Human Resources Department - Town of Banff
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Human Resources
Department
1|PageHuman Resources Department
2019 – 2022 Operating Budget
Roll-up
2019 2019 2020 2020 2021 2022
2018 Approved Q3 Approved Proposed Proposed Proposed
Actual Budget Forecast Budget Budget Budget Budget
REVENUES
Activity Revenue $378,428 $396,200 $397,200 $401,200 $401,200 $407,720 $414,370
Other Revenue 1,490 3,500 3,500 3,500 2,000 2,000 2,000
TOTAL REVENUES 379,918 399,700 400,700 404,700 403,200 409,720 416,370
EXPENDITURES
FTE Count 2 2 2 2 2 2.6 2.6
Wages & Benefits 228,447 231,950 228,911 239,282 238,422 272,610 307,813
Contracted & General Services 198,504 130,600 136,821 132,350 131,575 137,305 140,410
Materials, Goods & Supplies 6,673 6,650 6,056 6,650 6,500 9,450 7,050
Other Expenses 20,386 19,807 17,487 16,878 16,878 16,442 16,442
Internal Charges 159,000 155,300 155,300 159,400 159,400 163,600 170,209
TOTAL EXPENDITURES 613,010 544,307 544,575 554,560 552,775 599,407 641,924
REVENUES LESS EXPENDITURES (233,092) (144,607) (143,875) (149,860) (149,575) (189,687) (225,554)
Associated Amortization 63,746 58,824 58,824 58,824 58,824 60,000 61,200
Gain/(Loss) on Disposal of TCA (9,603)
Transfers to Reserves (119,156) (129,011) (129,011) (129,101) (129,101) (131,555) (134,058)
Transfers from Reserves 81,794 22,307 29,987 17,878 35,178 31,742 32,342
Tax Funding Required (270,454) (251,311) (242,899) (261,083) (243,498) (289,500) (327,270)
2|PageService Area: Human Resources Administration (1 of 2 Service Areas)
Human Resources Compliance:
o ensures Town of Banff’s employment practices and policies are compliant with legislated standards.
o on-going education and coaching of leaders to interpret legislated requirements and communicate effectively with
employees during all interactions.
Compensation and Benefits:
o position descriptions and wages are tested against council-approved external market comparators every three years
to ensure wages at the Town of Banff are maintained at the 50th percentile.
o total compensation package includes competitive wages, benefits (healthcare and retirement), training,
development and creative non-traditional benefits (active living, flex scheduling)
Recruitment and Selection:
o recruitment focusses on selecting the right talent, qualifications and characteristics to deliver our services at the
Town of Banff .
o jobs are posted in locations that attract suitable applicants and interview strategies that ensure “fit” for the
position, department and organization.
o on-boarding ensures new hires are introduced to the Town and become part of the organization’s culture.
Training and Development:
o formal reviews with employees occur no less than annually.
o training and development is individualized with clear development actions and career growth initiatives that range
from on-the-job skills development to succession planning.
o training and development is recognized as part of our total compensation package.
Performance Management:
o leaders effectively communicate performance expectations and conduct performance improvement discussions
with their employees.
o comprehensive performance management system of day-to-day observation and feedback, performance and
development discussions, recognition and annual “e-valuations” instills a workplace culture where individual
talents are valued, recognized and developed.
Employee Relations:
o employees have the necessary support, training, resources, and relationships to deliver their mission: “Taking Care
of Banff, our People, our Community, our Park.”
o open door policy and annual employee satisfaction surveys ensure employees have a fair and consistent means of
sharing suggestions, ideas and concerns that affect their workplace experiences.
3|PageService Area: Human Resources Administration (1 of 2)
Operating Budget (2019 – 2022)
HR Administration
2019 2019 2020 2020 2021 2022
2018 Approved Q3 Approved Proposed Proposed Proposed
Actual Budget Forecast Budget Budget Budget Budget
EXPENDITURES
FTE Count 1.75 1.75 1.75 1.75 1.75 2.35 2.35
Wages & Benefits $211,937 $215,119 $213,839 $221,943 $222,377 $256,139 $290,835
Contracted & General Services 29,025 26,000 26,859 27,750 26,975 32,405 34,910
Materials, Goods & Supplies 637 650 724 650 500 3,450 1,050
Internal Charges 6,300 6,100 6,100 6,300 6,300 6,400 6,659
TOTAL EXPENDITURES 247,899 247,869 247,522 256,643 256,152 298,394 333,454
REVENUES LESS EXPENDITURES (247,899) (247,869) (247,522) (256,643) (256,152) (298,394) (333,454)
Associated Amortization 1,936 1,495 1,495 1,495 1,495 1,525 1,555
Transfers to Reserves (2,065) (6,415) (6,415) (6,415) (6,115) (6,115) (6,115)
Transfers from Reserves 7,601 1,500 11,500 3,300
Tax Funding Required (242,363) (252,784) (242,437) (263,058) (258,967) (304,509) (339,569)
*Note: Starting 2021 + 0.4FTE Approved 2018 Service Review (0.6 HR+0.4Health)
4|PageService Area: Human Resources Administration (1 of 2)
COUNCIL EXPECTATIONS
Human Resources Compliance
1. Human Resources is accountable for ensuring that the Town of Banff’s employment practices and policies
are compliant with legislated standards.
2. Employee qualifications and certifications are maintained through appropriate training.
Compensation and Benefits
3. Our compensation and benefits package contributes to a positive employee relationship with Town of Banff.
4. Our compensation philosophy targets the 50th percentile.
5. Our comparable markets are other municipalities, local publically funded agencies, local and non-local private
sector and available survey data where relevant.
6. An external market-facing compensation review is optimally done every three years.
7. Due diligence around researching, negotiating best value and evaluating plan design of group plan benefit
packages.
8. Work actively to govern our pension liabilities.
9. Disability management ensures employee benefits are appropriately administered and workplace
accommodations are identified and implemented.
10. During each 4 year term, council is oriented with compensation philosophy and practices.
Recruitment and Selection
11. We attempt to leverage the healthy and active Banff Lifestyle during recruitment.
12. Professional, diligent and equitable hiring practices ensure skills and qualifications as well as personal
characteristics and competencies are a “fit” for the Town of Banff.
13. Our employee mission and values are aligned with community core values ( i.e. Banff Community Plan).
14. Evaluation of position responsibilities prior to rehiring and recruitment when vacancies arise (e.g. Job
Description updates, evaluation of job grade assignment, etc.).
Training and Development
15. Developmental training is offered as resources allow to benefit the organization and the employee.
16. Training is used at times as a retention and recruitment tool and is part of our total compensation package.
17. In allocating scarce Professional Development dollars, priority is given to the needs of the organization (such
as; knowledge transfer, succession planning, skills / experience gaps).
18. Professional Development expenditures are prioritized town-wide rather than department by department.
Performance Management
19. Employees know the expectations of their job and how well they are meeting those expectations.
20. Supervisors are given the tools and resources to execute upon performance management and recognition
21. People at all levels of the organization receive equitable recognition for performance.
22. Employees receive regular performance feedback and a formal performance evaluation annually in January
or February.
Employee Relations
23. Employee concerns are addressed and resolved effectively.
24. Employee relations practices contribute to a workplace culture of physical and mental health and a
productive and positive work environment..
25. Maintain mechanism(s) for employees to provide feedback or become involved in issues, initiatives, decisions
or actions. (eg; Employee Satisfaction Survey, Staff Connect).
5|PageService Area: Human Resources Administration (1 of 2)
Successes Challenges/Opportunities
o Selection of HR-Advisor with education, o HR time dedicated to increasing recruitment demands
experience and professional designation has (table shows – year over year increase in metrics related
elevated ability to maintain HR services (esp. to recruitment functions). Service to hiring departments
with maintaining pace in recruitment). has been maintained. Training, development and
o Maintaining pace with internal recruitment and employee relations initiatives have received less
selection needs – position descriptions, attention/focus.
postings, advertising and employment
agreements. ‘19-
o Changes to on-boarding procedure and content YTD 2018 2017 2016
Nov 22
created efficiencies with presenter time and Approved SLR
departmental scheduling. More comprehensive 5 7 5 3
positions
agenda (includes InfoGovernance, Benefits Headcount – FT 156.5 149 138.3 135.7
review, employee-programs on waste diversion) Headcount-ALL 277 253 252 Not tracked
ensures corporate content delivered before Postings 46 51 45 26
departmental training begins. Resumes-
2214 2106 1485 926
Rec’d/Screened
o Roll out to departments: “Managing Stress”
Employment
(personal, workplace stressors and resilience Offers (2019)
178 215 210 141
tactics) well-received by employees attending. UPDATE:
o “Consider benefits for employees over the age of 70”
was an opportunity in 2019.
A SMHRT (Small Municipalities HR Team) meeting took
place in the spring, followed by an interim wage survey. A
custom question on termination age of group plan benefits
was included.
Group plans with municipal providers (SunLife, AUMA/
AMSC, Manulife, Renfrew), consistently terminate extended
healthcare coverage on reaching age 70 and long term
disability coverage on reaching age 65.
City of Brooks also provides any employees over 70 years (at
time off meeting, they had none), with an equivalent
employer-contribution amount to apply to a personal
healthcare plan. No contributions provided by other
municipalities for employees over 70 yrs (no participants
reported having active employees over 70 years).
2019 Priorities: Priority Status
Implement procedural guidelines to support 2018 In progress – development of internal procedures underway to
changes in legislation (Alberta Employment align with legislation and recommendations from employment
Standards, Legalization of marijuana) lawyers. your.Guide update on-going (re-launch in 2019).
NOTE : 2019 – Bill 2 has resulted in updates to UPDATE: In progress, legislation updated on 1. Sept with
Employment Standards – implemented Sept.2019 Bill 2 to be included in revised content of employee handbook.
Communication Format
2020 Strategic Plan Priorities:
(RFD/Briefing/Policy/Bylaw/Workshop/Etc.)
6|Page1 of 1 New Service Level Request – Staffing Resources/Total Compensation Analysis
Summary:
In the recent years, council has approved increases to staffing levels across the organization to delivery priorities and
expectations as directed during the Service Level Review.
Employee wages are reviewed externally to ensure that the 50th percentile is maintained among the Town of Banff’s
comparable markets: similar municipalities, local and public sector employers with similar positions.
This request asks council to approve the contracting of an external firm to:
a. analyse the Town of Banff’s human resources (staffing levels) and systems (hours of work, scheduling
practices, equipment scheduling) and/or;
b. analyse the Town’s total compensation package (wages, traditional and non-traditional benefits) to and
provide a recommendation on continuing at the 50th percentile or to consider an increase to the
percentile in the next external market review (2021).
Description:
a.) Analysis of departmental staffing resources and operating systems.
Since 2017, the staffing level at the Town of Banff has increased from 138 FT employees to 156 FT
employees (YTD – August1, 2019) and overall staffing levels (FT, PT, seasonal, casual, etc.) for the same
period have increased from 252 employees to 280 employees (YTD – August 1, 2019).
At the end of 2010, the Town had 113 FT employees making the increase in FT staffing levels in nine years
27.6% (YTD – August 1, 2019).
Staffing levels have increased almost 30% within 10 years and analysis of the success, efficiency gains or
alignment of these resources to deliver services, council expectations and priorities has not occurred.
Examples of staffing resources and systems analysis could include:
evaluation and alignment of position descriptions’ key responsibilities, with approved service levels/duties
evaluation of work flow and work organization (the “right” number of people, doing the “right” things, with
the “right” equipment at the “right” time.).
evaluation of departments that have not increased staffing levels, but, have experienced incremental increases
in their work to support other services areas (“right-sizing” the Town’s human resources)
assess whether increases kept pace with service demands in areas of both approved and no staff level changes
opportunities for hours of work and scheduling enhancements, for example:
o maximizing daily, weekly, annual hours – hours of work averaging vs. regular shift schedules.
o consideration of business volumes and seasonal adjustments in scheduling and hours of operation.
o accommodating work plan and work space needs through scheduling of human and equipment resources
work practices (sequence, delegation), equipment (dedicated, shared), productivity enhancements (minimize
driving, maximize locations, shared resources)
As an outcome of this analysis, the Town would better relate and align council’s priorities, strategic action plans and
annual service expectations with the staffing and resources in place or required to deliver these.
Recommendations from a consultant may provide confirmation of good practices and include work flow or
equipment efficiencies, scheduling recommendations, staffing levels for outward and inward-facing services and
ensure productivity is supported by appropriate resources, equipment or practices.
b.) Analysis of the Town’s total compensation package.
The Town of Banff conducts an external market review of wages every three years. The last review was
conducted in 2018. Council has directed the administration of compensation in Policy C2001 – Employee
Compensation:
6.1 Administration practices shall be transparent, understood and comply with Council’s direction:
a) Our compensation philosophy targets the 50th percentile.
7|PageAvailability and affordability of housing in Banff and the Bow Valley has been deliberated in conjunction with
recruitment and retention of employees at the Town of Banff. There is a perception in a number of hiring
departments that recruitment is impeded by the cost of housing and living in Banff and that this is influenced by
“paying only at the 50th percentile”.
The reference to “perception” is made as there is no specific mechanism for data-collection on individuals who
“turn down” interviews or position offers. These individuals are not active employees and the feedback is not
formally solicited, therefore, perception of hiring leaders on the reason to turn down a position is anecdotal.
The recommendation for this analysis, is to determine more factually whether the compensation philosophy of the
50th percentile is inadequate to attract and retain employees at the Town of Banff. Specifically in those positions that
require a technical or regulatory certification and that require work experience in a professional capacity as pre-
requisites. Examples are: Journey Mechanics/Heavy Equipment Technicians, Community Peace Officers with
CPOIP certifications, Water Services Operators with specific levels of Alberta Environment certificates.
In these grades, the ability of candidates to relocate from their existing community to Banff in a comparable market,
is a challenge.
This analysis would include the Town’s total compensation package. While the Town’s compensation philosophy
targets wages at the 50th percentile, the Town offers a number of traditional and non-traditional benefits, that
enhance wage earnings and may contribution of a higher percentile overall. For example:
Vacation starts at three weeks, instead of two weeks
Twelve statutory holidays are paid, instead of nine statutory holidays
No short-term disability, but, the sick benefit is paid at 100% of earnings for the equivalent STD
waiting period
Flexible, family-friendly scheduling is agreed on in a number of individual circumstances, positions
and work locations.
Learning and professional development – allocations for training, conferences, memberships, etc.
No interest loans for active living, computer purchase and housing incentive purchase programs are
provided
Comparison of the Town of Banff’s package with wages and benefits provided among the council-
approved comparable markets (municipal, local, other related public sector – health, education, etc.) is
a challenge due to a variety of group plan benefit elements and premium distribution, retirement plan
contributions, vacation and sick/disability benefits, employer benefits – ski passes, dry cleaning, meals,
discounts on products or services.
As an outcome of this analysis, better understanding of the Town’s total wage and benefits percentile would
enhance the ability and confidence of Human Resources and hiring departments to describe the attractiveness of
our total compensation package to potential candidates.
Further, should analysis warrant, administration will submit a request for decision on the terms reference for the
2021 external market review to include any recommendations from this analysis in that year’s compensation review.
Funding Source:
Administration proposes that these two initiatives be funded from the available funds in the Workers’
Compensation Board surplus.
These funds are intended to be used for employee-centric initiatives, and have been used in past for the purchase of
human resources software module, expanded scope of the 2015 external market review, establishment of a
retirement reserve.
8|PageRecommendations: 2020
a.) External consultant to analyse staffing resources and
$25,000.00
systems
b.) External consultant to analyse compensation
philosophy and total compensation package to $25,000.00
determine 50th percentile
Total funding from WCB surplus $50,000.00
Resources Required to Implement & Maintain:
Human Resources will lead and facilitate terms of analysis with external consultant and internal resources.
Estimated Delivery Date:
Report to Council by briefing, request for decision or budget requests no later than 2021 Service Level Review
based on results and recommendations from external consultant(s).
Supporting Materials:
Policy C2001 – Employee Compensation and Benefits
Service Area:
Human Resources Administration Council Expectations:
Compensation and Benefits
1. Our compensation and benefits package contributes to a positive employee relationship with Town of
Banff.
2. Our compensation philosophy targets the 50th percentile.
3. Our comparable markets are other municipalities, local publically funded agencies, local and non-local
private sector and available survey data where relevant.
4. An external market-facing compensation review is optimally done every three years.
5. Due diligence around researching, negotiating best value and evaluating plan design of group plan benefit
packages.
9|PageService Area: Employee Housing (2 of 2)
Corporate Services: financial administration (rent review & rate setting, operating/capital expenses, overseeing
operating transfers, security deposits).
Facilities: unit and building repairs & maintenance, condition assessment, preventative maintenance schedule and
unit inspections, building custodian supplies.
Human Resources: application and selection of tenants, check-in and check-out inspections, lease agreements,
rules of tenancy, maintaining tenant information, notification and communication to tenants and administration of
Building Custodians.
Operating Budget (2019 – 2022)
Employee Housing
2019 2019 2020 2020 2021 2022
2018 Approved Q3 Approved Proposed Proposed Proposed
Actual Budget Forecast Budget Budget Budget Budget
REVENUES
Activity Revenue $378,428 $396,200 $397,200 $401,200 $401,200 $407,720 $414,370
Other Revenue 1,490 3,500 3,500 3,500 2,000 2,000 2,000
TOTAL REVENUES 379,918 399,700 400,700 404,700 403,200 409,720 416,370
EXPENDITURES
FTE Count .25 .25 .25 .25 .25 .25 .25
Wages & Benefits 16,510 16,831 15,073 17,338 16,046 16,470 16,977
Contracted & General Services 169,478 104,600 109,962 104,600 104,600 104,900 105,500
Materials, Goods & Supplies 6,036 6,000 5,332 6,000 6,000 6,000 6,000
Other Expenses 20,386 19,807 17,487 16,878 16,878 16,442 16,442
Internal Charges 152,700 149,200 149,200 153,100 153,100 157,200 163,551
TOTAL EXPENDITURES 365,110 296,438 297,054 297,916 296,624 301,012 308,470
REVENUES LESS 14,808 103,262 103,646 106,784 106,576 108,708 107,900
EXPENDITURES
Associated Amortization 61,810 57,329 57,329 57,329 57,329 58,476 59,645
Gain/(Loss) on Disposal of TCA (9,603)
Transfers to Reserves (117,091) (122,596) (122,596) (122,686) (122,986) (125,440) (127,943)
Transfers from Reserves 74,193 20,807 18,487 17,878 31,878 31,742 32,342
Tax Funding Required (28,090) 1,473 (463) 1,976 15,468 15,010 12,299
10 | P a g eService Area: Employee Housing (2 of 2)
COUNCIL EXPECTATIONS
1) That there is a system in place that fairly and transparently allocates this limited resource
2) We offer staff a mix of short-term and long-term housing.
3) Rent structure is based on a full cost recovery model (rates are tested against the market as reported by the
Alberta Rental Rate review (annual) and the Bow Valley Labour Market Report (semi-annual).
4) Units are well-maintained and the replacement reserve is appropriately funded.
5) Staff accommodation supports our recruitment and retention efforts
6) Employees are not expected to remain in employee housing throughout their careers
Successes Challenges/Opportunities
o Coordination of departure and check-in o Town of Banff employees (including full-time)
inspections between HR and Facilities to turn affected by lack of availability and affordability of
around unit repairs and maintenance, prior to rental and ownership housing. Town does not have
new tenant occupancy. technology to track offers declined due to rate of pay,
o Contracted external cleaning service to ensure housing issues, combination of issues.
condition of common living space in shared o Interest of existing tenants at Fire Hall & 552 Banff to
units at Fire Hall and 221 Beaver St are perform custodial duties (even with incentive).
maintained (individual tenants are responsible Exterior services at 552 are particularly unappealing in
for bedrooms). winter due to physical demands and lack of
appropriate equipment (driveway slope clearing) and
in summer for lawn maintenance (mowing).
o Evaluate Fire Hall rooftop as safe and available as
outdoor amenity to tenants at that address.
2019 Priorities: Priority Status
Policy C2000 scheduled for review in 2019 Complete - May 13, 2019 – COU19-152
Moved by Mayor Sorensen that council amend Policy C2000
– Employee Housing Administration as presented in proposed
version in the report.
July 12, 2019 Procedure: A2000 – Administration of
Employee Housing: updated and signed by Town Manager
Engineering Report for 552 Banff Ave – Complete – recommendations are captured in the Facilities 10
condition of railings and decks year capital projects list.
Communication Format
2020 Priorities:
(RFD/Briefing/Policy/Bylaw/Workshop/Etc.)
Safety and structure Assessment of Fire Hall Facilities: Capital request of $60,000.00 for Waterproof Deck
rooftop space as outdoor amenity for tenants Membranes
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