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People. Place. Prosperity.

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).

In 2016, The City of Cambridge


employed 570 full-time staff and
131 part-time staff
(excluding library staff).
Expenditures
3%
3% 2% 2%2%
1%
Salaries & Benefits $61.7M Corporate Mandate
Contribution to Capital Budget $8.7M
Operating Budget 4%
Other $8.3M Residents of the City of Cambridge,
4%
Programs & Supplies $7.2M With the adoption of the City’s new strategic plan, “Cambridge Connected: Our Voice. Our Vision”, Council, staff and the citizens
On January 5, 2016, Council approved
6% Library $7.2M of Cambridge have successfully and collaboratively completed a very important and useful process. All of those involved have
an overall operating budget of
Facilities & Maintenance $4.8M contributed to the development of the goals and objectives outlined to achieve the established priorities for the City of Cambridge
$117.4 million. The approved tax rate
Equipment $4.5M for the next three years and beyond. In recognition of the new direction provided, we, as the senior administrative leaders of
increase in 2016 was 3.01%. 6%
$117,442,600 Utility Costs $3.8M the City, are responsible to the citizens of Cambridge for the overall implementation of the themes of the strategic plan namely:
The breakdown of the 2016 Operating Debt Costs $3.9M People, Place and Prosperity based on the City’s corporate core values of Integrity, Respect, Inclusiveness and Service.
Budget (Expenditure Summary) is 7% Funding to External Org $2.4M
Contracted Services $2M We will embrace this challenge through the development of fully integrated business plans including performance measures and
included here. IT $1.9M targets and fiscally responsible budgets that will enable the City of Cambridge to serve and be accountable to you, its citizens.
7%
53% Insurance $1M Our plans and budgets will be developed with a clear link to the programs and services the City provides today to the long-term
Expenditures vision stated for our community in the strategic plan.
3% 2% 2%2% Salaries & Benefits $61.7M
3% 1%
Contribution to Capital Budget $8.7M Using the strategic plan as our foundation, we commit to developing sustainable,
4%
Other $8.3M Capital Budget fiscally responsible policies and programs to implement the direction set by the Mayor
4% Capital Investment Roads, Water, Sewer & Bridges $14M and Council to build a city to which its citizens aspire. Our goal is to build a new City
Programs & Supplies $7.2M New
6% Library $7.2M 4%
3% 2% 2% 2%1%
Newcapital
Facility /investment approved as
Expansion $8.1M culture based on customer service and continuous improvement and to focus on
part of theProjects
Regional 2016 Capital
$4M Budget totals
Facilities5%& Maintenance $4.8M initiatives in keeping with our newly stated corporate vision: A place for people to
$43.4 million. Approved
New/Replacement projects $3.5M
Equipment include:
Equipment
5% $4.5M prosper – alive with opportunity.
6%
$117,442,600 Utility Costs $3.8M Street Lighting $3.4M
32% • Multi-plex Site Preparation and Design; We will use and build upon the framework for the development of Cambridge
Debt Costs $3.9M Maintenance & Rehabilitation $2.3M
8% Trails Streetlight
• LED & Parks $2.1MConversion; Connected of connect, collaborate and create to become more attuned to the
7% Funding to External Org $2.4M
Contracted$43,496,200
Services $2M Information Technology $1.6M voice of our community and work to continually improve ‘client’ satisfaction as we
IT $1.9M • Urban Forest Renewal;
Infrastructure Planning $1.5M deliver our programs and services.
7%
53% Insurance $1M Facility Renovation
• School $0.9M
of Architecture Walkway; We commit to working towards the outcomes outlined by each of the three strategic
8%
Other $0.8M plan key themes:
Transportation
• Corporate Network
Website $0.7M
Development;
9% Library $0.6M • People: To actively engage, inform and create opportunities for people to participate in
19% • Accessibility and Energy Management community building – making Cambridge a better place to live, work, play and learn for all;
Capital Investment Roads, Water, Sewer & Bridges $14M and Improvements at Alan Reuter Centre;
3% 2% 2% 2%1% • Place: To take care of, celebrate and share the great features in Cambridge that
4% New Facility / Expansion $8.1M
• Queen’s Square Fountain Improvements; mean the most to us; and
5% Regional Projects $4M
New/Replacement Equipment $3.5M • Prosperity: To support and encourage the growth of a highly competitive local
5% • Parks and Play Structure Improvements
Street Lighting $3.4M economy where there is opportunity for everyone to contribute and succeed.
32% at Forbes Park, Victoria Park, Churchill
Maintenance & Rehabilitation $2.3M Park, Riverside park; We have set an ambitious agenda; however, through the building of effective
8% Trails & Parks $2.1M partnerships and community engagement, I have confidence that we can be
$43,496,200 Information Technology $1.6M • Regional Infrastructure Project successful in attaining our goals.
Infrastructure Planning $1.5M Contribution for Franklin Boulevard,
Facility Renovation $0.9M Fountain Street, Cedar Street Yours truly,
8% Corporate Leadership Team (City Manager and
Other $0.8M Reconstruction; and
Deputy City Managers) from left to right: Steven
Transportation Network $0.7M Fairweather, Kent McVittie, Gary Dyke, Dave Bush
• City of Cambridge Water, Sewer, Road
9% Library $0.6M and Hardy Bromberg.
19% and Bridge Infrastructure Projects. Gary Dyke, City Manager
On January 19, 2016, Cambridge
Council adopted Cambridge
Connected: Our Voice. Our Vision.
Developed through extensive public
consultation with nearly 1500 members
of the community, this strategic
plan provides a new foundation for
decision making, priority setting and
ongoing performance management
at the City.

2016 Business Plan Highlights


VISION MISSION VALUES Corporate Initiatives
A place for people to prosper - Working together INTEGRITY The 2016 Business Plan identifies over 36 “Strategic Actions” at the corporate level.
RESPECT Each of these actions has multiple related initiatives or projects that may be
alive with opportunity Committed to our values occurring in one or more of the City departments (over 190 in total). All of these
INCLUSIVENESS initiatives are above and beyond the core services delivered to the community
Serving our community
SERVICE as part of the day-to day operations of the City and its departments.
The 2016 Business Plan demonstrates a strong corporate focus on the theme of
“People” and specifically Goal #2 – Governance and Leadership. There are over
13 Strategic Actions (and many more associated initiatives) that are aimed at
Cambridge Connected identifies the vision, mission and values that will shape the ensuring the governance of the City is open, transparent, accountable and
corporation over the longer-term. innovative.

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:

People Goal 1: Community Wellbeing


Promote a caring community where people can make strong connections with others
and lead safe, healthy and productive lives.
• Strategic Plan Implementation. Integrating the strategic plan into daily operations,
developing tolls to monitor and measure progress.
• Annual City Reporting. Developing a corporate framework for reporting progress to each
stakeholder group on strategic actions, capital projects, and budget highlights.
Strategic Actions:
• Corporate Wide Project Management. Developing a consistent corporate framework for
• AODA Compliance and Support for Implementation. Includes reviews of city facilities, project management based on best practices, including staff training, performance
policies and communication of accessibility responsibilities. evaluation and reporting of all capital projects.
• Living Wage Initiative. Exploration of how the City can support living wage through its • Corporate Engagement Strategy. Enhancing opportunities for the public to be engaged
corporate policies and procedures. in city business, through the development of a new corporate website and improved city
marketing and promotion.
• Emergency Operations Preparedness. Building internal and external capacity with
• Improving Decision Making and Governance Framework. Developing a code of
respect to readiness for emergency situations in the community.
conduct, undertaking a corporate policy review, enhancing inter-governmental
• Expanded Fire Services. Enhancing fire services and public safety through the relationships, and continuing to develop governance structure.
sustainable management of infrastructure, review of operating guidelines and the • Engaging and Developing Staff. Creating a leadership development program, providing
design and construction of the new Fire Station 6. enhanced training opportunities, developing a corporate staffing and resource plan.
• Community Recognition Program. Highlighting the many contributions of community • Continuous Improvement Program. Building on the partnership with Toyota to develop a
leaders throughout the city who make Cambridge great. program and roll it out city-wide to all staff.
• Customer Service Program. Understanding our community (and customers) needs and
• Healthy Living Cambridge. Participating in partnerships and activities that promote
ensuring all staff have the tools and resources to deliver high quality service.
healthy lifestyles for all ages throughout the community – including age friendly services,
Healthy Kids and others. • Alternative Revenue Strategy. Reviewing municipal revenue options to ensure the
financial sustainability and capacity of the City to provide the services and programs now
and into the future.
• Corporate Wide Financial Plan. Implement and oversee the evolution of the corporate
financial system, ensuring regulatory compliance, revisions to the water billing system,
corporate budget approaches and the development of a long range financial plan.
• Sustainable Information Technology Infrastructure. Ensure the advancement of
computer applications to improve business continuity and work plan. Development and
Implementation of programs and services to enhance electronic services (eGovernment)
for customers and client interactions.
• Development and Maintenance of Key Partnerships. Encourage the development
and maintenance of key community, industry, and agency partnerships and relationships
to enhance collaboration and the overall effectiveness of all city activities.
• Achievement of ISO Accreditation. The City will work towards achieving ISO 37120
related to the sustainable development of communities.
To take care of, celebrate and share the great features in Cambridge that we To support and encourage the growth of a highly competitive local economy
love and mean the most to us. where there is opportunity for everyone to contribute and succeed.

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.

• Encouraging Active Transportation. Providing greater transportation choice in and around


the city and region is also a priority. Initiatives include continued provision of improvements
to cyclist and pedestrian facilities, participation in Travelwise and other joint initiatives
and promotion of active lifestyles and local travel options.

• City-wide Asset Management Program. The sustainable management of city assets


across the corporation includes a wide range of initiatives looking at heritage infrastructure, Next Steps:
fleet, stormwater facilities and updating the corporate asset management plan. The 2016 Business Plan is one of the first steps of Cambridge Connected implementation. It identifies corporate strategic actions and
• Improved Coordination and Communication of Transportation Projects. Continue to find the initiatives flowing from them. Implementation will be furthered by a range of other next steps including:
ways to improve the coordination and communication of various municipal transportation • Ongoing work planning with departments and integration into the budgetary planning cycle and new project management framework;
projects (both regionally and at the city level). • Ensuring alignment with all other city plans and initiatives;
• Transportation Master Plan and Key Transportation Initiatives. Develop a new • Working with a Strategic Plan Implementation Team made up of members of Council and staff from across the organization;
transportation master plan and implement key transportation initiatives such as the • Working with the Committees of Council to ensure their involvement in the overall implementation framework;
Beverly St. underpass, Stage 2 ION, the transit supportive strategy for Cambridge.
• Developing key partnerships in the community and with other levels of government to help foster collaboration and cooperation to make the
• Focus on Water, Sanitary and Storm Water Facilities. Implement recommendations goals and objectives a reality;
from the Sanitary Servicing Master Plan and continue to maintain and renew water, • Ensuring regular measuring, monitoring and reporting to all stakeholders – Council, the community and staff - to demonstrate progress; and
sanitary and storm water infrastructure in a sustainable manner.
• Providing appropriate opportunities for review of the strategic plan to make sure it reflects the context and aspirations of the community.
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Phone: 519.623.1340 | TTY: 519.623.6691

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