and some that might not be as supportable.”

Greg said for many years there has been ongoing discussion centred on the ‘restrictiveness’ of municipalities’ ability to raise revenue, noting changes are clearly needed, especially when it comes to Ontario’s property tax system.

“We have to undue to the system so to speak and make sure taxes are applied appropriately,” he said.

Sheryl agreed the current property tax system, which has been in place since the 1990s, is need of a full review.

“In doing that, they also need to look at other revenue tools that municipalities can use in addition to property taxes,” she said, noting that 91% of tax dollars go to the Provincial and Federal governments, leaving the remainder for municipalities. “Yet, we’ve got the greatest portion of expenses related to the assets that we own, and we are closer to the people in terms of the local services we provide. I believe we need a comprehensive review of the whole tax system and how it’s allocated across three levels of government, ensuring there is transparency and equity in how the funds are raised from the residents of Canada.”

David said the downloading of services to municipalities is an important issue that needs to be addressed.

“We need to review who should be providing what services and whether there are ways to be more cost efficient in the supply of those services,” he said. “It’s a very complex conversation but one that needs to take place.”

David said municipalities have been looking for ways to be more autonomous for many years in effort to make better decisions at the local level.

“We’ve got to figure out where do we want to be in that spectrum,” he said. “There needs to be discussion around trying to make sure we control our delivery a little bit where appropriate.”

The OCC report agrees and states the Ontario’s post-pandemic recovery and long-term success will depend heavily on unleashing the economic potential of its municipalities.

“Given that local governments in Ontario cannot run budget deficits, their current options for fiscal sustainability are limited to tax increases, service cuts, and the use of reserves,” said Claudia Dessanti, Senior Manager, Policy of the OCC. “Now is the time for municipalities and the province to explore alternative means of achieving fiscal sustainability.”

Key recommendations outlined in the report include:

Undertake a comprehensive and forward-looking review of Ontario’s property tax system to ensure the system is more equitable, efficient, and predictable for businesses.

Adhere to the ‘pay-for-say principle’ to ensure that all responsibilities are accompanied by adequate funding.

Enhance and incentivize regional collaboration across municipalities.  

The OCC report was created in partnership with KPMG Canada. Read the report.

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

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

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

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

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

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

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

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

Sincerely,

Greg Durocher

President/CEO

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

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