CITY OF CAMBRIDGE 2018 ANNUAL REPORT Financial Report & Consolidated Financial Statements
CITY OF CAMBRIDGE, ONTARIO, CANADA. FOR FISCAL YEAR ENDED DECEMBER 31, 2018
cambridge.ca CITY OF CAMBRIDGE 2018 ANNUAL REPORT
Financial Report & Consolidated Financial Statements
For Fiscal Year Ended December 31, 2018
© 2019, City of Cambridge. All Rights Reserved. cambridge.ca Produced by the Corporate Enterprise Department, Office of the City Manager and Corporate Services Department in co-operation with all City departments and divisions. TABLE OF CONTENTS
Introduction ...... 2
Cambridge at a Glance ...... 3
Cambridge City Council ...... 4
City Administrative Structure ...... 5
Who Does What? Services Overview ...... 6
2018 Accomplishments ...... 7
People ...... 9
Feature: The Ambassador Team ...... 10
Place ...... 25
Feature: Going Back to The River ...... 26
Prosperity ...... 43
Feature: Film Industry in Cambridge ...... 44
Financial Highlights ...... 56
Cambridge Connected Strategic Plan ...... 60
Department Overviews ...... 61
City of Cambridge 2018 Annual Report
Cambridge at a Glance
A MODERN AND INCLUSIVE CITY PROPERTY VALUES
The City of Cambridge was officially The average household formed by the Province of Ontario on assessment value used to calculate property taxes sits at January 1, 1973. $310,200; an attainable choice for Made-up of the former communities of home ownership. Galt, Preston, Hespeler and Blair, the history of this area dates to a far earlier POPULATION period. A 2018 year-end population of Today, Cambridge is a modern, inclusive 135,060 within an estimated city with a rich architectural heritage 49,160 households. providing a window to that past.
Economic diversity, natural beauty, WORKFORCE and vibrant culture have helped to Cambridge continues to make Cambridge the second largest build a skilled and diverse community within the fast-growing workforce of 71,880 with over Waterloo Region. 10,853 businesses.
LAKE INTERNATIONAL ACCESS HURON
BARRIE Just 50 minutes to Toronto Pearson International Airport and minutes to Region of Waterloo International Airport. KITCHENER LAKE TORONTO ONTARIO WATERLOO LOGISTICS CAMBRIDGE HAMILTON Convenient access to Highway BUFFALO 401 for ready access to major LONDON cities throughout Canada and LAKE ERIE the United States.
cambridge.ca Page 3 Cambridge City Council
BACK ROW LEFT TO RIGHT: COUNCILLOR FRANK MONTEIRO, COUNCILLOR MIKE DEVINE, COUNCILLOR SHANNON ADSHADE, COUNCILLOR NICHOLAS ERMETA, COUNCILOR MIKE MANN, COUNCILLOR JAN LIGGETT. FRONT ROW LEFT TO RIGHT: COUNCILLOR DONNA REID, MAYOR KATHRYN MCGARRY, COUNCILLOR PAM WOLF.
GET TO KNOW YOUR 2018-2022 ELECTED COUNCIL
The City of Cambridge is governed by an elected Council of nine members: the Mayor and eight Councilors who serve a four-year term.
The Mayor and Council are responsible for developing a long-range vision for the future of the community. Council establishes policies that affect the overall operation of the community and are responsive to residents’ needs and wishes.
To ensure that these policies are carried out and that the entire community receives equitable service, Council appoints a City Manager who is directly responsible for the City’s administration.
Page 4 City of Cambridge 2018 Annual Report City Administrative Structure
The Corporate Leadership Team is led by the City Manager and includes the Deputy City Managers of each city department.
The Corporate Leadership Team is responsible for implementing the direction set out by City Council, including the KATHRYN MCGARRY provision for high quality, community- MAYOR focused services, overseeing the responsible MAYOR AND COUNCIL and sustainable management of resources and monitoring progress.
In recognition of the direction provided by the strategic plan, the Corporate Leadership Team is committed to implementing the goals and objectives outlined under each of the themes People, Place and Prosperity JEFF WILLMER based on the City’s corporate core values of INTERIM CITY MANAGER Integrity, Respect, Inclusiveness and Service. OFFICE OF THE CITY MANAGER Corporate Communications Legal Services
DAVE BUSH CHERYL ZAHNLEITER HARDY BROMBERG DEPUTY CITY MANAGER DEPUTY CITY MANAGER DEPUTY CITY MANAGER
CORPORATE SERVICES CORPORATE ENTERPRISE COMMUNITY DEVELOPMENT Clerks Services Asset & Project Management Building Services Financial Services Corporate Strategy Engineering & Transportation Fire Services Economic Development Parks, Recreation & Culture Human Resources Risk Management Planning Services Technology Services Service Cambridge Public Works
cambridge.ca Page 5 Who Does What? Services Overview
UNDERSTANDING MUNICIPAL VS. REGIONAL SERVICES
In addition to federal and provincial services, Cambridge residents and businesses receive services from two levels of local government: The City of Cambridge and the Region of Waterloo. Below is an outline of the general services provided by the City and Regional levels of government.
CITY OF CAMBRIDGE REGION OF WATERLOO
COMMUNITY WELLBEING Accessibility and diversity services, Ambassador PUBLIC HEALTH AND SOCIAL SERVICES Program, animal control, bylaw enforcement, city- Hand-holding-heart Harm reduction and affordable housing. Street-View wide emergency planning, crossing guards, fire services, libraries – Idea Exchange, older adult services, youth programs.
GOVERNANCE AND LEADERSHIP REGIONAL POLICE AND EMERGENCY RESPONSE Corporate administration, corporate finance, risk AMBULANCE Paramedic and policing services. Hands-helping management, Service Cambridge, technology services.
REGIONAL PLANNING ARTS, CULTURE, HERITAGE AND ARCHITECTURE Pen-nib Environmental and economic development. Palette Arts and culture programs, art centres, heritage conservation, policy planning, special events.
WASTE MANAGEMENT AND WATER TREATMENT ENVIRONMENT AND RIVERS WATER Water collection services, water treatment and LEAF Environmental planning, forestry and horticulture wastewater management. services, natural areas, parks, trail maintenance.
PARKS AND RECREATION REGIONAL TRANSPORTATION Aquatics, arenas, bike and skate parks, Cambridge Bus Waterloo Region International Airport, Grand BASKETBALL-BALL Farmers’ Market, cemeteries, community centres, River Transit, ION and Regional roads. day camps, playgrounds, pools, recreation programs, splash pads, sports fields. ECONOMIC DEVELOPMENT AND TOURISM Building permits and inspections, business Piggy-Bank attraction and retention, business licensing, employment land development, planning services, tourism promotion, visitor information. TRANSPORTATION AND INFRASTRUCTURE Asset management, engineering services, facilities management, parking management, roads and car-alt winter maintenance, sidewalk maintenance, storm water, street lighting, traffic management, transportation, water and wastewater.
Page 6 City of Cambridge 2018 Annual Report 2018 Accomplishments
THE 2018 ANNUAL REPORT PROVIDES AN OVERVIEW OF CITY ACCOMPLISHMENTS DURING THE PAST FISCAL YEAR, AS WELL AS A FINANCIAL PORTRAIT. IN ADDITION TO THE DELIVERY OF CORE SERVICES, CITY DEPARTMENTS COMPLETED A VARIETY OF PROJECTS AND SPECIAL INITIATIVES.
Three large projects - the Pedestrian Bridge, Fire Stations 6 and the Old Post Office were completed in 2018. Each of these projects had been eagerly anticipated and have already become important parts of the fabric of our community.
With the official launch of the Ambassador Team and other community outreach activities, we were extremely focused this year on the well-being of our residents.
There is no doubt that initiatives, such as the implementation of the CAMBRIDGE sign and the digital light show outside the Old Post Office, have boosted civic pride.
The Economic Development team moved into the Grand Innovations building and we are seeing a great deal of growth in terms of small business and startups; as well as overall investment in general.
Our City is expanding rapidly and we are poised to make the most of the future due to sustainable, responsible and financially stable growth.
Internally, we implemented a revised corporate structure with a new department of Corporate Enterprise; and focused on employee engagement through a variety of leadership opportunities.
As well, we won numerous awards on a variety of initiatives in 2018 on innovative and creative projects, including our online film map; the clean-up app; trenchless technology; the restoration of the centennial fountain, Canadian Award for Financial Reporting and more.
The following section provides a more detailed overview of projects, special initiatives and statistics relating to the services and investments made by the City in 2018. Accomplishments are presented by the themes, goals and objectives outlined in the strategic plan: Cambridge Connected: Our Voice. Our Vision. This report provides an overall picture of the corporate progress towards achieving the strategic direction set out by Council.
cambridge.ca Page 7
PEOPLE
To actively engage, inform and create opportunities for people to participate in community building, making Cambridge a better place to live, work, play and learn for all. ANDY HASSUM LEAD HAND
CITY OF CAMBRIDGE AMBASSADOR TEAM People: In The Community Feature
The Cambridge Ambassador Team, a welcoming sight in the core areas.
ANDY HASSUM DESCRIBES HERSELF AS A 1,650 calls for service and have removed 10,885 RISK-TAKER WHO IS NOT AFRAID OF NEW kilograms of trash. And thanks to the clean-up CHALLENGES. app, the team – who carry electronic devices and phones - has been able to co-ordinate its That’s why the long-time City of Cambridge operation and quickly respond when businesses employee jumped at the chance to become a and residents report a situation. In fact, their lead hand of the Ambassador Team in 2018. response time averages 28 minutes which is a “I like the unknown. The idea of creating benefit to not only residents and visitors, but the something new is very intriguing to me,” she nearly 450 businesses that encompass the three says, while taking a short break to chat in the cores. team’s home base on Elgin Street North. “One of the big rewards is that you’re getting It’s been about a year since the nine-member positive feedback, and the other bonus is you team hit the pavement to keep the city’s know that you’re making a difference with the downtown cores clean and welcoming. Andy is job you’re doing,” says Andy, who has been thrilled at the progress the team has made and employed by the City of Cambridge in various continues to make. capacities since she was 14, when she worked as a camp counsellor at the Galt arena. Since it began, the team has responded to nearly
cambridge.ca Page 11 AMBASSADOR TEAM - ENGAGING THE COMMUNITY
That experience led to a series of summer jobs, Service’s Community Resource Officers assigned including working for the parks department and to Cambridge to assist them in keeping tabs on at the arenas, before finally being hired full-time potential issues. approximately 11 years ago. “It’s been great,” says Const. Natalie Green, These days Andy can be spotted with her team, who along with Const. Scott Donnelly, work wearing their bright blue shirts or jackets. They work year-round ensuring the three cores are in tip-top shape. Responsibilities include the general you know you’re making a care and beautification of the cores which includes emptying trash cans, cleaning up litter, removing difference with the job that graffiti, maintaining the flower beds and hanging baskets, and planting flowers in common areas. you’re doing Last winter, team members grew 50,000 flowers ANDY HASSUM, LEAD-AMBASSADOR TEAM in the municipal greenhouse, hand-shoveled the snow on crosswalks and cleared all the accessible public parking spots. closely with the team. “We’re very lucky here in Cambridge to have that great partnership with They also provide tourism information to visitors them. They’re an extra set of ears and eyes.” in the cores. But another part of their job involves working with the Waterloo Regional Police Const. Donnelly notes that the general public may
Page 12 City of Cambridge 2018 Annual Report AMBASSADOR TEAM - PLANTER MAINTENANCE
AMBASSADOR TEAM - PEDESTRIAN BRIDGE TOUR ANDY IN THE COMMUNITY
not be aware of how the team operates but that he and Const. THE 2018 AMBASSADOR TEAM: Green have introduced landlords and property owners to the team and partnerships have developed as a result. Responded “I’ve had nothing but great feedback from them because of their to nearly (team) timely response,” says Const. Donnelly. 1,650 calls Const. Green says the team has also been a benefit in aiding members of Cambridge’s marginalized community. As part of their mandate, both she and Const. Donnelly try to connect with those most vulnerable by referring them to supports and resources. Planted
“The (team) has actually developed a lot of relationships with the 50,000 population we’re all working with,” says Const. Green. flowers
Andy says the day-to-day exchanges the team has with local businesses and the general public are extremely rewarding. Cleaned up “They’re seeing us do something good and they feel the need 10,885 kg. to approach us and say thanks,” she says. “People love the interaction.” of garbage
cambridge.ca Page 13 Community Wellbeing at a Glance
FIRE STATION NO.6 OPENS ADDING 20 NEW FIREFIGHTERS & 1 NEW TRUCK
DIVERSITY 183 ATTEND ACCESSIBILITY & MEET YOUR INCLUSION ACTION NEIGHBOURS COMMUNITY PLAN DEVELOPMENT FESTIVAL
POSITIVE EVENTS FOR YOUTH AMBASSADOR INCLUDING Street-View TEAM WINTERFEST & LAUNCH YOUTH WEEK
INTERACTIVE CONVERSATION MAPPING OF OVER WITH PURPOSE 550 COMMUNITY LGBTQ+ HAD SERVICES 92 ATTENDEES
SENIORS DAY PROGRAMS ATTENDANCE INCREASES TO 5,400 Street-View Goal #1: Community Wellbeing
Promote a caring community where people can make strong connections with others and lead safe, healthy and productive lives.
HOW WE ACCOMPLISHED THIS...
WE WORKED WITH PARTNERS TO CREATE A SAFE, INCLUSIVE AND ACCESSIBLE CITY.
The City’s first new fire station in over 35 years residents informed, and to restore water services opened on September 2. Fire Station 6 will (large pieces of ice damaged the water main serve the growing north end of Cambridge and across the Concession Street Bridge). improve fire service and emergency response To support our response to emergency across the City. In 2018, fire safety education situations, joint regional flood plan and was delivered to 3,000 students in local schools road closures protocols for weather related and 1,700 children at the Children’s Safety emergencies were developed. As well, Village. Fire’s public safety events reached 8,700 Cambridge staff participated as observers in the residents. Region’s Emergency Social Services exercise, On February 21, City staff were all hands on and held an active threat exercise at Cambridge deck during the ice jam flood event when the City Hall. In addition, the first phase of security Emergency Operations Centre was activated camera installations in the Galt Core was at 3 a.m. Staff worked hard with our partners completed - providing a valuable resource to our to ensure the safety of the community, keep police services when needed.
cambridge.ca Page 15 WE SUPPORTED AND FACILITATED WE DELIVERED ACCESSIBLE, INCLUSIVE, COMMUNITY ACCESS TO SERVICES AGE-FRIENDLY SERVICES, PROGRAMS AND RELATED TO HEALTH, WELLNESS AND FACILITIES. PERSONAL DEVELOPMENT.
The Ambassador Team officially launched The Diversity Accessibility and Inclusion Action to enrich the experience of residents, Plan, a comprehensive and strategic approach for businesses and visitors by providing diversity and inclusion in our community, was increased maintenance, security, approved by Council on July 10 beautification and ambassador services. (cambridge.ca/diversity). The action plan The Ambassador Team frequently checks on was created in partnership with community areas where waste and debris are known to members, groups, and organizations while being accumulate and initiate cleanup to ensure integrated with the City’s Accessibility Plan. the areas remains safe and clean. The team The action items included addressing the goals also responds to concerns directly through of accessible, inclusive, and age-friendly City the City’s online clean-up request portal programs, services and facilities. (cambridge.ca/ambassador). The City also partnered with several organizations to In 2018, activities included: improve access to services, including: ÎÎ Developing and delivering accessibility plan for elections ÎÎ The Region of Waterloo and Sanguen Heath Centre to establish the Working to ÎÎ Sensitive Santa program (supporting 100 Improve Neighbourhood Safety (WINs) families and 177 children with disabilities) peer needle pick-up and outreach pilot ÎÎ Meet Your Neighbours community festival project (183 attendees)
ÎÎ The Social Planning Council of Cambridge ÎÎ Conversation with a Purpose - LGBTQ+ and North Dumfries to create an Welcoming Spaces and Practices (92 interactive city map to help residents find attendees) the social services that they need in the ÎÎ A Place to Call Safe event (13 attendees) community (cambridge.ca/socialservices) ÎÎ Participation in Disability Mentoring Day (4 mentor-mentee matches)
ÎÎ Sponsoring OK2BME Youth Group Planning
ÎÎ Attending 62 outreach meetings
ÎÎ Installation of concrete access ramps with steel warning plates at 10 trail entrances
ÎÎ Installation of 12 new Stopgap RAMPs at businesses across the City
Page 16 City of Cambridge 2018 Annual Report Youth engagement is a priority for the City of Cambridge, including the development of a Youth Strategy, which involved Mayor’s Round Table Discussions held at three high schools, City Hall and the Cambridge YMCA. Special events such as Winterfest and Youth Week included snowshoeing, DJ nights, Drum Circles, Go Skate Day, and the operation of both a skateboard park and bike park at Riverside Park (cambridge.ca/youth).
Older adult engagement is also very important to the City (cambridge.ca/seniors). Cambridge received approval to offer a Mobile French Language Services Adult Day Program in 2018. The City received funding for facility improvements and furniture replacements at the 50+ Adult Recreation Centres. As well, one-time funding to support Community Dementia Programming and to improve access to day programs through transportation assistance, resulting in an additional 5,400 visits.
WE PROMOTED, FACILITATED AND PARTICIPATED IN THE DEVELOPMENT OF AFFORDABLE, WELCOMING AND VIBRANT NEIGHBOURHOODS.
The City of Cambridge participated in the Waterloo Region Community Wellbeing Survey in partnership with a variety of other agencies across the region over the summer. Over 1,000 people from Cambridge shared their perspectives on their own wellbeing – key information that will help the City shape future strategic priorities and identify where change is needed the most in order to encourage a healthy and happy community.
BY THE NUMBERS
SERVING OUR COMMUNITY 2017 2018 CHANGE
Library in-person visits 818,509 762,733 -7%
Library electronic visits 770,079 759,367 -1%
Library program attendance 75,944 81,674 8%
Pet tags issued 2,801 2,725 -3%
Fire investigations 78 92 18%
Fire safety building plan reviews 154 128 -17%
Property compliance inspections – Fire 2,075 1,660 -20%
Public education events – Fire 472 460 -3%
Emergency responses – Fire 7,458 7,906 6%
School crosswalks with crossing 57 57 0% guards
Property standard inspections – Bylaw 236 233 -1%
cambridge.ca Page 17 Community Wellbeing Awards
DECORATION OF AGE FRIENDLY CLEAN UP BRAVERY RECOGNITION AWARD CAMBRIDGE APP
Decoration of Bravery Ontario Age-Friendly Clean Up Cambridge app from the Governor General Community Recognition is an online geographic presented to Cambridge Award recognizing information system (GIS) Firefighter Dave Nelson for communities who tool to address public safety exceptional actions at the demonstrate a strong (tracking drug debris for site of a road collision. commitment to age- rapid response). friendly initiatives such ÎÎ Award of Excellence as engagement with local ESRI Canada seniors and collaboration with community partners. ÎÎ Innovation in GIS - Silver Award - from BeSpatial / Urban and Regional Information Systems Association (URISA) of Ontario
ÎÎ Excellence in Municipal Systems Award by Municipal Information Systems Association (MISA)
Page 18 City of Cambridge 2018 Annual Report SUMMER CAMP PROGRAMMING YOUTH SKATE PARK - RIVERSIDE PARK
FIRE STATION NO. 6
SENIORS PROGRAMMING - ALLAN REUTER CAMBRIDGE FIREFIGHTERS Governance & Leadership at a Glance
NEW CAMBRIDGE SIGN OUTSIDE CITY HALL SYMBOL OF CIVIC PRIDE
CI2 CORPORATE CHALLENGE GENERATED 29 CONTINUOUS ENGAGE CAMBRIDGE IMPROVEMENT LAUNCHED FOR IDEAS INVOLVING 127 PUBLIC TO HAVE SAY PARTICIPANTS ON LOCAL PROJECTS & INITIATIVES
SHORTLISTED IN TOP FIVE FOR PROJECT $50 M GRAND PRIZE MANAGEMENT IN THE JOINT GOVERNANCE REGIONAL SMART FRAMEWORK CITIES CHALLENGE IMPLEMENTED
CAMBRIDGE U 28,292 VOTERS - 32.24% TRAINING PROGRAM TURN-OUT IN MUNICIPAL ROLLOUT ELECTION IN 50 POLLS, 8 ADVANCED, 1 TRAVELLING, & 1 ONLINE POLL Goal #2 Governance & Leadership
Provide open, transparent, accountable and innovative leadership in local governance and service delivery.
HOW WE ACCOMPLISHED THIS...
WE PROVIDED A WIDE RANGE OF WAYS THAT PEOPLE COULD BECOME INVOLVED IN CITY DECISION MAKING.
The 2018 municipal and school board elections cambridge.ca/strategicplan). These dashboards held 50 polls in the City’s eight wards, along highlight departmental mandates and initiatives with eight advanced polls, one travelling poll and for Council, residents and staff to view. Further, one on-line poll for eligible voters to cast ballots. this initiative helped the City reach the goals as Voter turnout increased over the last election with set out in the community-collaborated strategic 28,292 voters resulting in a 32.24% voter turn-out. plan, Cambridge Connected: Our Voice. Our Vision – honouring the commitment we made to In 2018, the City responded to community make our progress transparent and accessible. requests to see information related to the strategic plan and business plan online which Also, the City seeks input from residents into was accomplished through the creation of the priorities, programs and services to be two interactive dashboards on our website delivered through the annual budget. (cambridge.ca/businessplan and
cambridge.ca Page 21 WE COMMUNICATED OFTEN AND MADE WE ENCOURAGED A CULTURE OF INNOVATION SURE MESSAGES WERE CLEAR, TIMELY AND AND ENGAGEMENT THAT ALLOWS ALL STAFF DELIVERED IN A VARIETY OF WAYS. TO CONTRIBUTE TO THE ONGOING RENEWAL OF CITY SERVICES AND PROGRAMS.
The City continues to look for opportunities In early 2018, two initiatives were launched to to share positive and progressive stories encourage the development of leadership skills in our community. Publications such as in employees throughout the corporation. The electronic newsletters, news posts, website first is the Emerging Leaders Roundtable, which and social media have been effective mediums is primarily a discussion and learning forum. The for the City. second is the Tiger Teams program which brings together staff across different fields to solve Residents may have also noticed the new specific corporate challenges. CAMBRIDGE sign; a modern landmark in Civic Square. It is the perfect place to snap a selfie The Cambridge U Learning & Development and provides a focal point for many community Program was also rolled-out to expand the events. It has quickly become a positive icon capacity of employees to perform in professional for the City and a symbol of civic pride, popular and leadership roles within the City of Cambridge. with local residents and visitors alike. The sign Proactive learning and development strategies are is illuminated nightly and the colour can be critical to ensure the City maintains a highly skilled customized to reflect special days and events workforce, thus enhancing the delivery of services of significance. and programs to our community.
In 2018, the City also rolled-out an improved The City also saw the establishment of a Women online platform for Engage Cambridge and Leadership Working Group, created to offering community members enhanced support women from across the corporation at all ways to engage in City decision making career stages. (engagecambridge.ca). This new tool gives Further, a staff-initiated continuous improvement citizens a say on local projects and initiatives challenge was held with 127 participants and facilitates public engagement through generating 29 ideas to improve the City, more robust tools and a modern, user-friendly including suggestions on cost savings, customer design. service, efficiencies, employee engagement and Service Cambridge hours extended from 7 am technology. Short-listed contestants presented to 4:30 pm to make it easier for residents to their ideas at an all-staff meeting where their access City-related information and services. peers selected the winning project.
CityLine, an internal publication for employees, changed to a digital staff e-newsletter format with more frequent publications, making it easier for staff to get more timely information about City news and events.
Page 22 City of Cambridge 2018 Annual Report WE WORKED COLLABORATIVELY WITH OTHER GOVERNMENT AGENCIES AND PARTNERS TO ACHIEVE COMMON GOALS AND ENSURE REPRESENTATION OF COMMUNITY INTERESTS.
The City of Cambridge, along with a range school graduation rates. While the proposal was of other community partners, was part of a not chosen as the final winner, there were many joint regional Smart Cities Challenge proposal, positive outcomes and staff will continue to build focusing on child and youth wellbeing. This on the considerable work completed to make the proposal was among the top five shortlisted vision of making Waterloo Region the best place for the $50M Smart Cities Prize from the for children and youth a reality. federal government. The objective was to be the The City also worked with other municipalities on benchmark community for children and youth by a joint communication plan for the 2018 Municipal using early intervention, youth engagement and a Elections, and a coordinated municipal response connected-community framework to create data- to recreational cannabis legalization and sales. driven programs and technologies to improve early child development, mental health and high
WE FOCUSED ON THE RESPONSIBLE MANAGEMENT OF FINANCIAL RESOURCES, ENSURING TRANSPARENCY AND ACCOUNTABILITY.
In 2018, the City finalized the implementation of a major enterprise resource management solution called CityOne to streamline financial management, human resources and project management.
The Project Management Governance framework was developed and implemented. This included training for existing and aspiring project managers throughout the organization. As well, the City continued to make progress on the implementation of a new content management system, improving document generation, sharing and retention practices across the corporation.
Lastly, new standardized reporting on insurance trends and key items has been developed, improving data management and the ability to assess risk.
BY THE NUMBERS
SERVING OUR COMMUNITY 2017 2018 CHANGE
Property tax bills issued 82,758 85,412 3%
Water bill issued 248,390 283,862 14%
cambridge.ca Page 23 Governance & Leadership Awards
SMART CITIES CHALLENGE - STAFF ENGAGEMENT
PLATINUM MARCOM AWARD GOLD HERMES CREATIVE AWARD
Platinum MarCom Award for Gold Hermes Creative Awards for city services cambridge.ca website and city services app app and website launch video. Honourable – international recognition in marketing and mentions for overall website design and the communication. economic development website.
LIFETIME ACHIEVEMENT AWARD COMMUNITY AWARDS
Chamber of Commerce Lifetime Best Corporate/Non-for-Profit Partnership Achievement Award to Mayor Doug Craig for - Annual Cambridge & North Dumfries his significant contribution to the ongoing Community Winners for the Mayor’s Night at prosperity, vibrancy and economic growth the Movies, Langs/City of Cambridge. of the community. Shortlisted top five in joint regional Smart Cities Challenge.
Page 24 City of Cambridge 2018 Annual Report PLACE
To take care of, celebrate and share the great features in Cambridge that we love and mean the most to us. MATT ROLLEMAN C0-OWNER
THIRTEEN FOOD & BEVERAGE Place: In The Community Feature
Cambridge's core areas are calling people back to the River.
WHEN MATT ROLLEMAN PURCHASED THEIR television shows, including the very popular The RESTAURANT IN DOWNTOWN GALT TWO Handmaid’s Tale. YEARS AGO, THEY ARRIVED JUST AS SOME “I think it was bold move to build the Pedestrian MAJOR CHANGES WERE UNDERWAY. Bridge,” says Matt. “But I think it was a great These included the reconstruction of the municipal idea and it’s been fantastic.” parking lot next door and a massive renovation He says he sees people walking a ‘loop’ around project that would transform the Old Post Office the downtown, which often begins at the Old into the Idea Exchange’s digital library. Post Office then leads to a trip over the bridge Matt, who co-owns Thirteen at the corner of to take in views of the Grand River and snap a Water and Main streets with his brother Rod, few “selfies” for their social media accounts. says businesses are now seeing the positive “Maybe they walk by the University of results of all the construction. Waterloo’s School of Architecture, and then He’s thrilled at how many people are being stop at the Grand Café for a coffee or Galt drawn to the downtown to not only check out Juice. Maybe they walk up to L.A. Franks, or the state-of-the art light show that literally No Udder for ice cream. Or maybe they go to brings the historic Old Post Office to life, but Monigrams, or maybe they come here.” says to stroll the Pedestrian Bridge and search out Matt. “There are all these places along here locations in some of their favourite movies and that are benefitting.”
cambridge.ca Page 27 THE PEDESTRIAN BRIDGE - GALT
And at the centre of it all is the river, which Last year, the BIA partnered with the City of Cambridge Chamber of Commerce CEO Cambridge to introduce a light show to illuminate Greg Durocher says ties Cambridge’s three the waterfall at Jacobs Landing Park. It coincided communities; Hespeler, Preston and Galt – with the lighting of the Pedestrian Bridge in Galt. together.
“Not every community has a river going through it,” he says. “We’re very fortunate to have one of I think the Pedestrian Canada’s heritage rivers going right through the middle of our community.” Bridge was a great idea
For Stefany Kawka, outgoing chair of the Hespeler and it’s been fantastic Village BIA (Business Improvement Area), and MATT ROLLEMAN, CO-OWBER - THIRTEEN FOOD & BEVRAGE her board, the Speed River which runs through their downtown represents the community’s connectivity to its neighbours. The Hespeler BIA says the ongoing success of the “Hespeler is a proud part of Waterloo Region light show on the dam, which changes colours and the Speed River is an essential element that and patterns to coincide with various holidays promotes how we are connected to the region and awareness campaigns, has been a boost to through to the Grand River,” Stefany states. the village’s downtown.
Page 28 City of Cambridge 2018 Annual Report JACOBS FALLS - HESPELER
LIGHT SHOW - OLD POST OFFICE - GALT BRIDGE LIGHTING - GALT
The BIA sees the light show as another step in utilizing the river to BACK TO THE RIVER IN 2018 enhance opportunities in the village’s downtown. The BIA’s vision includes increasing activities on the river by providing more water- Pedestrian related programs such as paddle boating, canoeing, and kayaking. bridge Greg says the investments that have happened over the connects the past few years, including HIP Developments' Gaslight community District, Drayton Entertainment’s Hamilton Family Theatre, and the Grand Innovations incubator, are examples of how developments can enhance each other. Beautifying “I think all of those things are really important investments that will attract others to have a second look at Cambridge and say the River maybe our new home should be right there,” he says. with lighting
And, of course, the new digital library concept has created a great deal of civic pride. Increased “It’s a phenomenal facility and has won architectural awards,” he pedestrian says, noting the historic significance of the building, which was traffic & new designed by Thomas Fuller who also designed the Parliament business Buildings’ original Centre Block.
cambridge.ca Page 29 Arts, Culture, Heritage & Architecture at a Glance
5 NEW HERITAGE PLAQUES INSTALLED & $24,451 PROVIDED IN DESIGNATED HERITAGE PROPERTIES GRANTS
OPENING OF THE HISTORIC OLD POST OFFICE; THE FIRST 201,756 PEDESTRIAN DIGITAL LIBRARY/PUBLIC BRIDGE CROSSINGS SPACE FOR CAMBRIDGE IN 2018 SINCE THE MAY 26 OPENING
DIGITAL SUMMER CIVIC ILLUMINATION SQUARE EVENTS DISPLAY-SHOWS - WHIMSICAL PROJECTED WEDNESDAY AND OUTSIDE THE OLD OUTDOOR MOVIE POST OFFICE NIGHT 3,400 ATTENDEES
UNSILENT NIGHT DOORS OPEN FEATURED HAD 6,000 PEOPLE EIGHT SITES IN ATTEND CAMBRIDGE
GRANTS TO GROUPS PROGRAM TOTAL $90,085 WITH OVER 26% GOING TOWARDS ARTS AND CULTURE EVENTS, PROGRAMS AND ORGANIZATIONS Goal #3: Arts, Culture, Heritage & Architecture
Promote a creative environment that encourages arts, culture, and heritage, and values our unique architectural assets.
HOW WE ACCOMPLISHED THIS...
WE ADVANCED ARTS AND CULTURE INITIATIVES THROUGH STRONG PARTNERSHIPS, COLLABORATION AND PROMOTION.
Arts and culture is a vibrant part of our community and this is evident by the wide range of programs and events held every year. Some of the most popular programs and events include the Celebration of the Arts, Cambridge Scottish Festival and the Art Attic.
The City also has an Artist-in-Residence program and a variety of Family Day activities at the Cambridge Centre for the Arts. On May 16, the City recognized community members who have made outstanding contributions to local arts and culture as part of the 36th Annual Bernice Adams Memorial Awards. Finalists and recipients were honoured for their work in the areas of communications/literary arts, music, performing and visual arts and outstanding youth.
cambridge.ca Page 31 WE CONSERVED AND MADE POSITIVE CONTRIBUTIONS TO OUR HERITAGE DISTRICTS AND BUILDINGS THROUGHOUT THE COMMUNITY.
2018 was a big year for heritage in Cambridge. over 201,750 crossings. The bridge is illuminated On May 6, the Pedestrian Bridge was officially nightly with custom lighting, adding to its appeal. opened, offering a new way for the community to Shortly after the bridge opening, the much experience the river and the Galt downtown core. anticipated redevelopment of the historic Old The official bridge opening included unveiling of a Post Office (digital library and public space) new sculpture for the garden; the Ancient Mariners was completed. The project design includes Canoe Club passing underneath the bridge; a conservation, restoration, recovery and photo station to commemorate being one of first preservation of the building's heritage features to cross; as well as a family picnic, art classes and (restoration of the clock tower, stain glass, and the yoga along the river. heritage staircase, for example). It is designated The bridge, now named “Craig’s Crossing” in by the Ontario Heritage Act and is on the Historic honour of long-serving former Mayor Doug Craig, Sites and Monuments directory through Parks is a beautiful addition to our riverscape and has Canada. The grand opening Old Post Office become a popular spot for photographers and Party was held on July 6, with more than 5,000 nature lovers. It increases connectivity to the river people coming out to enjoy the live music, a family and improves pedestrian and cycling connections dance party, maker space and creative studio, with accessible pedestrian ramps on both sides. In tech activities, a community ribbon cutting, and a the first eight months it was open, the bridge saw special digital light projection show.
WE FACILITATED, SUPPORTED AND PROVIDED A DIVERSE RANGE OF ACTIVITIES, EVENTS AND FESTIVALS THAT BROUGHT PEOPLE TOGETHER FROM ACROSS THE CITY, REGION AND BEYOND.
Staff supported more than 150 events in a variety of ways throughout the City in 2018 (cambridge.ca/specialevents). Family-focused weekly summer events in Civic Square included Whimsical Wednesdays and Movie Nights. Our annual Christmas in Cambridge festival involves the largest Unsilent Night event in the world with 6,000 people attending.
Doors Open in Cambridge was also a popular event on September 15, featuring eight sites in Cambridge, including historic churches, the Pedestrian Bridge and the Old Post Office.
Page 32 City of Cambridge 2018 Annual Report BY THE NUMBERS
SNAPSHOT - CAMBRIDGE SPECIAL EVENTS 2018
Estimated Attendance
Canada Day 40,000
Cambridge Rotary Ribfest 30,000
Christmas in Cambridge 26,000
Mill Race Folk Festival 15,000
Cambridge Fall Fair 9,000
Cambridge Santa Claus Parade 6,000
Cambridge Scottish Festival 5,000
Kin Carnival 5,000
Old Post Office Grand Opening 5,000
Cambridge Celebration of the Arts 4,000
Hespeler Village Music Festival 3,500
Summer Civic Square Events (Whimsical Wednesday & Outdoor Movie Night) 3,400
Cambridge Tour de Grand 3,000
Hot Springs Music Festival 3,000
Hespeler Santa Claus Parade 2,000
Fieldstone Criterium of Cambridge Bike Race 1,500
Pedestrian Bridge Grand Opening 1,000
cambridge.ca Page 33 TOUR DE GRAND
OLD POST OFFICE - GRAND OPENING CANADA DAY PARADE - PRESTON
PUBLIC ARTS PERFORMER CENTRAL PARK - PRESTON Arts, Culture, Heritage & Architecture Awards
QUEEN'S SQUARE
LANDSCAPE AWARD ARCHITECTURE AWARD AWARD OF EXCELLENCE
Award in Landscape Award in Architectural Design 2018 Award of Excellence Architecture/ Small Scale / Restoration & Renovation by Canadian Architect for Landscape Project for Queen for Idea Exchange Old Post the Idea Exchange Old Post Square Restoration from the Office from the Architecture Office. Architecture Masterprize Masterprize - Celebrating - Celebrating the best in the best in international international architecture. architecture.
EVENT OF THE YEAR HERMES CREATIVE AWARD
Event of the Year (Chamber of Commerce) - Annual 2018 Hermes Creative Cambridge & North Dumfries Community Winners for the Old Gold Award: Cambridge Post Office Party, Idea Exchange. Centre for the Arts website cambridgecentreforthearts.ca.
cambridge.ca Page 35 Environments & Rivers at a Glance
CITY STAFF PLANTED 206 TREES AND 50,000 FLOWERS
NEW FIRE STATION 6 LEED SILVER FACILITY CAMBRIDGE CITY GREEN OVER 4,000 PARTICIPANTS AND 35 GROUPS
FACILITIES & STREETLIGHT LED CONVERSIONS GREEN LIVING RESULTING IN ROOF ON OLD POST ANNUAL OPERATING OFFICE LIBRARY SAVINGS OF APPROXIMATELY $370,000
2 DOG WASTE NEW PRIVATE COLLECTORS AT MAPLE TREE BYLAW GROVE DOG PARK DIVERT FROM LANDFILL TO CREATE ENERGY Goal #4: Environment & Rivers
Be good stewards of the rivers, waterways and natural environment that this community enjoys.
HOW WE ACCOMPLISHED THIS...
WE LOOKED FOR WAYS TO MAKE SUSTAINABILITY PRINCIPLES A PART OF THE CITY DECISION MAKING PROCESSES.
The Urban Forest Renewal program continued to manage ash borer disease and maintain an urban canopy. A new private tree bylaw was approved to regulate tree cutting on private property (cambridge.ca/forestry). Further, the City has a corporate Energy Conservation/GHG Plan that applies to the facilities, fleet, and City operations. Cambridge also works with the townships, cities and region in a collaborative partnership on the community ClimateActionWR plan. Both plans feature a 6% reduction in emissions by 2020 and Cambridge is on track to meet this target.
cambridge.ca Page 37 WE ENCOURAGED INNOVATIVE WE WORKED WITH PARTNERS TO EDUCATE APPROACHES TO ADDRESS THE PUBLIC TO HELP IMPROVE AND PROTECT ENVIRONMENTAL CHALLENGES. OUT NATURAL HERITAGE FEATURES.
Cambridge City Green oversees a community Several events, workshops and programs were action plan for the environment, including litter hosted in order to help our community live more cleanups, an annual educational event, and sustainably. These included: community stewardship. Over 35 groups and over 4,000 participants volunteered at community ÎÎ Avenue Road Baptist Church Low Impact events in 2018. Projects included Dumfries Development (LID) workshop and pilot Conservation Area tree planting, pollinator installation of flood mitigation strategies preserve planting, Holy Spirit School outdoor (completed by our Engineering Division in classroom tree planting, as well as Junior Rangers partnership with REEP) Day and the annual Mill Creek trout release. ÎÎ RAIN home visits providing one-on-one An innovative dog waste convertor program advice from a certified RAIN guide about was piloted to reduce garbage collection at the water issues on residents properties dog park on Maple Grove Road. Over 1,083 kg ÎÎ Protect Your Home from Water Damage (2,388lbs) of dog waste was diverted from the workshop landfill using two in-ground waste collectors. This dog waste was converted into enough electricity ÎÎ Tree Workshop in Riverside Park to power 2.59 homes for a year. Further, it removed (participation by approximately 100 adults, 0.13 tons CO2 from the atmosphere, fertilized 0.07 children and homeowners in stormwater acres, and equalled the removal of 0.12 cars off the stewardship programs) road for a year. Look for two more of these units to be installed in Riverside Park in 2019.
WE MANAGED CITY RESOURCES IN A RESPONSIBLE AND SUSTAINABLE MANNER, CONSIDERING FUTURE NEEDS FOR RESILIENCY AND COMMUNITY ADAPTATION.
The City continues to make the sustainability of our City facilities a priority. LED light upgrades were implemented at Preston Auditorium, Hespeler Arena, Cambridge Community Players Theatre courtyard and Ellacott Lookout Park. Further energy management improvements using wireless water flow metering and warning systems were installed in arena facilities. An incentive of $326,730 was received for the conversion of 6,714 streetlights to LED. Also, the LED conversions (facilities & streetlights) resulted in annual operating savings of approximately $370,000.
The new Fire Station 6 is a state-of-the-art LEED Silver facility based on its energy efficient open- concept design with natural lighting and exterior LED lighting. The Old Post Office also rates high for its environmental features, such as the green roof and the special environmental building techniques used given its special location right on the river, as well as the meticulous restoration and recovery work.
Page 38 City of Cambridge 2018 Annual Report CAMBRIDGE CITY GREEN - MONARCH PLANTING AREA
BY THE NUMBERS
2017 2018 CHANGE
INVESTING IN OUR COMMUNITY - NEW OR REPLACED INFRASTRUCTURE
Street trees planted by City Staff 527 206 -61%
Street trees planted by developers 501 481 -4%
Trees planted in parks and natural areas by Cambridge City Green/ 222 220 -1% Cambridge Stewardship Volunteers
SERVING OUR COMMUNITY - MAINTAINING CITY ASSETS
Street Tree Inventory 51,511 54,256 5%
cambridge.ca Page 39 Parks & Recreation at a Glance
OVER 25,000 VISITORS TO THE CAMBRIDGE FARMERS MARKET AND 20 MARKET EVENTS HELD IN 2018
18,336 RECREATION ACTIVITY REGISTRATIONS, BMX 5,383 MEMBERSHIPS BIKE PARK ISSUED IMPROVEMENTS
OVER 32,867 HOURS THREE PLAYGROUND OF RECREATION REPLACEMENTS: FACILITY TIME VARDON, DUNCAN BOOKED AND FERGUSON AND 1,413,758 RECREATION HESPELERVIEW PARTICIPANT HOURS PARKS
IMPROVEMENTS MADE TO 4 PREMIUM BALL FIELDS AND 3 PREMIUM SOCCER FIELDS Goal #5: Parks & Recreation
Facilitate and deliver a wide range of accessible and diverse community recreation opportunities.
HOW WE ACCOMPLISHED THIS...
WE WORKED WITH THE COMMUNITY TO PROVIDE THE RIGHT MIX OF RECREATIONAL OPPORTUNITIES THAT MEET THE NEEDS OF OUR CHANGING AND DIVERSE POPULATION
The City focused on enhanced engagement with ÎÎ Four premium ball fields and three premium our residents and upgrading a range of park soccer fields improved and trail amenities in 2018. On September 20, ÎÎ Undertook work for four new beach volleyball over 200 residents came out to consult with courts and the resurfacing of the Riverside the City and share their ideas of how Witmer park tennis court Park might be redesigned to better meet their needs. A variety of park improvements were also ÎÎ Updates to A. Wayne Taylor Park pathway, completed or initiated, including: Deercrest Trail, Tait St. School and Woodlot trail, as well as updated signs and branding ÎÎ Three playground replacements in Vardon, for the Trans-Canada Trail: The Great Trail Duncan Ferguson and Hespelerview Parks for youths of all ages with accessible elements ÎÎ New rink seating at Preston Auditorium and parking lot improvements at the Galt Arena ÎÎ BMX Bike Park improvements
cambridge.ca Page 41 WE INCREASED COMMUNITY PARTICIPATION IN THE ONGOING CARE OF OUR PARKS, NATURAL SPACES AND ENVIRONMENTAL AREAS.
Recognizing that we are all stewards of our community, the City supported several groups to help clean up garbage and other debris in our valued environmental areas. Developed alongside our City’s Ambassador Program, the Working to Improve Neighbourhood Safety program (WINS) brought together people with lived experience to help clean up our public spaces while at the same time reaching out and connecting with vulnerable individuals who might need assistance. Awards WE DEVELOPED A STRATEGIC APPROACH TO PROGRAMS AND SERVICES THAT TIE INVESTMENTS AND RESOURCES TO DOTCOMM AWARD COMMUNITY OUTCOMES.
Cambridge has long been an avid hockey town, and the 2018 dotCOMM Award establishment of a new local Junior B hockey team was exciting Gold for Government news. The Cambridge RedHawks were welcomed during their Website - design award first game and official puck drop on September 15. The return for new Cambridge of junior hockey has many benefits – from the community pride Farmers Market website and bringing fans of all ages together; to the boost in traffic in cambridgefarmersmarket.ca. downtown restaurants and businesses on game days.
BY THE NUMBERS
2017 2018 CHANGE
INVESTING IN OUR COMMUNITY - NEW OR REPLACED INFRASTRUCTURE
Playgrounds 5 3 -40%
SERVING OUR COMMUNITY - PROGRAMS / MAINTAINING CITY ASSETS
Recreation (participant hours) 1,470,795 1,413,758 -4%
Parks 111 111 0%
Playgrounds 64 64 0%
Trails (km) 99 102 3%
Page 42 City of Cambridge 2018 Annual Report PROSPERITY
To support and encourage the growth of a highly competitive local economy where there is opportunity for everyone to contribute and succeed. MICHELLE GEORGE OWNER
GRAND CAFÉ Prosperity: In The Community Feature
Cambridge and its star locations continue to rise.
A WOMAN SITS IN A QUAINT BRITISH “We have had so many movies and so many series TEAROOM TALKING ON HER CELLPHONE. shot here,” says Michelle. “Honestly, we’ve had so many I probably can’t remember them all.” Around her people sip tea from dainty cups, while a portrait of the Queen looks down from the wall. More recently, the café has become almost Suddenly, a double-decker bus rumbles past a regular on the hit television adaptation of the tearoom’s front window, passing by a very Margaret Atwood’s classic novel The Handmaid’s distinctive bright red phone booth that can be Tale. The show, which has just entered its third found on many street corners in London, England. season, has filmed in and around the Grand Café many times. In fact, one of the earliest But this isn’t London, and the ‘tearoom’ is really episodes featured a ‘demonstration’ on the the Grand Café in downtown Cambridge made Main Street bridge which resulted in two of the to look like one for an episode of the American main characters taking shelter in the café as television series Designated Survivor starring its windows were ‘blown out’ by approaching Kiefer Sutherland, one of many productions shot soldiers. Special effects made it appear the café in our city. suffered damage, when in fact its real windows “That was kind of neat because we obviously had been safely removed for the filming. aren’t in London, but to anyone watching on “The film companies have always been very fair and television they would have no idea,” says Grand have always communicated well with us; telling us Café owner Michelle George, taking a break from this is what’s happening and how your business will serving customers at the busy café. be affected,” says Michelle.
cambridge.ca Page 45 FILMING - THE HANDMAID'S TALE
Devon Hogue, Business Information Officer between film crews and directors has played a part with the Economic Development Division, says in Cambridge’s success as a filming destination. location scouts are encouraged to contact the City to advise they are looking for specific “They like working in Cambridge because citizens, locations and they can reach out to businesses businesses and the City is very receptive to them and homeowners. Sometimes, a letter is left in being here.” their mailboxes letting them know their home or Devon says the historic architecture and the Grand business has generated filming interest. River are attractions for film companies as they “I often get calls from businesses and residents look further outside of Toronto for locations. asking if this is legitimate, which is why we encourage the film industry to reach out to us first,” Working in your city she says, noting the interest from location scouts has increased in the years she has been doing her job. is a pleasure.
Dorigen Fode, location manager for the Netflix JOE BOCCIA, PRODUCER - THE HANDMAID'S TALE sci-fi seriesThe October Faction which has shot here, says Cambridge is great a place to shoot because the residents are warm and friendly. “We have some great historic architecture that really lends us to be an ideal spot for period “It’s been a pleasure every time that I return to pieces,” she says, adding that many communities Cambridge,” she says. no longer have a selection of historic structures. Joe Boccia, producer of The Handmaid's Tale, Devon says the city’s versatility for filming is great. says the City has made his job easier. “We’ve had projects that have claimed us as “Working in your city is a pleasure, a big part of France and as Berlin,” she says, adding a recent that is because of the Economic Development film request was made to see if the steps at Mill team and their understanding and support.” Race Park could stand in for the riverbank of the Michelle agrees and believes that word-of-mouth Ganges River in India.
Page 46 City of Cambridge 2018 Annual Report Michelle says it’s amazing to watch how production crews THE 2018 FILM INDUSTRY: have transformed her business into various locations by adding a few props and signage. And when the filming ends, her cafe is transformed right back to its original state. Generated $2.3 million In terms of economics, Devon says in the past three years in revenue. the film industry has brought in an estimated$3.7 million to the local economy, and approximately $2.3 million in 2018 alone.
“The longer a project is here the larger the impact Had 20,000 becomes,” she says, noting prior to any actual filming, the users of film economy is already positively impacted when location location app. scouts, producers and production staff spend time in the city eating at local restaurants and visiting local shops. “Last year we had quite a few film shoots that were multi- day shoots which had a direct positive impact on the community.”
Devon says the film productions, especiallyThe Handmaid’s Tale, are great for tourism. She says she has met people from Australia who’ve travelled here because they are fans of the show.
“It’s such a source of community pride when you’ve got somebody from another city or country coming to be a part of that experience,” she says, noting the City’s award- THE GRAND CAFÉ winning interactive film location map has seen more than 20,000 visitors since it was launched in 2017.
Michelle says she’s met many visitors who have come to her café because of its connection to The Handmaid’s Tale, remarking that “I find sometimes I’m moving from behind the counter to give a little tour.”
Michelle jokes she’s a bit shy when it comes to approaching the celebrities who’ve spent time in her café, but that she tries to provide them with their privacy.
“We’ve had some pretty big actors in our place,” she says, adding her staff has also gotten used to the action. “Some are a little star-struck, and to others it’s just another day.” FILMING - THE HANDMAID'S TALE
cambridge.ca Page 47 Economic Development & Toursim at a Glance
#CAPTURE CAMBRIDGE IS LIVE TO ATTRACT THE FILM INDUSTRY BY ENGAGING RESIDENTS TO SUBMIT COMMUNITY PICTURES
23 NEW BUSINESSES 1 SUCCESSFUL TRADE OPENED IN GALT, MISSION TO JAPAN HESPELER AND PRESTON
33 DAYS OF 37 SMALL BUSINESS FILMING IN 2018 – WORKSHOPS WITH GENERATING AN 290 ATTENDEES ECONOMIC IMPACT OF OVER $2.3 MILLION
1,725 BUILDING PERMITS ISSUED $82,160,596 IN TOTAL IN 2018 WITH A PUBLIC AND PRIVATE CONSTRUCTION INVESTMENT IN OUR VALUE OF COMMUNITY 62.5% INCREASE IN SALES $378,891,038 OF PRIME, ECO-FRIENDLY INDUSTRIAL PARK, BOXWOOD BUSINESS CAMPUS - EARNING $7.9 MILLION Goal #6: Economic Development & Tourism
Support and promote a strong, dynamic, and innovative local economy.
HOW WE ACCOMPLISHED THIS...
WE SUPPORTED EXISTING AND NEW ÎÎ Cambridge businesses received over $241 EMPLOYMENT OPPORTUNITIES BY CREATING million in grants for innovation, expansion and A DESTINATION OF CHOICE FOR BUSINESSES growth, and have won contracts in excess of THAT WANT TO THRIVE AND GROW. $872 million
Investment in Cambridge in 2018 included: ÎÎ Existing business expansion and new businesses resulted in 577 new jobs and a ÎÎ Land sales at Boxwood Business Campus further 5,800 jobs were kept here in the totalled $7.9 million community. Companies included Toyota, Pepsico (Frito Lay) , Desch, Dare Food, ÎÎ Industrial, commercial and institutional Eclipse Automation and ATS construction of 875,375 sq. ft. for a total investment of $78.1 million ÎÎ Cambridge Small Business Centre opened its new location at Grand Innovations and ÎÎ Association of Municipalities of Ontario responded to 826 inquiries, held 124 business Grants of $73,000 for core area building consultations, led 32 workshops, and helped improvements 148 new businesses start up
ÎÎ Issued 1,725 permits with construction value ÎÎ Building Revitalization and Design Grants of of $378,891,038 $77,600 provided in the City’s core areas
cambridge.ca Page 49 WE PROMOTED OUR VIBRANT DOWNTOWN CORES BY ENCOURAGING PARTNERSHIPS AND CREATING A WIDE RANGE OF UNIQUE, EXCITING DESTINATIONS AND ACTIVITIES.
Over 20 new businesses opened in our core areas (14 in Galt, 8 in Hespeler and 1 in Preston). It was also a great year for our local film industry in 2018, highlighting our unique core areas, generating excitement and driving growth. In total, there was 33 days of filming, generating an estimated impact of $2.3 million (a 643% increase over 2017).
The video “Cambridge-Alive with Opportunity” (cambridge.ca/alivewithopportunity) along with the interactive story map #CaptureCambridge (cambridge.ca/capturecambridge) showcase many or our unique qualities that are attractive for our residents and visitors alike. Further, on June 6, Hespeler Village on the River unveiled the highly anticipated lighting of the falls at Jacob’s Landing. Using state-of-the-art lighting, this is the newest permanent addition to the many attractions and continued beautification of this area.
WE IDENTIFIED LOCAL ECONOMIC STRENGTHS AND LEVERAGED OPPORTUNITIES THROUGH COLLABORATION WITH OUR PARTNERS.
The City continued to work with our partners to promote Cambridge as a great place to do business and visit. In 2018, the City participated in a successful trade mission to Japan with the Waterloo Economic Development Corporation (WEDC), meeting with officials from Toyota Motor Corporation and other major multi-national corporations. In the spirit of long-term commitment and partnership, Toyota recently announced a $1.4 billion investment locally. TOYOTA MANUFACTURING The group also met with other major multinational corporations to raise Waterloo Region’s profile and discuss opportunities for future investment. Further, the City continued to work closely with WEDC to support business retention, expansion, and attraction activities as well as establish the new Tech Incubator at Grand Innovations.
On the tourism front, the City worked with the Waterloo Regional Tourism Marketing Corporation, Explore Waterloo Region and the other local municipalities to establish the Waterloo Region Sport Hosting Office. This collaborative approach was also employed to develop a coordinated response to the development of a local Municipal Accommodation Tax – a sustainable new revenue stream that can help all our local partners support tourism in Waterloo Region.
Page 50 City of Cambridge 2018 Annual Report BY THE NUMBERS
2017 2018 CHANGE
SERVING OUR COMMUNITY
Zoning bylaw amendments 21 17 -19%
Official plan amendments 4 4 0%
Site plan control applications 52 88 69%
Site plan control approvals 32 38 19%
Subdivisions applications 1 2 100%
Minor variance applications 52 66 27%
Severance applications 55 36 -35%
Business licenses issued 837 850 2%
Lottery licenses 164 159 -3%
Building permits issued 1,725 1,793 -4%
WATERLOO SMALL BUSINESS CENTRE: CAMBRIDGE LOCATION
Total inquiries 1,147 1,081 -6%
Consultations 156 143 -8%
Seminars and workshops 30 37 23%
Business development activities 14 14 0%
Businesses started 123 183 49%
Jobs created 129 204 58%
Awards
EDCO AWARD OF EXCELLENCE MARCOM AWARD
Economic Developers Council of Ontario Presented the Gold MarCom Award for (EDCO) Award of Excellence for our investcambridge.ca website - receiving interactive story mapping initiative international recognition in marketing and cambridge.ca/filmprojects and communication. cambridge.ca/handmaidstale.
cambridge.ca Page 51 Transportation & Infrastructure at a Glance
40.5 KM OF NEW OR REPLACED INFRASTRUCTURE
850 RESIDENTS #2 IN ONTARIO ATTENDED THE FOR CONCRETE/ PUBLIC WORKS ASPHALT OPEN HOUSE RECYCLING
SMART WATER METER COMPLETED PROJECT PHASE ONE FIVE REGIONAL 1,200 HOUSES TRANSIT COMPLETED INITIATIVES
KEY CHANGES TO CITY'S DOWNTOWN PARKING PROGRAM Goal #7: Transportation & Infrastructure
Create and maintain a highly effective, sustainable and coordinated local infrastructure and transportation network.
HOW WE ACCOMPLISHED THIS...
WE FOUND NEW WAYS TO HELP PEOPLE MOVE WITHIN AND BEYOND THE CITY WITHOUT USING A CAR (WALKING, CYCLING AND TRANSIT).
This included leveraging the funding through the Regional Transit Supportive Strategy to see enhanced transit service (routes 53, 75 and 203 iXpress), upgraded infrastructure in existing GRT stops in seven locations across Cambridge, and creating a dedicated bus lane at the Delta Station along Hespeler Road.
Other existing active transportation projects in 2018 included the Franklin/401 Multi-Use Trail, the Cycling Plan update, a Bikeshare Feasibility Study, School Travel Planning and neighbourhood traffic calming program, and an employee commuter plan. Further, the Region and the City began work to update the Feasibility Study for a Cambridge GO connection to the Kitchener Corridor through Guelph that could include integration with the future ION LRT system.
cambridge.ca Page 53 WE WORKED WITH THE REGION AND OTHER PARTNERS TO BETTER COORDINATE THE PLANNING, COMMUNICATION AND DELIVERY OF INFRASTRUCTURE.
On May 26, the City hosted the second annual Public Works Open House with over 850 people attending (142 % increase over 2017). This family-friendly event features truck and machine displays, equipment demonstrations, information booths, food trucks, children’s activities and more.
The City and the Region also showed how they could work together to address the community's concern around intersection safety. In responding to a letter from three grade five students from Manchester Public School, the two levels of government found a timelier solution to the problem and visited the school to meet with the students to GRADE 5 STUDENTS - MANCHESTER PUBLIC SCHOOL share how they are making a difference in their neighbourhood.
WE PROVIDED INNOVATIVE LEADERSHIP IN THE MANAGEMENT OF CITY ASSETS TO HELP PLAN, FUND AND MAINTAIN ASSETS IN A SUSTAINABLE WAY.
In 2018, the City was ranked second in Ontario Key changes were made to the City’s downtown for its diversion and re-use percentage of parking program to simplify the rates and increase concrete and asphalt recycling (behind Toronto). the availability of spots for the public. There are The City also received recognition for the three paid parking lots and 18 free parking lots, Hespeler Trunk Relining project, sharing best making 90% of publically available parking spaces practices at the North American Society for (time limited) free. Paid parking lots have seen Trenchless Technologies conference in San Diego, upgrades to the pay machines using a new pay- and the Centre for Advancement of Trenchless by-plate model. Technology Conference in London. Lastly, a project to prepare a Strategic Asset The City completed the first phase of its new Management Policy and to update the existing smart water meter project in 2018 to install or Asset Management Plan, which is required by the retrofit smart meters in homes throughout the Province under recent regulation, was approved city to improve the efficiency and reliability of by Council with planned completion in 2019. the water system. Real-time data will help ensure bill accuracy, and allows City staff and residents the ability to detect potential issues and avoid unnecessary water costs.
Page 54 City of Cambridge 2018 Annual Report BY THE NUMBERS
2017 2018 CHANGE
NEW OR REPLACED INFRASTRUCTURE
Parking Lots 0 1 NA
Sidewalk and walkways (km) 10.9 7.1 -35%
Community trails (km) 5.6 4.9 -13%
Traffic signs 1,030 310 -70%
Roads (km) 17 16 -6%
Street lights 6,572 209 -97%
Water distribution system (km) 6.32 4 -37%
Sanitary collections system (km) 10.18 5 -51%
Storm collections system (km) 6.33 3.50 -45%
MAINTAINING CITY ASSETS
Roadways (km) 1,004 1,009 0%
Sidewalks (km) 669 666 0%
Storm Water (km) 368 369 0%
Sewer (km) 527 531 1%
Watermains (km) 521 523 0%
Bridges/culverts 63 71 13%
Street lights 10,087 10,296 2%
Maintenance work orders processed 7,902 6,621 -16%
Water maintenance work orders 7,318 5,621 -23%
Sewer maintenance work orders 2,703 2,457 -9%
Awards Road Projects
COMMUNITY AWARD AWARD OF EXCELLENCE COMPLETED IN 2018
Bicycle Friendly Award of Excellence for Argyle Street South Community Award – Hespeler Trunk Sanitary Briercrest Avenue Bronze Level from Share Sewer Rehabilitation Cant Avenue the Road Cycling Coalition. Project by the University Church Street South Eagle Hill Laneway of Waterloo’s Centre for Fraser Street Advancement of Trenchless Glebe Street Technologies (CATT). Lowther Street South Spruce Street
cambridge.ca Page 55 Financial Highlights
The Financial Statements Discussion and Analysis and Financial Report is published to provide the City’s Council, staff, citizens and other readers with detailed information concerning the financial position and activities of the Corporation of the City of Cambridge (the “City”). A summary of key highlights is provided in the following sections; for the complete analysis and financial report as well as the audited financial statements and five year financial statistics, please refer to the 2018 Annual Report which can be found on the City’s website.
2018 FINANCIAL HIGHLIGHTS
The audited financial statements indicate that the City is fiscally strong with net financial worth, as at December 31, 2018 of $719.0 million. As at December 31, 2018, total financial assets were $269.4 million, total liabilities were $170.6 million and non-financial assets were $620.2 million.
Total revenue plus other income for 2018 is $211.0 million compared to total expenses of $173.5 million resulting in annual surplus of $37.5 million. This surplus is as calculated under generally accepted accounting principles (“GAAP”) which differs from the budgeting requirements under the Municipal Act, mainly in the treatment of reserve and reserve fund transfers and non-cash items such as depreciation of tangible capital assets. This GAAP surplus yields the funds needed for the current and future repair and replacement of capital assets to ensure sustainable service delivery.
Page 56 City of Cambridge 2018 Annual Report NET FINANCIAL ASSETS
The City ended the year with a net financial asset position (financial assets less financial liabilities) of $98.8 million, an 11.36% increase or $10.1 million from the prior year. This is made up of a decrease in financial assets of $3.9 million and a decrease in financial liabilities of $14.0 million. The following chart illustrates the five year trend in net financial assets.
NET FINANCIAL ASSETS (IN THOUSAND DOLLARS)
cambridge.ca Page 57 NON-FINANCIAL ASSETS
Non-financial assets, have continued to increase with a 4.62% increase or$27.4 million. Non-financial assets primarily consists of tangible capital assets, which reflects the City’s investment into capital infrastructure and the value of new assets being added to the City’s inventory exceeding the annual amortization costs. The pie chart below provides the breakdown of tangible capital assets by the type of asset.
2018 TANGIBLE CAPITAL ASSETS BREAKDOWN
REVENUES
The City’s revenues (excluding other income) for 2018 were $180.1 million, compared to a budgeted amount of $171.2 million. The variances between budget and actual primarily relate to differences in taxation, investment income, and land sales & other. Taxation revenue for 2018 performed better than budget by $1.5 million primarily due to additional supplemental levies and lower tax write-offs than planned. Investment income for 2018 performed better than budget by $2.1 million primarily due to investments earning a higher rate of return from the prior year. Land sales and others for 2018 performed better than budget by $4.2 million primarily due to unbudgeted land sales in 2018. This and other increases were partially offset by user fees and charges coming in under budget by $0.1 million, largely resulting from the actual amount of water usage being below the estimated levels.
Page 58 City of Cambridge 2018 Annual Report 2018 REVENUE BY TYPE
EXPENSES
The City’s 2018 expenses were $0.7 million greater than budgeted expenses of $172.8 million. The unfavourable variance in expenses was primarily driven by general government, transportation services, and planning & development. General government was over budget due to the amortization of the new ERP system. Transportation services was over budget mainly due to the increased maintenance and repair costs of roads. Planning & development was over budget due to external transfers to not for profit organizations and colleges such as Grand Innovations and Conestoga College. The major favourable variance in expenses was due to environmental services being under budget in salaries, wages, benefits, regional contracts, structural maintenance, sewer treatments and private work orders.
2018 OPERATING EXPENSES BY FUNCTION (IN THOUSAND DOLLARS)
cambridge.ca Page 59 Cambridge Connected Strategic Plan
CAMBRIDGE CONNECTED: OUR VOICE. OUR VISION
Strategic Plan 2016-2019 identifies the vision, mission and values that will shape the corporation over the long term.
CAMBRIDGE.CA/OURVOICEOURVISION
CAMBRIDGE CONNECTED ALSO IDENTIFIES THE STRATEGIC DIRECTION FOR THE CITY, OUTLINED BY THREE KEY THEMES - PEOPLE, PLACE AND PROSPERITY IN THE FOLLOWING WAYS:
ÎÎ Reflects the voices of the people who live, work and play in Cambridge
ÎÎ Connects the community's vision and goals with the corporate mission, values and actions of the City
ÎÎ Guides decision-making
ÎÎ Helps direct tax dollars to community priorities
ÎÎ Allows the community to measure progress
VISION MISSION VALUES
A place for people to Working together ÎÎ Integrity prosper ÎÎ Respect Committed to our values ÎÎ Inclusiveness Alive with opportunity Serving our community ÎÎ Service
Page 60 City of Cambridge 2018 Annual Report Department Overviews
OFFICE OF THE CITY MANAGER (OCM)
The City Manager is responsible for the overall administration of the City and is directly responsible to the Mayor and Cambridge City Council. The City Manager provides executive leadership to the organization that:
ÎÎ Promotes and develops the City
ÎÎ Builds stakeholder relationships in the community and on a regional, provincial and national scale
ÎÎ Designs a shared vision that incorporates Council’s vision of the community
ÎÎ Achieves strategic goals and objectives and creates a high-performance organization focused HIERARCHY STRUCTURE on quality and customer service
ÎÎ Provides all employees with a supportive work environment - with the same concern, MAYOR AND trust, respect and caring attitude within the COUNCIL organization that they are expected to share
with the citizens and stakeholders of the City of MAYOR AND Cambridge COUNCIL SUPPORT
The Office of the City Manager is supported by an CITY MANAGER administrative function, Mayor and Council Support, plus two operational divisions. The department’s main services include:
ÎÎ Provides strategic communication services (Corporate Communication) CORPORATE LEGAL COMMUNICATIONS SERVICES ÎÎ Provides legal services and advice to the City of Cambridge, guided by the Law Society Act, ultimately providing a preventative law function (Legal Services)
cambridge.ca Page 61 CORPORATE ENTERPRISE DEPARTMENT (CRE)
The Corporate Enterprise Department provides a range of services that support the city initiatives and serve the citizens and businesses of Cambridge in a number of ways.
Corporate Enterprise is supported by an administrative function plus five operational divisions. The department’s main services include:
ÎÎ Sound management of infrastructure systems, facilities, equipment and tools and provides a project management governance framework to ensure capital projects are executed in alignment with corporate strategy (Asset Management and Project Management Office)
ÎÎ Evaluates policies, programs and partnerships in relation to the Corporation’s goals and objectives (Corporate Strategy)
ÎÎ Work with industrial, commercial and small local businesses and community partners to support growth of the local economy and jobs (Economic Development)
ÎÎ Ensures the improvement in the effectiveness of governance processes, risk management and operational monitoring and control (Risk Management)
ÎÎ A centralized customer service centre for first line of contact for residents (Service Cambridge)
HIERARCHY STRUCTURE
CITY MANAGER
DEPUTY CITY MANAGER CORPORATE ENTERPRISE
ASSET & CORPORATE ECONOMIC RISK SERVICE PROJECT STRATEGY DEVELOPMENT MANAGEMENT CAMBRIDGE MANAGEMENT
Page 62 City of Cambridge 2018 Annual Report CORPORATE SERVICES DEPARTMENT (CRS)
The Corporate Services Department provides a range of services and expertise that support the city initiatives and address community needs.
Corporate Services is supported by an administrative function plus five operational divisions. The department’s main services include:
ÎÎ Responsible for providing a variety of statutory responsibilities and specialized services (Clerk Services)
ÎÎ Ensures fiscal stewardship, ensures all divisions meet legislative requirements and provides cost-effective procurement (Financial Services)
ÎÎ Contributes to community safety and security through the delivery of fire prevention education, fire suppression services and emergency management planning (Fire Services)
ÎÎ Strategically reinforcing our organizational capabilities by developing and delivering corporate-wide human resources policies, systems and services for our staff and the organization (Human Resources)
ÎÎ Combining information technology and information management to engage all levels of the organization (Technology Services)
HIERARCHY STRUCTURE
CITY MANAGER
DEPUTY CITY MANAGER CORPORATE SERVICES
CLERK FINANCIAL FIRE HUMAN TECHNOLOGY SERVICES SERVICES SERVICES RESOURCES SERVICES
cambridge.ca Page 63 COMMUNITY DEVELOPMENT (CD)
The Community Development Department strives ÎÎ Provides programs and cultural activities to meet the needs of Cambridge residents and relevant to our city, including operation of businesses in a reliable, sustainable, cost-effective our park and recreation facilities, aquatics, and environmentally responsible manner, always cemeteries, horticulture and the Farmers’ with community growth and improvement in mind. Market (Parks, Recreation and Culture)
Community Development is supported by an ÎÎ Plans the future land use of our community administrative function and five operational ensuring the city is ready to meet the needs divisions. The department’s main services include: of future growth and industry changes (Planning Services) ÎÎ Administers and enforces the Ontario’s Building Code (Building Services) ÎÎ Maintains our infrastructure in a reliable, cost- effective and environmentally sustainable ÎÎ Ensures the built and natural environment is manner – includes our water, wastewater and maintained – includes the planning, design roads networks (Public Works) and re-construction of our transportation and infrastructure systems (Engineering and Transportation Services)
HIERARCHY STRUCTURE
CITY MANAGER
DEPUTY CITY MANAGER COMMUNITY DEVELOPMENT
ENGINEERING & PARKS, BUILDING PLANNING PUBLIC TRANSPORTATION RECREATION & SERVICES SERVICES WORKS SERVICES CULTURE
Page 64 City of Cambridge 2018 Annual Report CITY OF CAMBRIDGE 2018 ANNUAL REPORT
cambridge.ca CITY OF CAMBRIDGE 2018 ANNUAL REPORT
cambridge.ca