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2016
Business Plan
(Executive Summary)
City Overview
The City of Cambridge was officially formed by the Province of Ontario on
January 1, 1973. Made up of the former communities of Galt, Preston, Hespeler
and Blair, the history of this area dates to a far earlier period. Today, Cambridge is
a modern, inclusive city with a rich architectural heritage providing a window to
that past. Economic diversity, natural beauty, and vibrant culture have helped to
make Cambridge the second largest community within the fast growing Waterloo
Region. 135,000 (2014 population) and
173,000 (population by 2029)
Purpose
The 2016 Business Plan sets out the City of Cambridge’s blueprint for the work that
will be done within the organization throughout the year. It is based on the new
corporate strategic plan, Cambridge Connected: Our Voice. Our Vision, which
was adopted by Council on January 19, 2016. With this plan, the City will be able
to make progress on its strategic goals and objectives as well as maintain and
continuously improve the core services we deliver. It has been developed under A strong labour force of more than 100
parks covering Numerous organized sporting and
the guidance of the Corporate Leadership Team, Senior Management Team
as well as with input from staff across the corporation. While this document is 70,050 and a diverse industrial based 365 hectares and over leisure activities and a variety of first-
intended to provide further direction to all staff at the City, it is also intended to with over 10,925 businesses 70 km of trails class cultural facilities events
be a resource for the public and Council.
The 2016 Business Plan provides an overview of the corporate structure and more
detailed information for each supporting department. This includes a description
of the core services provided, staffing and budget information and a detailed
work plan that links key departmental activities (strategic actions and initiatives)
with the strategic plan.
It should be noted that the work plans included in this document focus on the
activities in each department that will take place in addition to all the core services $244 million has been
that are delivered by that department throughout the year. It is not intended to The average annual population Over the past 5
years, the
be a comprehensive list of everything underway – but rather to highlight how that invested annually in building
growth rate is just over 1%, while the establishment of
department is supporting the strategic direction of the city while it continues to construction, with about 1/3
deliver customer-focused services to the community.
towards the new residential
employment growth has been business has increased 3.4%
sector 3% annually annually
City Structure In addition to provincial and federal
The City of Cambridge is governed by an elected City Council. Council is responsible services, the local community is served
for setting the policy and strategic direction of the City. The City Manager serves as by two levels of local government: the
the head of the city administration and is supported by four (4) Deputy City Managers
Mayor and Council City of Cambridge and the Region of
(DCMs) responsible for specific city departments. These include Corporate Services, Waterloo (ROW).
Development and Infrastructure, Community Services (including Fire Services) and City services include:
the Office of the Chief Financial Officer.
• Recreation Programs and Facilities
The 2015-2018 members of Council include:
City and Special Events;
Back left to right: Councillor Frank Monteiro, Councillor Donna Reid, Councillor Mike Mann, Councillor Shannon Adshade,
Councillor Mike Devine, Councillor Nicholas Ermeta
Front row left to right: Councillor Pam Wolf, Mayor Doug Craig, Councillor Jan Liggett.
Manager • Parks, Forestry and Cemeteries;
• Economic Development (including
employment land and business
improvement associations);
• Planning, Building Permits, By-Law
Enforcement and Business Licensing;
Office of • Roads, Transportation and Other
Community Development
Corporate the Chief Infrastructure (including local water
Services and
Services Financial distribution, parking);
(and Fire) Infastructure
Officer • Fire Services; and
• Local Libraries (Idea Exchange).
The Plan also identifies the strategic direction outlined by three key themes; people, However, there are many other exciting initiatives underway that tie into each of
place and prosperity. the themes and all of the seven goals of the strategic plan. In addition, all of the
core services delivered by the City provide support to these goals and objectives.
In all of this, the City is working to provide high quality customer-focused services,
Implementation and to continuously improve how they are delivered.
The City will continue to integrate the strategic plan into the ongoing business of the
city, recognizing that Cambridge Connected is a living document. While it provides a
framework for decision - making, it does not outline specific actions within the plan. The
2016 Business Plan is one of the first steps of Cambridge Connected implementation
- by identifying strategic actions and the initiatives flowing from them.
To actively engage, inform and create opportunities for people to participate in Goal 2: Governance and Leadership
community building – making Cambridge a better place to live, work, play and
Provide open, transparent, accountable and innovative leadership in local governance
learn for all.
and service delivery.
Strategic Actions:
Place Prosperity
Goal 3: Arts, Culture, Heritage and Architecture Goal 6: Economic Development and Tourism
Promote a creative environment that encourages arts, culture, heritage and values our Support and promote a strong, dynamic, and innovative local economy.
unique architectural assets Strategic Actions:
Strategic Actions:
• Local Economic Development. Continued provision of a range of economic development
• Back to the Rivers Planning & Implementation. Implementing the Back to the Rivers services including marketing and promotion, business attraction and retention, operation
initiatives including the Old Post Office, Hespeler Streetscaping, and the Pedestrian of the small business center and developing employment land.
Bridge (among other)
• Waterloo Region Economic Development Corporation. Support for and collaboration with
• Support Arts and Culture. Continuing to support a strong and sustainable arts and our regional partners in the implementation of the Waterloo Region Economic
culture scene in Cambridge through innovative and collaborative approaches to Development Strategy (WREDS).
marketing and communication.
• Cambridge Tourism Strategy. Work with local partners and internal departments to
• Support Heritage Initiatives. Working with our heritage partners to review opportunities ensure that our approach to tourism is based on the unique qualities that exist locally,
for funding, public education, developing character areas and expanding the scope of creating opportunities for growth and prosperity.
the heritage inventory.
• Promotion of the Expansion of Post-Secondary Institutions Locally. Working with post-
Goal 4: Environment and Rivers secondary institutions to maximize the potential for access to higher education and
beneficial partnerships in the community.
Be good stewards of the rivers, waterways and natural environment that this community
enjoys. • Review of Municipal Incentives. Review the role that municipal incentives play in the
Strategic Actions: development of the community ensuring a balanced, proactive and transparent
approach to maximize potential benefits.
• Environmental Planning and Implementation. Building on a foundation of sustainability
by participating in key cross-jurisdictional initiatives such as the Community Energy
Investment Strategy, the Climate Adaptation Plan, and by continuing to provide
education opportunities and implementing the Emerald Ash Borer (EAB) remediation plan.
Goal 5: Parks and Recreation
Facilitate and deliver a wide range of accessible and diverse community recreation
opportunities.
Strategic Actions:
• Recreation Facilities Planning. Planning for a variety of community recreation needs,
recreation facilities and activities review, the multipurpose complex, South East Galt.
• Special Events Strategy. Addressing the longer term vision for festivals and events, looking
for enhanced communication opportunities, and the ability to tie events into a broader
economic development strategy building on the unique assets that exist in Cambridge.
Goal 7: Transportation and Infrastructure
Create and maintain a highly effective, sustainable and coordinated local infrastructure
and transportation network.
Strategic Actions:
• Promotion of Improved Travel Options. Advocate for improved travel options and
economic opportunity between Cambridge and the GTHA including access to GO Bus/
Rail and other multi-modal options.
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