Calgary's government is open, responsive, accountable and transparent, delivering excellent services at a fair price. We work with our government partners to ensure we have the tools we need.
Capital investments to support a well-run city include lifecycle maintenance of aging assets and upgrades to enhance customer interactions (i.e. online engagement tools, 311 operations, calgary.ca). As well, ongoing communications support and programs will be provided to internal customers to ensure effective citizen communications are undertaken whenever the organization is reaching out to its customers.
Investments in infrastructure will increase level of service in older communities towards modern service standards (i.e. Community Drainage program, Sewer upgrade program). Investments will also increase efficiency and effectiveness of services, and mitigate risks using upgrades systems and technologies to improve functionality and decision making.
- Less than $2.3B of total debt for water, wastewater and drainage utilities. (UEP)
- 60% of Tax Instalment Payment Plan accounts participation.(CA)
- $17M of procurement value per FTE involved ($ millions). (CA)
- 75% of City services (as measured by gross operating budget) initiated for a review through the Zero-Based Review program.(CA)
- 10% of annual percentage increase in legal education seminars offered to clients to assist with earlier identification and mitigation of risk. (CA)
- Assigned workspaces decreased by 550 corporately. (All)
- 72.25 Corporate Full-Time Equivalents (FTEs) served per Human Resources FTE.(CS)
- 80% of 311 calls answered within 30 seconds or less.(CS)
- 90% of citizens satisfied with the courteousness of 311 staff during their most recent experience. (CS)
- Corporate voluntary turnover rate of <5%. (All)
- 80% or more of those surveyed who had contact with The City regarding their assessment were satisfied with the customer service provided (PDA)
- Operating cost of $0.95 or less of providing assessment services per 100 total property and business tax dollars (PDA)
- Roads maintenance cost of $9,500 per lane kilometre of road. (TRANS)
- 95% of Transportation Infrastructure projects are delivered within budget. (TRANS)
- An AA+ credit rating for The City of Calgary. (CA)
- Total City investment return greater than industry average.(CA)
- Annual Lost Time Claims frequency throughout The Corporation reduced to 3.4. (UEP)
- 75% of citizens say that The City offers the opportunity to have meaningful input into decision making.(CS)
- 71% of citizens agree The City uses Calgarian's input.(CS)
- 90% of Calgarians satisfied with drinking water quality. (UEP)
- 96% of customers experience zero water service interruptions in the past year.(UEP)
- 90% satisfaction with residential garbage collection and residential blue cart collection. (UEP)
- 80% of Calgary Transit customers rate services as good or excellent. (TRANS)
W1 Finalize a new City Charter with the province.
The City will lobby for governing legislation changes which will enhance the efficiency and effectiveness of public service delivery. As well, The City will formulate a corporate vision for a model municipal government to be implemented through a City Charter, and advise clients throughout the Municipal Government Act review process.
W2 Be as efficient and effective as possible, reducing costs and focusing on value-for-money.
The City will:
- Undertake zero-based reviews to realize improvements in service efficiency and effectiveness;
- Develop sustainability tools and processes to ensure greater efficiency & effectiveness;
- Implement improved use of performance measures and benchmarks to inform service planning and service delivery;
- Implement debt management strategies to lower The City's interest costs, address risks and provide for financial flexibility;
- Review and update The City's Long Range Financial Plan to ensure sustainability;
- Enhance business intelligence capabilities to improve facility, product and service decisions;
- Integrate Tomorrow's Workplace strategies and recommended practices in order to optimize the use of administrative workspaces.
W3 Examine opportunities for alternative service delivery for competitiveness.
A number of City departments and business units have committed to assessing alternative service delivery options, some related to zero-based reviews, to realize improvements in efficiency and effectiveness. Specifically, The City will:
- Provide financial analysis, including tracking of service unit costs to support the evaluation of alternative service delivery options;
- Conduct a review of The City's supply costing model;
- Investigate alternative delivery options for building operations, construction, and space utilization that result in effective operating cost management;
- Explore alternative revenue sources;
- Examine and enhance alternative service delivery mechanisms where possible, including public-private-partnership (P3) models for delivery and operation.
W4 Balance demand for quality City services with affordable taxes.
The City will promote sound fiscal management, including a review of operating budget policies throughout the organization. To provide information to Council and the public on balancing City services with affordable taxes, The City will advance the organization-wide strategy to improve service efficiency and effectiveness through service reviews, results-based performance measurement, and corporate benchmarking. This includes:
- Implementing a new Request for Proposal (RFP) process to maximize competition through the tendering process by enhancing compliance, efficiency and process;
- Building City capacity to support realization of The City's long-term priorities and strengthening the Corporation's financial position;
- Defining best practices to leverage corporate-wide and business technology investments;
- Pursuing a hedging strategy (e.g., currency, fuel, utilities) to manage volatility;
- Embedding shared services principles, performance measures, and customer service management;
- Identifying cost savings opportunities through service delivery model reviews, use of common tools, and process standardization.
W5 Regularly collaborate and engage citizens to encourage participation in City decision-making, and better communicate the reasons for the decisions.
The City will improve engagement practices to collect and use public input. This includes ensuring that engagement strategies are planned, implemented and evaluated using The City's engage Policy. The City will use diverse communication channels, including online digital tools to enable two-way communication with Calgarians.
W6 Effectively manage The City's inventory of public assets, optimizing limited resources to balance growth and maintenance requirements.
The City will ensure the effective coordination and delivery of infrastructure investments. In order to deliver services through reliable and resilient infrastructure, The City will:
- Develop plans and report lifecycle and maintenance costs of existing assets, as well as operating costs for new capital investments;
- Implement a long-range infrastructure investment plan which continues to make progress toward the target of 80 per cent diversion of waste from City-run landfills;
- Enable The City to effectively and efficiently manage information;
- Steward the acquisition and exhibition of public and civic art for Calgarians to enjoy;
- Implement quality management approaches for Corporate asset and project management.
W7 Continue to transform the organization to be more citizen-focused in its approach and delivery of service.
The City will integrate customer service commitments and standards into programs and services, as well as utilize a variety of channels for formal and informal communications with customers and stakeholders. This includes:
- Supporting the implementation of the Corporate Customer Service Framework;
- Increasing resources for 311 to ensure quality customer service is maintained;
- Empowering staff to continue to deliver excellent customer service.
W8 Increase collaboration across the organization, including alignment of budgets with service delivery to achieve City priorities.
To achieve greater collaboration across the organization, The City will:
- Continue to improve corporate-wide initiatives that help shift The City's cultural mindset, engage employees, and contribute to customer service improvements;
- Work with business units to collect and improve access to City data and information, championing Open Data and Intellectual Property Policies;
- Provide City technology infrastructure and services to Civic Partners to maximize technology investment, and reduce costs and reliance on third party providers;
- Promote and foster business relationships throughout the corporation that improve services and deliver value to customers.
W9 Strive to be an employer of choice with a focus on addressing The City's aging workforce.
As a service-driven organization, The City depends on its people to deliver important outcomes for citizens. The City seeks to build a safe, positive and inclusive workplace that is reflective of the greater community by:
- Rewarding leadership effectiveness and supporting the growth of existing and developing leaders;
- Developing and implementing strategic workforce learning and development plans that foster a high-performing culture;
- Engaging in succession planning and career development as part of the Corporate Workforce Strategy to prepare for retirements and internal employee movements;
- Implementing and supporting the Corporate Safety Strategy;
- Improving reporting and follow-up procedures for specific leading safety indicators, near misses and hazardous conditions;
- Strengthening health management policies and procedures to ensure a healthy, productive workforce;
- Enabling a flexible and adaptable workforce to support achievement of business goals, and ensure that employees feel supported and understand how they contribute to business goals;
- Creating a culture of employees who are proud to work for The City of Calgary.