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Guiding Principles

Cut Red Tape

​The Cut Red Tape program has five guiding principles for the delivery of services to citizens. Our services should be:

​Guiding Principles ​

Simple ​We believe that simpler is better. Our government system, processes and communications must be easy to understand and navigate.
​Innovative ​We will foster innovation and new technologies and continually be open to creative solutions.
​Flexible ​We believe we should offer flexible service options at the convenience of our customers.
Outcome-focused ​We must always consider the outcomes in everything we do. We must be focused on improving the experience of our citizens and the success of businesses and organizations in Calgary.
​Measurable ​We believe that it is necessary to establish performance benchmarks and continually measure progress.

 Below are two examples that show how the guiding principles were applied.

Fair Entry – an application process for low-income Calgarians to access City programs and services

Before 2015, a person applying to a City subsidy program or service went through individual programs to be assessed based on the specific program eligibility requirements. This meant that a person living in low income filled out a different application form for each subsidy program, was subject to different income eligibility criteria based on program requirements and submitted the application in different ways depending on the program. This created an undignified application process for Calgarians having to tell their story more than once and a lack of awareness of other subsidy programs. With the introduction of Fair Entry, there is one application to assess income qualification for five City subsidy programs and services, one database shared between subsidy programs, increased awareness of other programs and a consistent way of submitting an application for all programs. 

Fair Entry Guiding Principles

Simple ​One application form is submitted by low-income Calgarians to assess income qualification for five City subsidy programs and services. In addition, standard income eligibility requirement, which is LICO (Low Income Cut-Off) set by Statistics Canada, is used by all City subsidy programs.
​Innovative ​One database used by subsidy program staff provides a more efficient and effective way to process applications and helps staff inform applicants about other programs they are eligible for and interested in.
​Flexible ​Multiple ways can be used for submitting applications including: face-to-face at the Municipal Building third floor, or Village Square Library; mail; fax; or drop-off at Recreation sites around the city. For Calgarians submitting their application face-to-face, non-standard work hours are available to provide more flexibility.
In the fall 2015, an online application will be launched. 
Outcome-focused The overall outcome of Fair Entry is to enhance the citizen experience and align with the target goal to provide 100 per cent of eligible low-income Calgarians with improved access to low-income programs and services by 2020. These outcomes will be captured by measuring the following: increased dignity, increased knowledge of other programs, and increased consistency among City programs.
​Measurable ​Operational metrics are currently being developed and will be grounded in Results Based Accountability (RBA).

 Over-Dimensional Loads – Keeping Industry on the Move

 Calgary Roads is responsible for providing permits and coordinating the movement of transport vehicles that carry over-sized loads.  This service helps support Calgary’s manufacturing industry which employs approximately 47,000 people, and generates $6 billion dollars in gross domestic product.  These over-dimensional moves occur 700 times a year, up to four moves a night.  We work with our service partners – ENMAX, TELUS, Shaw Communications and The Calgary Police Service – to protect the public, move infrastructure out of the way, and provide safe passage of these transport vehicles and house movers.  

In October 2014, The City of Calgary met with Calgary Economic Development, the Calgary Logistics Council and other transportation industry stakeholders to review concerns that The City’s processes had not kept up with the level of demand resulting in a backlog of moves.  Recognizing the economic benefits of the logistics and manufacturing industry to the growth of the city, we wanted to find a way to support and encourage this industry now and in the future, and to improve the transparency of the process to organize these over-dimensional moves. 

Over-Dimensional Loads Guiding Principles


​We have collaborated with industry and partners on the business process review.  We will develop a ‘playbook’ and on-line intake system for all customers and partners to use in planning for these over-dimensional moves. 

This guide will set out the expectations and responsibilities of both The City and the transport industry, and will reflect the collective knowledge of our customers and service providers for future reference.  The online system will make it easier for customers and service partners to ensure all move requirements are in place to avoid delays, and then schedule move dates and review permit approvals at their convenience.

​Innovative ​The current system has not fundamentally changed in decades, and is accomplished behind the scenes with desk calendars and whiteboards. A technological change is needed. We will develop a new over-dimensional booking system with IT, which will improve the transparency of the process, and enable the carrier industry to plan their moves more efficiently with a customer-centric scheduling process.

​With the support of our service partners, we added additional time-slots to the evenings and weekend to manage the backlog in the short term – this has increased capacity by 60%.  We will continue to work with industry and partners to try new approaches to moving more equipment in less time.

The new online system will be available to intake requests at the customer’s convenience - 24 hours/7 days a week – as opposed to regular office hours during the weekdays.

We will continue to work collaboratively with both our service partners and customers to enhance the coordination service we must deliver.  We will examine appropriate cost-recovery structures to properly sustain this service delivery.  We will also assemble the most up-to-date infrastructure data in order to optimize routing, and to support the industry on exploring possible relocation options for the existing infrastructure.
This knowledge is being shared with Transportation Planning and the Office of Land Servicing & Housing, who make purchasing decisions regarding Industrial Land & Business Park development.  Efficient truck route connectivity to the Provincial highway network is critical to this industry, and an increased understanding of the over-dimensional moving requirements could positively influence future planning.
​Measurable ​We will realize a reduction in the lag time between booking, planning and executing the over-dimensional move.  We will aim to eliminate the delay or cancellation of moves as a result of incomplete information.  We will see efficiency gains in our staff resource requirements to manage and circulate the over-dimensional permit approvals.