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While the recent unveiling of a national child-care deal should come as welcome news to many business owners facing labour issues, child-care experts say there are still some important issues that will need to be addressed pertaining to the new plan.
“The intention is really good, but we just have to figure out what this will look like along the way,” says Jaime Jacomen, Leader of Operational Excellence at YMCA of Three Rivers, referring to the deal which aims to have $10-a-day childcare in place by September of 2025.
The plan, which affects licensed child-care centres and licensed home care providers only, was solidified at the end of March when the Ontario government became the last to sign on resulting in fees reduced up to 25% to a minimum of $12 a day starting April 1.
Rebates are also to be issued to parents of children aged five and under starting in May retroactively to April 1 and further reductions are on tap leading to the 2025 ‘goal’. The federal government has also invested an additional $2.9 billion for a sixth year of the agreement.
“I see this $10-a-day plan as a good starting point in helping working parents, but is it enough?” asks Tina Kharian, owner of Gravity Hair Design in Cambridge. “It’s hard to say as we also need to ensure enough daycare spots are available and qualified providers for all families.”
The deal outlines the creation of 86,000 child-care spaces (including more than 15,000 spaces already in place since 2019), representing a mix of for-profit and not-for-profit. While she welcomes the extra spaces, Jaime admits she wonders where they will be created.
“It’s a bigger process,” she says, noting increasing child-care access comes along with new school builds.
Also, Jaime says the wage plan set out in the deal – which will see minimum-wage floors for child-care workers of $18 an hour and $20 an hour for supervisors, plus an additional $1 an hour until the floor hits $25 an hour – won’t be enough.
Here's what parents can expect in the coming months:
The deal outlines a plan to further slash rates in the coming years. Here's what the longer-term outlook includes:
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Ontario’s economic outlook remains uncertain for businesses and households as labour shortages, high energy costs, supply chain disruptions, and inflation continue to hit home. Ontario's business community needs a clear and predictable path forward to support economic recovery and growth.
In preparation of the budget’s release, the Cambridge Chamber of Commerce and Ontario Chamber of Commerce (OCC) released the 2022 Ontario budget submission with recommendations to the Government of Ontario to ensure a strong and sustainable recovery.
“In the upcoming budget, we would like to see the government direct sufficient resources towards the hardest-hit sectors, while laying the groundwork for a sustainable and inclusive economy,” said Cambridge Chamber of Commerce President & CEO Greg Durocher. “The submission notes that the crisis has created new problems and exacerbated pre-existing ones. Government must work to resolve these longstanding issues to ensure Ontario remains an attractive destination to start and grow businesses.”
OCC’s 2022 provincial budget submission provides recommendations to the Government of Ontario under the following categories: Economic Recovery; Resilient Communities; and Modernizing Regulation and Fiscal Policy.
Some key highlights include proposals to:
“The pandemic has made it clear that we cannot have a strong business community without a resilient health care system. Budget 2022 needs to focus on immediate measures that support business predictability and competitiveness while building health care capacity to withstand current and future challenges,” added Rocco Rossi, President and CEO of the Ontario Chamber of Commerce.
The recommendations outlined in the OCC’s budget submission were developed together with businesses, associations, post-secondary institutions, and the Ontario Chamber Network.
Read the submission: https://bit.ly/3usBZa9
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Canada is facing a competitiveness problem. Inflation, supply chain constraints, and labour shortages risk undermining a swift and robust economic recovery. Meanwhile, recent domestic and international events have renewed the spotlight on energy security and affordability.
The Cambridge Chamber of Commerce and the Ontario Chamber of Commerce (OCC) has released the 2022 Federal Budget Submission focused on public policies that increase Canada’s economic resilience to ongoing and future threats.
“Businesses across Waterloo Region are continuing to feel the effect of the pandemic,” said Cambridge Chamber of Commerce President & CEO Greg Durocher. “Budget 2022 must lay the groundwork for a strong, inclusive recovery with policies that support the sectors and demographics hardest hit by the pandemic, building the infrastructure and workforce of the future, and modernizing regulation to ensure Canada can attract investment and nurture entrepreneurship.”
Some key highlights from the budget submission include recommendations for the Government of Canada to:
The OCC’s 2022 Ontario Economic Report found that a staggering 62% of sectors face labour shortages in Ontario and expect to continue facing them over the next year. Together with supply chain disruptions, these shortages impact the cost of living, service delivery, and product availability.
“As the indispensable partner of business, we call on the government to resolve long-standing structural issues, including barriers to interprovincial trade and skilled labour shortages, to drive entrepreneurship, investment and long-term economic growth,” added Rocco Rossi, President and CEO of the OCC.
The recommendations outlined in the budget submission were developed together with businesses, associations, post-secondary institutions, chambers of commerce, and boards of trade from across the province.
See budget recommendations: http://bit.ly/3uRp9Bl
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The full impact COVID-19 continues to have on businesses has yet to be determined as our economy slowly rebuilds.
But what is apparent is the realization that many workplaces can no longer operate as they once did as many employers navigate labour shortages and the creation of hybrid work models to accommodate employees who wish to continue working remotely. “Everyone seems to be looking for this return to normal but if you want any semblance of normality than just keep dreaming,” says Julie Dupont, Principal Strategist at Cambridge-based Reimagining Leadership. “Employee expectations have changed, and the Great Resignation is an indication of that.” While there are some reports indicating this phenomenon may not be as prevalent in Canada just yet compared to the U.S., there is cause for concern considering the results of a StatsCan Labour Force Survey outlined last month in the Globe & Mail indicate that Canadian employers were recruiting for about 875,000 positions.
To offset growing labour gaps and the emotional ‘trauma’ ignited by the pandemic, Julie says the need for employers to utilize their emotional intelligence skills has become paramount.
Emotional intelligence centres on understanding and managing your own emotions in positive ways to communicate effectively and empathetically with others to overcome challenges and defuse conflict.
Julie, who along with Laura Falby, Senior Director of People and Culture at Waterloo Brewing, will explore this topic further by outlining how meaningful dialogue can help create healthier working environments during our virtual event March 29 entitled ‘Emotional Intelligence: Strengthening Workplace Culture’.
“I think emotional intelligence skills have been important for a long time, but I think there is a real necessity for them now because people need to connect in different ways in order to feel like they can be human again,” says Julie, adding the many uncertainties surrounding the pandemic has had a huge impact on workplaces, even those where employees have remained on site. “It’s about how you handle the uncertainties out there, not just as a human being but as a leader, that is really going to make a huge impact on being able to get people performing again.”
Julie says ‘pampering’ and ‘babying’ employees is not part of it and that encouraging open conversations is key as employees re-enter the workplace or continue to work remotely.
She admits for many employers, learning to use these types of skills may not come easy.
“It’s not something that is going to come naturally to anybody,” says Julie, noting these are hard not soft, skills that can be learned. “It is really a series of learned behaviours and the more you do them, with practice, they become easier because you start to change your mindset when you see the results of these conversations.”
She says listening to their employees is the first major step employers can take, not just dictating to them new post-pandemic work protocols.
“The missing piece is the listening and really understanding what do your people need from you? Do they have what they need to be able to do their jobs well and feel supported and valued?” says Julie. “By using your emotional intelligence skills, they (employees) will take care of the bottom line, and they will be become more loyal to you and willing to go that extra mile.”
She hopes participants at our virtual event will not only be eager to learn more about emotional intelligence skills but realize how using them effectively can directly impact a business’ bottom line.
“If your people are leaving, who is getting the work done? How much does it cost the company every time an employee leaves or has to hire someone and get them up to speed?” says Julie. “What’s the cost savings or cost avoidances around that?”
‘Emotional Intelligence: Strengthening the Workplace’ takes place Tuesday, March 29 from 11 a.m. to noon. To register, visit: https://bit.ly/3Jn7lUM |
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A decision by the Government of Ontario to lift vaccine passport requirements on March 1, 2022 came as much-needed relief to many and a positive signal to businesses that better times may finally be ahead.
But it’s a move that may be fraught with questions and concerns since Ontario’s current Roadmap to Reopen Plan indicates that certain high-risk settings are required to have vaccination policies, or proof of vaccination requirements, in place. Further, under the current rules, other settings, can “opt in” and choose to continue to require proof of vaccination, even though they are no longer legally obligated to do so.
We discussed these changes, and related issues, with Tushar Anandasagar, of Gowling WLG’s Employment, Labour and Equalities Group.
Mandatory Workplace Vaccination Policies (Employees)
According to Tushar, a business that complied with provincial proof of vaccination requirements is unlikely to face legal consequences. “If the employer implemented a bare minimum statutory compliance policy that gave the employees all the options stipulated by the Province - like saying the speed limit is 100 and go do the speed limit - I don’t think an employer is going to be penalized for having done the speed limit."
However, if the province eliminates mandatory vaccination policy requirements after March 1, businesses could face additional legal exposure, particularly if the business implemented a policy that went beyond the provincial requirements for employees. “If the provincial requirements fall away, businesses in the high-risk sector that choose to maintain their policies could face additional legal consequences because they will be exceeding the provincial requirements.”
Proof of vaccination issues (Customers / Patrons)
The province eliminated proof of vaccination requirements that were previously in place for restaurants and similar settings, earlier this month. However, the current rules provide certain businesses that were previously subject to vaccine passport requirements with the ability to “opt in” to require proof of vaccination on a day-by-day basis, if certain requirements are met.
“At this stage, it is unclear whether the province’s announcement will affect the current ‘opt-in’ rules beyond March 1, 2022,” says Tushar. “On a purely theoretical basis, I don’t think the province will completely eliminate the proof of vaccination system that was developed at great expense just a few months ago – even though the (COVID-19) numbers are dropping.” Tushar adds, “rather than eliminating this option, we could see an expansion of the current Stage 3 opt-in rules, which could make this protocol available to businesses outside of the limited sectors noted in Regulation 364/20.”
Even though there is currently an opt-in protocol for certain businesses, those that choose to opt in could face legal challenges from customers. “Ontario has a free and open court system – so there is always an element of ‘use at your own risk’,” Tushar says. He adds, “However, I think a plaintiff would face an uphill battle based on the current rules, since there is currently a legislative provision that allows for this, assuming the business is eligible and meets all of the province’s opt-in requirements.”
Tushar says the more expected risk for businesses who decide to keep proof of vaccination requirements in place will likely relate to managing public relations, including negative feedback popping up on social media. “That has been an ongoing concern that businesses have been dealing with since Day 1 of the pandemic,” he says.
Tushar and his team at Gowling WLG continue to diligently sift through the latest legislative changes as restrictions around the pandemic in Ontario ease. We will be working with the legal team at Gowling WLG to bring you updates on a variety of issues over the coming weeks.
For further information or specific questions about the recent changes to Ontario’s Reopen Plan, please contact Tushar directly at [email protected]. |
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It has been a tumultuous time for businesses since COVID-19 surfaced nearly two years ago, which is why the Cambridge Chamber of Commerce is encouraging business leaders to celebrate themselves at our annual Business Excellence Awards.
“It’s not only time to celebrate the achievements of businesses, but also to celebrate all the people who have endured the last couple of years,” says Cambridge Chamber of Commerce President & CEO Greg Durocher. “It’s time to raise our glasses to the very people and businesses that have given us all the opportunities we have in our community.”
The Business Excellence Awards is the Chamber’s premier event and has honoured the contributions and achievements of business leaders in the City of Cambridge and Township of North Dumfries since 2000, and features 11 award categories, eight of whom require nominations.
“We all know somebody in business who has done something generally remarkable during COVID-19,” says Greg, adding this may go beyond the concept of ‘pivoting’. “Maybe they have created a whole new line of products related to PPE? Or maybe they became very innovative in the way they operate due to staff changes or shortages?”
Also, he says there may be businesses out there that have successfully enhanced their workplace culture at a time when employees have had to distance themselves via Zoom or Microsoft Teams.
“Despite that, perhaps there are businesses that have found ways to bring their employees even closer together?”
As well, Greg says there are businesses that should be recognized because they have found ways to help the community, even during this tough time.
“There are many companies who have been successful through the pandemic but made a difference in the community by being generous with their profits and helping others who have been unable to help themselves whether this storm.”
He also encourages businesses to nominate themselves.
“It’s not a bad thing to nominate yourself because there may be others who don’t know or understand what you did, or the stress or strain you went through during this time,” says Greg. “These are stories that need to be told.”
He says the awards are a great way for the Cambridge business community to celebrate its hard work and efforts.
To make a nomination, visit: https://bit.ly/3rLwsdL More details of our awards event will be announced soon.
Award categories open for nominations:
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Pain points throughout Ontario’s economy are impairing business operations, and now consumers are feeling the pinch too.
The frustration is palpable. From the grocery store and trucking industry to their pocketbooks, Ontarians are experiencing the very real consequences of labour shortages, global supply chain disruptions, and inflation.
The Cambridge Chamber of Commerce and the Ontario Chamber of Commerce (OCC) recently released the sixth annual Ontario Economic Report (OER) providing regional and sector-specific data on business confidence, policy priorities, and economic indicators, which together provide a unique view on the hurdles ahead.
“Ontario began to see some positive momentum in 2021 thanks to progress on vaccines and reopening. Business confidence, GDP, and employment growth are trending upwards after record lows in 2020. However, the road ahead remains uncertain for businesses and households as labour shortages, supply chain disruptions, and inflation are hitting home,” said Rocco Rossi, President and CEO, Ontario Chamber of Commerce. “A staggering 62 percent of sectors are facing labour shortages in Ontario and expect to continue facing them over the next year. This is having real-life consequences on the cost of living, service delivery, and product availability.”
“Our small business Members here in Waterloo Region have proven their strength and resilience over the past two years. Business confidence is rising across the province but for many the additional strain on operations as a result of new variants and additional restrictions continues to dampen their recovery,” said Cambridge Chamber of Commerce President & CEO Greg Durocher.
This year’s OER reveals the impacts of the pandemic continue to disproportionately impact small businesses, organizations led by women and people with disabilities, with the hardest-hit sectors being businesses in the arts, entertainment, and agricultural sectors.
“We are seeing a domino effect of structural issues. Jobs are going unfilled, demand is outpacing capacity, and these issues are driving up prices for consumers and uncertainty for businesses,” said the report’s co-author, Claudia Dessanti, Senior Manager, Policy, Ontario Chamber of Commerce. “Two years into the pandemic, there is light at the end of the tunnel, but we need a long-term plan that will provide stability and lay the groundwork for economic growth.”
Key highlights of the report include:
Read the report: https://occ.ca/oer2022/
The sixth annual OER offers unique insights into business perspectives across Ontario. The report is driven by data from our annual Business Confidence Survey (BCS) and economic forecasts for the year ahead. The BCS was conducted online from October 6 to November 19, 2021, attracting responses from 1,513 organizations across Ontario. The OER was made possible by our Landmark Partner, Hydro One, and Research Partners, Golfdale Consulting and Bank of Montreal.
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While working remotely has created new opportunities for many businesses since the start of the pandemic it has also put a spotlight on some concerns employers must now address as they continue to adapt to the seemingly relentless presence of COVID-19.
Among these is time theft, an issue which human resource experts say was already well known in workplaces but has become more apparent since employees began working at home.
Time theft occurs when an employee receives payment for time that is not spent doing their work, which could include conducting personal activities during work hours or taking long lunch breaks without telling their managers.
While there doesn’t appear to be any clear financial amount this type of activity costs Canadian employers, according to the accounting software site QuickBooks, in the U.S. time theft costs employers at least $11 billion annually.
“In certain scenarios, where trust was not there to begin with when employees were in the office and proper procedures were not in place, this remote element has just amplified the gaps between employers’ expectations and employees’ responsibilities,” says Kiljon Shukullari, a Certified Human Resources Leader at Peninsula Canada.
His colleague, Peninsula Canada Account Manager Victoria Vati, agrees. “For real time theft to occur the action must include an overtly fraudulent act, such as altering a timecard, punching in for each other, failing to record or falsely recording hours on an attendance management system,” she says, adding much of this type of time theft can be alleviated by software and refers to a system from BrightHR her company relies on.
This system, which does have a ‘check in and check out’ component, also includes an array of features to assist employees and employers regarding scheduling and accessing various documents. “It’s software that can assist in everyday HR related practices,” she says.
But there are a variety of aspects to consider when it comes to time theft, which requires setting out proper remote working policies.
“Other activities, such as surfing the internet too much, to running errands during the day can be alleviated by proper oversight from management and setting proper expectations in terms of production from employees,” says Victoria, adding after nearly two years into the pandemic many employers should now have these policies in place. “But it’s a matter of how you monitor that without micromanaging because that trust goes both ways.”
She says transparency is key when it comes to creating policies to manage a remote workforce.
“If that wasn’t there to begin with, now is a good opportunity to implement them,” says Victoria.
Kiljon agrees and says establishing those ‘core’ documents – including contracts and employee handbooks – form the basics of a good working relationship which could reduce the threat of time theft.
“It’s easier when an employer and employee start a relationship. It’s a lot harder when employees are already part of the business,” he says. “Existing employees is where we spend a lot of our attention to begin with because for a new employee and employer they are already starting on the same page.”
Kiljon says when it comes to introducing new work policies, communicating them well and acknowledging potential concerns from employees is a good approach.
“The employer needs to be open to that two-way conversation with their employees and then the policy can be updated because at the end of the day, the employer does have the legal right to introduce any type of policies,” he says, adding some may be more straightforward, while others could appear harsh.
Whatever the policy, Kiljon says being open to questions from employees and setting the right expectations and clarifying what the outcomes are for non-compliance can go a long way.
“Those are key things,” he says.
Trust, says Victoria, is at the core of the employment relationship.
“A company should start with the position of trusting their people,” she says. “It’s all about fairness and consistency in how employers treat their employees.”
To help the situation, both say providing the necessary supports to employees who may be struggling working remotely is a great way to build a better and more productive working relationship. This could include helping them setup a backdrop for virtual meetings, or ‘recreating’ their office space at home by providing them with more equipment, such as a second computer screen.
“Employers need to be aware of the contexts their employees are working in at home,” says Kiljon, adding encouraging employees to communicate via video rather than an email or text is a good way to maintain a more personal approach to contact. “Also, congratulate them for their achievements and help them through their difficulties and always keep an open-door policy. These are things that will help.”
For employers looking to introduce or revamp work policies, Victoria recommends using the services of an expert will help them in the long run.
“Employers are expected to be HR and health and safety and labour law experts, and it’s next to impossible,” she says. “If you can get free advice that’s great, but ultimately if you want to make sure your business is 100% protected it’s best to speak with a professional, even if It’s a consultation.”
For more information on Peninsula, visit https://peninsulacanada.com
Tips to prevent time theft:
A few facts from Benefit Canada:
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A ‘ding’ indicating a new text or email has arrived on your cellphone or laptop is often too tempting to ignore for most people, especially when it’s work-related and even if it’s outside of what’s considered regular work hours.
The creation of the Working for Workers Act, 2021 aims to change this by requiring employers to develop a policy related to the right for employees to ‘disconnect’ after work, as well outlines prohibition – with a few exceptions - on non-compete agreements.
“Ultimately, it’s about mental health and making sure people can have that perspective on it and companies are supporting those decisions,” says Frank Newman, who operates Cambridge-based Newman Human Resources Consulting. “The end result is a more productive work environment, but we’ve got to change our habits because we’ve gotten so used to emailing or texting late at night.”
The new Act requires that as of Jan. 1 of any year, employers with 25 or more employees must have a written policy in place before March 1 of that year with respect to having workers ‘disconnect’ from their jobs. As it stands, employers will need to have a policy prepared by June 2 of this year.
“Most will start from scratch and there will be quite a few policies that can be impacted by this,” says Frank, adding employers could begin by examining any current hours of work, or overtime policies they may already have in place.
However, he says the process doesn’t have to be a daunting task and should begin with some clear discussion between employers and their employees around expectations, on both sides.
“This is a great opportunity to really have an open dialogue with employees and start working on the question of what can you do to increase their performance during office hours, and how do they feel about disengaging,” says Frank, noting it’s hard, especially for those working at home, from keeping close watch on their cellphones or tablets. “This is not a ‘do or die’ policy that deals with laying off people or increasing wages. This is basically looking at the working environment to see if it’s productive and are employees happy and feeling comfortable after shutting down.”
“For example, look at the way we structure emails. Do you always put ‘urgent’ in the subject line? Do you copy all your co-workers in every email?,” he asks, adding some workplaces have created times during the week where no meetings are scheduled to give employees the chance to work, or encourages them to take breaks. “There is a whole bunch of productivity protocols that companies can look at as part of this. But companies need to be creative with this, otherwise people are just going to fall back into old habits.”
For starters, Franks says it’s imperative that companies define what are ‘regular’ working hours and the expectations they have for employees surrounding them.
“But more importantly, it’s about how you define what those expectations are after working hours and during emergencies,” he says, adding this is especially important for companies with offices located in other time zones. “You also have to think about how you contact with people when they are on sick or maternity leaves, again, respecting their right to disengage.”
Also, Franks says companies must define if this policy will apply to everyone. “For example, if you’re vice-president of finance you may not be able to disengage during off hours,” he says. “But obviously, the intent of this is to turn everyone off if you can which is very difficult in this day and age.”
In terms of setting up a policy, Frank says it should start with a shift at the management level explaining leaders of the company may have to try and curb themselves from sending emails or messages after hours.
“Even if they’re texting or sending emails among themselves at those times, that’s going to filter through the organization,” he says.
But ‘disengaging’ is only one aspect of the Act. Another is the banning of non-compete agreements that prevent employees from exploring other opportunities, apart from ‘C-Suite’ executives.
“This is a good thing,” says Frank. “But it could be a little challenging for companies because they could lose some of their talent to competitors.”
However, he says having a comprehensive policy in place could also become a valuable tool to entice new talent, a bonus considering the ongoing labour shortages in many sectors.
“It’s also a positive way to be able to attract employees because many are looking for more time off and more flexibility,” he says. “Companies can develop these policies as a positive way to say this is our values and this is our work culture. There’s really no risk to this.”
However, Frank admits it remains yet to be seen how the Province can enforce this Act, noting it will probably fall under governance of Employment Standards. “This is going to be a challenge,” he says. “Trying to get the government to respond at the best of times can be a challenge.”
For more, visit: https://bit.ly/3qtsMfP
Working for Workers Act at a glance:
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The decision to retighten restrictions in Ontario in hopes of curbing the spread of the COVID-19 Omicron variant and a rapid increase in hospitalizations has once again left businesses scrambling to make ends meet.
But with these latest restrictions, which includes cancelling in-door dining in restaurants and implementing capacity limits in the retail sector until Jan. 27, the lack of solid financial supports to assist businesses get through this latest wave is creating a great deal of frustration.
“If the government wants businesses to be compliant and agreeable with restrictions and be part of the solution to end this pandemic, then they are going to have compensate business,” says Cambridge Chamber of Commerce President & CEO Greg Durocher. “The Province has done a very poor job of doing that from the onset of the pandemic.”
“We are all doing our part. Now, the government needs to do their part,” said Ontario Chamber of Commerce President & CEO Rocco Rossi in a Jan. 3 media release. “What additional steps does the government plan to take over the next 21 days and beyond?”
Greg says he welcomes the introduction of an Ontario COVID-19 Small Business Relief Grant announced Jan. 7 that will see eligible small businesses receive $10,000 throughout these current closures as well as electricity-rate relief but believes more supports are needed.
“It may be enough for three weeks they are proposing, no question about it,” he says. “But if the closures are going to be in place longer than three weeks, which I hate to even say, they’re going to have to up the ante substantially. Businesses are at their most vulnerable time right now and business owners are at their wit’s end and at the end of their bank accounts.”
An application portal for this program is expected to open in the coming weeks and eligible businesses include:
Also, those eligible businesses that qualified for the Ontario Small Business Support Grant and are subject to closure under modified Step Two of the Roadmap to Reopen will be pre-screened to verify eligibility and will not need to apply to the new program.
“The government can’t hesitate and must ramp up supports as quickly as possible, and as robust as they possibly can,” says Greg.
Greg says the new Ontario Business Costs Rebate Program unveiled before Christmas, which aims to provide eligible businesses with rebate payments equivalent to 50% of the property tax and energy costs they incur due to current capacity limits, doesn’t work for many businesses.
“Right now, many businesses that don’t have a separate tax or hydro bill because it’s included in the rent they pay will be ineligible to get that recovery,” he says, adding the mid-January timeline announced by the Province before it activates the portal for businesses to even apply just adds to their growing financial burdens. “The portal was already available after the government initiated a property tax and hydro rebate program a year ago. They should have opened this up right away.”
In response to these restrictions, the Ontario Chamber Network sent a letter Jan. 6 to Ontario Finance Minister Peter Bethlenfalvy calling for the following:
While the urgency for immediate assistance is needed, Greg says he fears these supports won’t be released quick enough to assist businesses, noting many of whom were starting to realize significant growth in the latter part of the summer and early fall.
As well, he says businesses that have been around for a decade or two and were in ‘growth mode’ prior to the pandemic are also facing tough times ahead.
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Brian Rodnick 98 May 20, 2022 |
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Greg Durocher 40 June 25, 2021 |
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Canadian Chamber of Commerce 24 January 29, 2021 |
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Cambridge Chamber 2 March 27, 2020 |