TAMRMS#: B06
7.2
REQUEST FOR DECISION
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Internal Audit Steering Committee Recommendation: Resource Planning Model Review
Presented by: Darija Slokar, Manager, Strategic Services
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RECOMMENDED MOTION(S)
recommendation
1. That Administration propose amendments to Council Policy C-FS-05 Budget and Taxation Guiding Principles, along with recommended process and case study for Council’s consideration.
2. That Administration prepare a business case for the centralization of non-permanent talent acquisition responsibilities to Human Resources and Safety for consideration as part of the proposed 2027 budget.
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SUMMARY
The purpose of this report is to bring forward the Internal Audit Steering Committee (IASC) recommendations related to the Resource Planning Model Review consultant recommendations.
ALIGNMENT TO COUNCIL DIRECTION OR MANDATORY STATUTORY PROVISION
BYLAW 24/2023 - Internal Audit Steering Committee Bylaw
6(k) recommend to Council any actions deemed appropriate by the Committee in accordance with this Bylaw
7(b) send the report to Council with or without recommendations, including budgetary recommendations to implement recommendations from an audit
BACKGROUND AND DISCUSSION
The Internal Audit Steering Committee is a Council Committee established and guided by Bylaw 24/2023 - Internal Audit Steering Committee Bylaw. The committee consists of three members of Council and two residents of St. Albert. The Committee follows a risk-based approach to develop a multi-year workplan for reviews/audits to help manage risk identified in the Corporate Risk Register and ensure organizational excellence.
The Resource Planning Model Review was conducted in 2025 as part of the IASC multi-year workplan. The objective of the review was to evaluate the City’s resource planning model, to assess its effectiveness in aligning human resources with strategic goals, operational requirements, budgetary considerations and the City’s bylaws/policies/directives. MNP was the consulting firm hired to conduct this review.
The final report included six recommendations:
1. Establish a standardized tactical resource planning document across departments.
2. Consolidate the standardized tactical resource planning document to support enterprise-wide visibility.
3. Revise budget policy C-FS-05 for improved alignment to the Municipal Government Act and leading practice governance principles.
4. Transfer recruitment responsibilities exclusively to the Human Resources and Safety Team.
5. Formalize the scale and collaborative efforts of the workforce strategy.
6. Strengthen data integration maturity.
The IASC received the final report on September 12, 2025. Following the discussion of steps required to implement the recommendations from the report, the IASC passed two recommendations for Council’s consideration of approval before Administration dedicates resources to advance related recommendations.
STAKEHOLDER COMMUNICATIONS OR ENGAGEMENT
Internal stakeholders were engaged to provide input that helped inform the current state assessment and recommendations. IASC members received the Final Report presented by the consultant hired to conduct the review.
IMPACTS OF RECOMMENDATION(S)
Financial:
None at this time.
For recommendation #2, Administration estimates that three additional positions would be required to centralize the recruitment of casual employees. As a result, if Council approved recommendation #2, Administration will prepare an operating business case for Council’s consideration during the 2027 proposed budget deliberations.
Compliance & Legal:
If recommendation #1 is approved, Council Policy, Budget and Taxation Guiding Principles C-FS-05 will be reviewed and proposed edits will be presented to Council for Council’s consideration and approval.
Program or Service:
None at this time.
Organizational:
Resources are required to review and propose amendments to the C-FS-05 Budget and Taxation Guiding Principles Policy and to develop operating business cases related centralization of non-permanent talent acquisition responsibilities to Human Resources and Safety for consideration as part of the proposed 2027 budget. Other work may need to be reprioritized to ensure this work is completed.
Risks
Risk of inconsistent practices, reduced compliance, potential bias and variable hiring quality across departments will be reduced with greater oversight of non-permanent positions. Approval of Recommendation #2 is a step forward in the right direction to help manage this risk.
ALIGNMENT TO PRIORITIES IN COUNCIL’S STRATEGIC PLAN
Initiative aligned with Strategic Plan:
Financial Sustainability: Internal Audit - Resource Planning Model Review
ALIGNMENT TO LEVELS OF SERVICE DELIVERY
Integrated Risk Management (IRM) - Assessing, monitoring and reporting risks to help inform planning and decision making. It involves stewardship of the IRM framework, development and maintenance of the Corporate Risk Register, risk identification through department planning and development of risk management plans. The Corporate Risk Register is used to help inform the IASC multi-year workplan.
Corporate Performance - The assessment of how well the City executes on its desired outcomes at strategic, corporate, program and department levels. This is done through the stewardship and implementation of a standardized framework for program and service reviews, business process improvement and performance measurement. The service also includes a liaison role with the IASC and facilitation of the Committees processes, including multi-year review workplan development.
Organizational Development and Effectiveness
Provision of reliable Human Resources advice, strategies and support.
• Workforce Planning - The process and methodology used to align the needs and priorities of the organization with those of its workforce, to ensure it can meet its organizational objectives. Effective Workforce Planning ensures we have the right people ready for the right jobs at the right time.
Capital and Operating Budgeting - Stewardship of development of annual Capital and Operating Budgets for Municipal and Utility operations.
IMPACTS OF ALTERNATIVES CONSIDERED
ALTERNATIVE 1:
Council does not approve the IASC recommendations.
Financial:
None
Compliance & Legal:
The Budget and Taxation Guiding Principles policy, as it relates to roles and responsibilities for approval of new positions, would continue to be not fully aligned with leading practices for governance.
Program or Service:
There will be no change to services delivered by departments and Human Resources and Safety related to recruitment and selection of non-permanent employees.
Organizational:
Administration will continue with a structured, standardized and diligent process of identifying and proposing new positions as part of the proposed budget.
The organization may lack the flexibility to pivot or reallocate resources within the year to address priorities, emerging priorities or operational needs.
Expected benefits of the centralization of non-permanent employees will not be realized.
Risks
Human Resources and Safety will continue to have limited oversight on non-permanent employee recruitment, which poses risks of inconsistent practices, reduced compliance, potential bias, and variable hiring quality across departments.
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Report Date: November 18, 2025
Author(s): Darija Slokar
Department: Financial and Strategic Services
Department Director: Anne Victoor
Managing Director: Diane McMordie
Chief Administrative Officer: Bill Fletcher