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Business plans and budgets 2012-2014: Corporate Administration

On Nov. 29, Council approved the 2012-2014 business plans and budgets. Below is a summary of Corporate Administration’s approved plan and budget. For more details view Corporate Administration Business Plan and Budget.

​What we do

We support Council, the City Manager, the City Solicitor, the Chief Financial Officer and the City Clerk in fulfilling their legislated duties to The Corporation, so that Council and Administration can provide excellence in municipal management and quality public service.

Achieving Council's priority areas

Corporate Administration will address two priority areas:

  1. Becoming a more effective and disciplined organization.
  2. Changing the rules of the game to ensure better financial capacity.

Corporate Administration will work closely with business units, continue to listen and seek feedback on what Calgarians value, and provide information in a timely, accessible manner to achieve Council’s Fiscal Plan and the 100-year vision of imagineCALGARY.

Key trends and issues

  • Increasing demand for services – increasing expectations from City operations and citizens; signification attention given to legal, business and financial risks the corporation may be subject to.
  • Attracting and maintaining a knowledgeable workforce – 37% of the current workforce over the age of 50 and eligible to retire in the next few years.
  • Transparency and accountability – citizens’ expectation of how the government communicates continue to rise.
  • Sustainable strategies and policies to efficiently manage municipal resources – need to continually seek efficiencies in business processes to effectively manage municipal resources allocated to Corporate Administration.

Approved business plan and budget

For more details view Corporate Administration Business Plan and Budget.

Net operating budget (in $ millions)

The table below shows tax-supported budget amounts.

Business Unit 2012 2013 2014
Chief Financial Officer’s Dept $30 $30 $30
City Clerk’s Office $11 $14 $12
City Manager’s Office $5 $5 $5
Law $11 $11 $11

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.

Examples of what we heard
  • Communicate in a transparent, complete and accessible way
  • Measure performance and focus on continuous improvement
  • Transform the organizational culture
  • Increase financial restraint and control spending

Examples of how input was used

Corporate Administration will:
  • Improve information provided to public on policy development, legislative processes and how The City allocates its financial resources to enhance citizens’ understanding.
  • Implement efficiency and effectiveness strategies and improvements to performance measures and benchmarking with support from the Chief Financial Officer’s Department
  • Implement a new policy development process and sustainability initiatives.

Example of how input could not be used

  • Corporate Administration is rated as lowest priority to citizens but is very important to The City as it champions the organizational changes needed to address system-wide or structural issues, and helps The City ensure its business is conducted in a responsible manner.

Budget increases and reductions

Examples of reducing costs with improved efficiencies

  • Process improvements, consolidation of staff resources and leveraging the supply chain system upgrades such as contract management and investment recovery will result in savings of $1.059 million over three years.
  • Business process re-design in services provided by Corporate Management Leadership Support leveraging Electronic Legislative Management System ("ELMS") to streamline Council and ALT report processing will reduce expenditures by $83K in 2012 and $40K in 2013.

Examples of budget increases

  • One-time budget requests for the Civic Election and Enumeration in 2013 and additional census questions in 2014.
  • Increases to the CFOD to support the future upgrade of the PeopleSoft modules (financials, supply chain, etc.) including process redesign, change management, and training requiring $325K and 3 full-time equivalents.

Examples of budget reductions with service impacts 

  • Reduction of property appraisal costs in 2012 by $106K. If a loss occurs, The City would could be at risk of not having the buildings insured to an adequate replacement level and may experience a shortfall of funds to replace the building.
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