INVESTING IN OUR CITY INVESTED IN OUR CITIZENS...2020 Approved Budget and Business Plan - Tax-Supported Operating Budget Details cambridge.ca/budget INVESTING IN OUR CITY INVESTED

2020 Approved Budget and Business Plan - Tax-Supported Operating Budget Details

cambridge.ca/budget

INVESTING INOUR CITYINVESTED INOUR CITIZENS

2018 Actuals 2019 Forecast 2019 Budget Restated

2020 Base Budget

% Over (Under)

2019

2020 Growth 2020 Operating Impacts

2020 One Time

2020 Total Budget

% Over (Under)

2019

EXPENSES

Mayor and Council $807,500 $1,115,900 $1,088,900 $1,089,800 0.08% $1,089,800 0.08%

Office of the City Manager $2,254,556 $2,207,400 $2,206,400 $2,337,500 5.94% $81,800 $2,419,300 9.65%

Corporate Services $39,521,005 $43,519,100 $43,200,000 $43,664,600 1.08% $197,600 $436,800 $230,700 $44,529,700 3.08%

Corporate Enterprise $5,277,091 $5,414,900 $5,645,300 $5,659,800 0.26% $88,000 $5,747,800 1.82%

Community Development $38,956,864 $40,599,318 $39,636,700 $41,375,500 4.39% $96,500 $5,200 $55,000 $41,532,200 4.78%

Corporate Expenditures $21,051,179 $23,139,792 $17,707,500 $20,079,300 13.39% $367,900 $40,000 $20,487,200 15.70%

Library $7,206,201 $8,363,600 $8,199,600 $8,387,000 2.29% $100 $8,387,100 2.29%

Total EXPENSES $115,074,396 $124,360,010 $117,684,400 $122,593,500 4.17% $294,100 $809,900 $495,600 $124,193,100 5.53%

REVENUES

Mayor and Council ($28,795) ($28,000) ($1,000) ($1,000) ($1,000)

Office of the City Manager ($205,974) ($186,400) ($182,700) ($241,000) 31.91% ($241,000) 31.91%

Corporate Services ($4,204,079) ($3,350,000) ($3,232,000) ($3,395,000) 5.04% ($32,200) ($3,427,200) 6.04%

Corporate Enterprise ($811,937) ($388,200) ($334,300) ($286,300) (14.36%) ($50,000) ($336,300) 0.60%

Community Development ($13,379,574) ($14,107,518) ($13,536,200) ($13,992,200) 3.37% ($148,800) ($50,000) ($14,191,000) 4.84%

Corporate Expenditures ($100,610,753) ($15,706,792) ($10,064,600) ($11,173,300) 11.02% ($293,100) ($11,466,400) 13.93%

Library ($935,100) ($771,100) ($686,100) (11.02%) ($75,000) ($761,100) (1.30%)

Total REVENUES ($119,241,112) ($34,702,010) ($28,121,900) ($29,774,900) 5.88% ($148,800) ($293,100) ($207,200) ($30,424,000) 8.19%

Total City of Cambridge Tax Supported $ (4,166,716) $ 89,658,000 $ 89,562,500 $ 92,818,600 3.64% $ 145,300 $ 516,800 $ 288,400 $ 93,769,100 4.70%

ASSESSMENT GROWTH % 0.93% (100.00%) 0.80% (13.98%)

ASSESSMENT GROWTH $ $835,600 (100.00%) $716,500 (14.25%)

Restated Net Expenditure $ 90,398,100 $ 92,818,600 2.68% $ 145,300 $ 516,800 $ 288,400 $ 93,769,100 3.73%

Tax-Supported Operating Budget DetailsCity of Cambridge Tax-Supported

Page 86 City of Cambridge 2020 Approved Budget and Business Plan

Description

Through the legislative and municipal election procedure, Mayor

and Council represent the citizens of Cambridge through policy-

making processes to oversee the municipal operation, and carry

out the statutory requirements of local government, as set out in

the Ontario Municipal Act.

Operating Budget

Area of Responsibility

To represent the public and to consider the well-being and inter-

ests of the municipality;

To develop and evaluate the policies and programs of the munici-

pality;

To determine which services the municipality provides;

To ensure that administrative policies, practices and procedures

and controllership policies, practices and procedures are in placeto implement the decisions of Council;

To ensure the accountability and transparency of the operations

of the municipality, including the activities of the senior manage-

ment of the municipality;

To maintain the financial integrity of the municipality; and

To carry out the duties of Council under the Ontario Municipal Act

or any other Act.

NET OPERATING BUDGET (TAX REVENUES)

Salaries & Benefits - 82.7%

Materials & Supplies - 16.3%

Fund Transfers - 0.0%

External Transfers - 0.1%

Contract Services - 0.9%

Debt Charges - 0.0%

Utilities - 0.0%

Rents & Financial Expenses - 0.0%

$1.09 MILLION

OPERATING BUDGET GROSS EXPENSES

Tax Revenues - 99.9%

User Fees & Charges - 0.1%


Investment Income - 0.0%

Fines, Penalties & Interest - 0.0%

Grants & Government Transfers - 0.0%

Other Revenues - 0.0%

$1.09 MILLION

OPERATING BUDGET REVENUES

$1,088,800

$1,101,400

$1,113,700

$1,123,700

$1,070,000

$1,080,000

$1,090,000

$1,100,000

$1,110,000

$1,120,000

$1,130,000

2020 Budget 2021 Forecast 2022 Forecast 2023 Forecast

Mayor and Council

Tax-Supported Operating Budget Details

City of Cambridge 2020 Approved Budget and Business Plan

Mayor and Council

Page 87

Mayor and Council

Org Chart Strategic Alignment

The strategic focus of the Mayor and Council relates to:

People

Community Wellbeing

Governance and Leadership

Place

Arts, Culture, Heritage and Architecture

Environment and Rivers

Parks and Recreation

Prosperity

Economic Development and Tourism

Transportation and Infrastructure

2019 FTE Restated Budget

2020 FTE Total

Budget

Change Over 2019

Mayor and Council

Mayor and Council

FTE Full Time 3.00 3.00 -

FTE Part Time - - -

Subtotal 3.00 3.00 -

FTE Full Time recovered from Water/Sewer - - -

FTE Part Time recovered from Water/Sewer - - -

Subtotal - - -

Total Mayor and Council 3.00 3.00 -



Mayor and Council

Page 88

Mayor and Council

Mayor and Council

EXPENSESSalaries & Benefits 590,309 900,800 900,800 900,900 0.01% 900,900 0.01%

Materials & Supplies 173,907 180,100 177,100 177,900 0.45% 177,900 0.45%

Contract Services 32,754 10,000 10,000 10,000 0.00% 10,000 0.00%

External Transfers 10,750 25,000 1,000 1,000 0.00% 1,000 0.00%

Internal Recoveries (220) 0.00% 0.00%

Total EXPENSES 807,500 1,115,900 1,088,900 1,089,800 0.08% 1,089,800 0.08%

REVENUESUser Fees & Charges (28,795) (28,000) (1,000) (1,000) 0.00% (1,000) 0.00%

Total REVENUES (28,795) (28,000) (1,000) (1,000) 0.00% (1,000) 0.00%Total Mayor and Council 778,705 1,087,900 1,087,900 1,088,800 0.08% 1,088,800 0.08%

2018

Actuals

2019

Forecast

2019

Restated

Budget

2020

Base Budget

% Change

Over 2019

Budget

2020

Growth

2020

Capital

Impact

2020

One Time

2020

Total Budget

% Change

Over 2019

Budget



Mayor and Council

Page 89

Description

The City Manager is responsible for the overall administration of

the City and is directly responsible to the Mayor and City Council.

The City Manager provides executive leadership to the organiza-

tion that:

Promotes and develops the City;

Builds stakeholder relationships in the community and on a re-

gional, provincial and national scale;

Designs a shared vision that incorporates Council’s vision of the

community; and

Achieves strategic goals and objectives to create a high-

performance organization focused on quality and customer ser-

vice.

The City Manager provides all employees with a supportive work

environment - with the same concern, trust, respect and caring

attitude within the organization that they are expected to share with the citizens and stakeholders of the City of Cambridge.

Operating Budget

Office of the City Manager


Overall management of civic administration and conduct of the

business affairs of the Corporation as per By-law 55-09, including

provision of policy advice to Council; and

Operational and administrative responsibilities are undertaken

through meetings, reports and correspondence with and to Coun-

cil, Management Committee, staff and retained services.







Debt Charges - 0.0%

Utilities - 0.0%


$0.50 MILLION









$0.50 MILLION


$500,800

$509,000

$517,500

$526,200

$490,000

$500,000

$510,000

$520,000

$530,000





Page 90


The strategic focus of the Office of the City Manager relates to:

People

Community Wellbeing


Place




Prosperity





2020 FTE Total

Budget

Change Over 2019


Admin. City Manager


FTE Part Time - - -




Subtotal - - -

Total Admin. City Manager 2.00 2.00 -




Page 91


Admin. City Manager


Materials & Supplies 71,779 59,400 59,400 56,000 (5.72%) 56,000 (5.72%)

Contract Services (6,741) 10,800 10,800 10,800 0.00% 10,800 0.00%

Internal Recoveries 0.00% 0.00%

Total EXPENSES 594,748 496,000 496,000 500,800 0.97% 500,800 0.97%

REVENUESUser Fees & Charges 0.00% 0.00%

Fund Transfers 0.00% 0.00%

Total REVENUES 0.00% 0.00%Total Admin. City Manager 594,748 496,000 496,000 500,800 0.97% 500,800 0.97%

2018

Actuals

2019

Forecast

2019

Restated

Budget

2020

Base Budget

% Change

Over 2019

Budget

2020

Growth

2020

Capital

Impact

2020

One Time

2020

Total Budget

% Change

Over 2019

Budget




Page 92

Description

The Corporate Communications division provides strategic and

tactical communications services that allow the City to engage its

citizens and deliver a broader awareness of City programs and

services.

The division provides a range of services in the areas of communi-

cations, planning and implementation. This includes community

relations, media relations, internal communications, corporate branding and standardization, citizen engagement, design ser-

vices, policy development and general City promotion and adver-

tising.

Operating Budget

Corporate Communication


Guiding corporate communications over the long-term to align

with the City’s strategic plan, City business plans, and other City

master plans;

Developing consistent and standardized communications from

the City;

Building effective and accessible methods of two-way commu-

nications between City officials, stakeholders and residents;

Improving the quality of internal communications;

Establishing an expectation of timely, relevant information on

City happenings through various channels such as the City in-

tranet, newsletter, and direct communications;

Maintaining a strong relationship with local, surrounding and

internal media to share community happenings;

Actively promoting and marketing the City of Cambridge as an

ideal place for residents, visitors and businesses through earned

media and paid advertising;

Corporate Communications







Debt Charges - 0.0%

Utilities - 0.0%


$0.86 MILLION









$0.86 MILLION


$856,000

$792,100

$810,500

$828,500

$780,000

$790,000

$800,000

$810,000

$820,000

$830,000

$840,000

$850,000

$860,000





Page 93

Org Chart

Strategic Alignment

The Corporate Communications division plays an important role

in finding more opportunities to communicate with the public and

key stakeholders in a variety of ways.

The strategic focus of the Corporate Communications division

relates to:

People



2020 Goals

Community Engagement Campaign.

Launch a new City intranet site that addresses the needs of

Council, staff, volunteers and internal stakeholders.

Area of Responsibility Continued

Maintaining and growing an active online presence through a

timely and relevant City website, social media, mobile applica-

tions and digital communications;

Encouraging and facilitating authentic community engagement

and improve public participation, both online and off, as it re-

lates to municipal decision-making; and

Setting benchmarks and continually evaluating the key perfor-

mance measures of both tactical and strategic communications

goals through metrics, analytics and relevant statistics.


2020 FTE Total

Budget

Change Over 2019



FTE Full Time 6.00 7.00 1.00

FTE Part Time - 1.00 1.00

Subtotal 6.00 8.00 2.00



Subtotal - - -

Total Corporate Communications 6.00 8.00 2.00




Page 94



EXPENSESSalaries & Benefits 617,030 656,500 656,500 718,900 9.50% 81,800 800,700 21.96%



Internal Recoveries (2,210) 0.00% 0.00%

Total EXPENSES 645,300 710,800 710,800 774,200 8.92% 81,800 856,000 20.43%


Grants & Government Transfers (1,673) 0.00% 0.00%

Total REVENUES (1,673) 0.00% 0.00%Total Corporate Communications 643,627 710,800 710,800 774,200 8.92% 81,800 856,000 20.43%

2018

Actuals

2019

Forecast

2019

Restated

Budget

2020

Base Budget

% Change

Over 2019

Budget

2020

Growth

2020

Capital

Impact

2020

One Time

2020

Total Budget

% Change

Over 2019

Budget




Page 95

Operating Budget

Legal Services


Provides legal and realty advice which includes representation

in respect of its powers and activities, advances real estate ac-

quisitions, dispositions and transactions.

Provides legal advice on matters including to contracts, land use

planning, financial and tax matters, real estate, attends to prose-

cutions, and litigation, provides assistance with existing, and fu-

ture legal relationships with the province, the federal govern-ment, other municipalities, and third parties, residents and com-

munity associations.

Description

The Legal division is responsible for providing cost-effective, re-

sponsive, innovative and high- quality legal services to The Corpo-

ration of the City of Cambridge.

This includes providing legal advice to City Council and staff liti-

gation in all levels of court and administrative tribunals, profes-

sional real estate services including municipal real estate dealings

involving third parties and negotiations and preparing contracts and documents related to real estate transactions.

The division is also responsible for preparation and/or review of

contracts and commercial documents; drafting and reviewing by-

laws and consulting with staff on same; education and training for

staff and Council on legal and preventative law topics.







Debt Charges - 0.0%

Utilities - 0.0%


$1.06 MILLION









$1.06 MILLION


$821,500

$864,900

$896,200

$905,000

$810,000

$820,000

$830,000

$840,000

$850,000

$860,000

$870,000

$880,000

$890,000

$900,000

$910,000


2020 Goals

Develop a long range strategy for realty acquisitions for capital

projects. This will assist with developing a more detailed Devel-

opment Charges background study and understanding the Cor-

porations needs for reality acquisition over the longer term.

Legal assistance with the completion of the recreation complex.




Page 96

Org Chart

Strategic Alignment

The strategic focus of the Legal and Realty Services division re-

lates to:

People


Legal Services


2020 FTE Total

Budget

Change Over 2019


Legal Services


FTE Part Time - - -




Subtotal - - -

Total Legal Services 7.00 7.00 -




Page 97


Legal Services

EXPENSESSalaries & Benefits 848,570 654,200 869,200 867,200 (0.23%) 867,200 (0.23%)


Utilities 440 0.00% 0.00%


External Transfers 0.00% 0.00%

Rents & Financial Expenses 18,126 12,300 12,300 13,300 8.13% 13,300 8.13%

Internal Recoveries (6,594) (7,000) (15,200) (7,000) (53.95%) (7,000) (53.95%)

Total EXPENSES 1,014,508 1,000,600 999,600 1,062,500 6.29% 1,062,500 6.29%


Other Revenues (130,191) (105,400) (105,400) (142,800) 35.48% (142,800) 35.48%

Total REVENUES (204,301) (186,400) (182,700) (241,000) 31.91% (241,000) 31.91%Total Legal Services 810,207 814,200 816,900 821,500 0.56% 821,500 0.56%

2018

Actuals

2019

Forecast

2019

Restated

Budget

2020

Base Budget

% Change

Over 2019

Budget

2020

Growth

2020

Capital

Impact

2020

One Time

2020

Total Budget

% Change

Over 2019

Budget




Page 98

Description

The Corporate Services Administration division is a centralized administrative unit, supporting the functions of all divisions under the department's portfolio in responding to community needs.

Operating Budget

Corporate Services Administration


Administrative governance and oversight to ensure that programs and services are working together to deliver excellent services to citizens and achieve Council's priorities; and

Provides centralized support for City Clerk, Community Emergen-cy Planning, Financial Services, Fire Services, Human Resources and Technology Services divisions and acts as liaison with other departments.

Strategic Alignment

The strategic focus of the Corporate Services Administration divi-sion relates to:

People

Community Wellbeing








Debt Charges - 0.0%

Utilities - 0.0%


$0.50 MILLION









$0.50 MILLION


$500,500

$510,300

$517,300

$524,400

$490,000

$500,000

$510,000

$520,000

$530,000




Corporate Services

Page 99

Org Chart

Corporate Services Administration


2020 FTE Total

Budget

Change Over 2019

Corporate Services

Admin. Corporate Services


FTE Part Time - - -




Subtotal - - -

Total Admin. Corporate Services 2.00 2.00 -



Corporate Services

Page 100

Corporate Services

Admin. Corporate Services




Internal Recoveries (2,400) 0.00% (2,400) 0.00%

Total EXPENSES 439,613 496,700 496,700 500,500 0.77% 500,500 0.77%



Total REVENUES 0.00% 0.00%Total Admin. Corporate Services 439,613 496,700 496,700 500,500 0.77% 500,500 0.77%

2018

Actuals

2019

Forecast

2019

Restated

Budget

2020

Base Budget

% Change

Over 2019

Budget

2020

Growth

2020

Capital

Impact

2020

One Time

2020

Total Budget

% Change

Over 2019

Budget



Corporate Services

Page 101

Description

The City Clerk is the official point of contact for members of the

community on many City functions, services and responsibilities.

The City Clerk is responsible for providing a variety of statutory

responsibilities and specialized service both to Council and to the

public.

Operating Budget

City Clerk


Access and Privacy - promotes openness and transparency

within the City operations while promoting the protection of

individual privacy;

Accessibility and Diversity Services - manages accessibility

compliance, while providing inclusion support and accommoda-

tions to people with disabilities and works with community

members to celebrate diversity services;

By-Law Enforcement and Compliance - provides safety and

compliance in the areas of animal control, by-law enforcement

and parking enforcement. By-law enforcement protects the

health, safety and property of the City of Cambridge's residents

through a series of complex and varied services including regu-

lation, licensing, investigation, inspection, enforcement and

prosecution under numerous By-laws and Acts;

Committees and Boards - responsible for managing Council,

Standing Committees as well as Advisory Committees and

Boards. Ensures a terms of reference for each committee/board

specifies mandates/objectives, specific terms, composition of

membership and meeting procedures;

Customer Service - provides front-line customer service to citi-

zens and acts as a single-point of contact for those who have

questions about municipal operations. Services that are provid-

ed include the issuance of licensing such as marriage, lottery or

business licences and commissioning services;






Debt Charges - 0.0%

Utilities - 0.2%










$3.94 MILLION


$3.94 MILLION


$2,316,800

$2,379,800

$2,445,900

$2,513,700

$2,200,000

$2,300,000

$2,400,000

$2,500,000

$2,600,000




Corporate Services

Page 102

Org Chart

Strategic Alignment

The strategic focus of the City Clerk relates to:

People

Community Wellbeing


2020 Goals

Diversity, Accessibility and Inclusion Action Plan initiatives.

Policy and Committee Review (Corporate and Departmental).

City Clerk


Elections - every four years, the City Clerk is the Chief Returning

Officer for municipal and school board elections;

Lottery and Business Licensing - issues lottery licences for raf-

fles, bingos, and break open tickets pursuant to the municipal

limits and regulations set out in the Gaming Control Act

(Ontario);

Records and Archives - support business efficiency and open

government by managing, preserving and providing access to

the corporations’ records and information; and

Statutory - ensuring that all by-laws and records are kept in per-

manent order in addition to all agreements that bind the corpo-

ration.


2020 FTE Total

Budget

Change Over 2019

Corporate Services

City Clerk


FTE Part Time 0.94 0.94 -

Subtotal 23.94 23.94 -



Subtotal - - -

Total City Clerk 23.94 23.94 -



Corporate Services

Page 103

Corporate Services

City Clerk

EXPENSESSalaries & Benefits 2,249,176 2,331,100 2,312,300 2,391,200 3.41% 2,391,200 3.41%

Materials & Supplies 666,149 455,800 495,600 493,300 (0.46%) 19,000 512,300 3.37%

Utilities 6,886 11,300 11,300 7,900 (30.09%) 7,900 (30.09%)

Contract Services 828,811 778,000 713,000 733,900 2.93% 14,200 28,500 776,600 8.92%

External Transfers 3,000 3,000 0.00% 3,000 0.00%


Fund Transfers 80,000 80,000 106,700 33.38% 106,700 33.38%


Total EXPENSES 3,883,300 3,792,600 3,751,600 3,875,000 3.29% 33,200 28,500 3,936,700 4.93%


Fines, Penalties & Interest (817,090) (653,000) (613,000) (713,000) 16.31% (713,000) 16.31%


Fund Transfers (220,003) 0.00% 0.00%

Total REVENUES (1,910,800) (1,513,900) (1,469,900) (1,619,900) 10.20% (1,619,900) 10.20%Total City Clerk 1,972,500 2,278,700 2,281,700 2,255,100 (1.17%) 33,200 28,500 2,316,800 1.54%

2018

Actuals

2019

Forecast

2019

Restated

Budget

2020

Base Budget

% Change

Over 2019

Budget

2020

Growth

2020

Capital

Impact

2020

One Time

2020

Total Budget

% Change

Over 2019

Budget



Corporate Services

Page 104

Description

The Community Emergency Planning program provides a com-

prehensive service to the community by preventing, mitigating,

preparing for, responding to, and recovering from a major emer-

gency.

Community Emergency Planning ensures the City meets compli-

ance with the Emergency Management and Civil Protection Act

and Ontario Regulations. Emergency Management enhances the safety of our residents and reduces property damage and eco-

nomic loss in the event of an emergency.

The Community Emergency Planning staff also oversees the Busi-

ness Continuity Program working with internal departments to

ensure business continuity plans are in place to ensure continuity

of services for the public and internal/external stakeholders.

Community Emergency Planning staff oversee the Corporate Cli-

mate Adaptation Plan implementing activities and initiatives out-lined in the Plan.

Operating Budget

Community Emergency Planning


Emergency Management Program - develop, implement and

maintain a comprehensive Emergency Management program in

compliance with Emergency Management and Civil Protection

Act (and Regulations). Including training, exercises, public edu-

cation and planning;

Emergency Response - respond to large emergencies within the

City. Provide support to Incident Commanders, Emergency Op-erations Centres (EOC) personnel and responders. Ensuring the

Emergency Operations Centres are tested and ready as re-

quired in the event of an emergency;

Business Continuity Program - work with internal departments

to develop, implement and maintain the continuity of operations

plans, disaster recovery and continuity of governance;






Debt Charges - 0.0%

Utilities - 0.0%









$312,900

$317,500

$322,200

$327,100

$300,000

$310,000

$320,000

$330,000



$0.31 MILLION


$0.31 MILLION




Corporate Services

Page 105

Org Chart

Strategic Alignment

The strategic focus of the Community Emergency Planning divi-

sion relates to:

People

Community Wellbeing

2020 Goals

Business Continuity Program development.

Emergency response planning.

Corporate Climate Adaptation Plan implementation.



Facility Emergency Response Program - assist facilities with de-

velopment and implementation of facility emergency response

procedures including training and emergency drills; and

Climate Adaptation Planning - work with internal departments

to implement and maintain the Corporate Climate Adaptation

Plan activities and initiatives.


2020 FTE Total

Budget

Change Over 2019

Corporate Services



FTE Part Time - - -




Subtotal - - -

Total Community Emergency Planning 2.00 2.00 -



Corporate Services

Page 106

Corporate Services




Contract Services 41,516 92,700 51,900 47,400 (8.67%) 47,400 (8.67%)

Total EXPENSES 297,775 353,600 312,800 312,900 0.03% 312,900 0.03%

REVENUESGrants & Government Transfers (31,244) (40,800) 0.00% 0.00%

Total REVENUES (31,244) (40,800) 0.00% 0.00%Total Community Emergency Planning 266,531 312,800 312,800 312,900 0.03% 312,900 0.03%

2018

Actuals

2019

Forecast

2019

Restated

Budget

2020

Base Budget

% Change

Over 2019

Budget

2020

Growth

2020

Capital

Impact

2020

One Time

2020

Total Budget

% Change

Over 2019

Budget



Corporate Services

Page 107

Description

The Financial Services division is responsible for the financial

stewardship of the City, procurement of goods and services, col-

lection of taxation and utility revenue, and customer service

through the centralized Service Cambridge. Finance provides and

supports the key financial functions of the organization including:

long-range financial planning and budgeting, financial reporting

and accounting, and revenue collection. The division promotes fiscal responsibility and accountability across the organization and

partners with departments as a support service to ensure the ap-

propriate level of financial oversight and transparency exists in

relation to municipal operations. Through professional financial

management, the division ensures the financial sustainability of

the organization is maintained and all statutory financial reporting

requirements are met.

The division is guided by legislation, Council adopted policies, ac-

counting standards, and industry best practices. The functions

work together to provide financial stewardship and promote the

overall financial sustainability for the organization. The division is

focused on providing exceptional customer service both internally

as a support function for other departments as well as externally.

Operating Budget

Financial Services


Finance - including financial planning, accounting, financial re-

porting, cash and investment management and accounts paya-

ble;

Service Cambridge and Revenue - including centralized custom-

er service through the provision of a call centre and customer

facing services, property tax billing, assessment management,

water utility billing and accounts receivable; and

Procurement - including procurement strategy and compliance,

effective planning, monitoring and control of procurement es-

sential for maintaining public trust and confidence, ensures pur-

chases made by the City reflect best value, protects the City's

financial interests and encourages competitive bidding.







Debt Charges - 0.0%

Utilities - 0.0%


$4.28 MILLION









$4.28 MILLION


$3,251,800

$3,454,600

$3,565,200

$3,659,000

$3,100,000

$3,200,000

$3,300,000

$3,400,000

$3,500,000

$3,600,000

$3,700,000




Corporate Services

Page 108

Org Chart

Strategic Alignment

The strategic focus of the Financial Services division relates to:

People


2020 Goals

Community Benefits Charge Study and By-Law.

Service Based Costing.

Rate and Fee Study.

Storm Water Management Funding Strategy.

Financial Services


2020 FTE Total

Budget

Change Over 2019

Corporate Services

Financial Services



Subtotal 51.28 51.28 -

FTE Full Time recovered from Water/Sewer (7.20) (6.70) 0.50

FTE Part Time recovered from Water/Sewer (1.71) (1.71) -

Subtotal (8.91) (8.41) 0.50

Total Financial Services 42.37 42.87 0.50



Corporate Services

Page 109

Corporate Services

Financial Services



Contract Services 191,270 209,300 133,700 110,600 (17.28%) 30,000 140,600 5.16%


Debt Charges (35) 0.00% 0.00%

Internal Recoveries (573,500) (581,300) (581,300) (817,900) 40.70% (817,900) 40.70%

Total EXPENSES 4,089,003 4,430,500 4,414,100 4,245,600 (3.82%) 30,000 4,275,600 (3.14%)

REVENUESUser Fees & Charges (1,354,183) (921,300) (917,800) (1,010,800) 10.13% (1,010,800) 10.13%

Fines, Penalties & Interest (46,830) (14,500) (13,000) (13,000) 0.00% (13,000) 0.00%

Fund Transfers (7,768) (23,500) (21,100) (100.00%) (100.00%)

Total REVENUES (1,408,781) (959,300) (951,900) (1,023,800) 7.55% (1,023,800) 7.55%Total Financial Services 2,680,222 3,471,200 3,462,200 3,221,800 (6.94%) 30,000 3,251,800 (6.08%)

2018

Actuals

2019

Forecast

2019

Restated

Budget

2020

Base Budget

% Change

Over 2019

Budget

2020

Growth

2020

Capital

Impact

2020

One Time

2020

Total Budget

% Change

Over 2019

Budget



Corporate Services

Page 110

Description

Fire Services division provides fire suppression services and pre-

vention programs as prescribed through legislation. Fire Services

also provides emergency response to motor vehicle collisions and

emergency medical situations.

Within the Province of Ontario, the delivery of fire protection ser-

vices is guided by the Fire Protection and Prevention Act, 1997

(FPPA) and includes the strategic optimization of the three lines of defence.

Operating Budget

Fire Services


Public Education and Prevention - educating residents of the

community on means for them to fulfill their responsibilities for

their own fire safety is a proven method of reducing the inci-

dence of fire. Only by educating residents can fires be prevent-

ed and can those affected by fires respond properly to save

lives, reduce injury and reduce the impact of fires;

Fire Safety Standards and Enforcement - ensuring that buildings

have the required fire protection systems, safety features, in-

cluding fire safety plans, and that these systems are maintained,

so that the severity of fires may be minimized; and

Emergency Response - providing well trained and equipped

firefighters directed by capable officers to stop the spread of

fires once they occur and to assist in protecting the lives and

safety of residents. This is the fail safe for those times when fires







Debt Charges - 0.0%

Utilities - 0.5%


$26.36 MILLION









$26.36 MILLION


$25,689,900

$26,704,500

$27,445,400

$28,186,900

$24,000,000

$25,000,000

$26,000,000

$27,000,000

$28,000,000

$29,000,000




Corporate Services

Page 111

Org Chart

Strategic Alignment

The strategic focus of the Fire Services division relates to:

People

Community Wellbeing

2020 Goals

P25 radio system and computer aided dispatch.

Fire Services


2020 FTE Total

Budget

Change Over 2019

Corporate Services

Fire Services

FTE Full Time 150.00 150.00 -

FTE Part Time - - -

Subtotal 150.00 150.00 -



Subtotal - - -

Total Fire Services 150.00 150.00 -



Corporate Services

Page 112

Corporate Services

Fire Services

EXPENSESSalaries & Benefits 20,987,768 22,914,100 22,785,100 22,837,500 0.23% 429,300 23,266,800 2.11%

Materials & Supplies 752,209 734,900 686,100 662,300 (3.47%) 102,200 764,500 11.43%

Utilities 122,407 140,500 138,000 123,300 (10.65%) 123,300 (10.65%)

Contract Services 323,869 924,500 1,078,900 1,198,500 11.09% 128,400 1,326,900 22.99%

Fund Transfers 396,100 437,900 437,900 532,900 21.69% 532,900 21.69%

Internal Recoveries 322,500 332,700 332,700 343,100 3.13% 343,100 3.13%

Total EXPENSES 22,904,853 25,484,600 25,458,700 25,697,600 0.94% 128,400 429,300 102,200 26,357,500 3.53%

REVENUESUser Fees & Charges (676,607) (685,600) (659,800) (635,400) (3.70%) (635,400) (3.70%)

Fund Transfers (60,000) (34,000) (34,000) (100.00%) (32,200) (32,200) (5.29%)

Total REVENUES (736,607) (719,600) (693,800) (635,400) (8.42%) (32,200) (667,600) (3.78%)Total Fire Services 22,168,246 24,765,000 24,764,900 25,062,200 1.20% 128,400 429,300 70,000 25,689,900 3.74%

2018

Actuals

2019

Forecast

2019

Restated

Budget

2020

Base Budget

% Change

Over 2019

Budget

2020

Growth

2020

Capital

Impact

2020

One Time

2020

Total Budget

% Change

Over 2019

Budget



Corporate Services

Page 113

Description

The Human Resources division provides human resource manage-

ment programs and services consistent with Council and regula-

tory requirements, to enable the City to meet its business and ser-

vice goals. It does this by developing and delivering corporate-

wide human resources policies, systems and services for our staff

and the organization.

Operating Budget

Human Resources


Workforce services - recruitment, job evaluation, workforce

planning and forecasting, and new employee onboarding;

Employee and labour relations - employee relations, labour rela-

tions, and collective bargaining and policies and procedures;

Wellness, health and safety - corporate occupational health and

safety, disability management, employee and family assistance,

safety data management and risk management, and training and development;

Payroll and benefits - compensation and benefits, pension ad-

ministration, and attendance management; and

Organizational development - change management, staffing

and succession planning (organizational capacity), employee

engagement, people plan, training and development, perfor-

mance management, and recognition programs. NET OPERATING BUDGET (TAX REVENUES)






Debt Charges - 0.0%

Utilities - 0.0%


$2.63 MILLION









$2.63 MILLION


$2,515,100

$2,582,000

$2,648,800

$2,706,700

$2,400,000

$2,500,000

$2,600,000

$2,700,000

$2,800,000




Corporate Services

Page 114

Org Chart

Strategic Alignment

The strategic focus of the Human Resources division relates to:

People


2020 Goals

Implementing People Plan Strategies.

Corporate Training and Development program.

Policy and Committee Review (Corporate and Departmental).

Human Resources


2020 FTE Total

Budget

Change Over 2019

Corporate Services

Human Resources


FTE Part Time - - -

Subtotal 15.00 15.00 -



Subtotal - - -

Total Human Resources 15.00 15.00 -



Corporate Services

Page 115

Corporate Services

Human Resources




Total EXPENSES 2,358,271 2,598,300 2,598,300 2,631,000 1.26% 2,631,000 1.26%


Fund Transfers (115,900) (115,900) (115,900) (115,900) 0.00% (115,900) 0.00%

Total REVENUES (115,900) (115,900) (115,900) (115,900) 0.00% (115,900) 0.00%Total Human Resources 2,242,371 2,482,400 2,482,400 2,515,100 1.32% 2,515,100 1.32%

2018

Actuals

2019

Forecast

2019

Restated

Budget

2020

Base Budget

% Change

Over 2019

Budget

2020

Growth

2020

Capital

Impact

2020

One Time

2020

Total Budget

% Change

Over 2019

Budget



Corporate Services

Page 116

Description

The Technology Services division delivers solutions that aim to

advance the goals and objectives of the City while serving as a

catalyst for change. This division maintains an array of integrated

business systems including, but not limited to utility billing, as-

sessment and taxation, activity registrations, parking enforce-

ment, permit issuing and tracking, point-of-sale, geographic infor-

mation systems and a suite of financial and human resources solu-tions. Furthermore, the Technology Services division develops,

maintains and coordinates a network of technology components

including desktops and laptop computers, mobile devices, voice

over IP, network infrastructure and hardware, digital office equip-

ment, operating systems, public and private Wi-Fi, facility inter-

connectivity, security solutions and servers.

The division is actively working to enhance systems for financial

information management, human resources management, elec-tronic document management, and improving online and mobile

services in several business areas. An integral component of Tech-

nology Services is providing "client first-point-of-contact" support

for technology. Providing support for MS Office products, all cor-

porate software, all print and audio visual devices, and communi-

cation devices - VoIP, analog and mobile - including BlackBerrys

and voice-only mobile phones. Technology Services is responsible

for the development and maintenance of all corporate database

environments. Technology Services coordinates with other busi-ness areas to leverage infrastructure for the City's video surveil-

lance, keypass access security, fire alarm monitoring and munici-

pal elections. Ultimately, Technology Services is a partner and a

service provider to all internal stakeholders in order to assist them

accomplish their goals and objectives via the use of technology.

Operating Budget

Technology Services


Responsible for the design, implementation, and support of all

technology solutions and equipment;







Debt Charges - 0.0%

Utilities - 0.0%


$6.52 MILLION









$6.52 MILLION


$6,515,500

$6,862,300

$6,959,100

$7,128,300

$6,400,000

$6,500,000

$6,600,000

$6,700,000

$6,800,000

$6,900,000

$7,000,000

$7,100,000

$7,200,000




Corporate Services

Page 117

Org Chart

Strategic Alignment

The strategic focus of the Technology Services division relates to:

People


2020 Goals

Digital Strategy.

Cyber security measures.

Technology Services


Customer care services that include desk-side support and help

desk services;

Responsible for providing and maintaining the IT infrastructure

for automation;

Manage the City's hardware, software and physical communica-

tion; and

Responsible to maintain the integrity of the City's digital infor-

mation while safeguarding it against unauthorized access.


2020 FTE Total

Budget

Change Over 2019

Corporate Services

Technology Services

FTE Full Time 29.00 30.00 1.00

FTE Part Time - - -

Subtotal 29.00 30.00 1.00



Subtotal - - -

Total Technology Services 29.00 30.00 1.00



Corporate Services

Page 118

Corporate Services

Technology Services


Materials & Supplies 1,711,133 1,855,300 1,916,300 2,143,300 11.85% 36,000 2,179,300 13.72%

Contract Services 1,160,942 1,390,200 849,800 889,700 4.70% 7,500 70,000 967,200 13.82%


Total EXPENSES 5,548,190 6,134,800 6,170,800 6,402,000 3.75% 36,000 7,500 70,000 6,515,500 5.59%

REVENUESUser Fees & Charges (747) (500) (500) (100.00%) (100.00%)


Total REVENUES (747) (500) (500) (100.00%) (100.00%)Total Technology Services 5,547,443 6,134,300 6,170,300 6,402,000 3.76% 36,000 7,500 70,000 6,515,500 5.59%

2018

Actuals

2019

Forecast

2019

Restated

Budget

2020

Base Budget

% Change

Over 2019

Budget

2020

Growth

2020

Capital

Impact

2020

One Time

2020

Total Budget

% Change

Over 2019

Budget



Corporate Services

Page 119

Description

The Community Enterprise Administration division is a centralized administrative unit, supporting the functions of all divisions under the department's portfolio in responding to community needs.

Operating Budget

Community Enterprise Administration



Provides centralized support for Asset Management & Project Management Office, Corporate Strategy, Economic Development and Risk Management divisions and acts as liaison with other de-partments.

Strategic Alignment

The strategic focus of the Community Enterprise Administration division relates to:

People

Community Wellbeing


Place




Prosperity









Debt Charges - 0.0%

Utilities - 0.0%


$0.35 MILLION









$0.35 MILLION


$354,300

$367,900

$382,000

$396,500

$340,000

$350,000

$360,000

$370,000

$380,000

$390,000

$400,000




Corporate Enterprise

Page 120

Org Chart

Community Enterprise Administration


2020 FTE Total

Budget

Change Over 2019


Admin. Corporate Enterprise


FTE Part Time - - -




Subtotal - - -

Total Admin. Corporate Enterprise 2.00 2.00 -




Page 121


Admin. Corporate Enterprise



Total EXPENSES 321,672 344,900 344,900 354,300 2.73% 354,300 2.73%Total Admin. Corporate Enterprise 321,672 344,900 344,900 354,300 2.73% 354,300 2.73%

2018

Actuals

2019

Forecast

2019

Restated

Budget

2020

Base Budget

% Change

Over 2019

Budget

2020

Growth

2020

Capital

Impact

2020

One Time

2020

Total Budget

% Change

Over 2019

Budget




Page 122

Description

The Asset and Project Management Office leads the implementa-

tion of corporate strategic objectives through the key enterprise

services as follows:

Asset Management (AM) - leads infrastructure planning as per

Ontario Regulation 588/17 through evolving industry standards

to monitor and document the current state of assets and the

level of service delivered;

Project Management Office (PMO) - establish Cambridge’s 10-

year Capital Investment Program and provide a solid foundation

by creating an environment of measurable and disciplined pro-

ject management. The primary objective of the capital invest-

ment program is to deliver corporate strategic objectives and to

optimize infrastructure investments to maintain current service

levels and support future growth;

Fleet Operations - responsible for maintenance, repair and re-

placement of City’s equipment and vehicles to support current

and future operational needs and services;

Building Design and Construction - provide planning, design,

estimating and project implementation services for the develop-

ment, restoration, renovation, and new construction of the City’s

facilities; and

Facility Management - seek excellence in the provision of build-

ing management services for City Hall, Historic City Hall, as well

as other City facilities.

The Asset Management and Project Management Office works in

collaboration to provide safe, accessible and quality built environ-

ment for program users, staff and visitors to all City facilities.

Operating Budget

Asset Management and Project Management Office







Debt Charges - 0.0%

Utilities - 5.2%


$3.42 MILLION









$3.42 MILLION


$3,320,700

$3,400,300

$3,484,000

$3,547,200

$3,200,000

$3,300,000

$3,400,000

$3,500,000

$3,600,000





Page 123


Maintain corporate asset registry as per Ontario Regulation

588/17 – Asset Management Planning for Municipal Infrastruc-

ture (O. Reg. 588/17);

Prepare, publish and review City’s Strategic Asset Management

Policy and Corporate Asset Management Plan;

Establish periodic inspection programs and keep a record of

condition for all assets to identify operational maintenance andcapital renewal needs;

Identify the work management system requirements to keep a

record of operational maintenance and infrastructure perfor-

mance measures to document current service level provided as

per O. Reg. 588/17;

Asset performance information is utilized as primary source for

capital renewal needs assessment to maintain current service

levels and improve operational efficiency through continuous

improvements;

Establish 10-year Capital Investment Program to deliver corpo-

rate strategic goal and objectives;

Improvise City’s project management framework and build pro-

ject management capacity through training program and con-

tinuous education opportunities;

Coordinate capital project status reporting to internal and exter-

nal stakeholders;

Provide project management services for key projects impact-

ing multiple department s and/or the larger community;

Provide safe, accessible and quality built environment for pro-

gram users, staff and visitors for all City facilities through devel-

oping service level agreements with facility operators;


Establish and monitor compliance requirements, emergency

management plans and preparedness, energy usage, security,

janitorial and maintenance contracts for City facilities; and pro-

vide guidance and support to all facility operators;

Project management services for planning, design, estimation,

tendering, construction of new facilities and renovations of ex-

isting City facilities;

Concept to completion of capital/conservation projects and

capital budget planning; energy management, GHG reduction

planning;

Restoration/preservation of historic properties; and propose

City policies to meet legislative requirements;

Sustainable planning, right-sizing and preparation of equipment

budget;

Operational repairs, maintenance and procurement of equip-

ment and vehicles;

Fuel management to promote reduction of GHG / emissions

and promote green fleet solutions;

Maintain Ministry of Transportation (MTO) Commercial Vehicle

Operator (CVOR) compliance and establish safe equipment op-

erations practices through Fleet Driver Training and Accident

review process; and

Implement and maintain Automated Vehicle Locating (AVL)

system to keep a record of compliance for CVOR audit.




Page 124

Org Chart 2020 Goals

Centralize facilities management.

Energy conservation, Demand Management Plan and GHG Re-duction planning.

Recreation Complex - project approval, detailed design, site prep-aration and servicing.

Preston Auditorium - project approval and detailed design

Review of buildings utilization for outside services through theFacilities Master Plan for Outside Services.

Work Management System to track operating maintenance andreport of City facilities.


Strategic Alignment

The strategic focus of the Asset Management and Project Man-

agement Office relates to:

People

Community Wellbeing


Place



Prosperity



2020 FTE Total

Budget

Change Over 2019


Asset Management & Project Management



Subtotal 29.53 29.53 -


FTE Part Time recovered from Water/Sewer (0.23) (0.23) -

Subtotal (5.93) (5.53) 0.40

Total Asset Management & Project Management 23.60 24.00 0.40




Page 125


Asset Management & Project Management



Utilities 418,512 474,000 509,000 488,800 (3.97%) 488,800 (3.97%)

Contract Services 1,352,640 1,595,800 1,563,800 1,623,300 3.80% 1,623,300 3.80%

External Transfers 24,110 41,800 41,800 54,600 30.62% 15,000 69,600 66.51%

Fund Transfers 2,116,030 1,572,700 1,572,700 1,716,900 9.17% 1,716,900 9.17%

Internal Recoveries (5,792,244) (5,643,600) (5,643,600) (5,891,400) 4.39% (45,000) (5,936,400) 5.19%

Total EXPENSES 3,389,606 3,294,400 3,341,600 3,368,900 0.82% 50,000 3,418,900 2.31%


Grants & Government Transfers (2,240) (3,900) 0.00% 0.00%

Fund Transfers (445,700) (82,000) (82,000) (32,000) (60.98%) (50,000) (82,000) 0.00%

Total REVENUES (576,703) (101,900) (98,000) (48,200) (50.82%) (50,000) (98,200) 0.20%Total Asset Management & Project Management 2,812,903 3,192,500 3,243,600 3,320,700 2.38% 3,320,700 2.38%

2018

Actuals

2019

Forecast

2019

Restated

Budget

2020

Base Budget

% Change

Over 2019

Budget

2020

Growth

2020

Capital

Impact

2020

One Time

2020

Total Budget

% Change

Over 2019

Budget




Page 126

Description

The Corporate Strategy division provides ongoing support and

oversight of the City's corporate performance management

framework. This includes the vision, mission, values, goals and ob-

jectives as determined by the Strategic Plan, which was devel-

oped through consultation with Council, staff and the public. Cor-

porate Strategy is responsible for the review, reporting and com-

munication of progress made by the City. It also provides support to help the City advocate for key priorities as they align with the

Strategic Plan.

Reporting to the Deputy City Manager Corporate Enterprise and

working in partnership with Council, the Corporate Leadership

Team (CLT), the Senior Management Team (SMT) and other key

resources, the Corporate Strategy division will:

Ensure an open and transparent process for community dia-

logue and engagement on key issues;

Articulate the collective vision and direction that the community

wants to move in;

Develop the goals and objectives that will help achieve that vi-

sion;

Review and develop strategic actions and associated initiatives

that align with the goals and objectives;

Assist in the implementation of key deliverables (either in terms

of project management or from an inter-governmental perspec-

tive);

Identify potential challenges /obstacles that may hinder pro-

gress related to the strategic plan; and

Review the overall decision making framework, identifying op-

portunities to refresh, engage, and continually improve as ap-

propriate.

Operating Budget

Corporate Strategy







Debt Charges - 0.0%

Utilities - 0.0%


$0.59 MILLION









$0.59 MILLION


$592,700

$569,100

$583,300

$596,100

$550,000

$560,000

$570,000

$580,000

$590,000

$600,000





Page 127

Org Chart

Strategic Alignment

The strategic focus of the Corporate Strategy division relates to:

People


2020 Goals

Development and implementation of the City’s 2020-2023 Strate-gic Plan.

Implementation of recommendations from the Service Delivery Review.

Corporate Strategy


Corporate Performance Management Framework (including stra-tegic planning implementation);

Inter-Governmental Relations; and

Support for Strategic Initiatives.


2020 FTE Total

Budget

Change Over 2019


Corporate Strategy


FTE Part Time - - -




Subtotal - - -

Total Corporate Strategy 4.00 4.00 -




Page 128


Corporate Strategy



Contract Services 83,514 26,000 20,000 28,000 40.00% 38,000 66,000 230.00%



Total EXPENSES 401,971 422,100 529,000 554,700 4.86% 38,000 592,700 12.04%


Total REVENUES 0.00% 0.00%Total Corporate Strategy 401,971 422,100 529,000 554,700 4.86% 38,000 592,700 12.04%

2018

Actuals

2019

Forecast

2019

Restated

Budget

2020

Base Budget

% Change

Over 2019

Budget

2020

Growth

2020

Capital

Impact

2020

One Time

2020

Total Budget

% Change

Over 2019

Budget




Page 129

Description

The Economic Development division is responsible for working

collaboratively with departments across the corporation and

providing the leadership necessary to create a City that welcomes

business, innovation, growth and development.

Operating Budget

Economic Development


Support for the Waterloo Region Economic Development Corpo-ration, the Cambridge Chamber of Commerce and other key com-munity partners, with emphasis on external marketing and busi-ness investment attraction;

Work with partners Conestoga College and Grand Innovations to create a seamless approach to business development services at 96 Grand Avenue;

Participation in land sale activity for local expansion of existing business and new investment growth;

Involvement in servicing of industrial land and subdivisions in the Cambridge Business Parks;

Assistance and support to small business and existing business through promotion, marketing and awareness;

Marketing, promotion and assistance to Core Areas, for re-tail/office development and enhancement of the commercial base; and

Organizing and participating in special projects, aimed at recog-nizing business, increasing awareness of film and television oppor-tunities and building on the strengths of the community.







Debt Charges - 0.0%

Utilities - 0.6%


$1.11 MILLION









$1.11 MILLION


$873,800

$905,200

$931,300

$955,600

$860,000

$870,000

$880,000

$890,000

$900,000

$910,000

$920,000

$930,000

$940,000

$950,000

$960,000





Page 130

Org Chart

Strategic Alignment

The Economic Development division plays an important role in

creating a business friendly environment across the corporation

and within the community.

The strategic focus of the Economic Development division relates

to:

Place


Prosperity



2020 Goals

Core Area Transformation Fund.

Work with Grand Innovations and Conestoga College to integrateprogramming with the Invest Cambridge office for seamless busi-ness development services.

Raise Cambridge's film profile by assisting film companies andlooking into market opportunities such as TIFF, GRFF or OMDC.


2020 FTE Total

Budget

Change Over 2019




FTE Part Time - - -




Subtotal - - -

Total Economic Development 6.00 6.00 -




Page 131





Utilities 2,488 5,900 5,900 6,300 6.78% 6,300 6.78%

Contract Services 62,265 174,900 76,400 74,900 (1.96%) 74,900 (1.96%)


Rents & Financial Expenses 26,911 78,600 78,600 76,800 (2.29%) 76,800 (2.29%)

Fund Transfers 52,400 59,400 59,400 62,800 5.72% 62,800 5.72%

Internal Recoveries 21,617 0.00% 0.00%

Total EXPENSES 971,140 1,176,200 1,119,000 1,111,900 (0.63%) 1,111,900 (0.63%)


Other Revenues (22,414) (23,000) (23,000) (23,400) 1.74% (23,400) 1.74%

Fund Transfers (110,293) (238,500) (138,500) (138,500) 0.00% (138,500) 0.00%

Total REVENUES (235,234) (336,300) (236,300) (238,100) 0.76% (238,100) 0.76%Total Economic Development 735,906 839,900 882,700 873,800 (1.01%) 873,800 (1.01%)

2018

Actuals

2019

Forecast

2019

Restated

Budget

2020

Base Budget

% Change

Over 2019

Budget

2020

Growth

2020

Capital

Impact

2020

One Time

2020

Total Budget

% Change

Over 2019

Budget




Page 132

Description

Risk Management division is a professional assurance function de-

signed to create, add, and preserve value throughout the City by

proactively managing the City's risks, systems of internal controls,

and operations.

Risk Management involves the continuous engagement and dia-

logue with all operational areas, at all levels of the corporation

with the goal of identifying, analyzing and reducing its risk expo-sures.

Compliance completes and compliments the risk management

function as it encompasses the examination and evaluation of the

adequacy and effectiveness of control measures implemented to

address specific risk exposures as well as corporate internal con-

trol structures, and their efficacy in achieving the organization's

goals and objectives, and complying with its operational require-

ments.

Operating Budget

Risk Management


Manage the City's risk exposures through risk financing, loss pre-vention/control, and claims administration in collaboration withthe City's Insurer;

Provide advisory support to staff by conducting risk assessmentson new and existing programs, recommending the appropriatecontrol measures, and monitoring the effects of the implementedmeasures;

Review established systems to ensure compliance with those poli-cies, plans, procedures, laws and regulations which would have asignificant impact on operations and determine whether the or-ganization is in compliance;

Review the means of safeguarding assets and, as appropriate,verify the existence of such assets;

Report to the appropriate management or those who should beinformed or who should take corrective action, the results of auditexaminations, the audit opinions formed, and the recommenda-tions made;







Debt Charges - 0.0%

Utilities - 0.0%


$0.27 MILLION









$0.27 MILLION


$270,000

$281,700

$293,800

$306,300

$260,000

$270,000

$280,000

$290,000

$300,000

$310,000





Page 133

Org Chart

Strategic Alignment

The strategic focus of the Risk Management division relates to:

People


Risk Management

2020 Goals

Enterprise Risk Management Framework development and imple-mentation.


Foster collaboration and teamwork to support management’s ef-forts to achieve the City’s objectives by consulting with seniormanagement regularly with respect to the status of all audit find-ings to ensure full awareness of any significant issues that arise;

Evaluate any plans or actions taken to correct reported conditionsand provide timely follow- up to ensure satisfactory disposition ofaudit findings in the manner and time frame committed to bymanagement in the original audit report. If the corrective action isconsidered unsatisfactory, hold further discussions to achieve ac-ceptable disposition; and

Lead the development and implementation of an Enterprise RiskManagement framework for the City including policy creation forCouncil approval, training and education for staff and Council, on-going monitoring and reporting to senior management of theCity’s risk status and mitigation plans.


2020 FTE Total

Budget

Change Over 2019


Risk Management

FTE Full Time 3.00 2.00 (1.00)

FTE Part Time - - -

Subtotal 3.00 2.00 (1.00)

FTE Full Time recovered from Water/Sewer (0.80) - 0.80


Subtotal (0.80) - 0.80

Total Risk Management 2.20 2.00 (0.20)




Page 134


Risk Management


Materials & Supplies 3,800 14,200 7,600 (46.48%) 7,600 (46.48%)

Contract Services 0.00% 0.00%

Internal Recoveries (121,000) (29,800) (136,800) (100.00%) (100.00%)

Total EXPENSES 192,696 227,300 310,800 270,000 (13.13%) 270,000 (13.13%)Total Risk Management 192,696 227,300 310,800 270,000 (13.13%) 270,000 (13.13%)

2018

Actuals

2019

Forecast

2019

Restated

Budget

2020

Base Budget

% Change

Over 2019

Budget

2020

Growth

2020

Capital

Impact

2020

One Time

2020

Total Budget

% Change

Over 2019

Budget




Page 135

Description

The Administration Community Development division is a central-ized administrative unit, supporting the functions of all divisions under the department's portfolio in responding to community needs.

Operating Budget

Community Development Administration



Provides centralized support for Building Services, Engineering & Transportation, Parks, Recreation & Culture, Planning Services, Public Works and Water & Sewer divisions and acts as liaison with other departments.

Strategic Alignment

The strategic focus of the Community Development Administra-tion division relates to:

People

Community Wellbeing


Place




Prosperity









Debt Charges - 0.0%

Utilities - 0.0%


$0.68 MILLION









$0.68 MILLION


$614,300

$622,800

$630,200

$637,600

$600,000

$610,000

$620,000

$630,000

$640,000




Community Development

Page 136

Org Chart

Community Development Administration


2020 FTE Total

Budget

Change Over 2019


Admin. Community Development




FTE Full Time recovered from Water/Sewer (0.30) - 0.30


Subtotal (0.30) - 0.30

Total Admin. Community Development 2.03 2.33 0.30




Page 137


Admin. Community Development

EXPENSESSalaries & Benefits 1,078,430 364,900 364,900 371,600 1.84% 371,600 1.84%





Total EXPENSES 1,144,915 663,200 663,200 676,100 1.95% 676,100 1.95%



Total REVENUES (128,992) (75,000) (61,800) (61,800) 0.00% (61,800) 0.00%Total Admin. Community Development 1,015,923 588,200 601,400 614,300 2.14% 614,300 2.14%

2018

Actuals

2019

Forecast

2019

Restated

Budget

2020

Base Budget

% Change

Over 2019

Budget

2020

Growth

2020

Capital

Impact

2020

One Time

2020

Total Budget

% Change

Over 2019

Budget




Page 138

Description

The Province of Ontario is responsible for the development of

cost effective building regulations, through the Ontario Building

Code Act and the Ontario Building Code.

The Building Services division is responsible for the enforcement

of this Act and Code for the City of Cambridge and is funded through permit revenue.


Building plan examination, building permit issuance and building

inspections.

Operating Budget

Building Services

2020 Goals

Further development of sustainable building online services

through hardware upgrades.

Strategic Alignment

The strategic focus of the Building Services division relates to:

People

Governance and Leadership NET OPERATING BUDGET (TAX REVENUES)






Debt Charges - 0.0%

Utilities - 0.0%


$1.93 MILLION


Tax Revenues - 0.0%







$2.82 MILLION


$(888,200)

$(881,100)$(879,000)

$(845,800)

$(890,000)

$(880,000)

$(870,000)

$(860,000)

$(850,000)

$(840,000)

$(830,000)2020 Budget 2021 Forecast 2022 Forecast 2023 Forecast




Page 139

Building Services

Org Chart


2020 FTE Total

Budget

Change Over 2019


Building Services

FTE Full Time 15.50 17.00 1.50

FTE Part Time - - -

Subtotal 15.50 17.00 1.50

FTE Full Time recovered from Water/Sewer (1.25) (2.75) (1.50)


Subtotal (1.25) (2.75) (1.50)

Total Building Services 14.25 14.25 -




Page 140


Building Services


Materials & Supplies 14 50,300 50,300 256,700 410.34% 256,700 410.34%


Fund Transfers 1,138,612 0.00% 0.00%


Total EXPENSES 2,768,116 1,726,600 1,575,100 1,927,200 22.35% 1,927,200 22.35%

REVENUESUser Fees & Charges (3,415,413) (2,582,900) (2,431,400) (2,814,400) 15.75% (2,814,400) 15.75%

Fines, Penalties & Interest (378) (1,000) (1,000) (1,000) 0.00% (1,000) 0.00%

Total REVENUES (3,415,791) (2,583,900) (2,432,400) (2,815,400) 15.75% (2,815,400) 15.75%Total Building Services (647,675) (857,300) (857,300) (888,200) 3.60% (888,200) 3.60%

2018

Actuals

2019

Forecast

2019

Restated

Budget

2020

Base Budget

% Change

Over 2019

Budget

2020

Growth

2020

Capital

Impact

2020

One Time

2020

Total Budget

% Change

Over 2019

Budget




Page 141

Description

The Engineering and Transportation Services division manages

the planning, design and construction of municipal infrastructure

to provide for the health, safety and satisfaction of our communi-

ty, all while ensuring the sustainability for future generations. This

includes the design and reconstruction of roads, water, storm and

sanitary services; and the transportation network.

Operating Budget

Engineering and Transportation Services


The design and administration of capital projects;

Construction or reconstruction of roads, sidewalks, sewers and watermains;

Survey and inspection activities for department and corporate needs;

Project management and engineering services for City-owned in-dustrial land development;

Transportation engineering to promote the safe and efficient movement of people and goods; and

Parking lot operations, the supervised school crossing program and street lighting.

2020 Goals

Completing phase 2 of the LED light installation.

Consider augmenting the City's approach to inspection services by using third parties ensuring 100% coverage of all construction projects.

Transit Supportive Strategy with Region of Waterloo.

North Cambridge Business Park site servicing.

Implementing speed management initiatives.

Implementing Transportation Master Plan recommendations.







Debt Charges - 0.0%

Utilities - 15.7%


$4.70 MILLION









$4.70 MILLION


$3,791,700

$3,927,200

$4,019,400

$4,096,400

$3,600,000

$3,700,000

$3,800,000

$3,900,000

$4,000,000

$4,100,000





Page 142


The strategic focus of the Engineering and Transportation Ser-

vices division relates to:

Place


Prosperity


Engineering and Transportation Services


2020 FTE Total

Budget

Change Over 2019


Engineering & Transportation Services


FTE Part Time 13.91 14.05 0.14

Subtotal 39.91 40.05 0.14



Subtotal (9.25) (8.88) 0.37

Total Engineering & Transportation Services 30.66 31.17 0.51




Page 143


Engineering & Transportation Services



Utilities 859,462 977,300 917,300 959,000 4.55% 959,000 4.55%

Contract Services 1,515,600 1,651,400 1,216,900 1,234,800 1.47% 20,000 15,000 1,269,800 4.35%




Internal Recoveries (1,703,639) (1,427,800) (1,396,400) (1,427,800) 2.25% (1,427,800) 2.25%

Total EXPENSES 4,236,550 4,955,800 4,526,800 4,663,300 3.02% 20,000 15,000 4,698,300 3.79%

REVENUESUser Fees & Charges (519,643) (682,700) (603,700) (688,400) 14.03% (50,000) (738,400) 22.31%


Fund Transfers (106,200) (160,000) (160,000) (168,200) 5.13% (168,200) 5.13%

Total REVENUES (633,343) (842,700) (763,700) (856,600) 12.16% (50,000) (906,600) 18.71%Total Engineering & Transportation Services 3,603,207 4,113,100 3,763,100 3,806,700 1.16% 20,000 (35,000) 3,791,700 0.76%

2018

Actuals

2019

Forecast

2019

Restated

Budget

2020

Base Budget

% Change

Over 2019

Budget

2020

Growth

2020

Capital

Impact

2020

One Time

2020

Total Budget

% Change

Over 2019

Budget




Page 144

Description

The Parks, Recreation and Culture division is responsible for the

care and custody of the City’s recreational facilities, parks, open

spaces, trails and cemetery operations.

Sports field maintenance, turf management, horticulture, forestry,

trails, playgrounds, parks buildings, arenas, halls, swimming pools,

and cemetery management are the core functional areas for this

division.

This division oversees the program management of the Ambassa-

dor program, Farmers’ Market, arts centre, six community recrea-

tion centres, three outdoor aquatic facilities, a variety of special

events, youth programs, seniors programs, and consultation and

support to dozens of community recreation groups within the

municipality.

Operating Budget

Parks, Recreation and Culture


Ensuring that City, community, neighbourhood parks and par-kettes, riverbank properties, specified boulevard areas, trails, building and land leases/agreements are administered, managed and maintained to the level where they provide safe and pleasing outdoor facilities and amenities to meet both active and passive needs of users;

Developing and maintaining horticultural areas to enhance the municipality. This includes parks, cemeteries, boulevards, open space and Business Improvement Areas;

Maintaining all municipal trees in a safe, healthy condition (including road allowances, parks, cemeteries, woodlots, and open space). Services provided are reforestation, maintenance, remov-als and pest management;

Operating and performing interments and grounds maintenance at six municipal cemeteries, consistent with Provincial legislation. Providing the required service to funeral directors, monument dealers, and the general public;







Debt Charges - 0.0%

Utilities - 9.1%


$23.13 MILLION









$23.13 MILLION


$15,365,100

$15,841,900

$16,378,100

$16,861,300

$14,000,000

$15,000,000

$16,000,000

$17,000,000





Page 145

Strategic Alignment

The strategic focus of the Parks, Recreation and Culture division

relates to:

People

Community Wellbeing

Place




2020 Goals

Development of Parkland Strategy tying parks programs and ser-vices to community needs.

Special Events Strategy to address growth and sustainability offestivals and events.

Implementation of Sponsorship and Advertising Strategy to ad-dress long term vision, policy developments, sponsorship and ad-vertising, packages/programs creating new sources of revenues.


Providing and maintaining facilities for citizens to participate inindoor sports and recreation activities on a year round basis. Toprovide an opportunity for a variety of activities for all ages andto co-operate with community groups in the organization of spe-cial events;

Assisting in the delivery of community recreation leisure andaquatic programs for children, youth and adults through directprograms, grants and liaison services;

Providing recreational opportunities and support to adults 50years of age and over. Operating Adult Day Programs for morefrail individuals with a social/recreational orientation in order thatthey maintain their functional independence;

Providing programming opportunities related to dramatic arts,pottery, music, dance and special events in a variety of mediums.Operating a public art gallery;

Providing consultation and support to Neighbourhood Associa-tions, special event organizations, sport organizations and artsorganizations; and

Providing facilities and staffing resources for the operation andpromotion of the Cambridge Farmers’ Market.




Page 146

Org Chart



2020 FTE Total

Budget

Change Over 2019


Parks, Recreation & Culture


FTE Part Time 98.01 102.21 4.20

Subtotal 196.58 200.78 4.20

FTE Full Time recovered from Water/Sewer (0.24) (0.24) -


Subtotal (0.24) (0.24) -

Total Parks, Recreation & Culture 196.34 200.54 4.20




Page 147


Parks, Recreation & Culture

EXPENSESSalaries & Benefits 12,784,283 13,656,350 13,487,000 13,937,500 3.34% 62,700 14,000,200 3.81%

Materials & Supplies 2,657,143 2,794,750 2,688,300 2,790,500 3.80% 13,800 30,000 2,834,300 5.43%

Utilities 1,869,328 1,887,700 2,209,500 2,109,500 (4.53%) (12,400) 2,097,100 (5.09%)

Contract Services 3,183,653 3,401,700 3,700,100 4,067,000 9.92% 800 4,067,800 9.94%


Rents & Financial Expenses 28,405 36,100 36,100 35,700 (1.11%) 35,700 (1.11%)

Debt Charges 0.00% 0.00%

Fund Transfers 236,720 131,100 131,100 67,700 (48.36%) 11,800 79,500 (39.36%)


Total EXPENSES 20,726,166 21,903,200 22,270,700 23,026,100 3.39% 76,500 200 30,000 23,132,800 3.87%

REVENUESUser Fees & Charges (5,417,505) (6,189,300) (6,378,400) (6,364,000) (0.23%) (148,800) (6,512,800) 2.11%

Investment Income (15,300) (15,300) (15,300) 0.00% (15,300) 0.00%

Fines, Penalties & Interest 0.00% 0.00%

Grants & Government Transfers (1,060,446) (1,147,700) (956,600) (956,600) 0.00% (956,600) 0.00%

Other Revenues (1,500) (1,500) (1,500) (1,500) 0.00% (1,500) 0.00%

Fund Transfers (314,150) (238,000) (347,000) (281,500) (18.88%) (281,500) (18.88%)

Total REVENUES (6,793,601) (7,591,800) (7,698,800) (7,618,900) (1.04%) (148,800) (7,767,700) 0.89%Total Parks, Recreation & Culture 13,932,565 14,311,400 14,571,900 15,407,200 5.73% (72,300) 200 30,000 15,365,100 5.44%

2018

Actuals

2019

Forecast

2019

Restated

Budget

2020

Base Budget

% Change

Over 2019

Budget

2020

Growth

2020

Capital

Impact

2020

One Time

2020

Total Budget

% Change

Over 2019

Budget




Page 148

Description

The Planning Services division is responsible for areas such as

long-range City planning, development application review, setting

zoning standards, urban design, implementation of financial incen-

tives that help promote new development and retention of exist-

ing businesses, and data analysis.

This division reviews planning and development matters and

makes recommendations to City Council on these issues. Public input is a vital part of the policy and development process and

essential to the growth of the City.

The division is also involved in special advisory committees to

Council relating to growth and development, heritage issues and

the environment.

Further, team members in the Planning Services division are re-

sponsible for developing and continually enhancing a broad net-

work of contacts and resources within and outside the corpora-tion, inter-municipally and at multiple levels of government

(governmental officials, municipal associations, community agen-

cies and other organizations).

Operating Budget

Planning Services


Responding to legislative changes affecting municipal planningmatters through participation in provincial network forums, work-shops and work groups;

Acting as a liaison with other municipal and regional representa-tives in the Region of Waterloo to determine if a consistent, yetstreamlined approach to addressing planning matters can be uti-lized; and

Providing a single staff contact for each development proposal tohelp get people through the legislated process as quickly as pos-sible.







Debt Charges - 0.0%

Utilities - 0.0%


$2.34 MILLION









$2.34 MILLION


$1,668,400

$1,721,200

$1,767,800

$1,800,300

$1,500,000

$1,600,000

$1,700,000

$1,800,000

$1,900,000





Page 149

Org Chart

Strategic Alignment

The strategic focus of the Planning Services division relates to:

People


Place



Prosperity



Planning Services

2020 Goals

Affordable housing zoning regulations.

Galt Core Heritage District Plan for protection of cultural heritage resources in this area.

Growth and Intensification Study - core areas, nodes and regener-ations areas.

Land needs assessment for greenfield, infilling and intensification.

Sign By-Law review.

Official Plan review.

Community Benefits Charge Study and Bylaw


2020 FTE Total

Budget

Change Over 2019


Planning Services


FTE Part Time - - -

Subtotal 20.00 20.00 -

FTE Full Time recovered from Water/Sewer (0.70) (0.70) -


Subtotal (0.70) (0.70) -

Total Planning Services 19.30 19.30 -




Page 150


Planning Services



Utilities (10) 0.00% 0.00%


External Transfers 143,992 128,726 140,500 130,500 (7.12%) 10,000 140,500 0.00%

Fund Transfers 40,264 0.00% 0.00%

Internal Recoveries (54,700) (54,700) (57,400) 4.94% (57,400) 4.94%

Total EXPENSES 2,121,277 2,570,218 2,281,800 2,332,900 2.24% 10,000 2,342,900 2.68%



Fund Transfers (70,104) (280,855) 0.00% 0.00%

Total REVENUES (892,240) (976,018) (614,500) (674,500) 9.76% (674,500) 9.76%Total Planning Services 1,229,037 1,594,200 1,667,300 1,658,400 (0.53%) 10,000 1,668,400 0.07%

2018

Actuals

2019

Forecast

2019

Restated

Budget

2020

Base Budget

% Change

Over 2019

Budget

2020

Growth

2020

Capital

Impact

2020

One Time

2020

Total Budget

% Change

Over 2019

Budget




Page 151

Description

The Public Works division is responsible for the operation and

maintenance of the City's existing road and storm infrastructure.

Further, the division undertakes the maintenance activities that

are vital in ensuring infrastructure can provide their intended criti-

cal functions.

Operating Budget

Public Works


Roads - winter control operations, road maintenance and seasonalright-of-way operations; and

Storm - storm sewer system.

2020 Goals

Implementation of recommendations from the Storm Water Sys-tem Review.

Strategic Alignment

The strategic focus of the Public Works division relates to:

People


Prosperity








Debt Charges - 0.0%

Utilities - 0.0%


$8.75 MILLION









$8.75 MILLION


$6,789,900

$7,003,300

$7,333,400

$7,429,900

$6,600,000

$6,700,000

$6,800,000

$6,900,000

$7,000,000

$7,100,000

$7,200,000

$7,300,000

$7,400,000

$7,500,000





Page 152

Org Chart

Public Works


2020 FTE Total

Budget

Change Over 2019


Public Works


FTE Part Time - - -

Subtotal 54.42 54.42 -

FTE Full Time recovered from Water/Sewer (4.10) (4.30) (0.20)


Subtotal (4.10) (4.30) (0.20)

Total Public Works 50.32 50.12 (0.20)




Page 153


Public Works




Fund Transfers 53,764 0.00% 0.00%


Total EXPENSES 7,959,833 8,564,200 8,330,200 8,749,900 5.04% 5,000 8,754,900 5.10%

REVENUESUser Fees & Charges (1,515,610) (1,788,100) (1,965,000) (1,965,000) 0.00% (1,965,000) 0.00%

Fund Transfers (200,000) 0.00% 0.00%

Total REVENUES (1,515,610) (1,988,100) (1,965,000) (1,965,000) 0.00% (1,965,000) 0.00%Total Public Works 6,444,223 6,576,100 6,365,200 6,784,900 6.59% 5,000 6,789,900 6.67%

2018

Actuals

2019

Forecast

2019

Restated

Budget

2020

Base Budget

% Change

Over 2019

Budget

2020

Growth

2020

Capital

Impact

2020

One Time

2020

Total Budget

% Change

Over 2019

Budget




Page 154

Description

Corporate Expenditures is where corporate-wide costs and reve-

nues are recorded. These include the City’s property tax revenues

and adjustments, investment income, the annual dividend from

Energy Plus, external funding, debt financing charges, and other

corporate expenses such as waived development charges and tax

increment grants. As it does not reflect any actual program or ser-

vice delivery, there are no FTEs in Corporate Expenditures.

Operating Budget

Corporate Expenditures


External funding for neighborhood associations, special events,grants to groups and Council initiatives;

Provide funds to cover the cost of debt (principal and interest);

Provide funding for capital (capital levy);

Bill and collect, on behalf of Business Improvement Areas, the lev-ies charged against their members;

To record penalty and interest on tax arrears and dividends fromhydro and investment of available working funds;

Bill and collect the tax levy, local improvement charges, supple-mentary taxes and payment in lieu of taxes in the most efficientand effective manner as to maximize revenues; and

Reflect provincial grants received.

Strategic Alignment

The strategic focus of the Corporate Expenditures division relates

to:

People








Debt Charges - 23.9%

Utilities - 0.1%


$20.49 MILLION









$20.49 MILLION


$9,020,800

$10,806,000

$13,296,000

$15,723,800

$8,000,000

$9,000,000

$10,000,000

$11,000,000

$12,000,000

$13,000,000

$14,000,000

$15,000,000

$16,000,000





Page 155



EXPENSESSalaries & Benefits 1,500,886 559,900 280,000 203,600 (27.29%) 203,600 (27.29%)

Materials & Supplies 362,252 0.00% 0.00%

Utilities 14,552 13,500 13,500 14,500 7.41% 14,500 7.41%

Contract Services 9,727 0.00% 0.00%

External Transfers 3,013,726 3,045,600 2,524,100 2,290,800 (9.24%) 40,000 2,330,800 (7.66%)

Rents & Financial Expenses 1,701,219 5,929,375 1,356,200 2,756,200 103.23% 2,756,200 103.23%

Debt Charges 4,629,614 4,963,500 4,963,500 4,941,000 (0.45%) 367,900 5,308,900 6.96%

Fund Transfers 11,377,704 10,652,717 10,186,800 11,576,100 13.64% 11,576,100 13.64%

Internal Recoveries (1,558,500) (1,630,700) (1,630,700) (1,702,900) 4.43% (1,702,900) 4.43%

Total EXPENSES 21,051,180 23,533,892 17,693,400 20,079,300 13.48% 367,900 40,000 20,487,200 15.79%

REVENUESTax Revenues (1,464,154) (129,100) (229,100) (679,100) (99.24%) (679,100) (99.24%)

User Fees & Charges (166,045) (28,921) (10,000) (40,200) 302.00% (40,200) 302.00%

Investment Income (6,707,185) (5,722,296) (4,145,300) (5,283,300) 27.45% (5,283,300) 27.45%

Fines, Penalties & Interest (2,614,718) (2,700,000) (2,600,000) (2,550,000) (1.92%) (2,550,000) (1.92%)

Grants & Government Transfers (185,300) (157,600) (152,500) (134,000) (12.13%) (134,000) (12.13%)

Fund Transfers (3,205,752) (6,968,875) (2,927,700) (2,486,700) (15.06%) (293,100) (2,779,800) (5.05%)

Total REVENUES (14,343,154) (15,706,792) (10,064,600) (11,173,300) (88.78%) (293,100) (11,466,400) (88.49%)Total Corporate Expenditures 6,708,026 7,827,100 7,628,800 8,906,000 (110.87%) 74,800 40,000 9,020,800 (111.01%)

2018

Actuals

2019

Forecast

2019

Restated

Budget

2020

Base Budget

% Change

Over 2019

Budget

2020

Growth

2020

Capital

Impact

2020

One Time

2020

Total Budget

% Change

Over 2019

Budget




Page 156

Description

Idea Exchange supports and inspires our community in the explo-

ration of reading, arts, innovation, and learning.

We will create an environment of curiosity and discovery through

the exploration of the arts and new technologies. This will foster

creativity, spark innovation, develop human capital, and support

lifelong learning.

Idea Exchange acts as the cornerstone of the community, offering

innovative programs, vibrant reading collections and digital re-

sources in five library locations that enhance community wellbe-

ing for all visitors. The facilities include spaces for reading, art,

studying, making and collaborating. The organization provides

diverse and accessible opportunities for multi-generational learn-

ing.

Operating Budget

Library


Being a vital and inclusive community resource engaging people of all ages, backgrounds and skill levels in their pursuit of knowledge, education and entertainment;

Continuing to develop inviting and innovative spaces that meet community needs for reading, art access, study, collaboration, work and play;

Offering new creative experiences through the presentation of inspiring visual arts exhibitions and cultural programming;

Connecting with our communities to develop services that meet their needs in our spaces, beyond our buildings, and online;

Building community interest and offer learning opportunities in emerging technologies;

Offering print and electronic collections to support early literacy, leisure reading, and the information needs of the community; and

Empowering citizens through knowledge.







Debt Charges - 0.0%

Utilities - 3.2%


$8.39 MILLION









$8.39 MILLION


$7,626,000

$7,929,400

$8,198,200

$8,438,900

$7,500,000

$7,600,000

$7,700,000

$7,800,000

$7,900,000

$8,000,000

$8,100,000

$8,200,000

$8,300,000

$8,400,000

$8,500,000




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Org Chart

Strategic Alignment

The strategic focus of Idea Exchange relates to:

People

Community Wellbeing

Place


The 2019 – 2021 Idea Exchange Strategic Plan together with the

2019 – 2021 Cambridge Art Galleries Strategic Plan provides the framework for the service delivery of the organization. Qualitative

and quantitative results are published in the annual Community

Report.

Library

2020 Goals

Implement a website redesign in compliance with WCAG 2.0 Lev-el AA accessibility standards.

Partner with the University of Waterloo, School of Architecture,on a Major Community Collaborative Project.

Improve security at the Preston Library with the installation ofsecurity cameras.

Work with the Indigenous Outreach Coordinator to build relation-ships with the Indigenous communities in the region.

Expand our e-collections with the PressReader all-in-one digitalnewsstand app, providing unlimited access to over 5000 newspa-per and magazine titles in over 60 languages.


2020 FTE Total

Budget

Change Over 2019

Library

Library

FTE Full Time 46.00 47.00 1.00

FTE Part Time 30.33 29.33 (1.00)

Subtotal 76.33 76.33 -



Subtotal - - -

Total Library 76.33 76.33 -



Library

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Library

Library

EXPENSESSalaries & Benefits 6,077,600 6,077,600 6,344,100 4.38% (20,000) 6,324,100 4.06%

Materials & Supplies 1,534,900 1,370,900 1,316,400 (3.98%) 20,100 1,336,500 (2.51%)

Utilities 277,100 277,100 270,000 (2.56%) 270,000 (2.56%)

Contract Services 465,200 465,200 456,500 (1.87%) 456,500 (1.87%)

External Transfers 7,206,201 0.00% 0.00%

Fund Transfers 8,800 8,800 (100.00%) (100.00%)


Total EXPENSES 7,206,201 8,363,600 8,199,600 8,387,000 2.29% 100 8,387,100 2.29%

REVENUESUser Fees & Charges (354,900) (354,900) (337,900) (4.79%) (337,900) (4.79%)

Investment Income (19,500) (19,500) (19,500) 0.00% (19,500) 0.00%

Grants & Government Transfers (296,600) (296,600) (291,600) (1.69%) (291,600) (1.69%)

Fund Transfers (264,100) (100,100) (37,100) (62.94%) (75,000) (112,100) 11.99%

Total REVENUES (935,100) (771,100) (686,100) (11.02%) (75,000) (761,100) (1.30%)Total Library 7,206,201 7,428,500 7,428,500 7,700,900 3.67% (74,900) 7,626,000 2.66%

2018

Actuals

2019

Forecast

2019

Restated

Budget

2020

Base Budget

% Change

Over 2019

Budget

2020

Growth

2020

Capital

Impact

2020

One Time

2020

Total Budget

% Change

Over 2019

Budget



Library

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Documents

INVESTING IN OUR CITY INVESTED IN OUR CITIZENS...2020 Approved Budget and Business Plan - Tax-Supported Operating Budget Details cambridge.ca/budget INVESTING IN OUR CITY INVESTED