Human Resources Department

Transcription

1 Human Resources Department 1 P a g e

2 Human Resources Department Operating Budget Roll-up Approved Q2 Approved Proposed Proposed Proposed Actual Budget Forecast Budget Budget Budget Budget REVENUES Activity Revenue $355,967 $390,100 $390,100 $396,200 $396,200 $401,200 $407,720 Other Revenue 48,997 3,500 3,500 3,500 3,500 3,500 3,570 TOTAL REVENUES 404, , , , , , ,290 EXPENDITURES FTE Count Wages & Benefits 220, , , , , , ,200 Contracted & General Services 160, , , , , , ,855 Materials, Goods & Supplies 3, , ,650 6,650 9,450 Other Expenses 23,100 23,500 23,500 18,500 19,807 16,878 16,442 Internal Charges 143, , , , , , ,600 TOTAL EXPENDITURES 550, , , , , , ,547 REVENUES LESS EXPENDITURES (145,916) (159,601) (170,863) (149,003) (144,607) (149,860) (187,257) Associated Amortization 60,646 58,824 58,824 58,824 58,824 58,824 60,000 Transfers to Reserves (147,841) (119,156) (119,156) (128,161) (129,011) (129,101) (131,555) Transfers from Reserves 59,062 32,000 32,101 21,000 22,307 17,878 17,442 Tax Funding Required (234,695) (246,757) (257,918) (256,164) (251,311) (261,083) (301,370) 2 P a g e

3 Service 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 50 th 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 P a g e

4 Service Area: Human Resources Administration (1 of 2) Operating Budget ( ) HR Administration Approved Q2 Approved Proposed Proposed Proposed Actual Budget Forecast Budget Budget Budget Budget REVENUES Other Revenue $46,478 TOTAL REVENUES 46,478 EXPENDITURES FTE Count Wages & Benefits 207,969 $208,593 $210,317 $215,349 $215,119 $221,943 $253,346 Contracted & General Services 27,370 36,850 35,437 30,000 26,000 27,750 32,955 Materials, Goods & Supplies ,450 Internal Charges 5,700 6,300 6,300 6,300 6,100 6,300 6,400 TOTAL EXPENDITURES 241, , , , , , ,151 REVENUES LESS EXPENDITURES (194,862) (252,193) (252,411) (252,099) (247,869) (256,643) (296,151) Associated Amortization 1,894 1,495 1,495 1,495 1,495 1,495 1,525 Transfers to Reserves (48,543) (2,065) (2,065) (5,565) (6,415) (6,415) (6,415) Transfers from Reserves 5,669 7,500 7,601 1,500 1,500 Tax Funding Required (237,736) (246,758) (246,875) (256,164) (252,784) (263,058) (302,566) 4 P a g e

5 Service 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 50 th 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, 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 Maintain mechanism(s) for employees to provide feedback or become involved in issues, initiatives, decisions or actions. (eg; Employee Satisfaction Survey, Staff Connect). Service Level Maintained 5 P a g e

6 Service Area: Human Resources Administration (1 of 2) Successes o Council s direction on market-facing formula for annual job grade increase maintains Town overall at 50 th percentile. o HR collaboration with departments on revising job descriptions to include success characteristics as well as skills, experiences, education o Challenges/Opportunities o Scope of legislated changes in 2018 (employment standards, Occupational H&S, federal legalization of cannabis), put pressure on HR to develop internal procedures and align performance expectations. o Benefits increased incidents of critical illnesses among employees and dependents required attention and external third party assistance with disability and attendance (return-to-work) management. o Increased administrative demands (recruitment, legislative changes) leave little opportunity to work on long-range HR initiatives or strategies Priorities: Priority Status Development and roll-out of Town of Banffspecific leadership development checklist to support competencies and performance Implement procedural guidelines to support 2018 changes in legislation (Alberta Employment Standards, Legalization of marijuana) External Market Review identify terms of reference for this year s review and execute Checklist developed and circulated. Provides baseline expectations and structured, customizable approach for new leaders and identifies competency gaps for existing leaders. In progress development of internal procedures underway to align with legislation and recommendations from employment lawyers. your.guide update on-going (re-launch in 2019). Briefing to council on September 10, 2018 complete Strategic Plan Priorities: Communication Format (RFD/Briefing/Policy/Bylaw/Workshop/Etc.) 6 P a g e

7 Service 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 ( ) Employee Housing Approved Q2 Approved Proposed Proposed Proposed Actual Budget Forecast Budget Budget Budget Budget REVENUES Activity Revenue $355,967 $390,100 $390,100 $396,200 $396,200 $401,200 $407,720 Other Revenue 2,519 3,500 3,500 3,500 3,500 3,500 3,570 TOTAL REVENUES 358, , , , , , ,290 EXPENDITURES FTE Count Wages & Benefits 12,908 16,109 16,230 16,604 16,831 17,338 17,855 Contracted & General Services 132, , , , , , ,900 Materials, Goods & Supplies 2, , ,000 6,000 6,000 Other Expenses 23,100 23,500 23,500 18,500 19,807 16,878 16,442 Internal Charges 137, , , , , , ,200 TOTAL EXPENDITURES 309, , , , , , ,397 REVENUES LESS EXPENDITURES 48,945 92,591 81, , , , ,893 Associated Amortization 58,752 57,329 57,329 57,329 57,329 57,329 58,476 Transfers to Reserves (99,297) (117,091) (117,091) (122,596) (122,596) (122,686) (125,140) Transfers from Reserves 53,393 24,500 24,500 19,500 20,807 17,878 17,442 Tax Funding Required 3,041 (11,044) 1,473 1,976 1,195 7 P a g e

8 Service 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) 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 Service Level Maintained Successes o Ability to offer seasonal/term housing to new and seasonal hires total seven bedrooms in two shared apartments. o Contracted external cleaning service to ensure condition of living space in shared units is maintained (individual tenants are responsible for bedrooms). o Fire Hall roof/window replacement completed. Challenges/Opportunities o Town of Banff employees (including full-time) affected by lack of availability and affordability of rental and ownership housing. Town does not have technology to track offers declined due to rate of pay, housing issues, combination of issues Priorities: Priority Status Cost Recovery Analysis for 221 Beaver Street. To include analysis of full ToB employee housing inventory/cost recovery Convene working group to discuss housing inventory (2017 created 7 seasonal units, which did not meet seasonal demand.) Anticipate 2018 seasonal needs will equal 2017 identify options. Facilities: Integration of 221 Beaver St. operation maintenance into Facilities workplan (e.g. snow removal) YTD (September), 12 tenants housed in short-term units at average YTD 80% occupancy. Term leases extend occupancy year-round (April & May to October/November to March) 2019 Priorities: Communication Format (RFD/Briefing/Policy/Bylaw/Workshop/Etc.) Policy C2000 scheduled for review in 2019 Human Resources: Q1, 2019 Council Meeting - Policy C2000 updates Engineering Report for 552 Banff Ave condition of railings and decks Facilities: Q Engineering report and 2019 funding recommendations if necessary. 8 P a g e