Niagara’s municipalities united in Ottawa for the 2024 Association of Municipalities of Ontario (AMO) Conference, held from August 18 to 21. This pivotal event provided Niagara’s leaders with a platform to advance their key priorities with provincial ministries, collaborating on critical issues like affordable housing, infrastructure, and climate resilience.

Celebrating AMO’s 125th anniversary, this year’s conference set records with over 3,300 attendees, a fully booked exhibit hall, and more than 700 meetings with provincial officials. AMO officials expressed their gratitude: “We are incredibly thankful to delegates, sponsors, exhibitors, our provincial partners, and everyone who contributed to the success of AMO 2024. It’s an honor to support our members and Ontario’s communities through such an important event.”

Mayor Sandra Easton led the Town of Lincoln’s delegation, using the conference to advocate for the town’s strategic priorities. “The AMO conference is essential for us to champion our key issues and collaborate with provincial ministries on matters that impact Lincoln’s future,” said Mayor Easton. Together with Chief Administrative Officer Michael Kirkopoulos, Lincoln’s delegation focused on growth, development, and sustainability. “Our discussions with provincial ministries were crucial in securing the resources needed to drive Lincoln’s progress,” added Kirkopoulos.

Niagara’s municipalities also rallied around the Niagara Irrigation Project, advocating for provincial funding for irrigation infrastructure studies. “Agriculture contributes over $1.4 billion to Niagara’s regional GDP, making it a cornerstone of our economy. Addressing climate change's impact on food security is crucial,” emphasized Kirkopoulos.

The Niagara Escarpment Commission (NEC) Plan Area was another focal point for Lincoln’s delegation. Mayor Easton highlighted the need for increased flexibility in development applications to unlock rural economic opportunities. “We need policies that align with municipal needs as we prepare for the NEC Plan review in 2025,” she said.

Meanwhile, the City of Welland made headway in advocating for its community’s priorities. Led by Mayor Frank Campion, Welland’s delegation concentrated on securing investments in infrastructure, housing, and economic development. “Being part of the AMO Conference is vital for ensuring Welland’s voice is heard at the provincial level,” said Mayor Campion.

Welland Ward 3 Councillor Sharmila Setaram was elected to the AMO Small Urban Caucus, representing municipalities with populations between 10,000 and 100,000. “It’s an honor to represent Welland and Niagara on the Small Urban Caucus,” said Councillor Setaram. “This is a valuable opportunity to advocate for our community and collaborate with municipal leaders from across Ontario.”

The AMO 2024 Conference was a landmark event for Ontario’s municipalities, and Niagara’s leaders played a key role. As the region’s municipalities strengthen relationships with provincial partners, their unified advocacy efforts are essential to securing a prosperous future for Niagara’s communities.

**Food For Thought** As the Municipalities across the Niagara region continue to work toward these goals, how can we ensure that the momentum gained here translates into tangible progress and prosperity for all?

Originally published on Reveal Niagara Business Magazine – August Edition

Sources:

https://www.amo.on.ca/policy/finance-infrastructure-and-economy/record-setting-amo-2024-conference-focuses-core-municipal ; Multiple municipal Media Releases. 

The business landscape in Niagara is experiencing a dynamic shift, driven by emerging trends that are reshaping how companies operate and thrive. Key among these trends are the rise of remote work and a robust commitment to green initiatives, both of which are poised to have lasting impacts on the region.

Embracing Remote Work

The pandemic has accelerated the adoption of remote work, transforming it from a temporary solution to a permanent fixture in the business world. In Niagara, this shift is evident as companies increasingly offer flexible work arrangements to attract and retain talent. The benefits are manifold: reduced overhead costs, improved work-life balance for employees, and the ability to tap into a broader talent pool. Local businesses are investing in technology and cybersecurity measures to ensure seamless and secure remote operations, positioning Niagara as a    forward-thinking hub for   modern work practices.

Green Initiatives on the Rise

Simultaneously, there is a growing emphasis on sustainability and green initiatives. Businesses in Niagara are increasingly recognizing the importance of environmental responsibility, driven by consumer demand and regulatory pressures. Companies are adopting eco-friendly practices such as reducing carbon footprints, investing in renewable energy, and promoting sustainable supply chains. This green shift is not only beneficial for the environment but also enhances corporate reputations and fosters customer loyalty. The Niagara region, with its rich natural resources and scenic landscapes, is uniquely positioned to lead in sustainability efforts, making it a model for other areas to follow.

The Road Ahead

As Niagara navigates these trends, the synergy between remote work and green initiatives is creating a new business paradigm. Companies that successfully integrate these elements are likely to experience enhanced productivity, sustainability, and resilience. By staying attuned to these trends, Niagara’s business community is set to thrive in a rapidly evolving economic landscape, ensuring long-term growth and prosperity for the region.

As originally published on Reveal Niagara Business Magazine

The Crucial Importance of a Strategic Plan for the Rapidly Approaching 2024 Year

In the heart of Canada lies the picturesque Niagara Region, a place of stunning natural beauty and a thriving business community. As we approach 2024, we can all acknowledge that the last few years have been the opposite of anything predictable. Many businesses tend to revisit their strategic plan every 5 or 10 years, however, experts are recommending that every business undergo this practice leading into 2024 whether it was planned or not.

The Niagara Region, known for its diverse economy, faces unique challenges and opportunities. Tourism, agriculture, manufacturing, and technology all play significant roles here. Reviewing how the shifts in these sectors have changed our landscape will help anticipate the specific challenges and opportunities that come with Niagara’s distinct economic landscape. It provides a roadmap to navigate local uncertainties with confidence, ensuring adaptability to changing circumstances.

Boasting abundant natural resources and a talented workforce, a well-crafted strategic plan will help identify how to leverage these local strengths effectively, and what resources can be further leveraged. Niagara's local network is a treasure trove of collaboration and support, with several Business Enterprise Centres and Innovation Hubs are on hand to help identify potential partners, suppliers, and customers within the region. A localized approach can foster stronger relationships and bolster the economic ecosystem, enhancing the region's collective success.

The Niagara Region has its own set of goals and priorities, including sectoral development and growth, education and workforce support, business retention and expansion, green development and sustainability, and infrastructure and transportation. Aligning your plan against those objectives where sensible would obviously contribute to the betterment of the region but also positions you for support and incentives tailored to regional priorities.

As we approach the year 2024, businesses in Niagara must recognize the crucial importance of scheduling and executing a strategic plan that takes into account the variables in our economy that have shifted. In a region celebrated for its natural beauty and economic diversity, having a well-defined strategic plan is the key to navigating local challenges, leveraging resources effectively, building a network within the community, aligning with regional goals, enhancing community engagement, adapting to local regulations, and measuring local impact.

A strategic plan is not just a roadmap to success; it's a commitment to contributing positively to our local community and environment. By embracing this localized perspective, all businesses can position themselves for long-term growth and success while simultaneously enriching the region and its residents. In essence, a strategic plan isn't just a business tool; it's a vital component of responsible and sustainable growth in this unique and vibrant part of Canada.

August brought significant economic shifts and housing trends in Canada that warrant attention. With the Consumer Price Index (CPI) surging year-over-year, driven by rising gasoline and housing costs, and provincial housing gaps evolving according to the Canadian Mortgage and Housing Corporation (CMHC), business owners and individuals need to take note. Rising inflation poses both challenges and opportunities, while initiatives to address housing issues in Ontario provide important insights, especially in Niagara.

In August, Canada witnessed a significant year-over-year surge in the Consumer Price Index (CPI), soaring to 4.0% compared to July's 3.3%. This jump was primarily driven by surging gasoline prices and escalating rent and mortgage interest costs. Even when excluding gasoline, the CPI still exhibited a notable increase of 4.1%. Although travel-related service prices decreased, there was a more moderate rise in food prices. On a monthly basis, the CPI expanded by 0.4%, largely attributed to decreased prices for travel tours and air transportation following the peak of summer travel demand.

Gasoline prices recorded their first annual increase since January 2023, influenced partly by a base-year effect. Nationally, shelter prices, particularly rent, surged by 6.5%, while grocery price growth slowed but remained elevated, with varying trends in different food product prices. Prices surged at a quicker pace across all Canadian provinces in August compared to July, with Alberta experiencing the most significant energy price hike, driven by natural gas and electricity costs, influenced by the phasing out of provincial rebates.

For business owners, rising inflation presents both challenges and opportunities. Successfully navigating this landscape entails a proactive approach to cost management, pricing strategies, and adaptability to evolving market conditions to sustain profitability and competitiveness. Staying well-informed about economic trends and government policies is vital for making informed business decisions.

Meanwhile, the Canadian Mortgage and Housing Corporation (CMHC) reports a shifting housing gap landscape, with Ontario displaying a narrower gap compared to 2022, while other provinces grapple with an expanded shortfall. Minister Filomena Tassi, overseeing FedDev Ontario, has introduced a user-friendly funding application process aimed at facilitating easier and more predictable access to investments for growth-oriented clients. Funding applications will be accepted thrice annually—during fall, winter, and spring—with the current fall intake open until November 7. FedDev Ontario, as one of Canada's seven regional economic development agencies, collaborates with industry leaders and organizations to unlock potential, fostering competitiveness, innovation, and diversity in Southern Ontario's economy through strategic investments.

Furthermore, the Ontario government is directing nearly $4 million toward establishing 25 supportive housing units in Niagara Falls, catering to individuals and families grappling with chronic homelessness. Situated at 5528 Buchanan Avenue, this two-story, recently renovated former motel offers bachelor apartments for individuals, larger accommodations for families, and accessible units, alongside dedicated space for counselling and social programming. Associate Minister of Housing Nina Tangri announced this funding initiative, emphasizing its aim to provide long-term housing solutions for vulnerable residents in the Niagara Region. This initiative is part of the province's Social Services Relief Fund, which has provided substantial support during the COVID-19 pandemic to address homelessness and housing needs in Ontario. Additionally, the Ontario government is increasing its annual investment in homelessness prevention programs by $202 million, including $9.6 million designated for the Niagara Region, bringing the total annual investment to nearly $21 million.

Sources:
https://www150.statcan.gc.ca/n1/daily-quotidien/230919/dq230919a-eng.htm?HPA=1| https://www.cmhc-schl.gc.ca/media-newsroom/news-releases/2023/update-canada-housing-supply-shortages | https://news.ontario.ca/en/release/1003453/ontario-providing-more-supportive-housing-in-niagara-region

Experts are forecasting a potential spending cooldown this Christmas, lasting into the new year

In 2022, a lot of Canadians were worried about money.^1-2  According to FP Canada’s 2022 Financial Stress Index released back in June, nearly 40% of Canadians considered money to be their biggest concern, beating out personal health, work, and relationships. About just as many Canadians said they feel more discouraged about their financial futures now than they did last year.³   

With whisperings of a looming recession on the horizon, many people are wondering what kind of economy they should expect in 2023.⁴ Reveal posed that question to economy and business experts in the Niagara region. Here’s what they said we might see on the local front.

Potential Christmas Cooldown

“The Niagara region generally experiences a boost in retail employment and sales during the holiday season,” says Blake Landry, Manager of Economic Research and Analysis with Niagara Economic Development.⁵  But given inflation, the high cost of housing, and the looming economic slowdown, many economists, he says, are forecasting a lighter Christmas season defined by a dip in seasonal spending.

“It’s not going to cool all of the activity, obviously people are going to celebrate Christmas and buy gifts and spend more than they typically do,” says Landry. “But it may not be the same level as we’ve seen in previous years.”

The Christmas dip is part of a larger economic slowdown that Landry expects to see persist into the new year. He says this recession likely won’t mirror those of the recent past, like the financial crisis of 2008 or the recession Canadians weathered during the height of COVID in 2020. Instead, Landry says people should expect a softening of Niagara’s economy — it won’t be the best it’s ever been, but it won’t be the worst, either.

(Slower) Economic Growth

That’s because, over the last five to six years, Niagara has experienced what Landry describes as an economic boom in terms of GDP growth, retail sales, and investment in new building construction. Population growth is a driver of that trend. More people are migrating to Niagara. Between 2016 and 2021, the region’s population grew by more than 30,000 people.⁶  Earlier this year, Statistics Canada reported Thorold to be the eighth fastest growing suburban municipality in Canada.⁷

Overall, Landry anticipates seeing relatively strong levels of investment, GDP growth, and employment growth in the Niagara region this coming winter. But at the community level, the impacts of an economic downturn could be felt more strongly. Some businesses and sectors fare better than others in recession conditions, says Mishka Balsom, CEO and President of the Greater Niagara Chamber of Commerce.

“Historically, [recessions] have resulted in higher unemployment, a decrease in personal income and a decline in assets,” Balsom wrote to Reveal. “[That] can result in a downturn in demand, and therefore a decline in sales and profits. Small businesses are especially vulnerable during those times.”

So are businesses in the tourism, entertainment, arts, and recreation sectors, says Landry. 

________________________________________________________

Expert Contribution:

Blake Landry, Manager of Economic Research & Analysis with Niagara Economic Development

Blake Landry is a Certified Economic Developer responsible for economic, industrial, and business research and analysis at Niagara Economic Development.

________________________________________________________

Competition for Labour   

Accessing labour is a challenge for Niagara business owners, many of whom, Balsom wrote to Reveal, “are unable to find qualified candidates to fill job vacancies.” Those shortages are significant in the healthcare, early childhood education, construction, food and beverage, and accommodation sectors, to name a few.

For employers of remote or hybrid workers, non-competitive pay could be culprit. Historically, salaries and overall income in St. Catherines-Niagara has fallen short of Ontario’s median income.⁸  But during the pandemic, remote and hybrid work opened Niagara’s labour market to a larger geographic area, says Landry. That means that Niagara is now part of a labour market that competes with cities like Hamilton, Toronto, and Kitchener for talent.

“Even though we’ve had record job creation [and] the labour force is at a record high right now, employers are still having trouble recruiting people,” he says. “And in order for companies to compete in this labor market, they’re going to have to start paying more, so that’s also going to affect things in the immediate future.”

Landry suspects that in the new year, Niagarans are probably going to see income gains as employers compete in this larger, Ontario labour market. To tackle the labour shortage, Balsom wants to see comprehensive workforce development strategies implemented at all levels, from the government to the private sector.

Getting the economy back on track after nearly three years of navigating lockdowns, supply chain disruptions, and labour force changes will continue to be a priority for businesses and leaders in Niagara. But the region’s economic indicators—population growth, new investment, and trade, says Landry—mean its economy is in an ideal position to weather the downturn.

“It’s going to be a minor slowdown,” says Landry of the forecasted recession. “And I don’t think it’s going to last much longer than 2023.”

________________________________________________________

Expert Contribution:

Mishka Balsom, CEO and President of the Greater Niagara Chamber of Commerce

Mishka Balsom also sits on the Niagara College Board of Governors, Brock U Goodman School Advisory Council and is Vice Chair to the Chamber Executives of Ontario.

________________________________________________________

Sources:

¹https://www.cbc.ca/news/canada/saskatoon/food-inflation-making-thanksgiving-more-expensive-1.6610823

²https://globalnews.ca/news/9239093/interest-rates-home-buying-selling-challenges-simcoe-county/

³https://fpcanada.ca/planners/2022-financial-stress-index

⁴https://www.cbc.ca/news/business/economy-jobs-inflation-column-don-pittis-1.6640659

⁵https://niagaracanada.com/team-members/blake-landry/

⁶https://www150.statcan.gc.ca/t1/tbl1/en/tv.action?pid=9810000701

⁷ https://www12.statcan.gc.ca/census-recensement/2021/as-sa/98-200-x/2021001/98-200-x2021001-eng.cfm

⁸https://www.livinginniagarareport.com/living-in-niagara-2014/economic-development-poverty-prosperity-2014/income-and-earnings-in-niagara-2/

Anybody can recall that universal feeling of impending doom that arrived alongside the beginning of March 2020, when our “unprecedented” two years of COVID-19 precautions and lockdowns began. Whether you heard the news while sat happily on your couch with family, or in the breakroom of your workplace, nothing compares to the anxious turmoil this news caused inside the minds of those most important to the global fight: healthcare workers.

Yes, you may now remember the initial offering of support from the public, graciously thanking front-line workers, especially those in healthcare. But where have those signs and supporting messages gone now?

Although the major effects of the pandemic on the public have slowed as vaccination has become widely spread and waves of COVID outbreaks have come and gone, healthcare workers have yet to experience the same rush of mental and physical recovery. The ongoing shortage of skilled healthcare workers such as nurses, personal-support workers (PSW), and more, continues to affect all areas of public healthcare, especially for the health and well-being of those working in it.

This shortage is widespread across our entire healthcare system, but here in Ontario, has disproportionately affected nurses. About 83% of general healthcare workers such as PSWs and care aides reported feeling more stressed at work by the fourth quarter of 2021, while the same figure for nurses surpassed 90% according to Statistics Canada¹. The same study recorded an astounding increase in job vacancies within our healthcare system from the beginning of 2020 to the end of 2021, rising by +91.8% for hospitals alone, and a whopping +115% for nursing and residential care facilities². The cause of this is predicted to be work fatigue, with almost 1 in 4 nurses surveyed planning to leave their occupation as a whole within the next three years.³

To exemplify the real, personal effects on healthcare workers, a recent Practical Nursing graduate of a registered Ontario college, Madeline Zuccala, offers insight as to how it really feels to be a healthcare worker now in 2022. When asked to touch on her most significant memory of the weight of this situation, Zuccala recalls a nurse to whom she was assigned during a training placement in January of 2022 “…who was on her 16th day in a row at the hospital, with no days off.” She goes on to express that “The pandemic has just caused so much burnout for our healthcare system, and it feels like we aren’t being recognized and compensated as well as we should be… I feel like people have just forgotten that we are still dealing with the pandemic and the burnout from the peak of COVID in 2020.”

Similar sentiments of fatigue are shared across most frontline positions, and the call for additional resources, especially in the form of additional staff, continues. A potential systemic solution to the healthcare worker shortage pertains to educational admissions and timelines. While nursing is one of the most pressured occupations in which to be training workers right now, it remains one of the most difficult post-secondary programs for incoming students to be admitted. Even as a high-achieving, honours high school student, Madeline was rejected or waitlisted from every Registered Nursing (RN) program to which she applied. This led her to pursue Registered Practical Nursing (RPN) through a college diploma, but her now elongated path of becoming an RN will “take [her] a minimum of 2.5 years, even after completing 2 years of school and experience as an RPN. And that’s if [she] complete[s] it full time.”

The time has come to invest in public services and those who deliver them. Several proposals have been brought forward throughout the year to improve the many barriers presented. In addition to improving enrollment for post-secondary education, there is substantial review taking place to improve international enrollment as well as taking prior education and work experience into account for fast-tracked study and licencing.

In a November 2022 announcement by the Honourable Sean Fraser, Minister of Immigration, Refugees and Citizenship⁴, changes to the National Occupational Classification (NOC) 2021, increased occupations included in Express Entry. Of the 16 new occupations added are nurse aides, long-term care aides and hospital attendants.

The enthusiastic stream of aspiring nurses from all backgrounds and experience levels that seek out the profession is a silver lining to what has felt like a dark cloud overhead. To provide the public with the best the profession has to offer, a continued focus on improving education throughout the entire career path is a must.

The ongoing commitment from federal and provincial governments to support nurses in action, and members of the community extending positive signs of support and appreciation to the frontlines, we can get ahead as we move forward down a bright path together. 

Sources:

1. Government of Canada, S. C. (2022, June 3). Experiences of health care workers during the COVID-19 pandemic, September to November 2021. The Daily - . Retrieved November 6, 2022, from https://www150.statcan.gc.ca/n1/daily-quotidien/220603/dq220603a-eng.htm
2. Government of Canada, S. C. (2022, June 3). Experiences of health care workers during the COVID-19 pandemic, September to November 2021. The Daily - . Retrieved November 6, 2022, from https://www150.statcan.gc.ca/n1/daily-quotidien/220603/dq220603a-eng.htm
3. Government of Canada, S. C. (2022, June 3). Experiences of health care workers during the COVID-19 pandemic, September to November 2021. The Daily - . Retrieved November 6, 2022, from https://www150.statcan.gc.ca/n1/daily-quotidien/220603/dq220603a-eng.htm
4. Government of Canada, Newsroom (2022, Nov 16). Solving labour shortages in key sectors like health care, construction, and transportation: Workers from 16 new occupations now eligible for permanent residence. Newsroom - . Retrieved December 1, 2022, from https://www.canada.ca/en/immigration-refugees-citizenship/news/2022/11/solving-labour-shortages-in-key-sectors-like-health-care-construction-and-transportation-workers-from-16-new-occupations-now-eligible-for-permanent.html

Lessons Learned & The Way Forward

Approximately 100,000 businesses closed in Canada by April 2020.[i] Leaders everywhere had to quickly respond to high insecurity and low employee morale in the wake of the Covid-19 pandemic.[ii] In 2022, top leaders agree that agility, empathy, and continuous learning are the way forward.

Agility

Spotify launched a paid podcast service that added additional revenue during the pandemic, hotels offered work-from-home day rates, and retailers pivoted to curbside pickup.[iii] In 2022, leaders all agree that agility is the key to staying in business. "If Covid-19 has taught us anything, it's the importance of being able to pivot quickly in response to sudden changes in the external environment.", confirmed Imran Zia, a Harvard Business Review Advisory Council member.

Empathy

Michael is the Director of People and Culture at Match Retail. He states, "The pandemic has taught leaders how precious and valuable empathy is when it comes to people management." Early 2021 saw the start of the great resignation.[iv] In Canada, 24% of workers are new to their current role. People continue to leave their jobs voluntarily due to higher costs of living, inflexible remote practices, wage stagnation, lack of benefits, and job dissatisfaction. The challenge for leadership is not just to find talent but to keep it. Imran asserts that leaders must be more than just empathetic, "They also need to be vulnerable and proactively open up conversations" to allow people to see that leaders are genuine in their concerns. Exercising empathy can provide people with a sense of security to combat the everyday uncertainty everyone feels.

Quiet quitting, a term made famous on social media, is when workers do not do more or less than the job requirement and do not respond to after-hour work-related communication.[v][vi] It is a response to wage stagnation and job dissatisfaction. Under 32% of the American workforce is engaged in their work. Imran pointed out that "Front-line employees don't have the option to work from home" and suffer higher commuting costs and less work-life balance.[vii] The pandemic disproportionately impacted women, middle managers, front-line workers, and the healthcare and technology industries. Most leaders recommend getting input from employees while emphasizing how they contribute to the bigger picture.[viii][ix]

Continuous Learning

70% of leadership learning happens on the job, 20% through feedback and interactions with others, and 10% through formal training. In a study conducted over three years, researchers found a more effective framework to address virtual and hybrid environments. They found that by shifting the focus on the three components of leadership development, it was more important to focus on the pathways between them. They suggest that leaders try to deepen their learnings by taking their experiences and reflecting on them with colleagues to gain greater self-awareness.[x] Alternatively, you can apply a classroom-generated idea on the job and get feedback to gain the most out of the experience. In a remote or hybrid work environment, much of the experimentation and feedback can occur in an online setting which supports a faster feedback loop.

Feedback is critical to improving self-awareness, one of the most vital components of leadership. Most leaders recommend becoming experts in receiving and delivering impactful and respectful feedback.[xi] "We have a duty to deliver Coaching sessions that are more fruitful; they must be more considerate to personal factors and individual development plans vs. spreadsheets and KPI." Michael advocates for a more "human-centric" approach for 2023 and recommends creating a welcoming workspace, providing flexible work options, supporting work-life balance, supporting mental health, and connecting with people to understand their motivators.

Expert Contribution:

Imran Zia, MSc, CPA, ACA, FCCA, CIA, CISA, CFE, CRMA, GRCP, Director of Risk Management & Assurance with Vancouver Fraser Port Authority

Imran is a proud winner of "Internal Audit Excellence Award" from the Institute of Chartered Accountants in England & Wales. Imran continues to contribute towards the profession as a subject matter expert and as a thought leader. He also serves as President of Institute of Internal Auditors Vancouver Island Chapter, Member of Harvard Business Review Advisory Council, Member of ACCA’s Global Forum for Audit & Assurance, Member of ACFE’s Global Advisory Council, Past Chairman of ACCA’s Members Advisory Committee and Member of the Board of Directors of Broadmead Care.

Leaders must cultivate self-compassion to continue managing their feelings and expressions to fulfill the expectations of their role. Research shows that self-compassion as a practice leads to higher emotional intelligence, increased resiliency, and higher compassion for employees.[xii] Leaders perform this emotional labor at the same rate as front-line service workers. Leaders navigate communication with employees suffering from mental and physical burnout and manage their own while performing at high levels. Training and peer support are some ways organizations can support self-compassion in leaders.

Professionals like Imran and Michael are working harder than ever before to navigate and lead in an unprecedented environment with new challenges. Leaders must be more versatile and socially aware than ever before to keep up with the needs of their workforce while taking care of their mental health. Michael concluded, "It's the emotional experience of learning — of being accountable for employees in your care and making mistakes as we learn to adapt to the new way of people management and work."

Expert Contribution:

Michael Cioffi, Director of People and Culture with Match Retail

Michael is a people professional; he leads by intention; by making the choice to lead and inspire culture through authenticity, care and embodying the entrepreneurial spirit. He believes in creating a work environment where everyone is responsible for creating a workspace where employees wake up inspired, feel safe at work and return home fulfilled at the end of the day.

Sources:
[i]https://financialpost.com/executive/executive-summary/posthaste-almost-a-quarter-of-canadians-changed-jobs-amid-the-great-resignation
[ii] https://www.forbes.com/sites/forbescoachescouncil/2022/01/19/challenges-business-leaders-need-to-be-prepared-for-in-2022-and-beyond/?sh=5755ee0470d2
[iii] https://www.forbes.com/sites/blakemorgan/2020/05/01/10-examples-of-how-covid-19-forced-business-transformation/?sh=328a62e71be3
[iv] https://hbr.org/2021/09/who-is-driving-the-great-resignation
[v] https://www.qualtrics.com/blog/quiet-quitting
[vi] https://en.wikipedia.org/wiki/Great_Resignation
[vii] https://www.latimes.com/archives/la-xpm-2008-aug-31-fi-perfin31-story.html
[viii] https://www.mckinsey.com/featured-insights/diversity-and-inclusion/diversity-wins-how-inclusion-matters
[ix] https://www.forbes.com/sites/forbescoachescouncil/2022/01/19/challenges-business-leaders-need-to-be-prepared-for-in-2022-and-beyond/?sh=5755ee0470d2
[x]  https://hbr.org/2022/06/what-leadership-development-should-look-like-in-the-hybrid-era
[xi] https://www.entrepreneur.com/leadership/10-leadership-essentials-for-2022/413192
[xii] https://hbr.org/2022/11/the-emotional-labor-of-being-a-leader

After an exceptionally challenging 2-year period, the global events industry is expected to witness remarkable growth. According to a report by Research Dive, the industry is projected to garner a revenue of $1,134.5 million and grow at a healthy compound annual growth rate (CAGR) of 23.1% during the analysis period of 2021-2028. 

Revenue increases are largely attributed to sponsorships for events, forecasting to garner a revenue of $710.7 million over the analysis period. This is attributed to the exceptional exposure that leading organizations gain through the right sponsorship opportunities. Based on event type, seminars, corporate events, and entertainment are expected to draw the most revenue and profitability across the board.

Projected attendance increases are attributed highly to millennials, as they enter prime spending years, meaning more disposable income than previous generations. The strong financial projections for entertainment event types is also due, in part, to this age group expressing more interest in concerts, sports events, exhibitions, and festival.

For event organizers and hosts, it is critical to take these positive financial insights as a sign to invest in planning for 2023. Planning ahead and focusing on the art of promotion well in advance of your planned event is going to help secure the results you need. With the events industry, there are no hard and fast rules to success. It's all about leveraging the power of your brand and finding the best opportunities to promote it in the most effective ways.  It is important to invest in traditional advertising like radio ads, social media campaigns and print advertisements, but do not forget to find new ways to be innovative. For example, for concerts and live music, include your event in pre-concert programming or on local news stations. The goal is to reach as many people as possible with something they will want. You can also run a contest on social media where the person who shares your post wins tickets to the show.

Social media platforms such as Twitter, Facebook, Instagram, YouTube, and other blogging sites can be used organically, but should also be part of a paid campaign strategy. From buying targeted ads on these platforms to creating informative videos and infographics with links back to your website or social media pages, there are many ways digital marketing can help you spread the word about your event. It’s important to remember that it doesn’t always take much to make an impact. For example, even one paid search ad will reach thousands of people who are actively searching for events that might interest them near their location. It’s also worth noting that OTT (Over-The-Top) streaming services have changed the face of entertainment—and events. More and more people are looking for live programming that they can watch without having cable or satellite TV subscriptions.

Based upon the projected strength in sponsorship revenue, leverage this knowledge to your benefit throughout the planning of your promotional strategies. When preparing sponsorship packages that include exposure opportunities, think beyond the traditional sight lines of what has worked in the past. Take advantage of new ways to drive sponsor engagement that will be mutually beneficial. For example, install sponsored vending machines at specific intervals throughout the event so that attendees can pick up refreshments without ever leaving their seats.

In conclusion, it's important to stay on top of industry trends and be prepared to deploy innovative tactics to ensure success. It is worth noting that as operational costs such as onsite expenses, booking costs, food and catering, are all rising above expectation and may impede the projected growth rates. Despite these uncontrollable factors, there is clear opportunity to capitalize on enhanced sponsorship engagements to balance the profitability portfolio.

Sources: https://www.researchdive.com/8401/events-industry-market?utm_source=GNW

In one of the final signs of life returning to normal after the Covid 19 pandemic, Ontario public schools are back in session with no restrictions. Children across the GTA, impacted by two years of masks and virtual schooling, were all smiles in early September as they returned to learn and play with classmates. Parents are also feeling relief, as two years of mandates or home schooling come to an end and life truly starts to appear normal.

While the experts on both sides of the Covid debate go back and forth on risk scenarios and hypotheticals, parents that look beyond Covid 10 concerns have questions about what their children will see when they return. Will there be enough teachers and supplies? Are schools ready to take children back or still reeling from two years of closure? After years of concern about teacher shortages, what impact will the pandemic have on education around Toronto? Ontario public schools look quite different after Covid, but that may not be an improvement for our children.

For two years the focus has been on a teacher shortage and stifling wages for educators that haven’t kept up with the cost of living. While wages remain a major issue, the staffing issue has subtly shifted. Instead of a general shortage, we need to focus on two critical concerns: the lack of full-time contracts and the morale impact of current conditions on teachers overall.

There is no doubt that teachers are in high demand. Unemployment rates for teachers are at a 15-year low and openings can be found across the province for both full-time and supply teachers. In fact, the Ontario College of Teachers predicts that new teachers entering the system may just barely offset 2022 retirements. However, policy changes over the past several years have reduced barriers to entry for new teachers and many administrators claim the staffing issues are over. The risk is that full-time contracts have been falling since 2015 and the occasional and supply teachers, or students now approved to teach while completing degrees, have few incentives to press on with hope for a full-time role. As a result, Ontario is experiencing a talent drain as other provinces or industries entice smart teachers to consider new opportunities.

For the teachers who remain, including older teachers postponing retirement due to economic challenges and inflation rates over 7%, virtual classroom roles will be in high demand. As those limited roles fill, we will see a frustrated roster of educators who resign themselves to completing the minimum expectations of their roles. This will mean fewer volunteers to take on extracurricular activities like clubs, sports, and after school programs. Education has always been an industry where that discretionary effort from teachers directly impacts the quality of the student experience, so parents should expect their children to have a very different experience than what they knew growing up.

As the new school year starts, parents should prepare to be active participants. Returning to in-person classes will be another shift in learning modality for children and the classroom environment can make it more challenging to customize the level and quality of the education to each individual student. Our children will need support at home to keep up with studies and homework. A great partnership with parents at home is the solution that will ensure the most important goal of all: the success of our children.

Earlier this year, the Q2 GDP readings reported the Canadian economy stood out globally. Despite battling inflation and a projection of 4-4% growth forecast for that period, Canada did fare better than others with a reported 3.3% growth pace. Do not anticipate a similar outlook for Q3 and Q4, however. The growth rate has slowed substantially across the nation and most economies are forecasted to tread water in 2023.

The Niagara region has also realized a slight boom thanks to an influx of businesses relocating to the area and the introduction of new businesses being started in the region. It is, however, important that we, as stakeholders, understand that while some of the data points to a good news story, the region and province must focus on creating conditions that support business access to the capital, markets, and talent that they need to sustain and grow.

Evolving over the past decade, Niagara’s shift in economic and social diversity has been fundamental to its success. Ontario’s economy has undergone substantial change as well, leading to increased global competition, technological disruption, and the need to transition to sustainable growth models. The outcome of these global trends will likely result in future changes to the way that businesses operate and how we plan for our future economy. To adapt to these changes and support businesses in the Niagara, it is essential that we understand current and future economic trends at a national and provincial levels, as well as local to Niagara.

Growth Priorities
The Growth Plan for the Greater Golden Horseshoe was created so that we can understand what our community might look like 10 to 25 years from now. What would be the impact on public transit if a new university was built? What type of housing should be considered to accommodate a changing population? Which industries will be emerging over the next decade? These questions provide insight into how we want to create communities where residents live close together and enjoy vibrant amenities. They also show us the importance of being aware of both immediate needs and long-term opportunities. As leaders, it's important to work together and think about how we can invest in infrastructure projects, increase trade between other jurisdictions, build partnerships with educational institutions, while creating opportunities for entrepreneurs who are eager to innovate. Individual municipalities will need to continue to explore partnering with larger cities as these could help companies grow and remain competitive in the global market.

The Population
Niagara is one of the fastest growing regions in Ontario with a population expected to increase by more than 600,000 people from now until 2041. The demand for lower priced properties continues to rise as people move away from Toronto and other large urban centres, creating a continued strain on supply. This forecasted growth will also create new challenges for public service, transportation infrastructure, and housing.

Labour Market
Changing rapidly over the last decade, jobs that have traditionally been filled by young people are now being taken up by older workers, who are either delaying retirement or coming out of retirement. This trend is expected to continue with an increased number of baby boomers retiring in the near future. In response, more youth employment programs need to be developed that focus on placement, retention, and career focused opportunities. Ontario will need to continue attracting international talent as immigrants will become a fundamental part of the labour force due to demographic changes within the province. It’s also important for businesses to attract a millennial workforce because they represent 46% of Canada’s population and this group represents a significant buying power. They are the most educated generation in Canadian history and enter the workforce with high expectations from employers. They often do not consider themselves traditional employees so may require flexible work arrangements to allow them time for community involvement and personal projects.

Major Industries
Home to many industries, including finance, tourism, food production, automotive parts manufacturing. Education and Healthcare represents the largest existing workforce in the region at 20% followed by Professional and Financial Services at 16%. Manufacturing and Hospitality also represent a strong 13% and 12% respectively, with and influx of technology and innovation companies putting roots in Niagara we anticipate continued growth throughout these emerging sectors.

With this being a municipal election year, the business community is eager to see plans that will promote business competitiveness. This includes addressing limiting factors such as outdated labour laws, poor transportation infrastructure, lack diversity in economic sectors, rising costs of living, and lack of skilled and accessible workforce.

Sources: https://www150.statcan.gc.ca/n1/daily-quotidien/220831/dq220831a-eng.htm?HPA=1 | https://www.ontario.ca/document/place-grow-growth-plan-greater-golden-horseshoe | https://www.niagararegion.ca/2041/pdf/mcr-pic3-boards.pdf

Restrictions may have lifted but the so-called return to normalcy is not quite what everyone had expected. While the ability to move forward in a less restrictive manner is welcomed, we see unprecedented challenges related to supply chain delivery, workforce fulfillment, and the ability to deliver upon exceptionally high expectations throughout the marketplace.

Prior to the pandemic, the world was already undergoing a massive transition with respect to consumer behaviours and expectations. An ever-increasing population, environmental shifts, and the movement of people and ideas are all contributing factors to a continuous evolution of our societal expectations. Change is inevitable and throughout the past decade or so, nearly every industry has fallen prey to not knowing or embracing the next course of action that would deliver them a more competitive advantage.

While large organizations have more structure to navigate new technology adoption, small to medium businesses have a more challenging reality. Some industry leaders report a lack of financial support required to invest, while others boldly express an unwillingness to endure the growing pains related to integrating new systems.

No matter the position, the demand for digital dexterity continues to rise, quelling the debate that integrating technology leads to job loss. The fact is that the landscape for necessary job types is simply changing, and industries need to pave the way for new technologies, new skill development and an enabled workforce. It is no longer possible to remain viable in any industry by doing what has worked in the past.  

Several technologies are continuously evolving. Reviewing some of the most common may assist in determining what avenue is right for your organization.

Robotics Adoption
Apparent in factory advancements, similar gains can be made by integrating robotics in the service industry through automation of repetitive tasks that will allow employees to focus on more enhanced customer interactions. Hospitality leaders have deployed robots to conduct room deliveries, assist with lobby inquiries and carry out back-office tasks in maintenance areas.

AI & Cognitive Transformation
Planting AI into software and smart devices, day-to-day enterprise practices are being reinvented. Systems can learn, think, suggest, and forecast mimicking human intelligence. This allows businesses to deploy AI to support decision making, translation, speech and facial recognition tactics, systemizing or even replacing specific workflows.

Augmented Analytics
The use of robust machine learning and integrated analytical capabilities allows varying skillsets to reliably identify patterns and trends that facilitate stronger decision making. Dynamic yet intelligent, evidence-based reporting datasets are empowering organizations to gain significantly in areas of operational productivity, efficiency, and accuracy.

API-Driven Productivity
Application Programming Interface (API) is a software conduit that allows two programs to talk to one another, typically by transferring specific pieces of information from one application to another. As a result of clous adoption and digital transformation programs, integration software is critical to business strategy. With remote and hybrid working environments, mobile and smart devices are used more commonly to access data, conduct business transactions, and streamline sales and support service work.

Identifying what emerging solution is the most appropriate for your organization is critical. Begin by reviewing core operations and assessing where a streamlined approach can further mobilize your workforce. Determine the need for a particular technology and do your homework to assess the value before investing and deploying it through your organization.

Things are changing in the Niagara region’s municipal politics, making it increasingly important for Niagara residents to put their best foot forward at the polls in the Fall of this year! Following the unforeseen events of the past two years, Niagara is yearning for recovery and growth in all sectors and areas of government. The municipal election is approaching, sending voters to the polls at the end of October 2022.

When and where can I vote?

Voting day will take place on October 24^th, 2022 from 10am to 8pm. Advanced poll dates range from September 28^th to October 21^st across the region, and you can find locations for your municipality’s advanced polls at niagarafalls.ca¹. Niagara voters this fall are electing municipal mayors and councillors, as well as regional councillors and school board trustees. Nominations will remain open until 2pm on August 19^th, 2022².

Unlike elections past, the 2022 municipal election will also introduce an option to vote by mail³. Changes in public safety throughout the pandemic have prompted residents to lean towards means of voting that allow for social distancing and prioritization of their own health and safety.

Important issues in Niagara

Considering the pandemic of the last two years and the current cost of living, there are plenty of issues to be tackled by incoming elected officials. When asked about the most prominent issues for the fall election, mayor of St. Catharine’s, Walter Sendzik responded “I think what’s on most people’s minds right now is affordability.” Canadians across the country are feeling the effects of the extreme increase in costs due to inflation, where no expenses are exempted; including “the cost of fuel, food, utilities… all things that are largely outside of the control of municipalities.”

That being said, municipal candidates should be planning to aid this crisis in whatever way they can. This also pertains to the closely related housing shortage affecting the Niagara region, and Sendzik believes that “the whole housing crisis is at the forefront of people’s minds.” Although cost of living in general is an issue that cannot be handled by municipalities alone, efforts towards creating more affordable housing as well as social housing can hopefully be expected from elected officials.

Lastly, an important issue that Mayor Sendzik believes candidates should be acting on is climate change. He explained that “…affordability is something you see at the gas pump, the grocery store, and in the price of housing. In terms of climate change, it happens when there’s a massive snowstorm, there’s a massive wind event that takes down trees and hydro poles, or there’s a massive flooding.” With so many other issues following the pandemic and rising inflation rates, Sendzik says “it’s not always top of mind, but it’s something that you would hope is also being discussed.”

A step in the right direction

Despite a rather gloomy outlook on current issues in the area and across Canada, it’s safe to say that Niagara region municipal candidates are ready to step up and take care of Niagara residents. To read more on individual candidate platforms, be sure to visit your individual municipality’s government website. The importance of being an informed voter is greater than ever, so do your part, and vote wisely in this fall’s election!

Expert Contribution By:

Walter Sendzik
Mayor, City of St. Catharines

With a background in business, Mayor Sendzik has been a strong advocate for local business. He aims to inspire residents to take action in building a city where everyone belongs.

1.Key dates: City of Niagara Falls, Canada - city of Niagara Falls. City of Niagara Falls Website. (n.d.). Retrieved June 17, 2022, from https://niagarafalls.ca/city-hall/elections/key-dates.aspx | 2. Key dates: City of Niagara Falls, Canada - city of Niagara Falls. City of Niagara Falls Website. (n.d.). Retrieved June 17, 2022, from https://niagarafalls.ca/city-hall/elections/key-dates.aspx | 3. Information for voters: City of Niagara Falls, Canada - city of Niagara Falls. City of Niagara Falls Website. (n.d.). Retrieved June 17, 2022, from https://niagarafalls.ca/city-hall/elections/information-for-voters.aspx

As results of the 2021 Census continue to be analyzed, Canada continues to be the fasting growing G7 country, a statistic that has remained unchanged for five years.

Keeping demands balanced and stable

The second stage of a savvy workforce development plan is how to appeal to the 65+ year old population, more and more of whom are seeking a retirement career that keeps them mentally and physically engaged with minimal stress. Creating streamlined, intuitive workflows for frustration-free onboarding will appeal to older workers who bring with them decades of business and customer service experience. Retaining this workforce often means finding the right balance between taking suggestions or keeping demands balanced and stable. There is no better substitute than a robust initial interview to understand the candidate’s motivations so you can match them with the right role.

A consistency across both groups of workers is the expertise they bring to your role. As workers become more passionate about finding a job that engages them, your understanding of their interest and motivation are key to designing an engagement strategy. These strategies are not tedious to build but require a straightforward understanding of what motivated your employee to seek out a job and an understanding of their individual strengths. A winning strategy takes these two points and pairs them to a need within your business. A furloughed teacher who joins your customer service team may find additional purpose in helping you refine your onboarding packet and the new hire training materials. A retired tradesman who becomes floor staff in your shop could add value by helping customers talk through their ideas with an expert, and giving them the encouragement and opportunity to provide that additional service can build deep connections with local customers.

Grow your business

The next six months will be critical for small and medium sized businesses in the region. The country is reemerging from a two-year hibernation with a hunger for experiencing life and all the province has to offer. With this changing likely to come in gradual phases, business owners need to understand their needs, how the various segments of the population are being impacted, and how to weave those together into a strategy that keeps you on firm footing and ready to take advantage of the next opportunity to strengthen and grow your business.

In the coming months, the experiences, policy adjustments, and political landscape that has been solidified through the summer and fall season are all components coming together that can and should bring forth a strong 2022.