Municipality of Jasper - 2020-2022 Business Plan - Jasper, AB
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Municipality of Jasper 2020-2022 Business Plan
Contents
MESSAGE FROM THE CAO ............................................................................................................................................ 3
MUNICIPALITY OF JASPER ORGANIZATIONAL CHART .......................................................................... 4
1. JASPER MUNICIPAL MISSION.................................................................................................................................... 5
2. MISSION STATEMENT ................................................................................................................................................. 5
3. JASPER TOWN VISION STATEMENT ..................................................................................................................... 6
4. OUR SERVICES ............................................................................................................................................................... 7
LETTER FROM THE LEGISLATIVE SERVICES MANAGER .......................................................................... 8
LEGISLATIVE SERVICES ORGANIZATIONAL CHART ................................................................................. 9
5. LINES OF SERVICE DELIVERY ................................................................................................................................. 10
6. VALUE OF SERVICE .................................................................................................................................................... 11
7. OUR ACCOMPLISHMENTS ..................................................................................................................................... 13
8. COUNCIL’S STRATEGIC PRIORITIES ................................................................................................................... 14
9. ALIGNMENT WITH COUNCIL’S STRATEGIC PRIORITIES ........................................................................... 15
GOVERNANCE AND SOCIAL EQUITY...................................................................................................................................... 15
ORGANIZATIONAL HEALTH ..................................................................................................................................................... 15
ECONOMIC HEALTH AND FISCAL EQUITY ........................................................................................................................... 15
ENVIRONMENTAL RESPONSIBILITY ....................................................................................................................................... 16
PUBLIC AND COMMUNITY SAFETY ........................................................................................................................................ 16
10. NEW INITIATIVES FOR 2020-2022 ........................................................................................................................ 17
11. BUDGET ......................................................................................................................................................................... 18
LETTER FROM THE DIRECTOR OF FINANCE ................................................................................................. 19
FINANCE & ADMINISTRATION ORGANIZATIONAL CHART ............................................................... 20
12. LINES OF SERVICE DELIVERY ................................................................................................................................. 21
13. VALUE OF SERVICE ..................................................................................................................................................... 27
14. OUR ACCOMPLISHMENTS ...................................................................................................................................... 29
15. ALIGNMENT WITH COUNCIL’S STRATEGIC PRIORITIES ........................................................................... 30
16. NEW INITIATIVES FOR 2020-2022 ........................................................................................................................ 34
17. BUDGET ......................................................................................................................................................................... 35
iLETTER FROM THE DIRECTOR OF CULTURE & RECREATION .......................................................... 36 CULTURE & RECREATION ORGANIZATIONAL CHART ......................................................................... 37 18. LINES OF SERVICE DELIVERY ................................................................................................................................. 38 19. VALUE OF SERVICE .................................................................................................................................................... 40 20. OUR ACCOMPLISHMENTS ..................................................................................................................................... 42 21. ALIGNMENT WITH COUNCIL’S STRATEGIC PRIORITIES ........................................................................... 44 22. NEW INITIATIVES FOR 2020-2022 ......................................................................................................................... 48 23. BUDGET ......................................................................................................................................................................... 49 LETTER FROM THE DIRECTOR OF COMMUNITY AND FAMILY SERVICES................................. 50 COMMUNITY & FAMILY SERVICES ORGANIZATIONAL CHART ....................................................... 51 24. LINES OF SERVICE DELIVERY ................................................................................................................................. 52 25. VALUE OF SERVICE .................................................................................................................................................... 54 26. OUR ACCOMPLISHMENTS ..................................................................................................................................... 56 27. ALIGNMENT WITH COUNCIL’S STRATEGIC PRIORITIES ........................................................................... 58 28. NEW INITIATIVES FOR 2020-2022 ........................................................................................................................ 61 29. BUDGET ......................................................................................................................................................................... 63 LETTER FROM THE DIRECTOR OF PROTECTIVE SERVICES ................................................................ 64 PROTECTIVE SEVICES ORGANIZATIONAL CHART .................................................................................. 65 30. LINES OF SERVICE DELIVERY ................................................................................................................................. 66 31. VALUE OF SERVICE ..................................................................................................................................................... 70 32. OUR ACCOMPLISHMENTS ..................................................................................................................................... 72 33. ALIGNMENT WITH COUNCIL’S STRATEGIC PRIORITIES ........................................................................... 74 34. NEW INITIATIVES FOR 2020-2022 ........................................................................................................................ 78 35. BUDGET ......................................................................................................................................................................... 79 LETTER FROM THE DIRECTOR OF OPERATIONS ....................................................................................... 80 OPERATIONS ORGANIZATIONAL CHART ...................................................................................................... 81 36. LINES OF SERVICE DELIVERY ................................................................................................................................. 82 37. VALUE OF SERVICE .................................................................................................................................................... 83 38. OUR ACCOMPLISHMENTS ..................................................................................................................................... 86 39. ALIGNMENT WITH COUNCIL’S STRATEGIC PRIORITIES ........................................................................... 87 40. NEW INITIATIVES FOR 2020-2022 ........................................................................................................................ 89 41. BUDGET ......................................................................................................................................................................... 90
MESSAGE FROM THE CAO The introduction of business plans for Jasper’s municipal departments sets out the operational objectives of delivering services to residents that each department is tasked with, how the department will continuously improve the provision of those services, and how each department’s work reflects Council priorities. The business plans and the budget are developed in parallel, to ensure the allocation of resources aligns with the planned work of the organization. The work included in the 2020-22 business plans will be carried out within the Council approved budget for the organization. FULFILLING OUR MISSION Our mission is ‘To provide open, honest and accountable government to the residents of Jasper.’ These plans help to demonstrate the scope, complexity and volume of work that is managed through the organization in serving the Municipality of Jasper. COUNCIL’S STRATEGIC PRIORITIES FOR THE MUNICIPALITY OF JASPER 2018-2022 Council’s aspiration is the continued enhancement of Community Health within the framework of the effective, efficient and fiscally responsible provision of municipal services. To achieve that aspiration, Council has identified six priority areas on which to focus its efforts. Through the lens of Council’s strategic priorities, municipal management and staff will work to realize our shared aspiration of a healthy community. Mark Fercho Chief Administrative Officer Municipality of Jasper mfercho@town.jasper.ab.ca
MUNICIPALITY OF JASPER
ORGANIZATIONAL CHART
Residents of the Municipality of Jasper
Mayor and Council
Chief Administrative Officer
Legislative Services Human Resources
Manager Manager
Legislative Services
HR Coordinator
Coordinator
Director of Director of Director of Director of
Community & Director of
Finance & Culture & Protective
Family Services Administration Operations
Recreation Services
Community Municipal
IT Coordinator Fitness & Aquatic
Outreach Deputy Fire Chief Buildings & Asset
Centre Manager
Services Manager Manager
Childcare Assistant Fire Operations
Arena Manager
Services Manager Chief/Training Service Manager
Community Licensing and
Development Enforcement Utilities Manager
Specialist Manager
Local Immigration
Partnership
Coordinator
4Municipality of Jasper
Business Plan 2020-2022
1. JASPER MUNICIPAL MISSION
With a population of nearly 5,000 residents, the Municipality of Jasper is the recognized
service center for Jasper National Park, providing services and infrastructure to host many of
the approximately 2.5 million annual visitors to Canada’s largest mountain national park.
Jasper is also our home. We’re proud of our community. It’s where we raise our families,
where our children go to school, where our seniors retire. We have softball leagues, swim
teams, curling leagues, cycle clubs, minor sports, old-timer’s hockey, youth gymnastics and
the dozens of other activities which form the fabric of vibrant and living communities across
Canada.
We’re proud, too, of our community facilities: our museum, daycare, parks, swimming pool,
fitness center, recreation complex, and library and cultural center.
Council has proclaimed Jasper to be a Welcoming and Inclusive Community and has
committed to making decisions through the lens of inclusion, keeping the interests of the
community as a whole in mind, and advancing basic respect, truth and human dignity.
2. MISSION STATEMENT
To provide open, honest, and accountable government to the residents of Jasper.
5Municipality of Jasper
Business Plan 2020-2022
3. JASPER TOWN VISION STATEMENT
JASPER is a small, friendly, and sustainable community set in the natural splendor of Jasper National
Park.
JASPER is a community in which individual and collective actions respect and integrate the values of
environmental stewardship, economic health, social equity, cultural vitality, and participative
governance.
JASPER residents value and promote quality services, affordability, eligible residency, controlled
growth, and environmental responsibility. Community values emphasize the appreciation and
preservation of Jasper’s history, architectural scale, and character.
JASPER is represented by locally elected residents administering a form of municipal government
designed and accepted by the community and Parks Canada. Planning and decision-making are
characterized by a high degree of local participation which respects both community and National Park
values and authorities.
JASPER is both a home to its residents as well a destination for visitors from across Canada and
around the world drawn to experience Jasper National Park, part of a UNESCO World Heritage Site.
JASPER businesses and residents are essential partners in facilitating memorable visitor experiences.
JASPER is a leader in sound environmental practices and sustainable tourism. Residents and visitors
respect the inherent value of Jasper National Park and accept and honor their environmental
responsibilities.
JASPER offers accessible services and cultural amenities, lifelong learning opportunities, affordable
housing and a safe and supportive living environment for all residents. Municipal taxes and land rent
are fair and affordable, and municipal costs are equitably distributed among visitors, Parks Canada and
the community. Seniors, families, and young people are provided opportunities and encouragement to
participate in the community and to remain in Jasper.
Jasper Community Sustainability Plan, September 2011
Richard Ireland
Mayor
Municipality of Jasper
Greg Fenton
Field Unit Superintendent
Jasper National Park
6Municipality of Jasper
Business Plan 2020-2022
4. OUR SERVICES
The Municipality of Jasper is comprised of 5 branches as follows:
Finance and Administration/Legislative
Services Culture and Recreation
Protective Services
Operations
Community and Family Services
7LETTER FROM THE LEGISLATIVE MANAGER The Legislative Services department was created in 2017 in an effort to modernize and amalgamate functions related to supporting the Mayor, Council and CAO; legislative services; and, communications. The department provides services to the entire organization and, as such, reports directly to the Chief Administrative Officer. The last two years have been dedicated to reviewing existing practices, reorganizing key corporate functions, identifying opportunities for improvement, and building staff capacity to meet changing organizational needs. Strengthening and institutionalizing these legislative processes, while bringing a stronger emphasis to the department’s communications mandate, is the main objective for the upcoming fiscal year. To this end, the Legislative Services department’s proposed budget for 2020 includes a new Executive Assistant position to support the team. The primary purpose of the position would be to provide administrative support to the Mayor, Council and CAO, which would allow the department to distribute remaining duties more effectively and efficiently within the existing Legislative Services staff complement. Clerical duties are currently performed by management staff (including the CAO), which negatively impacts the department’s ability to focus on critical tasks and work towards advancing Council’s strategic priorities. If approved, the new position would trigger a review of current Legislative Services department job descriptions, which would be rearranged to reflect more sustainable workloads and allocate adequate resources to specialized and technical tasks for legislative services and communications. Sincerely, Christine Nadon Manager, Legislative Services Municipality of Jasper cnadon@town.jasper.ab.ca
Municipality of Jasper
Business Plan 2020-2022
LEGISLATIVE SERVICES ORGANIZATIONAL
CHART
Legislative Services Manager (1 FTE)
(Proposed) Executive
Legislative Services
Assistant (to the Mayor,
Coordinator (1 FTE)
Council and CAO) (1 FTE)
FTE* 2
Proposed 1
TOTAL 3
*FTE: Full Time Equivalent
9Municipality of Jasper
Business Plan 2020-2022
5. LINES OF SERVICE DELIVERY
The Legislative Services department provides the following services:
Council and Committee Support
• Office of the Mayor, agendas, minutes, correspondence, travel arrangements, scheduling,
official records, public notices, boards and committees, sister-city relationships
Legislative Services
• Bylaws, policies, procedures, agreements, contracts, meeting requirements set out in the
Municipal Government Act, parliamentary and legislative procedure advice, general legal
matters, Freedom of Information and Protection of Privacy (FOIP), responsibility for local
government elections under the Local Authorities Elections Act, administration of the Jasper
Cemetery
Records Management
• Central records (including legislated and vital records), corporate seal, staff training, research
and implementation of new and best practices, digitization, archives
Public Engagement
• Develop, lead and implement honest, meaningful and accessible engagement opportunities for
residents and stakeholders; promote understanding of local issues; informed decision making
and best possible solutions to local issues
Communications
• Develop and implement corporate communications strategies to address needs of Council, staff,
committees and stakeholders; strategic communications planning; ensure consistent, objective
and clear messaging, and consistent branding and professionalism in all municipal publications
(print and online); update and monitor the municipal website and social media accounts
Public and Media Relations
• Prepare and distribute news releases, and serve as the main media contact for the municipality;
proactive message management; media monitoring; maintain positive and collaborative
relationships with other levels of government, municipalities, community organizations and
stakeholders; crisis communications
Emergency Management
• Emergency communications planning and implementation; Information Officer duties (Incident
Command System); promote and develop positive relationships with partner agencies; produce
and disseminate information to residents and visitors on emergency preparedness; ensure
information needs of residents and stakeholders are met; maintain a state of readiness and
ensure team members receive adequate training
10Municipality of Jasper
Business Plan 2020-2022
6. VALUE OF SERVICE
Under the Municipal Government Act (MGA), municipalities are charged with the responsibility to provide good government; to
provide services, facilities or other things that, in the opinion of council, are necessary or desirable for all or a part of the
municipality; and to develop and maintain safe and viable communities. These are broad and important responsibilities, and
their implementation involves managing and balancing resources to meet a multitude of both current and future community
needs. - Alberta Municipal Affairs
Legislative Service Per $100,000 Assessed Value/Year Per Month
Legislative $9.24 $0.77
Canada Day $0.06 $0.01
Community Christmas Party $0.20 $0.02
Council $9.00 $0.75
Communications $0.90 $0.08
Community Service $0.06 $0.00
Total $19.46 $1.62
*All figures are estimated at 2020 proposed budget implications.
Example: Single Family House Assessed at $700,000 would pay $136.22 ($19.46 x 7) of their annual taxes towards
Legislative Services or $11.34 ($1.62 x 7) per month.
11Municipality of Jasper
Business Plan 2020-2022
MUNICIPALITY OF JASPER
Operating Budget
Legislative
Approved Planned Reference
2019 2020 (+/-) #
R e v e nue
Legislative 0 0 0
Legislative Canada Day -3,121 -3,184 62
Legislative Contracted -5,202 -3,500 -1,702 1
Council 0 0 0
Communications 0 0 0
Community Services 0 0 0
T o ta l re v e nue -8,323 -6,684 -1,640
Exp e ns e
Legislative 254,259 316,783 62,524 2
Legislative Canada Day 5,208 5,278 71
Legislative Contracted 10,508 10,508 0
Council 302,265 308,728 6,463 3
Communications 33,942 31,015 -2,926 4
Community Services 2,000 2,000 0
T o ta l Exp e ns e 608,181 674,312 66,131
N e t Surp lus / -D e fic it -599,858 -667,628 -67,770
T a x inc re a s e 0.85%
Reference # Notes on Significant Changes
R e v e nue
1 Decrease of 1.7K as per trending on actual for 2018 Christmas Party
Exp e ns e
2 62.5K in 1 FTE increase in salary and benefit
3 1.9K increase in salary and benefit increase as per policy and trending, 4.6K transfer to computer reserves
4 Decrease in computer hardware and software needs for year 3K
12Municipality of Jasper
Business Plan 2020-2022
7. OUR ACCOMPLISHMENTS
Legislative Services
The following are some of the many accomplishments of the Legislative Services department in 2019:
Legislative
• Created the Legislative Committee to support bylaw and policy development.
• Researched, developed and received approval of a new Procurement Policy.
• Strategized and developed a framework for the review of Council Boards and Committees.
• Joined the Alberta Municipal Clerks Association, allowing access to key information on
standards, best practices and trends in local government.
• Revived the Council Meeting Highlights in a new and improved digital format.
• Maintained consistency and professionalism of materials.
• Coordinated and distributed weekly Council agendas and minutes.
• Led and managed the development of a Records Management Framework to establish a sound
foundation for the municipal records management system.
• Successfully transferred the administration of scholarships to Grande Yellowhead Public School
Division.
• Participated in the committee responsible for the review of the Emergency Services Agreement
between Parks Canada and the Municipality of Jasper.
• Provided professional, courteous and compassionate service delivery pertaining to the Jasper
Cemetery, including a strengthened collaboration with the Operations department and ongoing
sustainable planning for the facility.
• Revived and coordinated the Hakone Student Exchange program, which had not been running
for the last few years due to lack of interest from local students.
Communications
• Developed and approved a Joint Emergency Information Protocol with Parks Canada, which
outlines the responsibilities of each agency during an emergency; strengthens inter-agency
collaboration; and, provides greater certainty and reliability to Jasperites and visitors that they
will receive timely, accurate and consistent information during an emergency.
• Actively participated in the development and implementation of a strategic approach to
emergency management, including a fully integrated Incident Management Team approach with
Parks Canada and a successful tabletop exercise in the Spring of 2019.
• Hosted, in collaboration with Parks Canada, a successful emergency preparedness public event
in June 2019.
• Organized crisis communications spokesperson training for Mayor and Council.
13Municipality of Jasper
Business Plan 2020-2022
• Organized an Information Officer training session from Alberta Emergency Management Agency
for regional partners.
• Attended the 2019 Incident Management Team Academy at NAIT for Information Officer (week-
long training), building capacity within the team and increasing skills and knowledge in crisis
communications.
• Engaged and communicated with the public regarding the Waste Reduction Bylaw and BYOBag
campaign.
• Participated in ongoing professional development capacity building for department staff in the
area of communications.
• Maintained ongoing collaboration with other departments on developing more consistent and
professional print and online communications.
• Assisted with the Recreation Facilities and Services Review to advise on communications
matters.
8. COUNCIL’S STRATEGIC PRIORITIES
Governance and Social Equity - Affirming the continued provision of good governance, reflecting
responsible, representative democracy at the local level; reinforcing openness, transparency and
accountability; promoting equity, inclusion and respect in municipal administration and service
provision throughout the community
Housing - Dedicated to improving and expanding the supply of housing in Jasper, focused on
greatest need, affordability, and health and safety
Organizational Health - Striving to improve the organizational health of the Municipality of Jasper
by fostering Council-Staff relationships and enhancing operational effectiveness, efficiency,
responsiveness and adaptability
Economic Health and Fiscal Equity - Focused on sustaining community economic health and
vitality, and committed to enhancing equity in fiscal management
Environmental Responsibility - Aspiring to provide leadership at the municipal level, and
promoting environmental stewardship at the community level
Public and Community Safety - Committed to improving public safety and security, emergency
preparedness and response, and community resiliency
14Municipality of Jasper
Business Plan 2020-2022
9. ALIGNMENT WITH COUNCIL’S
STRATEGIC PRIORITIES
GOVERNANCE AND SOCIAL EQUITY
The Legislative Services department contributes to open, transparent and accountable local
government through:
o Professional, accurate, consistent and timely record keeping;
o Sound procedural advice to Council and Administration; and,
o Report writing support to the CAO, Directors and Managers, ensuring that adequate,
objective and thorough information is reflected in Council agendas.
The department administers the municipality’s sister-city relationships.
With additional administrative support to the Legislative team, more resources could be dedicated to
the development and implementation of a strategic communications plan.
ORGANIZATIONAL HEALTH
The department supports Council in reviewing and evaluating committee and board roles, structures
and responsibilities.
A business plan has been developed for Legislative Services.
The department has provided communications support to the Culture and Recreation Facilities and
Services review project. It also acts as a conduit to Mayor and Council through the agenda-making
process by supporting Directors and Managers with their reports and requests for decision.
ECONOMIC HEALTH AND FISCAL EQUITY
The department provides legislative and communications support to the Director of Finance to advance
Council’s priorities in this area.
15Municipality of Jasper
Business Plan 2020-2022
ENVIRONMENTAL RESPONSIBILITY
Legislative Services supports the Operations department with communications initiatives related to
environmental responsibility projects (plastic bag ban, studded bike tires rebate, plastics recycling,
etc.).
PUBLIC AND COMMUNITY SAFETY
Legislative Services supports the Protective Services department in the development of increased
emergency preparedness, including the municipality’s relationship with Parks Canada in the event of a
large-scale community emergency. It increases community resiliency through the dissemination of
emergency preparedness information to residents, business owners and visitors, and through the
creation of a vital records list for each department as part of the Records Management Framework
report developed in 2019.
The department is continually developing and refining its emergency communications plans, adopting
best practices, training staff and responding to emerging trends.
16Municipality of Jasper
Business Plan 2020-2022
10. NEW INITIATIVES FOR 2020-2022
Activities
Focus on institutionalizing legislative management best practices with the creation of a new Executive
Assistant position, including adequate staffing coverage to keep the day-to-day functions of the
Municipality of Jasper consistently resourced.
Meet legislative requirements, and provide suitable administrative support to the Mayor, Council and
CAO.
Pending the approval of the new Executive Assistant position, reorganize departmental job
descriptions and duties to provide greater focus on specialized legislative and communications tasks.
Begin the implementation of the Records Management Framework (developed and finalized in 2019)
to improve corporate records management, control, search and access in accordance with the current
Freedom of Information and Protection of Privacy (FOIP) act and regulations.
Develop a strategic communications plan for the Municipality of Jasper, including policies, team
building and establishing realistic expectations for professional and adequately resourced
communication activities.
Formalize changes to the administrative management of the Jasper Cemetery and formalize asset
management planning for the expansion of the facility.
Continue to develop the team and foster inter-agency collaboration with respect to emergency
management to ensure a constant state of readiness in the event of a community emergency.
17Municipality of Jasper
Business Plan 2020-2022
11. BUDGET
M U N ICIPAL ITY OF JASPER
Operating Budget
Legislative
2019 2020 2021 2022 2023 2024
Revenue
Legislative 0 0 -11,000 0 0 0
Legislative Canada Day -3,121 -3,184 -3,247 -3,312 -3,378 -3,446
Legislative Contracted -5,202 -3,500 -3,570 -3,641 -3,714 -3,789
Council 0 0 0 -14,000 0 0
Communications 0 0 0 0 0 0
Community Services 0 0 0 -10,000 0 0
Total Revenue -8 ,3 2 3 -6 ,6 8 4 -1 7 ,8 1 7 -3 0 ,9 5 4 -7 ,0 9 3 -7 ,2 3 5
Legislative 254,259 316,783 333,092 328,442 334,919 341,526
Legislative Canada Day 5,208 5,278 5,384 5,491 5,601 5,713
Legislative Contracted 10,508 10,508 10,718 10,933 11,151 11,374
Council 302,265 308,728 314,589 333,401 325,499 331,719
Community Services 2,000 2,000 2,000 12,000 2,000 2,000
CUPE 4,470 10,000 4,739 4,904 10,000 5,002
Total Expense 5 7 8 ,7 1 0 6 5 3 ,2 9 7 6 7 0 ,5 2 1 6 9 5 ,1 7 1 6 8 9 ,1 7 0 6 9 7 ,3 3 5
N e t Su rp l u s/-D e fi ci t -5 7 0 ,3 8 7 -6 4 6 ,6 1 3 -6 5 2 ,7 0 4 -6 6 4 ,2 1 7 -6 8 2 ,0 7 8 -6 9 0 ,1 0 0
18LETTER FROM THE DIRECTOR OF FINANCE The Finance & Administration department will use the momentum gained from accomplishments in 2019 to set the stage for a successful 2020. Instilling a sense of heightened accountability to provide best value to the taxpayers of the municipality will be the theme for 2020. Our staff will continue to build and enhance existing relationships with internal and external customers. We are very fortunate to have committed employees who believe their contributions will make a difference in this beautiful community they serve. Our department aligns with the municipality’s Mission Statement to provide open, honest and accountable government to the residents of Jasper. We will continue to demonstrate accountability by ensuring that our policies and bylaws are current and financial information is accessible. We are well-positioned to serve our customers in 2020, and I look forward to supporting the Department and municipality in every way that I can, as together we build a future for the residents of our community. A strong financial foundation that supports municipal service for current and future generations is of utmost importance. Together Everyone Achieves More Sincerely, Natasha Malenchak Director of Finance & Administration Municipality of Jasper nmalenchak@town.jasper.ab.ca
Municipality of Jasper
Business Plan 2020-2022
FINANCE & ADMINISTRATION
ORGANIZATIONAL CHART
Director of Finance
& Administration
(1 FTE)
Receptionist/ Utility & IT Financial
Finance
Receivable Coordinator Clerk
Financial Clerk Officer
Clerk Assistant
(1 FTE) (1 FTE) (.5 FTE)
(1 FTE) (1 FTE)
FTE* 5.5
TOTAL 5.5
*FTE: Full Time Equivalent
20Municipality of Jasper
Business Plan 2020-2022
12. LINES OF SERVICE DELIVERY
The Finance and Administration department is comprised of eight (8) branches: Finance and Support
Staff; Information Technology (IT); Accounts Payable and Property Taxation; Assessment Review
Board; Accounts and Utilities Receivable; Front Line Financial Clerk; Human Resources; and, HR
Coordinator/Payroll and Benefits.
The department supports efficient, sustainable and effective financial planning and decisions, ensuring
that services are delivered in the most efficient way possible, with strong oversight on how public
dollars are spent. It also sets policies and standards to ensure responsible financial practices are
maintained, and conduct audits to ensure compliance, manage risk and safeguard public assets.
Finance and Support Staff
• Financial Planning & Budgeting
o Establish, implement and monitor the municipal budgets.
o Develop budget estimates and manage the approved capital and operating budget.
o Support and assist other department managers in budget preparation, financial planning
and financial decisions related to the organization as a whole.
o Lead the budget process, compile comprehensive annual operating and capital budgets
for all municipal departments, and present preliminary and final budgets to Council.
• Financial Reporting – Prepare and present regular reporting as per policy, illustrating
variances and projections compared to approved budgets.
• Internal Fiscal Controls and Policies – Continually evolve as conditions change. Ensure the
development and maintenance of effective systems for billing, collection, receipting, banking,
investing, purchasing and payment of accounts.
• Policy & Requests for Decisions – Prepare policy proposals, long term plans and requests for
decisions for Council.
• Bylaws – Prepare debenture applications and bylaws for long-term borrowing to fund capital
projects. Prepare Supplementary Assessment of Improvement, Supplementary Tax, utility and
tax rate bylaws.
• Tangible Capital Assets (TCA) – Record and depreciate all municipal assets over their useful
lives, using Straight-Line Original Life (half year). Develop TCA replacement plans and funding
projections.
• Grants – Seek and prepare, or oversee, the preparation of grant applications to support
operating and capital budgets. Conduct necessary reporting for all grants received.
• Canada Revenue Agency (CRA) – Ensure adherence and timely reporting.
• Insurance – Ensure insurance policies remain current with adequate insurance coverage for all
municipally owned assets, and that all assets disposed of are removed from the listing of
insured assets.
• Audit – Prepare or direct the preparation of the year-end working papers and year-end financial
statements. Work professionally with external auditors during the annual audit review.
• Provide statistics along with fiscal, monthly, quarterly and yearly reporting.
• Maintain all contract binders.
21Municipality of Jasper
Business Plan 2020-2022
Information Technology (IT)
• Responsible for the operation, upkeep and maintenance of all computers, network servers,
Intranet and Internet sites, office equipment, other related technology (e.g., Telecommunication
equipment) and for providing solutions to technology requirements for all departments and
Council.
• Oversees installation and configuration of workstations (hardware) and applications (software).
• Responds to and provides day-to-day assistance to user requests for software use, problem
solving, computer hardware, printers and network problems.
• Acts as the secondary contact for Diamond, WorkTech and BookKing technical support, and
primary contact for client PC issues, as required for user support.
• Provides responsive IT service to the needs of the Municipality of Jasper staff and Council.
• Provides support to the remote IT contractor.
• Assists with installing, configuring and managing an effective antivirus, firewall and security
network, ensuring back up of data servers and maintaining the integrity of the backup system.
• Assists with maintenance of the Municipality of Jasper’s Network services (Microsoft Windows,
SQL Server, Great Plains Diamond, BookKing and MS Exchange Email).
• Ensures proper licensing and maintains appropriate inventory of the municipality’s computer
equipment, and continually improves internet and server connectivity.
• Acts as the primary point of contact to liaise and coordinate with higher level server and network
services provided by outside agencies, monitoring progress on service requests and
maintenance activities by managing and maintaining these contracts.
• Facilitates in-house training on required software applications (e.g. MS Word, Excel, Publisher,
Outlook, email, network file storage and internet customized to the municipality’s needs).
• Assists in Information Technology (IT) requirements and in preparing annual operating and
capital IT budgets.
• Manages IT service contracts and monitors progress on service requests and maintenance
activities.
• Works with users to identify future information needs requirements and develops plans to
achieve specified goals.
• Conducts regular system audits of technologies and relevant processes.
• Conducts and develops IT strategies, policies, and procedures by evaluating organization
outcomes, identifying problems, evaluating trends and anticipating requirements.
Accounts Payable and Property Taxation
• Maintains all accounts payable for all departments of the municipality, ensuring appropriate
approvals are obtained for all purchases and that budget limitations are observed.
• Reviews and reconciles all expense claim forms for accuracy and completion.
• Maintains assessment and property taxation roll and accounting functions, including the
appropriate modules in the municipal financial software.
• Ensures accuracy of assessment and tax notices and information contained in the municipal
financial software.
• Issues 1659 tax and assessment notices each year.
• Issues approximately 2000 cheques each year.
22Municipality of Jasper
Business Plan 2020-2022
Assessment Review Board Clerk
• Responsible for supporting the Assessment Review Board in its facilitation of both residential
and non-residential complaints, in accordance with the Municipal Government Act and matters
relating to assessment complaints regulations.
• Coordinates board members for the Yellowhead Regional Assessment Review Board for
assessment complaints in Hinton, Edson and Jasper.
• There were 24 Local Assessment Review Board (LARB) and 27 Composite Assessment
Review Board (CARB) complaints filed in the Yellowhead region in 2019.
Accounts and Utilities Receivable
• Responsible for accounting, billings and preparation of adjustments for water, sewer and solid
waste (residential & commercial), including bulk water and solid waste at the Jasper
Wastewater Treatment Plant.
• Hires, trains and communicates with contract utility water meter readers.
• Responds to telephone, in-person and correspondence inquiries with respect to water, sewer
and solid waste billings and adjustments, while maintaining good customer service standards on
behalf of the Municipality of Jasper.
• Processes all cash and internet payments, ensuring accuracy and completeness. This work
includes cash receipting for all departments.
• Assists in maintaining assessment and property taxation roll and accounting functions, ensuring
accuracy of tax notices and information contained in the municipal financial software.
• Reconciles certain general ledger clearing accounts, as determined.
• Takes responsibility for the orderly and timely processing of accounts receivable, by
o dealing closely with cashiers and any staff responsible for the production and collection
of accounts receivable invoices;
o managing the production of monthly customer statements and arrears penalties;
o providing good client service standards in dealing with debtors; and,
o maintaining customer accounts in general in the financial system.
• Issues, on average, 1370 utility bills per billing cycle, 23% by email.
Front Line Financial Clerk
• Provides first welcoming point of contact in the municipal Administration office and is
responsible for the reception and cash receipting/balancing duties and other financial/clerical
duties within the municipality, as assigned.
• Ensures clients feel welcome at front desk reception and in telephone operations of the
municipal Administration Office.
• Receipts revenues (i.e., taxes, utilities, offence tickets, business and domestic animal licenses,
cemetery, receivables, etc.) and maintains records accordingly.
• Performs a variety of financial and clerical duties, including but not limited to:
o Invoicing for municipal services;
o Data preparation, entry and filing for Great Plains and Diamond; and,
o Business licensing, receivables, payables, utility and cost accounting subsystems.
23Municipality of Jasper
Business Plan 2020-2022
• Responds to enquiries, including the distribution of printed material from the general public and
the issuing of tax certificates.
• Maintains department office supplies and petty cash fund.
• Distributes coin orders to municipal departments, as requested.
• Provides statistics and fiscal information relative to administration reception, as requested by
the Director of Finance & Administration.
• Administers accounts receivable-permits and daycare fees.
• In conjunction with protective services, collects all Bylaw ticket receipting (parking, camping
offenses and storage lot fees).
• Cross-trained in accounts payable to fill the position when needed.
• Records and collects offsite levy fees.
• Issues approximately 230 pet licenses each year.
• Issues, on average, 770 Business licenses each year.
Human Resources
• The budget for HR falls within Finance and Administration, however this branch reports directly
to the Chief Administrative Officer.
• Oversees and provides leadership in all personnel and management processes.
• Develops and implements human resources programs and procedures to effectively align
programs and outcomes with organizational strategic goals.
• Assists with staff recruitment to ensure that approved hiring practices are maintained and
adhered to in all municipal departments.
• Actively participates and assists other Managers, Directors, and/or staff with human resource
issues, such as recruitment, wage increases, resolving grievances, disciplinary actions, training
programs, employee award program, and salary structure.
• Participates in union contract negotiations and arbitration board hearings by preparing
resources and representing the municipality.
• Provides Human Resource information and advice to Directors, Managers, and staff by advising
and assisting with the interpretation and administration of articles within the collective
agreement and personnel policies.
• Manages personnel files to ensure confidentiality and that proper documentation is up to date.
• Provides management consultation, ensuring compliance with current legislation and practices
such as labour standards, human rights, WCB, Service Canada and CRA.
• Understands and, at all times, works within the terms of the current collective agreement.
• Manages attendance programs and wage loss programs, such as WCB claims, modified return
to work programs, and Long-Term Disability claims.
• Ensures that employee evaluations are completed by senior management within the timeframe
required by council policies and the collective agreement.
• Ensures that all departments and staff issues are treated equally, fairly and consistently, and
understands possible ramifications of potentially precedent-setting advice or decisions.
• Actively participates on appointed committees such Health & Safety and Collective Bargaining.
• Coordinates Municipal Employee Award program.
24Municipality of Jasper
Business Plan 2020-2022
• Provides correspondence with union representatives in relation to job descriptions and other
correspondence relevant to union-related personnel issues.
• Hires, trains, evaluates, develops and disciplines subordinate staff within approved personnel
policies and legislation.
• Ensures production, timeliness and accuracy of monthly payroll.
• Administers the employee pension (LAPP) and benefit plans provided under the collective
agreement and in accordance with municipal policies.
• Provides financial reports and statistics relative to payroll expenditures.
• Oversees preparation of annual T4’s and other year-end payroll reports.
• Administers policies and procedures of Council, CUPE Collective agreement, Policy Manual
procedures for Pension Plan, and pertinent benefit plans.
• Ensures proper recordkeeping of forms and correspondence to comply with all auditing and
accounting requirements.
• Posts municipal job opportunities (69 job postings in 2018, including re-postings; 39 to date in
2019).
HR Coordinator/Payroll and Benefits
• The HR Coordinator is responsible for providing administrative support autonomously and
efficiently to the Human Resources Manager to facilitate daily HR functions. The HR
Coordinator is accountable for filing, maintaining reports, processing payroll, and for the
administration of the benefits program, Workers Compensation and Disability management.
• Supports the recruitment/hiring process by posting, gathering applications, issuing employment
offers to candidates and maintaining all documentation throughout the hiring and onboarding
process.
• Assists managers in performance management procedures.
• Produces and maintains reports on general HR activity such as new hires, promotions,
transfers, terminations, and seniority.
• Maintains records of personnel-related data.
• Produces and submits reports on general HR activity.
• Assists in HR projects, as assigned.
• Ensures that all pay period processes are carried out effectively, resulting in the production of
accurate and timely pay cheques for all employees of the Municipality of Jasper.
• Possesses thorough knowledge of up-to-date information in relation to payroll (i.e., labor
standards, Canada Revenue Agency, WCB and other legislated requirements of personnel and
payroll).
• Interprets and applies acts, regulations and collective agreement provisions regarding payroll
and labour standards matters.
• Prepares and controls mid-month advances.
• Maintains detailed records and documentation of payroll functions for audit purposes, in
accordance with statutory requirements.
• Performs reconciliations of payroll and benefit GL accounts.
• Secures and maintains all employee records and payroll and benefits-related information in a
confidential manner.
25Municipality of Jasper
Business Plan 2020-2022
• Liaises with other departments and employees on matters relating to HR, payroll and benefits.
• Coordinates the Attendance Management Program, including WCB claims, leaves of absences
and Long-Term Disability claims by liaising with employees and others as necessary.
• Researches and responds to enquiries from staff and other agencies with respect to HR, payroll
and benefit issues.
• Works with discretion regarding sensitive and confidential information.
• Produces approximately 2,000 pay slips per year and approximately 230 T4s.
26Municipality of Jasper
Business Plan 2020-2022
13. VALUE OF SERVICE
Finance and Administration Per $100,000 Assessed Value/Year Per Month
Administration $18.60 $1.55
Parks Requisition for Land Rent, Use $19.53 $1.63
and Development
IT $0.27 $0.02
CUPE $0.29 $0.02
Housing Corporation $0.94 $0.08
Total $39.64 $3.30
*All figures are estimated at 2020 proposed budget implications.
Example: Single Family House Assessed at $700,000 would pay $277.48 ($39.64 x 7) of their annual taxes towards
Legislative Services or $23.10 ($3.30 x 7) per month
.
27Municipality of Jasper
Business Plan 2020-2022
MUNICIPALITY OF JASPER
Operating Budget
Finance & Administration
Approved Planned Reference
2019 2020 (+/-) #
R e v e nue
Taxation & Grants -5,604,698 -5,902,450 297,752 1
Municipal Tax -7,982,028 -8,405,347 423,319 2
General Adm & Other -240,586 -510,398 269,812 3
IT 0 0 0
CUPE 0 0 0
JC Housing Corporation -23,224 -23,288 64
T o ta l re v e nue -13,850,536 -14,841,483 990,947
Exp e ns e
Taxation & Grants 5,878,274 6,185,172 306,899 4
General Adm & Other 1,245,972 1,535,540 289,568 5
IT 0 9,300 9,300 6
CUPE 4,470 10,000 5,530 7
JC Housing Corporation 54,549 55,701 1,151 8
T o ta l Exp e ns e 7,183,265 7,795,713 612,447
N e t Surp lus / -D e fic it 6,667,271 7,045,770 378,499
T a x inc re a s e 0.56%
Reference # Notes on Significant Changes
R e v e nue
285.5K increase for ASFF and Evergreen estimated, 5.3K to record DIP requisition, 5K increase in franchise fee,
1 1.7K in penalty increase and rest is Municipal taxation
2 Proposed Municipal Tax increase of 433.3K
3 265K transfer of reserve offset , 4K increase in interest income, 0.8K incremental increase
Exp e ns e
As per requisitions stated above, 285.5K in ASFF and Evergreen and 5.3K in DIP, 13K increase in projected CPI
4 to Parks Canada, 2.8K add to Reserves
5 Increase of 265K in reserve transfer for capital, 21.7K in salary and benefit, 2.8K in other
6 NEW Increase of 4.3K for IT needs and 5K in transfer to Reserves
7 Increase of 5.5K for negotiation year, trending from last negotiation year
8 1.1K increase for new phone use and other incremental increases
28Municipality of Jasper
Business Plan
14. OUR ACCOMPLISHMENTS
Finance and Administration
The following are some of the many accomplishments of the Finance and Administration department in
2019:
• Filed the 2018 year-end audited financial statements within the legislated deadlines.
• Request for Proposal for Audit and Related Professional Services, Banking Services and
Assessment Services.
• Developed an update on Capital Request Procedures.
• Improved online initiatives and efficiencies, continuing movement towards paperless workflow.
• Financial Assistant completed ICS 100 and 200 training and will train alongside the Director of
Finance in all mock emergency training sessions, in order to include her as part of the ECC
Team.
• Grant Funding
o Federal Gas Tax (FGT) approval of $1 million towards ice plant renovation
o Federal Gas Tax 2019 funding - $518,673
o Municipal Sustainable Initiative (MSIC) 2019 Capital funding - $922,480
o Municipal Sustainable Initiative (MSIO) 2019 Operating funding - $60,278
o ID12 contributions towards capital projects secures
▪ S-Block Parking Lot - $325,000 MSIC
▪ Sleepy Hollow Lift Station - $222,000 FGT
• IT
o Conducted computer security audit.
o Updated all workstations to windows 10 and upgraded to operations server.
o Removed all old/expired user/email accounts.
o Conducted Office License Audit/Inventory.
o Set up redundant firewalls at Activity Centre.
o Improved offsite backup rotation.
o Upgraded internet at Activity Centre & Library
o Installed internet at the Firehall.
Photo Eddie Wong
@ExploreJasper #ExploreJasper
29Municipality of Jasper
Business Plan
15. ALIGNMENT WITH COUNCIL’S
STRATEGIC PRIORITIES
GOVERNANCE AND SOCIAL EQUITY
The Finance and Administration department will continue to seek out and pursue alternate sources of
revenue, and allocate expenses equitably among and between taxpayers, service users and visitors.
ORGANIZATIONAL HEALTH
Finance will continue to work on an annual budget process timeline over the coming year and will have
completed its first cycle of a presentation of department business plans outlining levels of service and
value for money.
Finance will bring forth a conversation surrounding Zero based budgeting in order to move forward with
the budgeting process and will instill a pattern of consistency of information between departments.
HOUSING
The delivery of housing solutions for Jasper’s residents and workforce requires a coordinated effort.
So, in 2007, the Jasper Municipal Council brought key stakeholders together (The Municipality of
Jasper, Parks Canada, and a number of third-party providers) to oversee the creation, administration
and management of residential housing in Jasper. The resulting group, the Jasper Community
Housing Corporation (JCHC), is a wholly owned, not-for-profit subsidiary of the Municipality of Jasper.
Since its formation, JCHC members have spent time discussing Jasper’s housing issues with
stakeholders, reviewing statistics and engaging in community consultation. Community consultation
sessions over the years have strongly indicated Jasper residents’ desire for staff housing, small rental
units (one tenant), special needs housing, affordable family homes (co-op model) and seniors housing.
These discussions and planning processes have produced notable standards that the JCHC feels are
necessary to guide any new development – density, need, mixed use, sustainability, and affordability.
Two examples of housing developments resulting from JCHC’s successful partnering and facilitation
are MPL Place and Caribou Creek. MPL Place, built in conjunction with Mountain Park Lodges and
completed in 2010, is a 42-bed, subsidized rent apartment building aimed at housing seasonal workers
in the tourism industry. Caribou Creek, completed in 2014, is a 64-unit housing cooperative.
30Municipality of Jasper
Business Plan
In 2017, Council supported the JCHC in working on a three-point strategy to develop housing:
1. first, to move forward on development on specific lands under the JCHC leadership;
2. second, to release other designated lands to private developers (Parcel GB);
3. and third, to promote residential unit development by the private sector in areas already
identified in past housing studies.
The JCHC determined from the housing studies, the continued tight vacancy rate, and the vocal
business community complaints on staff housing shortages that were beginning to affect businesses’
ability to operate in Jasper, that specific and focussed action was required. In addition, seniors were
becoming more vocal on the lack of “downsizing” opportunities to stay in Jasper and sell their homes.
The JCHC determined that the next housing projects would have two main objectives:
1. to address the shortage of staff housing in our community, and
2. to create smaller units to allow seniors the opportunity to downsize.
In 2017, the planning consultant firm, ParioPlan, was hired by the JCHC to facilitate and document a
community consultation process, in partnership with business community members who covered the
workshop and reporting fees. Seniors were also invited to participate in the consultation process.
Community Café in 2017, led by planning consultants ParioPlan.
With the help of ParioPlan, community members selected three sites for development: Phase 1 -
Connaught site (Parcel GB); Bear Hill site; and, Phase 2 - the current RCMP site. JCHC now has
conceptual designs for development on each of these sites. The ParioPlan report is available on the
municipal website in the “Housing” section: http://www.jasper-alberta.com/2287/Housing. Of the three
JCHC development sites that ParioPlan had as a scope of planning work, the location that will be the
focus for development through 2020 is the “Connaught site.”
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