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Business plans and budgets 2012-2014: Community Services & Protective Services (CS&PS)

On Nov. 29, Council approved the 2012-2014 business plans and budgets. Below is a summary of CS&PS’ approved plan and budget. For more details view Community Services & Protective Services Business Plan and Budget.

​What we do

We work to improve the quality of life for all Calgarians. We have a wide array of services delivered with a large network of partners. Our services include firefighting, emergency response and prevention programs to keep citizens safe. We provide parks and playfields, recreational programs and facilities, and arts and cultural opportunities that make our city attractive with enjoyable leisure time activities. We look after our most vulnerable citizens by offering assistance for those most in need. Our city is clean and strong through programs such as graffiti removal and support to community groups. Lost pets are returned home through our licensing program.  These services and a whole host of other activities reflect the values of our citizens and help create the communities that Calgarians want to live in.

Achieving Council's priority areas

CS&PS will address many areas with a particular focus on:

  • Ensuring Calgarians live in safe communities.
  • Investing in great communities and a vibrant urban fabric.

CS&PS will continue to work toward reducing the department’s impact on the environment and meeting increasing demands with efficiency, quality services and citizen input.

Highlights of Council’s approval (Nov. 29, 2011)

  • $1.7 million to Family and Community Support Services (FCSS) established to develop, support and fund preventive social services. Agencies and programs funded by FCSS aim to strengthen neighbourhoods and increase social inclusion in vulnerable populations like immigrants, Aboriginal people, families, children and youth, and seniors.
  • One-time funding of $1 million in 2012 and $850,000 in 2013 from the Fiscal Stability Reserve (no impact on tax rate) to support park maintenance.
  • An additional $130,000 for seasonal pathway pothole crew in 2012.

Funding drawn from the Fiscal Stability Reserve does not impact the municipal property tax rate.

Key trends and issues

CS&PS is striving to strike a balance between:

  • Increasing demands.
  • Rising inflation, particularly utility rates.
  • Realities of budget and service capacities.

CS&PS overcomes challenges by partnering and finding creative ways of being more effective while working within the available resources.

Approved business plan and budget

For more details view Community Services & Protective Services Business Plan and Budget.

Net operating budget (in $millions) 

The table below shows tax-supported budget amounts.
Business Unit
Animal & Bylaw Services (ABS)
Calgary Fire Department (FIRE)
Community & Neighbourhood Services (CNS)
Parks (PRK)
Public Safety Communications (PSC)
Recreation (REC)

Department operating expenditures

The chart below shows total spending by this department.


Engagement input

From February to May 2011, more than 23,000 participants provided their input on City services, values, priorities and trade-offs through the Our City. Our Budget. Our Future. engagement process. In addition, CS&PS has also spoken with approximately 4,000 Calgarians about what services they value.

Examples of what we heard

  • Sport, art, culture, leisure activities, parks, and quality recreation facilities and programs are important to quality of life.
  • Safe, cared-for communities with reliable emergency response systems are communities citizens want to live in.

Examples of how input was used

  • CS&PS is working with Transportation to improve pathway maintenance, safety, connectivity and snow clearing.
  • CS&PS is using capital funds to repair and maintain existing recreational facilities and finding alternative funding to build new facilities.

Examples of how input could not be used

  • CS&PS front-line delivery of quality programs and services will be maintained but there will be limited funds to build new facilities or offer new programs.

Budget increases and reductions

Examples of reducing costs with improved efficiencies

  • $10.7 million in productivity gains and efficiencies were identified. This includes $5.4 million from reorganizing and consolidating operational structure, $800 thousand from changes in fleet, $900 thousand in utility savings from facility upgrades, and $2.3 million in reduced administration costs (e.g. materials and supplies, training and business expenses).  The remaining $1.3 million is being realized through miscellaneous productivity gains and contract agreements.

Examples of budget increases

  • Funding and staff ($8.3 million) to open new emergency response stations in Douglas Glen and Seton.
  • Nine full-time staff equivalents ($1.2 million) for the 9-1-1 call centre to further improve call answering times.
  • Modest user fee increases for recreational programs and pet licensing.

Examples of budget reductions with service impacts

  • Maintenance services will be spread thinner in existing parks to offset inflation and provide maintenance for approximately 235 new hectares of parkland.
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