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Fueling Your Community’s Future Using Data-Driven Decision Making

Fueling Your Community’s Future Using Data-Driven Decision Making. Background. G rowing consensus that cities play a critical role in achieving change on a national and global scale .

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Fueling Your Community’s Future Using Data-Driven Decision Making

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  1. Fueling Your Community’s Future Using Data-Driven Decision Making

  2. Background • Growing consensus that cities play a critical role in achieving change on a national and global scale. • This puts cities in a position to take the lead on addressing many of the challenges facing the world today (poverty, inequality, migration, unemployment, environmental degradation and climate change) • Community leaders have the potential to further the movement towards sustainable economic growth, development and prosperity - driving innovation • Local role is becoming more widely appreciated

  3. The Cambridge Opportunity • Municipalities of Waterloo Region are in a unique position to take advantage of the application of outcome driven approaches to monitoring and reporting – especially where collective impact matters • Can apply to how we establish joint goals and objectives related to: • supporting the UN’s Sustainable Development Agenda; • local sustainability initiatives; • joint economic development objectives; and • individual municipal strategic directions.

  4. Why ISO 37120? Cambridge is committed to: • Sustainability, Innovation & Resiliency • Corporate Performance Management • Accountability and Transparency

  5. ISO 37120 Process • Unanimous Council approval to move forward in May 2016 • Established a cross-departmental project team to coordinate the data collection process • Reached out to community partners: • School Boards, Hospitals • Hydro, Ministry of Environment • Region of Waterloo (2-tier) • Other Community Agencies • *Achieved Platinum Certification in December 2016, 2017

  6. Raising the Bar The City of Cambridge is working to use data to continuously improve services and drive decision making Data forms the foundation for all corporate performance management Integrating ISO 37120 into systems, measuring and reporting framework Underpins our SMART City philosophy Doing better to improve the quality of life for our residents and businesses, making Cambridge: A place for people to prosper – alive with opportunity

  7. Data Driving Action • Establish Baseline • Assess Local Conditions • Benchmark and Compare • Implement Solutions • Evaluate Progress • Global Context • Local Challenge • Defining the Challenge • Drive Change STANDARDIZED HIGH QUALITY COMPARABLE DATA IS KEY

  8. Measuring Progress • Part of the City’s commitment to achieve the themes, goals and objectives in the strategic plan (People, Place, Prosperity) • Integrated into the City’s corporate performance measurement and reporting framework

  9. Benchmarking

  10. Benchmarking

  11. Applications

  12. Waterloo – Toronto Innovation Corridor

  13. Global Challenge - Water loss Global Context The City of Cambridge, part of Waterloo Region, is located in the middle of the Great Lakes Basin - a vast shared resource containing a significant portion of the world's freshwater Like much of North America – the need for a sustainable approach to water management is a relatively new concept (20 years) Local Challenge While surrounded by fresh water, Waterloo Region relies primarily on groundwater (80%) – a limited resource Provincial legislation to regulate water resources In Cambridge - multiple levels of government involved in the supply and distribution of water highlights the financial implication of water loss – it’s expensive New Mindset Needed – Conservation & Sustainable Management

  14. Establish Baseline Question: What was the rate of water loss in Cambridge? Answer: 28.7 % in 2015 But – What does this mean? % of Water Loss Cambridge 28.7% Toronto 13% Vaughan 14.73%

  15. Drive Change You can’t manage, what you can’t measure Understanding the significance of the local problem – mobilized the City to take corrective action Developed a proactive approach to locating potential leakages Completed water loss audit Implementation of best practices, innovative maintenance programs Applied lessons to sanitary systems (inflow and infiltration challenges) Results: 20% in 2016 Forecast: 18% in 2019 Target: 13% in 2021

  16. Lessons Learned • Buy-in from the top • Two-tier government can be a challenge • Takes time to source relevant data • Keep great notes and contacts for verification

  17. Name: James Goodram, MCIP, RPP, PLE Title: Director, Economic Development Phone: 519-740-4685 Ext. 4785 Email: GoodramJ@cambridge.ca

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