Destination Labour Attraction & Retention Strategy - Banff Lake Louise
2014 Destination Labour Attraction & Retention Strategy Banff Lake Louise
August, 2014
Destination Labour Attraction & Retention Strategy - Banff Lake Louise
Destination Labour Attraction & Retention Strategy - Banff Lake Louise
TABLE OF CONTENTS EXECUTIVE SUMMARY..................................................................................................................................4-5 LOCAL LABOUR MARKET CONDITIONS.........................................................................................................6-7 STRATEGIC LABOUR CONSIDERATIONS......................................................................................................8-10 • Recommendations......................................................................................................................................11 COST OF LIVING.............................................................................................................................................12 • Recommendations......................................................................................................................................13 TRANSIT & PARKING.................................................................................................................................14-15 • Recommendations.................................................................................................................................16-17 LABOUR POACHING..................................................................................................................................18-19 • Recommendations.................................................................................................................................20-21 SERVICE CULTURE.....................................................................................................................................22-24 • Recommendations.................................................................................................................................25-26 INCENTIVES..............................................................................................................................................27-28 • Recommendations.................................................................................................................................29-30 TRAINING & DEVELOPMENT.....................................................................................................................31-32 • Recommendations.................................................................................................................................33-34 NEXT STEPS....................................................................................................................................................35
Destination Labour Attraction & Retention Workshop Participants (February 25, 2014) A special note of thanks is due to the following individuals who have helped to shape the themes, priorities and actions that appear in this report. John Bowden, Program Director, Banff Heritage Tourism Mary Coleman, Parks Canada Steve Crotty, Director of Operations, Banff YWCA Katrina Donald, Recruitment Manager, The Banff Centre Renee Dumont, Community Engagement Specialist, TFW Support, Town of Banff Darren Enns, Senior Planner, Planning & Development, Town of Banff Alison Gerits, Manager, FCSS & Social Planning, Town of Banff Kelly Gibson, Manager of Corporate Services, Town of Banff Jeanie Godfrey, Settlement Services Supervisor, Town of Banff Barbara King, Manager, of Human Resources, Town of Banff Christine Larocque, BanffLife Programmer, BanffLife Sarah Leavens, Associate General Manager, Ski Banff Lake Louise Sunshine Sarah MacDonald, Recruitment & Retention Manager, Banff Lodging Company Bob Miller, Calgary Regional Partnership Koji Miyaji, General Manager, Bow Valley Regional Transit Services Commission
Sandy Nemeth, Manager, Job Resource Centre Amy Osbaldeston, Human Resources Supervisor, Sunshine Village James O’Halloran, HR Specialist, Sunshine Village Ruth Pryor, Community Development Coordinator, Town of Banff Darren Reeder, Executive Director, Banff Lake Louise Hotel Motel Association Andrea Schaetzle, Human Resource Manager, The Rimrock Resort Hotel Karen Sorensen, Mayor, Town of Banff Cameron Spence, Business Development Manager, CDN Rockies, Travel Alberta Meagan Stewart, Coordinator, Bow Valley Local Immigration Partnership Jonathan Taylor, Front Office Manager, Rundlestone Lodge Maureen VanTassell, Accounting, Banff YWCA Patti Vickers, Communications Officer, Parks Canada Fabio Wagner, Owner, Unique Canadian Alps Gift Shop Christie Wilson, Administrator, Banff Lake Louise Hotel Motel Association
Destination Labour Attraction & Retention Strategy - Banff Lake Louise
EXECUTIVE SUMMARY As a resort destination, Banff Lake Louise has always experienced a seasonal ebb and flow in labour requirements which has made the challenge of finding capable, committed workers more difficult than other towns and cities. But, add to this equation the fact there is a significant shift occuring nationally in our labour market due to an aging workforce and a few things have become abundantly clear: we’ve never had to work harder to attract labour to Banff Lake Louise, nor have we ever faced the type of external wage pressure (resource sector) or desperately serious housing situation (zero vacancy) that we have today. While the destination simply cannot compete with the compensation offered by other sectors in other jurisdictions, we have a unique selling proposition as Canada’s first national park community where the mountain lifestyle and adventure is coveted ahead of many other factors. Better communicating what these natural environment advantages are is key to elevating our brand and attracting more young Canadians to be part of telling the story of Banff National Park. The development of a destination labour attraction and retention strategy was identified as a top priority for the Banff Lake Louise Hotel Motel Association (BLLHMA) in 2014. The association’s Human Resource Committee, which consists of human resource professionals from the accommodation sector and other community and social agencies, responded with a recommendation for a consultative process on labour attraction and retention strategies that would include representatives from the local tourism industry as well as a broad cross-section of employees that fell within the immigrant or 18-30 year old segment. BLLHMA’s commitment to this process was to: facilitate a destination-wide discussion on our labour attraction and retention needs; provide a situational analysis of the destination labour market; craft a set of goals and tactics that would allow destination partners to begin to tackle our labour issues more collaboratively; and, to help identify the partners (and resources) that will be required to action the labour attraction and retention strategy. The results of the industry workshop and employee discussion are incorporated in the report that follows. The objective of this report is to provide recommendations to the senior leadership in our community as to how the destination can better leverage the resources of the public and private sector to support a consistent, branded labour attraction/retention strategy in the marketplace. In the weeks that follow, tourism partners will be asked to review the recommended goals and tactics and to consider which are most important to their organization, and which they are prepared to help carry forward. Industry Discussion On February 25th, BLLHMA hosted a half-day workshop to discuss how various segments of the community approach their labour attraction and retention needs: the objective being to determine how we might better align our collective experiences into a strategic, destination-oriented labour strategy. (A list of participants appears in the Table of Contents.) The workshop addressed a number of labour strategy considerations, such as: Housing and Cost of Living; Transit and Parking; Labour Poaching; Cross Cultural Issues; Training & Development; and, Incentives. There was a number of questions posed for each topic area; the questions were: What is, or has been working? What are the best practices in your organization others could learn from? Are we missing anything that other destinations are doing? What are the risks of doing nothing? What, should we do collectively as Banff-Lake Louise employers to set our brand and work experience apart from other destinations?
Destination Labour Attraction & Retention Strategy - Banff Lake Louise
Employee Focus Group Summaries Between April 10th -14th, three employee focus groups were organized to help answer the following labour attraction and retention questions: What brought you to Banff Lake Louise? What keeps you here? What challenges do you have living and working in Banff or Lake Louise? And, What could employers and the community do to keep you living and work in in Banff or Lake Louise? Two of the employee focus groups consisted of immigrants and temporary foreign workers; and, one focus group consisted of young adults, age 20-29. To ensure a balance of perspective on the questions, participants were selected from a cross-section of backgrounds and experiences. In all, 37 individuals participating in one of the three focus groups. This feedback has been incorporated throughout the report to better relate the needs and expectations of employers with the employees’.
Destination Labour Attraction & Retention Strategy - Banff Lake Louise
LOCAL LABOUR MARKET CONDITIONS Alberta continues to lead the country in terms of economic activity, boasting the highest employment rate in Canada ( 69.7%, which is 7.9% higher than the Canadian average). The provincial unemployment rate benchmark is forecast to run between 4.5% to 4.3% over the next 4-years, as migrants continue to help fill Alberta’s job requirements1. Projected Accommodation and Food Services Employment Levels
While labour shortages are being experienced throughout the province, the challenge is particularly acute in a few regions like BanffJasper-Rocky Mountain House. This region had the third highest employment participation rate in the province, following Wood Buffalo-Cold Lake (79.1%) and Red Deer (75.1%)2. The Job Resource Centre notes that between the period of August 1, 2013 and January 31, 2014 its total job orders had increased 41% over the previous year’s period; demand was strongest in the Food & Beverage and Kitchen sector. The Canadian Occupational Projection System helps to shed some insight on the current labour challenges facing the country’s accommodation and food services sector - Banff Lake Louise’s primary employment sectors. The adjacent graph helps to illustrate the challenges Banff Lake Louise employers face to attract and retain employees. Over the next 6-years, projected employment levels in both sectors is forecast to increase from 920,000 to 1,000,000. Immigration and Ethno Cultural Diversity The 2011 National Household Survey produced by Statistics Canada revealed that 27.2% of Banff’s population were foreign-born (immigrants); 65.3% were Canadian-born (non-immigrants); and, 7.5% were non permanent residents. While Banff’s population has always included a strong immigrant component, noteworthy is that the town’s immigrant population grew exponentially between 2006-2011 from 16% of total population, to 27.3%. The countries where the majority of immigrants to Banff come from include: Phillipines (27.1%); Japan (18.5%). English and French are the two languages most often spoken at home among 56.2% of Banff’s immigrant population. By contrast, the most common non-official languages spoken at these homes is Tagalog (Filipino) at 22%; Japanese (16.2%); and, Vietnamese (3.8%). Temporary Foreign Workers Banff Lake Louise’s is a coveted destination for international visitors, and workers. Long before there was a temporary foreign worker program, there has been immigrants from many different countries who have come here to play and work: some of these people remain here today. Canada’s changing demographics combined with the effects of a strong provincial economy has led to a shortage of skilled and unskilled labour. No where, perhaps, are the effects felt more than in the province’s tourism and hospitality sector. And, it could be argued that no Canadian resort destination struggles with this issue more than Banff Lake Louise. Between 2006-2011, the total number of temporary foreign workers in Banff increased from 805 to 1375. Worth noting is that in 2011, 69.8% of all TFWs were those who were in Canada as part of the International Experience Canada (IEC) Initiative. The IEC program supports travel and work abroad for Canadian citizens travelling abroad as well as non-Canadians interested in coming to Canada. IEC negotiates bilateral arrangements and agreements with countries around the world to offer travel authorization and temporary foreign work permits for up to one-year. The size of the IEC program is important to note because in 2011, only 27.2% of TFWs in Banff were actually here as a result of a Labour Market Opinion (LMO). 1 Alberta Government, Economic Outlook, Fiscal Plan 2014-2017 2 Alberta Government, 2013 Annual Alberta Regional Labour Market Review
Destination Labour Attraction & Retention Strategy - Banff Lake Louise
The Temporary Foreign Support program operated by the Town of Banff has supported nearly 500 TFWs in Banff per year since it began in 2011. The Town reports that of the 800 Permanent Residents who benefited from its services over the past 2-years, over 93% transitioned through the “TFW AINP” Semi-Skilled Category. Changes to the TFWP announced June, 2014 will make it harder, and considerably more expensive, for BanffLake Louise employers to access temporary foreign workers. Most concerning about the recent changes to the program was the lack of recognition for the unique labour attraction and retention challenges we have as a resort destination. Support for the Banff Lake Louise Workforce and TFWs Making employees feel a part of the community is one way Banff Lake Louise can distinguish itself from most other communities facing labour challenges. The Town of Banff, Family and Community Support Services operates a number of programs that support the local workforce, including: Social Settlement Services in the Bow Valley provides support to newcomers living in the Bow Valley by providing information about Canadian culture, ESL and language support, workshops, school support for students and parents, and other services. Temporary Foreign Worker Support Services, which is delivered in partnership with the Calgary Catholic Immigration Society, acts as a connection point between employment, community and society. The service helps individuals integrate into the community, become familiar with employment rights and responsibilities and, provides support with document completion. BanffLife is a community resource for young adults 18-30 years of age who are just getting started in Banff and want to make connections to the community. Programming options include: weekly pasta nights, leadership programs, yoga classes, DJ in the Park, movie under the stars and the popular Mountain Adventure Program. BanffLife also works with Banff Heritage Tourism to deliver the popular orientation - the Banff Ambassador Program. The Banff Ambassador Program is a two-part, interactive program that assists newcomers with understanding how they can become knowledgeable ‘locals’ and share the uniqueness of Banff National Park with visitors. Most recently, Citizenship and Immigration Canada has provided funding to create the Bow Valley Immigration Partnership - a new partnership of community, local government and business groups that have come together to plan for immigration success in the Bow Valley. The goal of the Partnership is to better integrate newcomers into the fabric of their chosen community, ensuring that communities are welcoming to the needs of our multicultural community.
SOURCE: BLLHMA, 2014 Banff Lake Louise Housekeeping Olympics
Destination Labour Attraction & Retention Strategy - Banff Lake Louise
STRATEGIC LABOUR CONSIDERATIONS HOUSING Banff Lake Louise’s housing shortage stands out as the number one strategic challenge facing the destination from a labour attraction and retention point-of-view. We’re not alone. A recent study of B.C. resort communities revealed that of the 70% of communities that experience difficulties recruiting labour, many cite the shortage of affordable and accessible housing as the primary issue3. A great deal of research has been conducted in this area through the Banff Housing Corporation (2012 Banff Housing Study), with the Community Housing Strategy Committee (CHSC) taking a lead role on prioritizing the issues and strategies the community must begin to take action on. A total of 60 action steps have already been articulated through the Banff Community Housing Strategy. The ideas related in this section of the report are viewed as complementary to those that have been reviewed by the CHSC - with the benefit of additional perspectives that were received through the February 25th multi-sector labour workshop: a discussion that involved public and private sector partners, with subsequent feedback received through the community’s immigrant and permanent workforce population. Vacancy Rate According to a 2013 Annual Apartment Vacancy and Rental Cost Survey (AVS) conducted by Alberta Municipal Affairs, Banff is one of nine Alberta communities that reported a 0.0% vacancy rate (the average provincial vacancy rate for the same period was 3.4%.)4 Between 2005 and 2013, Banff’s overall vacancy rate has fluctuated between a high of 3.0% (2010) and Banff Vacancy Rate & Rental Range Compared to Provincial Average 0.0% (2006, 2007 & 2013). Banff is on the highest end of the rental range for a 2bedroom and 4-bedroom unit at $1,159.00 and $1,865.00, respectively. The AVS notes that vacancy rates were lowest (0.0%) for: bachelor units renting for more than $950; 3-bedroom units renting between $500 to $649; and, 4bedroom units rented at any price.
AB Average
Banff
% +/- AB Average
Bachelor units;
$593.00
$751.00
26.6%
1-bedroom units;
$685.00
$921.00
34.5%
2-bedroom units;
$816.00
$1,159.00
42.0%
3-bedroom units
$911.00
$1,255.00
37.8%
4+ bedroom units
$1,256.00
$1,865.00
48.5%
Comparing Banff’s rental rates to the provincial average, prices are between 26.6% to 48.5% higher; this helps to explain why 60% of Banff renters are more likely to experience affordability challenges than homeowners5. Banff also has the distinction of having more rental units (as a percentage of overall household dwelling options) than the provincial or national norm. The composition of Banff’s economy being predominantly ‘tourism-oriented’ translates to the average household income falling below the provincial average - even when compared to neighbouring Canmore where the proportion of taxfilers earning over $50,000, or more, is significantly higher than Banff. As ‘the cost of rent’ as a percentage of take home pay is disproportionately higher in Banff than other regions of Alberta, overall cost-of-living and wage growth issues in the community are greatly magnified. Exacerbating Banff’s current rental vacancy situation is that the number of households living in ‘unsuitable dwellings6’ (12.2%) is about one-third higher than the Alberta average; this contrasts sharply to the 1.7% of Banff owned households that are considered to be living in ‘unsuitable dwelling’ (the provincial average was 3.3%). According to the most recent Banff Housing Study, as many as 20 homes in Banff have likely reached or exceeded their usable lifespan. And, by 2022, an estimated 70 homes in Banff could exceed their usable lifespan unless significant repairs or redevelopment occurs over the next 10-years. 3 2013 BC Resort Community Labour Market Strategic Analysis 4 Banff Community Social Assessment Report, January, 2014, reports that a healthy rental market vacancy is between 3% to 5% 5 Banff Housing Study, 2012
“The housing problem has been going on for years. I feel that those responsible for taking care of this issue are not taking it seriously.”
Local Employee
Destination Labour Attraction & Retention Strategy - Banff Lake Louise
Overcrowding is also a long-standing issue, one that is difficult to quantify because it is next to impossible for regulators to understand what happens inside of built space. In 1988, The Banff Housing and Community Concern Study concluded that approximately 259 new units would be required to resolve the issue of overcrowding. Of this total, 139 (54%) of units would have been for staff accommodation and 120 (46%) for non-staff housing. The 2012 Banff Housing Study predicted that Banff would have a shortfall of between 455-730 units by 2022 if the current trend in population growth continues. In 1988, the community population was estimated to be 7,300 ( 2,000 temporary residents and 5,300 permanent residents.) The Banff Municipal Census (2011) revealed the town’s population was 8,244 (993 temporary residents and 7,2517.) And, the 2014 Banff Municipal Census shows that Banff’s population has increased by 13.5% to 9,386 residents - 8,421 that are permanent and 965 who are temporary. Housing Mix The quality, accessibility and affordability of housing options in Banff ranked as the number one challenge employees face living here. It was noted there should be greater emphasis on the development of affordable ‘rental’ housing options, rather than just focusing on mechanisms to increase home ‘ownership8.’ Such development should focus on the transitional needs of the workforce so that when a young single living in dormitory-style accommodation, for example, decides to move forward in his/her career, get married and start a family, there is an adequate supply of multi-bedroom apartment or townhouses in the community that improve the chances of this demographic being able to remain in the community. Industry participants noted there was a need for those in political office and senior business leaders to be prepared to make tough decisions. If fixing the community’s housing problems was easy, it would have been addressed by now. It must be recognized that no matter what options are proposed for housing, there will always be a vocal minority that say ‘not in my backyard’ It was also noted that because Housing is an issue that impacts the entire Bow Valley, Banff needs to align its leadership efforts with that of the Improvement District #9 and Canmore. Inventory of Staff Accommodation Units Workshop participants noted there was a current gap in knowledge about the number of housing units in Banff, and their remaining useful life. If we haven’t mapped-out the existing housing stock to determine the number of housing units and determined the general state of those assets, it is difficult to know whether the policy decisions being made will fully address our housing requirements. Accommodation Living Standards Because overcrowding continues to be an issue with the destination, it was agreed that more work could be done to ensure that landlords have a clear understanding of their obligations under health and safety code regulations. Equally important, tenants should be supplied with information about the minimum legal standards so they are better equipped to be their own advocate and have issues addressed in a timely manner. Banff should look to the best practices employed in other resort destinations, seeking to develop a ‘Landlord of Choice.’
6 Statistics Canada, National Household Survey (NHS), Focus on Geography Series, 2011 7 There were discrepancies with the enumeration process in 2011 that led to a difference of 660 residents being counted by Banff compared to Statistics Canada data. Banff counted 8244 residents, whereas Statistics Canada counted 7584 8 The growing gap in Banff’s rising housing prices relative to ‘service sector wages’ is pushing home ownership options further out of reach for the majority of those living in the community.
Destination Labour Attraction & Retention Strategy - Banff Lake Louise
Housing Reserve Fund Although funds exist vis-a-vis the cash-in-lieu housing fee, there may be other opportunities to generate funds that could support housing objectives such as: the development of secondary suites, new, affordable housing, accessibility upgrades, energy and environmental-saving upgrades, interest free loans and support for home ownership opportunities - particularly to help attract those in middle- to senior-management positions. Opportunities could include sale of air rights associated with increased height restrictions, or dedicating a percentage of annual Education Tax savings toward future housing needs. Discussions should also be pursued with the provincial and federal government to see if existing capital grant programs that support the development of healthy, economically viable and prosperous communities might also be used to support our housing objectives. Regional Collaboration on Housing It was noted that housing should be increasingly tackled as a Bow Valley-wide issue. Throughout our region, issues of housing affordability and accessibility are synonymous with challenges to attract and retain labour. Municipal governance aside, we are really an interconnected community of 20,000+ residents from Lake Louise through to Canmore. It is time we start working closer together to tackle housing as a regional concerns - similar to how we’ve seen the communities come together to address regional connectivity/mobility issues through the introduction of regional transit services. Employee Feedback - Shortage of Affordable Housing All focus group participants agreed that quality, accessible, affordable housing is key to the destination’s recruitment and retention efforts.
SOURCE: BLLHMA, 2014 Banff Lake Louise Housekeeping Olympics
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Destination Labour Attraction & Retention Strategy - Banff Lake Louise
Housing Recommendations Goal #1: Ensure municipal policies support the objective of increasing our housing supply Timelines Start Priority #1:
Tactic #1
Action Priority #2:
Tactic #1
Action Priority #3:
Tactic #1
Action Priority #4:
Tactic #1
Action Priority #5:
Tactic #1
Action Priority #6:
Tactic #1
Action
11
Finish
Partner Alignment Opportunities Town
Parks CHSC
BHC
Other
Encourage the development of more secondary suites to address the town's housing shortfall Offer incentives, or designate monies from the Housing Reserve Fund, to encourage the development of new secondary suites (or garage suites) and/or the improvement of existing suites to ensure they conform with building code.
Dec-14
TBD
■
■
■
■
Provide support/input for the Community Housing Strategy (CHS) to help meet this objective. Consider further amendments to the Land Use Bylaw concerning height restrictions Recognizing the community is at near build-out and there is a finite amount of land remaining for housing developments, consider further amendments to the Land Use Bylaw concerning changes to height restrictions and direct potential proceeds from the sale of 'air space' to an opportunity fund which could be used to address issues such as: accessibility upgrades, development of secondary suites, etc.
Sep-14
Industry and municipal partners
■
Dec-14
Coordinate potential policy options through the CHS. Generate an annual business and labour projection report to help clarify what new, or 'added' housing issues might need to be addressed. Leverage private sector forecasting information including data from the Town's Economic Prosperity strategy and Benchmarking studies.
Sep-14
Jan-15
■
■
■
BLLT, BLLHMA, others
■
Organize a meeting between CHS representative(s), the Town and private sector interests to design the framework for such a report. Address the gap in knowledge about the number of housing units that exist in Banff (Cross Reference: Incentives, Priority #1) Create a database listing the number of staff accommodation housing units in Banff and rank these in accordance to size, type and general state of repair. Ensure there is adequate resources committed to maintain this database so the community can take a more strategic approach to addressing future housing needs
Sep-14
■
Dec-14
Industry and municipal partners
Encourage the CHS to consider and bring this option forward Develop a Best Practices guide to inform landlords and tenants about their rights, and obligations (Cross Reference: Incentives, Priority #1) Publish a handbook for landlords and another for tenants that shows their legal obligations and rights. Ensure all employers and staff are aware of these resources (have printed copies available, and post to relevant partner websites.)
Sep-14
TBD
■
TBD
■
Industry, employers landlords
Work through the CHS to determine the resources that would be required to prepare and publish this information. Develop a searchable staff accommodation housing database (Cross Reference: Incentives, Priority #1) To assist with labour attraction and retention efforts, create a searchable database of all available housing inventory for rent that can be placed on employer and industry association websites (or use an app like 'padmapper' to accomplish the objective)
Sep-14
TBD
■
Explore options to create a stand-alone database, if required, and develop communication tools for employers and landlords to ensure active inventory of rental units that are available is maintained.
Destination Labour Attraction & Retention Strategy - Banff Lake Louise
COST OF LIVING A Correlation Between Labour Productivity and Wage Growth Since 2006, the cost of living in Banff has risen by 11.4%, whereas growth in annual household income has not kept pace. In 2011, Banff’s total median income was $32,050; this is lower than the provincial median income, but higher than the national median income. Over the years, Canada has seen an increasing number of workforce participants move from lower-skilled occupations to increasingly capital intensive, high-skilled jobs that pay considerably higher wages. A country’s ability to move more of its workforce into higher-skill, higher-paying industries is key to driving productivity growth. As the government notes in a recent Canadian Labour market study, real wage increases can only be sustained by increased in labour productivity9. Given the service nature of Banff Lake Louise’s service-sector economy, there are limited options to drive the type of labour productivity that will grow wages much beyond the annual cost of inflation. Tourism, unlike the manufacturing and oil and gas sector, does not benefit the same way from capital investment in technology, equipment and systems. In these industries, incremental efficiencies gained through product or process improvements can have a significant bearing on overall productivity. Such productivity gains are often manifested through increased wages paid to employees, additional staff hires and increased capital spending. Because the Tourism industry (as a whole) does not drive the type of productivity gains that would lead to higher rates of wage growth experienced in other industries, the only way most workers can directly influence their longterm income earning capacity is through tips and gratuities received by providing exceptional visitor experiences. Even then, there are a limited number of job opportunities within the destination where tips and gratuities come into play.
wages that tourism-related sectors can afford to pay.
The untenable reality is that Banff’s housing costs - which can easily consumer 30% or more or household income - have never moved in relation wage growth. Even a 1988 report on housing revealed that approximately one-third of all dwellings in Banff spent more than 30% of their income on housing10. This is a unique phenomenon that seems to affect resort destinations more than other communities: there is a limited supply of housing that is expensive, and well-beyond the reach of the average household based on the average
The high cost of groceries, housing, clothing and other sundry items was mentioned often during the Immigrant and Young Adult focus group discussions that took place earlier this spring. These workers noted that the lack of supplies at affordable prices (eg. hardware items, furniture and fresh produce,) is a barrier to seeing themselves as long-term members of the community. If Banff Lake Louise is serious about addressing labour retention issues, then it should do more to ensure the basic products and amenities needed by young adults/families are available at a cost that is more-in-line with the wages earned in the tourism industry.
The untenable reality is that Banff’s housing costs - which can easily consumer 30% or more or household income - have never moved in relation to wage growth. 9 Department of Finance, 2014, Jobs Report: The State of the Canadian Labour Market 10 Praxis in association with R. Rabnett & Associates, Banff Housing and Community Concern Study (CHCCS), February, 1988
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Destination Labour Attraction & Retention Strategy - Banff Lake Louise
Cost of Living Recommendations Goal #1: Build a toolbox of resources that will assist employers in making more informed decisions concerning current wage and benefit trends. Timelines Start Priority #1: Tactic #1 Action Priority #2:
Tactic #1
Action Priority #3:
Tactic #1 Action Priority #4:
Tactic #1
Action Priority #5:
Tactic #1
Action
13
Finish
Partner Alignment Opportunities Town
Parks BLLHMA
BLLT
Other
Achieve a 100% participation rate in the AHLA's annual Labour Market & Wage Survey for the Banff Lake Louise area Work with hoteliers to achieve 100% participation in the AHLA annual Labour Market & Wage survey.
Fall/14
■
Jul-05
AHLA
BLLHMA to work with AHLA to achieve 100% participation. Develop a local labour market and wage survey to determine current market conditions in all segments of the Banff Lake Louise economy, accommodation sector excepted. Ensure resources are in place to engage all segments of the Banff Lake Louise economy. Results of survey to be shared with industry partners and used to assist with annual business and budgeting decisions for the town, and others.
Sep-14
Annual
■
■
■
Other sector reps
■
Other industry reps
Town of Banff, BLLT, BLLHMA, restaurant sector reps & other sector reps meet to devise process and timeline for an initial report Monitor Alberta "wage data" to ensure any inconsistencies in federal calculations for our region are addressed swiftly. Use labour market and wage data strategically to assert the destination's current pay practices and to support fact-based discussions with Service Canada, and others.
Sep-14
Ongoing
■
■
Determine process and resources the destination requires to actively support this objective. Develop a communications and education campaign that aims to shift public perception about jobs (careers) in the tourism and hospitality sector Leveraging BLLT brand/assets, embark on a long-term education and communication campaign that seeks to build an understanding about the tourism and hospitality industry and the many career pathes that exist within it.
Sep-14
Ongoing
■
■
■
■
industry and employee reps
Strike a working group to design the campaign objectives and communicate the costs and performance measurments to be achieved Create a 'Cost-of-Living' matrix that describes 'seasonally-adjusted' costs of living in Banff and Lake Louise. Build a document which shows how local tourism industry employees wages and benefits benchmark to other destinations by job function, seasonality, etc.. Maintain this docunment on employer and industry association website to assist with labour attraction and retention efforts.
Sep-14
TBD
■
■
Strike a working group to determine which elements to include and how to report this out to the intended audiences.
■
■
industry and employee reps
Destination Labour Attraction & Retention Strategy - Banff Lake Louise
TRANSIT & PARKING Workshop participants agreed there needs to be a way to move more staff onto the local and regional transit system. This is see primarily as a communication and education issue - one where the Town of Banff and the business community can better relate their expectations about how residents (and visitors too) should be encouraged to ride transit whenever possible. Looking at this issue through the lens of our workforce, issues of cost, scheduling and frequency of transit service need to be addressed if we are to effect a change in ridership culture. Transportation issues resonated with the Immigrant and Young Adult Focus Groups (eg. access to Lake Louise and Calgary, and cost of passes for transit that is available.) Parking, however, was not identified as a recruitment or retention challenge, although they do see it as being a community challenge. The Bow Valley Regional Transit Services Commission (BVRTSC) notes that for a small transit system, Banff’s annual ridership numbers are quite good at 536,000 passengers in 2013. The regional service (Banff-Canmore) also continues to grow at a healthy rate, with projections for 70,000 annual riders (at present, about 6,000 people/month utilize the regional service.) It was noted that the creation of the Canmore local service may entice further ridership; however, to move more people onto public transit, issues of convenience and scheduling are very important - and, the cost of delivering that service has to make sense. Changing Consumer Behavior Even if additional service hours and frequency to the various transit service, the public will still need to see the convenience and cost effectiveness of riding transit before they are prepared to leave their cars at home. Having ample parking at the destination will entice the user to drive. The cost of using a bus will likely be cheaper than operating a car between Canmore and Banff on a daily basis, however not by an extraordinary amount. An incentive from the employer to pay for even a portion of the transit fare would be a good incentive for the employee to take transit. Maybe if the employee can take transit on some days during the week could be a start. If the employer gives a relaxation in start or end time to be flexible with a transit schedule may also be an incentive. Being on the bus also provides a quality break time for the person rather than having to drive…especially in the winter. Cost and convenience are key elements in a change behavior for choosing transit over a car.
SOURCE: Alberta Transportation
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Destination Labour Attraction & Retention Strategy - Banff Lake Louise
Lack of Intercept Parking Options For the intercept parking to work effectively, the supporting transit service needs to be cheaper and more convenient than using a car to the final destination. If the frequency of service is not sufficient to portray convenience to the user, then the intercept parking will not be well utilized. Five to ten minute wait times are seen to be the maximum time for this to be effective. The use of the bus must be seen as less time or more convenient than to look for a parking stall (with limited use, or with pay for parking). Pay Parking In 2013, town council adopted a Transportation Master Plan recommendation to explore user-pay parking as a means to reduce Banff’s parking shortfall and reduce traffic congestion in the downtown core. Some of the town’s key findings related to parking and traffic issues included: 1. 2. 3. 4. 5. 6.
Current shortfall of 125 stalls at peak periods Shortfall projected to increase to 360 in 10 years; 600 in 20 years with no action taken 30% of traffic (est.) is caused by drivers circling looking for parking 500 vehicles enter the town between 7 and 9 a.m. daily during peak and non-peak months 900 Canmore residents listed Banff as their place of work, 2011 Census During the 2013 June highway closure, ridership on the free Roam service was approx. 500 each morning and evening commute 7. 72% of visitors surveyed in 2012 had expected to pay or would be willing to pay for parking Town council recently approved a pay parking trial which will see pay parking in five surface lots in the downtown core this summer. Parking rates will be $2/hr from 8am to 7pm, seven days a week. The pay parking lots represent 17% of available parking in Banff; 83% of parking spots will remain free. The trial remains in force from August 1st to October 31, 2014. Some residents and businesses expressed concerns about the impact of pay parking on visitors, residents and workers saying more communication and education should have been undertaken first. Workshop participants indicated they were not opposed to the concept of pay parking for workers and commuters, noting this has worked successfully in other destinations.
SOURCE: Town of Banff, Banff Parking Website
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Destination Labour Attraction & Retention Strategy - Banff Lake Louise
Transit & Parking Recommendations Goal #1: Ensure local and regional transit service offerings align with the needs of the workforce and support the community's objective to reduce traffic and parking congestion. Timelines Start Priority #1:
Tactic #1
Action
Finish
Partner Alignment Opportunities Town
Parks
BLLT
BLLHMA BHTC
Other
Increase transit frequency to better align with the scheduling needs of Banff and area employers. Consult with employers representing all sectors of the Banff Lake Louise tourism economy to ensure local and regional transit service offerings align with job start/end times and pricing is aligned to seasonality.
Sep-14
Feb-15
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BVRTSC, employer & employee representatives
Work with the Bow Valley Regional Transit Services Commission to clarify peak/low ridership issues among workers and arrive at scheduling and pricing options that would allow employers to market this as a universal benefit that all workers can receive. (Cross Reference: Incentives, Priority #1)
Tactic #2
Action
Tactic #3
Action
Tactic #4 Action Priority #2:
Tactic #1
Action
Work with Parks Canada and Lake Louise employers to implement regional transit services between Banff and Lake Louise beginning January, 2015.
Sep-14
Jan-15
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BVRTSC, ID9
Clarify timelines for implementation of the regional service, working with Parks Canada and others to identify new sources of funding for capital/operating should Parks be unable to secure additional funding by 2015. Identify locations where additional bus shelters and electronic bus arrival data can be installed.
Sep-14
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Mar-15
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BVRTSC, employer & employee representatives
Work with BVRTSC, residents, employees and local municipal officials to determine where additional shelters should be installed. Add additional bike racks on buses or acquire special trailers capable of holding numerous bikes.
Sep-14
Mar-15
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BVRTSC, employer & employee representatives
To encourage greater ridership between the communities of Banff and Canmore - particularly among cycling community - ensure there is adequate capacity to store bicycles on the buses, or on trailers behind. Launch a comprehensive transit communication and education campaign aimed at residents, workers and visitors. Develop a communication and marketing plan aimed at moving more people on to local and regional transit systems
Sep-14
Feb-15
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BVRTSC, employer & employee representatives
Work with BVRTSC, BLLT, BLLHMA and others to integrate messaging into marketing campaigns aimed at regional drive market, locals and workers. Dovetail messages about environmental and ecological benefits and offer prizes and rewards to help turn more people on to public transit.
Goal #2: Be proactive in response to local parking and traffic congestion issues. Priority #1:
Tactic #1
Action
Create temporary parking solutions (eg. intercept parking lots) in response to peak visitation periods. Identify dates of the year where traffic congestion and parking management are known to be an issue and quantify what the parking deficiency is on those dates.
Sep-14
Feb-15
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BVRTSC, employer & employee representatives
Work with the Town, BLLT, Parks and other partners to develop a parking management plan that anticipates parking needs by date/special event and communicate expectations and needs to all affected parties. Ensure the strategy is supported by a comprehensive education and communication campaign to influence consumer behaviour well in-advance of these dates.
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Destination Labour Attraction & Retention Strategy - Banff Lake Louise
Timelines Priority #2: Tactic #1
Action
Priority #3:
Tactic #1
Action
17
Partner Alignment Opportunities
Start
Finish
Town
Parks
BLLT
Sep-14
Feb-15
■
■
■
BLLHMA BHTC
Other
Encourage car pooling between communities Work with towns of Canmore and Banff and ID9 to devise and promote a car pooling strategy.
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Employers, residents, workers
Clarify # of vehicles that could be taken off the road if car pooling were to occur, and how this might address the lack of parking stall turnover during the day. Support the objective with a communication strategy to residents and workers and consider possible incentives that could be offered to those who car pool. Explore the option of pay parking as a means to reduce the number of worker vehicles in Banff during the day, and to encourage greater stall turnover. Work with the town, employer representatives and employees from various sectors of the tourism economy to discuss how such a system might work.
Sep-14
Feb-15
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Employers, residents, workers
Beginning with education and communication, reach-out to employers and workers to clarify the size of Banff's parking problem and confirm that pay parking mechanisms may be required to increase stall turnover rates and discourage local workers from driving to work when cycling and transit options exist.
Destination Labour Attraction & Retention Strategy - Banff Lake Louise
LABOUR POACHING Labour poaching - the loss of some key workers to competition and a higher wage - is not a new problem, but it is one that is growing in size (and frequency) as the province’s resource sector continues to grow and faces its own labour shortages. Alberta’s tourism and hospitality sector boasts an abundant pool of lower-skilled, lower-paid workers in relation to other sectors and our local tourism workforce has become an easy target. Organizations in the energy sector with worksites based in northern Alberta have held labour recruitment drives in Banff on at least two separate occasions in 2013. These employers are promising both temporary foreign workers with LMOs and Canadian citizens and permanent residents lucrative perks to lure them away from Bow Valley employers. The hospitality and tourism sectors in our community can’t compete with the wages and benefits (such as fully- or partially-subsidized education, housing, stock options etc. ) offered by energy companies. Employees working in the Bow Valley through the Temporary Foreign Worker Program are simply issued brand-new LMOs and are able to walk off the job without proper notice. The loss of our workforce to predatory recruiters is concerning on a couple levels: first there are the nonrecoverable costs, such as: the investment local employers make in the recruitment of that individual (recruitment, application and permit fees), training and required return airfare costs. Then there is the associated cost of re-staffing the position and loss of productivity and diminished visitor services that all have a bearing on the company’s bottom line.In addition, as workers leave our community they take with them the knowledge they have gained through their experiences here and create gaps in knowledge for the period of time it takes the previous employer to rerecuit for the specific roles. Because Banff Lake Louise will never be able to offer the compensation that is paid by the resource sector, we must be creative in finding ways to make our community standout as an amazing place to live and work. We can leverage our UNESCO World Heritage and National Park status to appeal to those who are seeking a genuine connection to the community they live and work in; we can do much more to position Banff National Park as a ‘rite of passage’ for young Canadians, and as a place people can come to find the work-lifestyle balance that this mountain environment affords.
SOURCE: Banff Lake Louise Tourism
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Destination Labour Attraction & Retention Strategy - Banff Lake Louise
Immigrants/TFW and Young Adults Have Different Expectations Higher wages and benefits will always serve as a attractant in a strong labour market, but this isn’t the only reason employees move on to new employers. In Banff Lake Louise’s case, this is an issue best understood by exploring the needs and expectations of the young adult population (age 18-30) vs the immigrant (TFW) population. There are notable needs and expectations that distinguish both audiences; by better understanding what these are, the town, social agencies, business and others can begin to work together to better meet the needs of both audiences.. Reasons for Coming to Banff Lake Louise The young adult group’s reasons were based on lifestyle – wanting adventure, coming to the mountains, snowboarding, life experience – employment was secondary. Whereas the immigrant/TFW group’s reasons for coming were employment first and foremost. Many indicated that they didn’t really have a choice where they came – their desire was to come to Canada, and they went where the job opportunities were available – the agencies they applied through chose the destination. (Note: this finding could strongly influence the types of incentives employers provide, as the groups have completely different interests and are at different life stages). Labour Poaching This issue only resonated with the immigrant/TFW group – not one individual in the young adult group was aware of the issue – of those in the Immigrant group, this was cited as an issue that employers had to address, not one that employees could do anything about. Desire to Stay SOURCE: Banff Lake Louise Tourism Many of the young adults spoke of the fact that they may not stay longer than a few years – that Banff is often a stepping stone to somewhere else, or a place to go before college or university. The Immigrant group expressed desire to stay once roots are put down, but cited challenges around cost of living and suitable housing as reasons for why this might not happen. Young adults who cited interest in staying echoed the Immigrant group comments related to affordability.
Higher wages and benefits will always serve as a attractant in a strong labour market, but this isn’t the only reason employees move on to new employers.
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Destination Labour Attraction & Retention Strategy - Banff Lake Louise
Labour Poaching Recommendations Goal #1: Develop a coordinated approach to address the destination's labour attraction and retention needs Timelines Start Priority #1:
Tactic #1
Action
Tactic #2
Action
Tactic #3
Action
Priority #2:
Tactic #1
Action
Priority #3: Tactic #1
Action
Partner Alignment Opportunities
Finish
Town
Parks
BLLT
BLLHMA
BHTC
Other
Feb-15
■
■
■
■
■
Ski, Retail, Restaurant, JRC, others
Market Banff and Lake Louise as a 'Canadian Rite of Passage' Leverage the Banff Lake Louise Tourism brand elements in the development of a destination-oriented HR Sep-14 marketing campaign to be launched in strategic Canadian and international markets.
Form an HR marketing committee with representatives from all sectors of the Banff Lake Louise tourism economy to ensure there is a consistent message developed/positioned in the marketplace regarding employment and lifestyle opportunities in Banff Lake Louise. Build a comprehensive website with all the resources job seekers require to make an informed decision about living and working in the destination (eg. cost of living, housing options, recreational programs, support for newcomers, etc..)
Develop curriculum module(s) and or presentations that can be delivered to Canadian post secondary institutions offering tourism, hospitality and culinary certificate/diploma programs.
Sep-14
Jun-15
■
■
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Ski, Retail, Restaurant, 3rd party support
Build a relationship with colleges and technical institutes so Banff Lake Louise-oriented messaging (including Parks Canada messaging) is entrenched in the curriculum and in the minds of students. Create opportunities to present to these students on an annual basis so our destination brand and the work/lifestyle opportunities we have to offer is clear. Coordinate participation in future Canadian and international job fairs such that the destination flag is carried and employers with jobs and housing to offer have their interests represented - particularly smaller employers lacking the resources to participate in national/international recruitment fairs.
Sep-14 Ongoing
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Ski, Retail, Restaurant, other business sector interests
Retain a 3rd party to act on the destination and employers' behalf with respect to presenting the Banff Lake Louise work/lifestyle proposition and job opportunities currently available. Empower the 3rd party to act on behalf of employers with specific job and housing opportunities to fill. Recognizing the acute labour shortage in Banff Lake Louise, approach Service Canada about running a pilot project that would enable the destination to connect with more Canadians seeking employment in our region. Seek an exemption from Service Canada which would relieve employers of requirement to have to advertise to Sep-14 meet LMO requirements, so long as the Banff Lake Louise labour market continues operating at 'full employment.'
Ongoing
■
BLLHMA HR Committee, MP, TIAC, others
Working through the BLLHMA HR Committee, develop a proposed policy framework that could be presented to Service Canada. Work with Banff Airdrie MP Blake Richards and TIAC to help refine and present the strategy in Ottawa. The destination would seek to have LMO advertising dollars and fee application dollars that would otherwise go to Service Canada pooled into a destination-oriented marketing fund aimed at connecting with Canadians in target geographical markets that have historically been greater sources of employment for our market. Develop more tools and incentives to assist destination partners with their staff retention efforts Implement a standardized approach to staff retention issues by encouraging all employers to adopt a system of back-loaded contracts.
Sep-14
Ongoing
■
HR Committee, others
Working through the BLLHMA HR Committee, develop a matrix of job descriptions and standardized percentage values to be paid at the end of an employees contract.
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Destination Labour Attraction & Retention Strategy - Banff Lake Louise
Timelines
Tactic #2
Action
Tactic #3
Action
Tactic #4
Action
21
Work with Ski Banff Lake Louise Sunshine and area ski areas to construct a pricing plan for staff ski passes that serve as an anchor for employee retention strategy.
Start
Finish
Oct-14
In Place Winter 2014/15
Partner Alignment Opportunities Town
Parks
BLLT
BLLHMA
■
■
BHTC
Other All interested employers
Commence discussions with SBLLS and ski areas about how we can work in closer partnership to address the destination's challenge with labour attraction and retention vis-a-vis attractively-priced staff ski pass Develop a mechanism to encourage open and honest feedback from all employees, ensuring there is a means to receive and act upon this feedback.
Sep-14
Ongoing
■
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All employers
Create a secure and confidential means for employees to share their concerns - and/or ideas - with an independent HR Advisory Council charged with the responsibility of relating concerns/opportunities back to all Banff Lake Louise employers. Such feedback could also be received via a secure portal housed on the BLLHMA website, or a completely independent website.
Develop a standardized approach across the destination with respect to conducting Exit Interviews.
Sep-14
Ongoing
■
All employers
Create and house exit interview templates that have been tailored to the destination's various job type on the BLLHMA website. Build-in a feedback loop so employers can relate their thoughts/ideas/concerns to the BLLHMA HR Committee.
Destination Labour Attraction & Retention Strategy - Banff Lake Louise
SERVICE CULTURE The development of a consistent service culture throughout Banff National Park may be difficult to achieve given we are not a vertically integrated brand or resort (eg. Disney, Royal Carribean); however, if we could better align our goals and expectations amongst all partners we would be in a better position to exceed visitor expectations for service. While every employer handles training issues differently, an issue that has become apparent is the number of smaller employers that do not provide any training at all. Whether it is a function of resourcing or a perception that the cost of training is ‘too high’ for our cyclical and seasonal workforce, the lack of consistent approach is undermining the destination’s ability to build on its service culture. The problem is compounded by the fact that not all people who come to work here are motivated by the same factors. Though our facilitated focus group sessions we learned that immigrants/ temporary foreign works select Canada as a designation and hold no preference for the Bow Valley as a destination, until they become rooted in the community. The 20 - 29 year old segment, however, noted that lifestyle and mountain culture were key drivers in their decision to find employment in Banff National Park. This is a point of distinction that would be applicable to other resort communities in Western Canada that are located close to natural and cultural amenities and which create employment opportunities centering around the proximity to recreation and tourism experiences. We are fortunate because many of the people who desire to work and live in a resort destination like Banff Lake Louise share a similar trait with visitors: they want to immerse themselves in the uniqueness of our mountain environment and live a lifestyle that cannot be found in their current community. Having a healthy demand and supply of labour assists employers with attracting the right talent and ensuring that they can provide a sustainable service culture within their organization. Service culture is a two-way-street. It is as much about employees wanting to provide exceptional service and experiences to visitors as it is employers wanting to deliver exceptional service and support to their workforce. To meet the objective, best practices could be shared among employers in the form of a web resource or a service culture curriculum that could be offered by local community organizations to help ensure consistent messaging around employee-to-visitor and employer-to-employee service culture. After all, employees are customers too. What we do well in the service of visitors also pays dividends when workers frequent local businesses and receive exceptional service. The culture becomes contagious, repeatable and assists with driving incremental revenues for all tourism operators. Focus group feedback reveals that many staff believe they are providing excellent customer service. However, it was also shared that there is need to set a culture within some businesses of respect and appreciation for staff: some people expressed frustration about the lack of professionalism among supervisory or management staff. There were also quite a few comments related to service sector staff not feeling valued in their role, and not being treated they way they would like to be. Language barriers are also seen to be a factor in the supervisor/ manager/employee relationship: whether it is due to communication style or cultural nuances, a disconnect in communication can lead to lower employee morale, productivity losses Local Employee and a general sense of isolation within the community.
“Professional service culture starts with management that values employees.”
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Destination Labour Attraction & Retention Strategy - Banff Lake Louise
Another common thread was that staff desire to have exposure to as many local attractions and experiences as possible so that they can be ambassadors for all Banff National Park has to offer. By being well-versed with the destination story and various visitor experiences, employees become a conduit to promoting our brand and delivering valuable interpretive services. In short, all employees are ambassadors to this destination. Some just haven’t been supported enough to understand that this is part of their job responsibilities. Programs such as the Town of Banff’s BanffLife program provide residents in the 20-30 age demographic opportunities to engage with our communities in different ways, helping them learn important skills to properly, respectfully, and safely navigate leisure activities in the natural environment. More organizations should be encouraged to access and promote these programs as they are a valuable source of affordable training and development within the community. Current programs like the Banff Ambassador Program, delivered by Banff Heritage Tourism, BanffLIFE and Discover Banff Tours, teaches all residents who attend important information about living and working in a National Park, convey the historical value of the region and help to prepare residents to confidently interact with tourists and thus enrich visitor experience through their interpretive and orientation support. This program works! It is open to all Banff Lake Louise-based employees and could be further complemented with additional modules related to frontline employees customer service training. If we expect a stronger commitment to service culture, then we need to lead by example: from the top down. Banff Lake Louise always has been - and always will be - a tourism town, driven by cyclical factors that affect both the volume of visitors and workers coming to the community. Workers should be made to feel a part of this community whether they are here for a week, a month, a year or a lifetime. This is the energy we invest in trying to create memorable visitors experiences. Our workforce deserves the same.
SOURCE: BLLHMA, 2014 Banff Lake Louise Housekeeping Olympics
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Destination Labour Attraction & Retention Strategy - Banff Lake Louise
We need to begin by looking at the vernacular we use when referring to workers, whether that is at an employer level, or a member of the community. There is no such thing as transient workers in Banff Lake Louise: this is a negative label that implies members of our workforce aren’t welcome, nor considered worthy of community investment. We have the power to set the tone we want with our local workforce. It begins with senior leaders in the community committing to a standard for service culture excellence that permeates its way through an entire organization, and across an entire destination. No one carries our destination’s brand better - or further - than the local workforce. After all, when these individuals return to their hometowns (or countries) or invite their family or friends here, we want them to passionately embrace their role as ambassadors. Inclusion, recognition, and appreciation of short-term residents has been seen as an unnecessary expense in the past, but is quickly becoming something we cannot ignore. Comments received in the employee discussion groups reveal that the immigrant and young adult workforce are looking for meaningful recognition for their efforts; it can be as simple as a ‘thank you for a job well done’ or providing more sizeable discounts on local events and activities. If employees don’t feel valued and company policies aren’t consistent with management practices, you can’t expect to garner their loyalty and commitment to providing service excellence. Celebration of our workforce can take many forms depending on how an individual is motivated. More events and activities, such as the Housekeeping Olympics, “Take it to the Streets” street hockey tournament, etc.,. on a year-round basis offer employees opportunities to engage with others outside of their immediate teams and form a community in ways that aren’t always possible due to the shift-work nature of the front line accommodation and foods industry. Employer engagement in these events, from sponsorship to viewership, helps instill a sense of value and pride that is unmistakable. This employee group begins to see how their specific contributions impact the organizations and the larger community.
SOURCE: BLLHMA, 2014 Banff Lake Louise Housekeeping Olympics
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Destination Labour Attraction & Retention Strategy - Banff Lake Louise
Service Culture Recommendations Goal #1: Define & promote a service culture that reflects our community and National Park values. Timelines Start Finish
Partner Alignment Opportunities Town Parks BLLT BLLHMA BHTC Other
Priority #1: Develop a destination approach to recognize service excellence
Tactic #1
Action
Tactic #2
Action
Tactic #3
Action
Tactic #4
Action
Tactic #5
Action
Tactic #6
Action
Tactic #7
Action
25
Ensure all staff are educated on the importance of proper behavior and vernacular to use in addressing fellow staff, and visitors (develop an Employee Handbook to support all new staff orientations)
Sep-14
Feb-15
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Ski, Retail, Restaurant, others
Create a Code of Conduct that communicates destination values. Entrench the Code and other educational elements within a Employee Handbook that can be provided to each new hire. Engage a 3rd party to facilitate the process and produce the Handbook. Develop a recognition and incentive program program for those who have achieved a minimum destination standard for delivering exceptional visitor experiences. Look at making this an accredited program and encouraging employers to tie-in pay increases if standard met, and maintained.
Sep-14
■
Jun-15
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Ski, Retail, Restaurant, 3rd party support
Explore best practices in other markets and develop a proposed framework for Banff Lake Louise. Define process for meeting standards and how accreditation program might be implemented. Obtain feedback through a working group mechanism and determine employer appetite to link compensation and accreditation. Ensure any new programs or training modules that are developed for the destination workforce have been vetted to ensure they meet the cultural and language requirements of the intended audience
Sep-14
■
Ongoing
As issues arise
Leveraging the expertise of the BLLHMA HR Committee, run all new or proposed programs/training modules through the Committee to ensure cultural and language issues have been accounted for.
Create an expectation among all employers that all new staff hires must go through Part I & II of the Banff Ambassador Program
Sep-14
Ongoing
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Ski, Retail, Restaurant, JRC, others
Achieve commitment among all Banff Lake Louise industry segments that by January 1, 2015, all new staff hires will be enrolled in Part I of the Banff Ambassador Program within 14-days of being hired with the added expectation that Part II will be completed within the following 2-weeks.
Host an annual 'Long Service Award' dinner/reception to recognize those members of the workforce who have consistenly demonstrated service excellence within the community
Oct-15
Held Every Oct
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Ski, Retail, Restaurant, others
Strike a committee consisting of public and private sector representatives. Develop a nominations process whereby different industry segments can nominate a staff member(s) who meets the nomination criteria. Use a 3rd party judging panel and announce winners to the media. Host a dinner and recognition event for these individuals, including an appropriate long-service award (and prizes). Use an identifier such as a 'badge of honour' that can be worn by staff who meet/exceed the destination standard for service excellence.
Oct-15
In Place Spring 2015
■
■
■
■
■
All employers
Building on the education employees receive through Part I & II of the Banff Ambassador Program, add additional training modules that focus on: customer service, interpersonal communication, multicultural training and story-telling. Upon completion of the additional modules, staff may be entitled to receive a bonus from their employer and will have the privilege of wearing a 'Badge of Honour' - a distinction reserved for staff who exemplify the best of customer service behavior. Encourage local employers to promote greater participation in existing programs and explore partnership possibilities that address the demographic and seasonal requirements of our workforce
Sep-14
Ongoing
■
■
■
■
■
Actively promote BanffLIFE events and programs to new staff hires. Provide recommendations for new or expanded programs (and/or new partnership opportunities) and encourage employers to work with BanffLIFE to design an employee engagement strategy that will ensure a larger % of staff attend BanffLIFE programs and events.
Destination Labour Attraction & Retention Strategy - Banff Lake Louise
Timelines Start
Finish
Partner Alignment Opportunities Town Parks BLLT BLLHMA BHTC
Other
Priority #1: Develop a destination approach to recognize service excellence Using the Housekeeping Olympics as an example, organize at least one to two more staff recognition events/dinners during the year that Tactic #8 support increased connection between employers, employees and various community agencies
Action
Nov-15
■
■
■
■
■
Execute a minimum of one additional staff recognition event in 2015 that coincides with the destination's "Fall" hiring season. The event should involve staff representatives from every sector of the Banff-Lake Louise workforce and be organized as an evening social with a competitive sport element. It is recommended that this be done on Banff Avenue.
Reinforce our commitment to promote service excellence by placing a regular column in the Rocky Mountain Outlook. Space will be used to: Tactic #9 share best practices, acknowledge exceptional service within the destination and provide inspirational stories that remind staff of the privilege and responsibility that goes with serving the public.
Action
Nov-15
SBLLS, Ski Areas, Restaurants, Retail, etc..
Nov-14 Ongoing
3rd Party (HR Consultant)
Retain an HR Consultant to generate 'two' media columns/month that appear in local newspapers. Content will be shared with all employers to repurpose for their own marketing efforts. Consultant to be guided by BLLHMA HR Committee to ensure content reflects demographic and seasonality issues.
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Destination Labour Attraction & Retention Strategy - Banff Lake Louise
INCENTIVES The August 2013 Canadian Tourism Human Resource Council report, Using Benefits to Attract Workers, states: “When looking for work, the type of benefits provided by employers can determine which job offer a young person accepts. Since employers can choose from a wide array of benefits to provide employees, choosing the ones that are the most cost-effective for recruitment should be an important priority.” Both wages and non-monetary benefits are required to attract and retain employees. Because annual increases in salaries and benefits are largely tied to economic and inflationary factors, employers should be exploring new ways to increase the value proposition for workers in ways that don’t involve pay and benefits. By providing a combination of benefits and perquisites, a business (and a region like the Bow Valley) can hold on to its best employees for longer periods of time while also continuing to attract quality employees. When considering a new employment opportunity, individuals - and families alike - will evaluate the whole package presented to them (not just direct financial compensation) in relation to the experience, lifestyle, cost of living, and benefits to weigh advantages and disadvantages of accepting an offer. Likewise, should any of these aspects fail to meet expectations, existing employees will begin looking for new opportunities (often outside the organization or out of the region). Offers that include options such as additional insurance, sick leave, extra vacation time, flexible work arrangements, housing, lifestyle benefits, education or training can do wonders to influence the attractiveness of an offer. The ability to customize a benefit package to a specific employee creates value and increases employee loyalty because employees are getting benefits they value, and not just what someone else perceives to be a benefit. Perceived Benefit of Incentives
Non Wage Benefit % of Employer Providing Employer Ranking Employee Ranking The table to the right Health/Dental Plans 51% 4 1 illustrates the differences Short-term Disability 31% 11 2 in perceived incentive Long-term Disability 38% 8 3 of specific benefits. It is Employee Life Insurance 44% 7 4 important to note that the Registered Pension Plan 19% 16 5 last column, the “employee Flex-time/Flexible Hours 48% 6 6 ranking” is an average Training 92% 1 7 across demographics (age, Group RRSP 17% 17 8 gender, country of origin, Discounts/Free Services 73% 2 9 tourism-career focused, Sales Bonsues &/or Commissions • • 10 full/part time employment, Company Car/Mileage Allowance 50% 5 11 etc.). The Canadian Tourism Profit Sharing Plan • • 12 Sector compensation Survey, Maternity/Parental Leave 22% 13 13 Communications Technology 55% 3 14 August 2013, from the Telecommuting/Remote Work Opps 22% 14 15 Canadian Tourism Human On-Site Amenities 10% 19 16 Resource Council unpacks Association Memberships 34% 9 17 these benefits across these Job Sharing 21% 15 18 demographics, helping to Tickets to Events 31% 10 19 highlight that a wide range SOURCE: Canadian Tourism Compensation Survey, August, 2013 CTHRC of incentives are needed. Depending on what is important to the individual, a need to offer some flexibility is critical for recruitment and retention purposes.
While we address housing as a separate challenge in this report, it is important to also include it as priority in this section. The Community and Social Economic Profile of Banff (Bow Valley College and the Town of Banff, 2014) lists the rental vacancy rate between 0 and 2% in our communities. This makes it very difficult for staff to find suitable accommodations – the supply cannot ease the demand. Without a roof over our employee’s heads, it doesn’t matter if they have access to other incentives or benefits. 27
Destination Labour Attraction & Retention Strategy - Banff Lake Louise
Further communications with employers regarding staff accommodations, or rental incentives for homeowners/ landlords are required to provide access to more and more suitable accommodation. Other necessity incentives include health plans, transit and mobility incentives, childcare, and flexible schedules (to care for family, attend school events, etc). Premiums and varying subsidies for these necessities are often established based on traditional structures of the programs that provide these benefits. If we could find some ways as a destination that we could be more flexible to the specific needs of front-line staff and residents, we may be better able to attract and retain capable employees. Perhaps the “packages” just need to look a little different. Whether or not there is any freedom to customize packages in different ways, there is a need for increased communication and education about the incentives that are provide so employees can be aware of all resources that are available to them. This must be done via multiple channels; just as cookie-cutter benefits don’t meet everyone’s needs, everyone does not receive information the same way. Messages must be disseminated across the web, in hard copy across the community (distributed in multiple locations via multiple publications,) communicated in person, etc. From a destination perspective, we know a large segment of our population is choosing Banff/Lake Louise for lifestyle reasons. As such, it makes sense to put together a community benefit package that applies to all residents to help them explore the community and surrounding wilderness landscapes as easily and affordably as possible. If coming to Banff National Park is a “rite of passage” for Canadians, what are those experiences that help to make their time here memorable and worthy of passing on? How can we make these experiences accessible to all? Leisure and lifestyle activities are an important part of why people choose to come and work and live in Banff National Park. Incentives packages should reflect this, making it easier for people to experience the natural environment. Work-life balance is increasingly important, especially to those employees who are from Generation X (born after 1965) or Y (born after 1981), who want their work lives to be more flexible and fluid, respectively. Employers who are able to better connect, communicate and bring these elements into closer alignment in their lives are seeing the benefits translated into greater employee retention.
SOURCE: Banff Lake Louise Tourism
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Destination Labour Attraction & Retention Strategy - Banff Lake Louise
Incentives Recommendations Goal #1: Ensure incentives offered to employees are relevant ato and aligned with the employee's expectations and needs Timelines Start
Finish
Partner Alignment Opportunities Town
Parks
BLLT
BLLHMA
BHTC
Other
Priority #1: Develop incentive options to facilitate addressing employee stress assocaited with basic necessities (Cross Reference: Housing, Priority #5) Tactic #1
Identify opportunities for providing rent/housing ownership incentives
Sep-14
Feb-15
■
ski, retail, restaurants, etc.
■
Action
Work with partners to identify varried and appropirate rental housing options for different demographics.
Action
Create a system to help monitor and evaluate rental practices and rates from a land-lord perspective
Action
Explore employer contibution system for housing purchase assistance/mortage assistance for key staff members (Cross Reference: Transit, Priority #2)
Tactic #2
Review options for a-la-carte solutions to further discount or subsidize transit and solve mobility challenges
Action
Make sure regional transit extends to Lake Louise
Action
Further develop east-bound regional transit so residents of the Bow Valley can access Calgary (for flights, shopping, etc.)
Action
Discuss possibiilty of having bus tokens be available as a thank you to staff or as a bonus during specific pay periods
Tactic #3
Work with employers and employees to creatively consider how to afford more time to do important things outside of work - address possibilities of schedule flexibility
Sep-14
Sep-14
Feb-15
Feb-15
■
■
■
■
■
■
■
Ski, Retail, Restaurant, 3rd party support
ski, retail, restaurants, etc.
■
Action
Examine what is going on across the community and determine appropriate timing for events, etc.
Action
Provide supervisor/manager training on different ways to design schedules that meet the buisness' needs and also those of the employee
Tactic #4
Identify needs relating to childcare in our community and consider options to further subsidize or accommodate Sep-14 customized concerns
Ongoing
■
■
Ski, Retail, Restaurant, Childcare centers, others
■
Action
Consult employees regarding satisfaction of childcare options; identify whether gaps exist in availability or affordability
Action
Work with employers to explore flexibility and support to address these challenges
Action
Consult with Town of Banff and childcare centers to explore possibilities to provide more daycare spots or industry and other public/private partners getting together to build additional capacity
Tactic #5
Identify the need for a group health plan that smaller organizations can participate in so we can offer these benefits to all our employees
Oct-15
Ongoing
■
■
Ski, Retail, Restaurant, others
■
Action
Consult with smaller employers to determine whether this is a real issue and get a sense of what would make a more centralized program work - how could they contribute?
Action
Work with group health plan providers to determine possibilities/options for a multi-property buy-in plan
Priority #2: Work with local partners to provide deeper discounts for leisure and environmentl/cultural engagement activities (Cross Reference: Labour Poaching, Priority #3 Tactic #1
Action
29
Identify opportunities to provide customized/ discounted/easier access to leisure opportunities
Oct-15
Feb-15
■
■
■
■
■
Ski, Retail, Restaurant, others
Work with ski-hills via DMOs and maybe employers to see how low a ski passes can be discounted/how they can be paid for, and how passes may be better structured to suit employee needs and fit their schedules realistically
Destination Labour Attraction & Retention Strategy - Banff Lake Louise
Action
Work with DMOs climbing/camping (etc.) associations, gyms, tour companies, performance venues, etc. to provide affordable memberships and discounts on activities (ie: like a credit program where employees may redeem credits towards discounts)
Work with BanffLIFE as a model to see if similar services Tactic #2 can be offered to 30-40ish year-old demographic and included in the Community Calendar Action Tactic #3
Sep-14 Ongoing
■
■
■
Ski, Retail, Restaurant, others
■
Communicate the need for programs for this older demographic to help them integrate into the community and experience the National Park while they are in this community Build a bundle offer/discount program that provides discounted rates on essential living and lifestyle items
Oct-15 Ongoing
■
■
■
■
All employers
Action
Work with local partners to establish discount rates to incentivize residents to take advantage of experiences and make it easy for people to shop locally
Action
Link to social support services through the Town of Banff FCSS and the Community Resource directory
Goal #2: Establish a broad resource for local organizations to facilitate recruitment and retention Timelines Start
Finish
Partner Alignment Opportunities Town Parks
BLLT
BLLHMA
BHTC
Other
Priority #1: Represent and market Banff/Lake Louise to potential and current employees as a destination, physically and virtually (Cross Reference: Labour Poaching, Priority #1) Provide recruitment support (agency model) to help smaller properties/businesses hire for technical skills, Tactic #1 experience, leadrship, culture fit, etc. (per destinations' leading competencies)
■
■
■
■
JRC
Action
Develop web-site that acts as a one-stop shop for recruitment of new staff, addresses vacancies across destination and answers applicant questions
Action
Create a central location to facilitate applications to multiple properties. Agency could screen and interview candidates who meet requirements and recommend based on needs, interests, etc. cultural fit to appropriate employer
Action
Conduct a destination-wide job fair, representing all local employers, in select cities/areas across the country and in countries who have reciprocal work exchange programs to educate potential applicants about why they should come and live and work in the Bow Valley
30
Destination Labour Attraction & Retention Strategy - Banff Lake Louise
TRAINING & DEVELOPMENT Feedback received through the consultation sessions make it unclear as to whether spending on training and development is viewed as an investment, or an expense. Training and development in some industries is a mandatory requirement (i.e. the requirement to go through a set number of hours each year in order to maintain certification); by contrast, the hospitality sector is largely immune to such requirements. Consequently, spending on training and development has the potential to be viewed as a variable expense that some employers cut-back on during slow economic cycles. Currently, training is offered along two lines: through individual employers (offered only to their own employees), and through community-wide initiatives (open to all/some segment of the resident population). On the first line, local businesses offer training and professional development opportunities to varying degrees: larger organizations with more resources are able to offer a wide range of programs, whereas smaller organizations cannot afford the cost, time away from work, or the expertise to offer similar programs. These smaller organizations tend to focus on job required training, and offerings generally take the form of a new employee orientation to their particular department, and at times, the organizations’ expectations of customer service. On occasion, this training extends to leadership training but, this is normally added as a company grows (or strictly in the larger organizations), since training budgets in smaller organizations very rarely exist. Even in larger organizations, it is not uncommon for training budgets to be cut in difficult economic times, resulting in an inability to ensure training standards are consistently applied throughout the organization. In cases where progressive training and career development cannot be provided by the individual employer, it is difficult to consider an employee for a position of increased responsibility. When a supervisor or management position arises, the opportunity cost of hiring a developing or emerging leader (who has operated successfully in their current role and shows exemplary work ethic and enthusiasm) versus an established or experienced leader from outside the organization is difficult to swallow. That individual will require more training, coaching, and mentorship in order to be confident and successful leader. The risk of promoting individuals into leadership positions without proper training has a direct, negative impact on the overall operation, not to mention the employee’s own motivation and efficiency. Over the long term, this leads to higher levels of turnover and affects staff morale and team structure. In the tourism industry, we cannot afford poor leadership as it affects the level of customer service our guests experience and creates an environment of distrust of management across the organization. There are a number of training and development opportunities offered through our community. Local programs, such as the Banff Ambassador program, Y Leadership and BanffLife offer community-based training opportunities to help newcomers and high potentials learn about our community and equip themselves with tools to develop their leadership competencies professionally and personally. Since we are focusing this report on the need for a destination-wide effort, community-based programs make a lot of sense: customers of one business are also customers of another.
31
Destination Labour Attraction & Retention Strategy - Banff Lake Louise
Opportunities exist to further develop these programs for a wider demographic and to broaden the scope of content to include other training seen as valuable (such as customer service/guest experience, mentorship or environmental stewardship). The development of a destination-wide Leading Competency Matrix would allow organizations in Banff/Lake Louise to identify and align on a basic skill-set that is required of all staff representing the destination (and their own operation) to the public. A consistent approach to training facilitates the use of a community-based training model and would result in fostering a culture that promotes talent by offering training of staff at all levels - not just within an organization (because opportunities don’t always arise at the right times), but within the destination. We would be able to keep key staff members in the region and they would be able to build their individual competencies across different properties and organizations. A competency matrix along these lines would help us to create recognized standards for progression and help organizations prepare succession plans or find different opportunities for secondment should another organization have a vacancy that meets the employee’s career aspirations. For those looking to grow their career in tourism/hospitality, this type of a model would help to delineate a path to progression that stays on track. For those who have their long-term sights set elsewhere, the competency matrix would help to develop many foundational, transferrable skills; making their time in the Bow Valley more than just a short-term deviation to their plan or a step before their personal career goals actually begin to take shape. Conversations with these types of employees could offer them some career coaching that helps them to see links between seemingly random work experience and the ability to relate their experiences one to another is proven to help in problem-solving and solutionfinding throughout one’s life. Once established, the destination-wide Leading Competency Matrix would link to a defined list of community-based offerings, including volunteer opportunities, mentorships, career-coaching, formal and informal training opportunities, both fully funded and affordable enough for either the employee or the employer to experience. Ongoing training and support is needed across the destination to address trends as they arise and the local workforce is always changing, so this list would be reviewed and adapted as needed.
32
Destination Labour Attraction & Retention Strategy - Banff Lake Louise
Training & Development Recommendations Goal #1: To better align training & development opportunities to meet the needs of both employers and employees Timelines Start Finish
Partner Alignment Opportunities Town Parks BLLT BLLHMA BHTC Other
Priority #1: Develop a comprehensive suite of training and development opportunities available within the local area
Tactic #1
Sep-14
Jun-15
■
■
■
■
Ski, Retail, Restaurant, others
■
Action
The Bow Valley Learning Council has built a map of existing opportunities. Work with this organization to communicate opportuntiies to employees and share this information with employers, and to inform timeline and associated educational collateral
Action
Build a destination-wide competency matrix for front lines staff positions, include all leading competencies and post openly so employees know where they need to develop to advance their careers. Linked to the map above, employees and empoyers would have a valuable tool for dialogue on performance review and in progression/succesion planning conversations
Tactic #2
Source, design, and provide training and development opportunities needed, based on the destination's leading competency matrix, some of Sep-14 which will be new (identified through gap analysis of existing programs)
Ongoing
■
■
■
■
■
Ski, Retail, Restaurant, JRC, others
Action
Conduct gap analysis of competencies linked to existing program offerings to determine what else is needed and work with local partners to design/offer these additional opportunities
Action
Work with partners (Travel Alberta, Town of Banff Community Services Program Coordinator, Bow Valley college, Pacific Centre for Leadership, BanffLife, etc.) to bring in speakers/offer courses that address relevant issues in engaging ways and motivate the entire destination work-force
Action
Work with the CRPS and Bow Valley College to encourage more local participation in the Dual Credit Program. High school students' take college courses while finishing high school, receive job shadowing, volunteer experience, mentorship, gain work experience and practicum opportunities
Action
Provide consistent basic training workshops (maybe at lunch or convenient times for service industry breaks) that run regularly throughout busy seasons (ie: emphasis on interpersonal skills, intercultural communications, customer service, health & safety, lifeskills, etc.)
Action
Add these to the local suite of programs' marketing/information collateral
Tactic #3
Develop a destination-wide recognition program based on the competency matrix to celebrate the achievements of our employees and to reward and refer employees for future opportunties
Sep-14
Ongoing
Action
Work with employers to establish "buy-in" on the leading competencies and recognize certain local programs for "foundational learning" successful completion of foundational learning programs (ie: Banff Ambassador Program, etc.) could result in a Bow Valley foundations of hospitality (or something) certificate recognized across the destination as a signal of support
Action
Design assessment/evaluation model or a way to formally recognize/reward achievement (ie: is it participation only or more of an Emerit Certification recognizing an individual's competence in their occupation, as measured against the National Occupational Stadards?)
Action
Work with partner organizations to develop rewards employees can choose from to celebrate achievement publically (ie: a campaign like BanffShine around customer service/tourism?)
Tactic #4
33
Collect and map currently available opportunties for training & development on a semi-annual/annual timeline, including objectives being addressed, costs, outcomes, etc.
Develop a partnership/incentivize organizations to faciltate employer support of employee registration and attendance in training and development sessions
Action
Secure additional funding to be able to increase subsidies for organizations who can't afford staff to attend
Action
Negotiate logistics of programs (tuition fees, dates/times, etc.) with providers and employers to faciltiate attendance, promotion, and support
Action
Explore bundling packages to faciltiate employee participation in training opportunties. This could include transit passes, meal vouchers, or lieu days to attend training, etc.
Destination Labour Attraction & Retention Strategy - Banff Lake Louise
Action
Thoroughly educate employers of value of creating possible internal programs to encourage internal mentorship and to make use of local opportunities (and hear feeback to ensure sessions provided are understood and valued)
Develop a destination-wide recognition program based on the Tactic #5 competency matrix to celebrate the achievements of our employees and to reward and refer employees for future opportunties
Sep-14 Ongoing
Action
Work with employers to establish "buy-in" on the leading competencies and recognize certain local programs for "foundational learning" successful completion of foundational learning programs (ie: Banff Ambassador Program, etc.) could result in a Bow Valley foundations of hospitality (or something) certificate recognized across the destination as a signal of support
Action
Design assessment/evaluation model or a way to formally recognize/reward achievement (ie: is it participation only?)
Action
Work with partner organizations to develop rewards employees can choose from to celebrate achievement publically (ie: a campaign like BanffShine around customer service/tourism?)
Provide recruitment support (agency model) to help smaller Tactic #6 properties/businesses hire for technical skills, experience, leadership, culture fit, etc. (per destinations' leading competencies) Action
Develop web-site that acts as a one-stop shop for recruitment of new staff, addresses vacancies across destination and answers applicant questions
Action
Create a central location to facilitate applications to multiple properties. Agency could screen and interview candidates who meet requirements and recommend based on needs, interests, etc. cultural fit to appropriate employer
Action
Conduct a destination-wide job fair, representing all local employers, in select cities/areas across the country and in countries who have reciprocal work exchange programs to educate potential applicants about why they should come and live and work in the Bow Valley
34
Destination Labour Attraction & Retention Strategy - Banff Lake Louise
NEXT STEPS In late August, the Destination Labour Attraction & Retention Strategy report will be presented to the leadership of various Banff Lake organizations which are seen to have a direct (or indirect) interest in a destination approach to labour attraction and retention strategies. These organizations will be asked to provide feedback on the strategies and tactics most important to their own operational mandate, and to confirm what type of support they are prepared to provide (financial, or otherwise) to advance those objectives. BLLHMA will continue to facilitate this process on behalf of destination until such time that it becomes clear some other organization(s) may be better equipped to lead some, or all, of the tactical aspects of this strategy. For More Information Contact: Darren Reeder, Executive Director Banff Lake Louise Hotel Motel Association E
[email protected] Katrina Donald, Chair, Human Resource Committee Banff Lake Louise Hotel Motel Association E
[email protected]
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Destination Labour Attraction & Retention Strategy - Banff Lake Louise
36 SOURCE: Banff Lake Louise Tourism/Paul Zizka
