Community and Recreation Services - Town of Banff

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Community & Recreation Services

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Community Services

• Division that oversees programs and services that enhance social and physical well-being of individuals, families, and the community through the delivery of a wide array of programs, services, and activities targeted to all demographic groups in Banff.

• Three departments operate out of the Community Services Division: FCSS and Social Programs, Recreation and Trails, and Housing Sustainability

• Staff are physically located in three Town of Banff locations: Banff Town Hall, 101 Bear Street, and The Fenlands Recreation Centre (and of course many have been working virtually throughout the pandemic)

• Responsible for the Emergency Social Services function within the Municipal Emergency Plan, and ensures the team is identified, trained and ready to respond, and the Director of Community Services also fulfils the function of Deputy Director of Emergency Management within the Municipal Emergency Plan

• The strategic direction of Community Services is currently guided by six council adopted documents: The Banff Community Social Assessment, the Recreation Programs and Services Master Plan, Banff Recreation Facilities Master Plan, the Banff Recreation Grounds Redevelopment Plan, Banff Trails Master Plan, and the Banff Community Housing Strategy.

2021 - 2024 Operating Budget Roll-Up

2020 2021 2021 2022 2022 2023 2024 Actual Amended Q3 Approved Proposed Proposed Proposed

Budget Forecast Budget Budget Budget Budget REVENUES

Activity Revenue $747,976 $1,119,932 $859,401 $1,285,722 $1,221,890 $1,314,064 $1,349,564 Grant Revenue 1,433,695 1,551,002 1,688,639 1,536,843 1,562,165 1,573,132 1,559,784 Other Revenue 858,630 400,036 438,190 404,950 399,950 395,830 386,118 Internal Recoveries 268,271 307,907 307,907 317,406 309,476 318,024 326,715 TOTAL REVENUES 3,308,572 3,378,877 3,294,137 3,544,921 3,493,481 3,601,050 3,622,181

EXPENDITURES

Permanent/Contracted Services 28.08 33.21 28.03 33.84 33.58 33.69 33.69 Grant Funded 9.68 10.37 10.51 10.37 11.09 11.09 11.09 Wages & Benefits 3,023,195 3,415,228 3,194,215 3,559,581 3,577,340 3,703,174 3,825,004 Contracted & General Services 676,042 788,482 885,199 817,405 828,427 811,972 792,301 Materials, Goods & Supplies 291,336 499,323 418,279 470,210 422,843 433,905 426,016 Other Expenses 401,858 474,856 481,975 453,706 422,068 379,513 342,309 Internal Charges 1,177,260 1,195,090 1,195,090 1,208,461 1,200,270 1,226,907 1,254,091 TOTAL EXPENDITURES 5,569,691 6,372,979 6,174,758 6,509,363 6,450,948 6,555,471 6,639,721

REVENUES LESS EXPENDITURES (2,261,119) (2,994,102) (2,880,621) (2,964,442) (2,957,467) (2,954,421) (3,017,540)

Associated Amortization 923,161 897,493 897,493 906,466 923,160 923,160 923,160 Gain / (Loss) on Disposal of TCA (94,892)

Transfers to Reserves (883,042) (419,098) (437,351) (409,951) (413,629) (404,180) (394,418) Transfers from Reserves 451,625 574,656 621,226 478,706 534,568 404,513 342,309

Tax Funding Required (2,692,536) (2,838,544) (2,696,746) (2,895,687) (2,836,528) (2,954,088) (3,069,649)

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Community Services

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1,000

2,000

3,000

4,000

5,000

2020 Consumed 4,084

2021 Target 4,314

2021 Consumed 516

Litr

es

Class 2 - Automotive Class Vehicles

-

200

400

600

800

1,000

2020 Consumed 142

2021 Target 894

2021 Consumed 31

Litr

es

Class 2 - Automotive Class Vehicles

-

50

100

150

2020 Consumed 31

2021 Target 135

2021 Consumed 40

Litr

esClass 3 - Medium Heavy Duty Vehicles

-

200

400

600

800

1,000

1,200

2020 Consumed 763

2021 Target 791

2021 Consumed 1,129

Litr

es

Class 5 - Heavy Duty Off Road Vehicles

Community Services Fuel Consumption Benchmark

Recreation Fuel Consumption Benchmark (The Fenlands)

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Service Area: Community Services Administration (1 of 10)

The administration area houses the director of the division and staff positions that operate the Community Services public reception area in Town Hall. The following functions occur out of the administration service area: Department Leadership

• Oversight, supervision and support for initiatives operating out of Community Services in three departments (FCSS & Social Programs, Recreation & Trails, and Housing Sustainability)

• Representation of the division and related community needs at the Town of Banff leadership team • Responsible for ensuring the readiness of the Emergency Social Services team for deployment and assumes

role of Deputy Director of Emergency Management as per the Municipal Emergency Plan.

Strategic Direction & Accountability • Guide department planning and staff work plan development using the following Master Plans to generate

priorities: 2019 Social Assessment, 2015 Recreation Programs and Services Master Plan, 2015 Banff Trails Master Plan, 2014 Community Housing Strategy, and 2013 Recreation Facility Master Plan.

• Ensure council, other funders and partners are kept informed with respect to outcomes achieved in implementing action plans

• Ensure contractual obligations are met specific to other contracts held with a variety of government and other organizational funders.

Community Research and Reporting

• Responsible for the provision of community data that assists in decision making related to service delivery for the benefit of the municipality and the community at large

• Identify, research, and facilitate responses to social and recreational issues/needs working with a wide variety of partners, government bodies, other municipalities, and organizations in order to do so

Partnerships and Regional/Provincial Collaboration • Represent the municipality on a variety of collaborative initiatives at the regional and provincial level

Client Services/ Awareness of Program and Services

• Provide information and supported referral services to the public related to all Town of Banff programs, as well as referrals to appropriate community agencies

• Process intake applications for the Banff Access Program and helps to administer access for Banff residents to other regional affordability initiatives (Jacket Frost, Santa’s Anonymous, Good Food Box, Backpack program etc)

• Manage registrations for all child & youth programs, recreation programs, classes and activities • Administer the Bear Street advertising windows, and maintains updates to the Community Services

programming web pages including the volunteer web page Staffing Support

• Provide administrative support as requested to the staff that work in the Community Services division and for all related programs

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CS Administration 2021 – 2024 Operating Budget



Other Revenue $2,681 $2,444 Internal Recoveries 268,271 307,907 307,907 317,406 309,476 318,024 326,715 TOTAL REVENUES 270,952 307,907 310,351 317,406 309,476 318,024 326,715

EXPENDITURES

FTE Count 2.35 2.60 2.60 2.60 2.60 2.60 2.60 Wages & Benefits 254,128 267,432 267,410 274,716 269,753 279,451 289,394 Contracted & General Services 9,782 38,800 23,446 39,526 37,075 37,615 38,018 Materials, Goods & Supplies 5,145 20,264 12,305 21,893 20,180 20,180 20,180 Other Expenses 525 Internal Charges 49,960 46,700 46,700 46,500 46,500 47,300 48,300 TOTAL EXPENDITURES 319,540 373,196 349,861 382,635 373,508 384,546 395,892

REVENUES LESS EXPENDITURES (48,588) (65,289) (39,510) (65,229) (64,032) (66,522) (69,177)

Associated Amortization 8,813 7,845 7,845 7,923 8,812 8,812 8,812

Transfers to Reserves (5,437) (6,137) (6,137) (6,137) (6,137) (6,137) (6,137) Transfers from Reserves 1,800 1,590

Tax Funding Required (54,025) (69,626) (44,057) (71,366) (70,169) (72,659) (75,314)

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COUNCIL EXPECTATIONS

Senior Administration 1) Identify short term and long term challenges facing our community & recommend strategies to address them 2) Promote a healthy, active, connected community 3) Build strong internal and external partnerships 4) Champion departmental programs 5) Pursue appropriate grant funding where possible

Public Reception 1) High level of customer service with a sense of welcome 2) Maintain appropriate levels of confidentiality 3) Extensive knowledge of community resources and services

Successes Challenges/Opportunities

o Have continued to ensure ongoing support and service delivery to residents in our community throughout the pandemic

o Emergency Social Services and ECC pandemic response throughout the various waves experienced over the 2021 calendar year including but not limited to the operation of a Covid Isolation facility, and a wide range of ESS support and referrals for affected individuals in our community

o Continuity and connection of our division team through bi-weekly virtual meetings

o Covid 19 has been an extraordinary challenge however the team has been able to adapt and respond to meet resident needs in different ways

2022 Priorities: Communication Format (RFD/Briefing/Policy/Bylaw/Workshop/Etc.)

• Present options for public smoking amendments in the Streets and Public Place Bylaw

RFD

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Service Area: Immigration Support Services (2 of 10)

The Town of Banff holds contracts with Immigration, Refugee and Citizenship Canada (IRCC) to provide services to immigrants throughout the Bow Valley, and to ensure successful integration approaches to ensure a welcoming, inclusive community. In each of the services provided, Banff holds the contract and acts as the fiscal agent for these Bow Valley initiatives that serve residents in Banff, Canmore, ID 9, the MD of Bighorn, and Kananaskis. All of these contracts are 100% cost recovery and able to operate with the external contracted dollars with no tax supported funding. The following areas are included in this service area: Settlement & Foreign Worker Support Services

o The town of Banff holds a five year contract with Immigration, Refugees, and Citizenship Canada (IRCC) effective April 1st 2020 to March 31st 2025, with a total contribution amount of $4,121,757 for Settlement Services in the Bow Valley.

o Supports and services available for permanent residents and temporary foreign workers in the Bow Valley through funding from IRCC (for permanent residents), and through a partnership agreement with Calgary Catholic Immigration Society (for foreign workers).

o Additional supports have been added to the existing contract and include settlement support in the schools and a Community Connections program which matches newcomers to established residents and proactively introduces newcomers to local community resources

o Immigrant services include help with life in Canada, information about community resources, family reunification support, assistance with forms during the Permanent Resident process, as well as making connections to local agencies and programs.

Local Immigration Partnership

o Funding from Citizenship and Immigration Canada (CIC) has been provided to operate a Bow Valley Local Immigration Partnership and to produce a settlement and integration strategy and accompanying initiatives for the region to ensure that the Bow Valley is a welcoming community to newcomers.

Immigration Support Services 2021 – 2024 Operating Budget



Activity Revenue $184 $8,808 Grant Revenue 893,482 1,048,650 1,140,210 1,043,491 1,064,813 1,076,780 1,062,432 Other Revenue 2,650 TOTAL REVENUES 893,666 1,048,650 1,151,668 1,043,491 1,064,813 1,076,780 1,062,432

EXPENDITURES

Grant Funded FTE Count 8.69 8.97 9.15 8.97 9.74 9.74 9.74 Wages & Benefits 694,950 760,921 789,422 789,585 823,172 842,519 866,143 Contracted & General Services 55,413 60,928 160,892 64,020 72,020 61,863 35,330 Materials, Goods & Supplies 31,492 100,747 75,378 62,726 39,875 39,434 27,931 TOTAL EXPENDITURES 781,855 922,596 1,025,692 916,331 935,067 943,816 929,404

REVENUES LESS EXPENDITURES 111,811 126,054 125,976 127,160 129,746 132,964 133,028

Surplus Generated 111,811 126,054 125,976 127,160 129,746 132,964 133,028

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Service Area: Immigration Support Services (2 of 10)


Settlement Support/Foreign Worker Support To fulfill the terms of the contract in place with CIC which include:

1) The delivery of support services that help immigrants with life in Canada 2) The delivery of support on-site at the local schools for families and school staff 3) Family reunification support 4) Assistance during the Permanent Resident process 5) Supported information and referral to connect clients to local agencies and programs

Local Immigration Partnership To fulfill the terms of the contract in place with CIC which include:

1) Development of a community council to integrate immigrant needs into community planning 2) Engage maintain community and service providers in the active inclusion of immigrants 3) Strengthen local capacity to integrate and retain immigrants 4) Increase knowledge about immigrants, their needs, and strategies to support them 5) Increase the economic, social, political, and civic participation of immigrants

Successes Challenges/Opportunities Settlement Services:

o Successfully navigated the first year of a five year contract effective April 1 2020 to March 31 2025 with an increase to the Town of Banff’s admin fees from 7% to 15%.

o Served 641 unique clients in 2020/21 year with over 5085 service contacts. Most services were for connection to government financial and health information to navigate the complexities of COVID-19

o 78 unique refugee clients supported in 2020/2021 year with 1549 service contacts to them in their first language.

o Increased support to the immigrant school population with 40 dedicated hours per week from our Settlement Worker in School.

o During community lockdowns & Town of Banff closures, established an area in town hall for refugee clients with interpretation and digital needs to meet with settlement staff to access COVID-19 financial supports.

o Established weekly check-ins with refugee client groups in their first language to ensure needed support during COVID-19 – conduced in Tigrinya, Oromo, and Amharic.

o Plain Language training was made available to all TOB departments in order to better share information and communicate with English Language Learners.

Settlement Services: Challenges:

o Need for refugee support has increased, which occupies more staff time due to the nature of complex needs. 31% of the team’s service contacts were directed to refugee clients to help navigate complex government support and health information during COVID-19 while they are only 12% of our client demographic.

o Interpretation was at 1225% of expected need due to the complex nature of COVID-19 information and language level needed to navigate government supports and directives.

o School support increased substantially to 483% of service targets due to complexities associated with on-line learning and low digital literacy skills or device needs of clients.

o Municipal Integration Project aimed at building community capacity to meet newcomer needs was impacted by the town hall renovations undertaken in 2019 and Covid-19 in 2020 and 2021. An extension to March 31st, 2021, was granted in order to meet the outcomes.

Opportunity: o New Opportunity for enhanced needs

assessments, and information and referral services for foreign born newcomers to Banff. Settlement Services and BVIP are exploring a program called Gateway (IRCC funded).

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Bow Valley Immigration Partnership o BVIP member organizations helped create the Bow

Valley’s 1st Annual Connect to Community Week: a collection of events and activities designed to help Bow Valley residents learn about community resources, to meet new people, and to help build a more welcoming community for all.

o BVIP staff and members worked together to promote inclusion, understanding, and connection between locals of all backgrounds via the Bow Valley Locals campaign & related projects Bow Valley Recipe Exchange and Stories of Resilience.

o Re launch of the Workplace Inclusion Charter Fall of 2021. First piloted in the Bow Valley, this program has since expanded to four other communities with another 11 or so at various stages of implementing their own Workplace Inclusion Charter.

Bow Valley Immigration Partnership Challenges:

o Changing and unpredictable immigration patterns, difficulty anticipating settlement and integration needs

o Need for use of interpretation in all sectors


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Service Area: Community Social Wellbeing (3 of 10)

This service area groups programs and initiatives that are offered to the community at large, and that foster enhanced social wellbeing, and capacity building either from an individual, organizational, or community perspective. Community Development

• Community Development is the work done that results in a coordinated response to emerging social issues, the creation of new programs, support systems, or enhanced services.

• Currently, the work being done is divided into two key areas: Addressing Community Social Needs – This portfolio currently includes Affordability

Initiatives, Food Security, Financial Literacy, and Community Connections initiatives (Immigrant Needs, and Neighbourhood Connections)

Social Profit Sector/Organizational Support/Facilitation– Support is provided for the social (not for) profit sector to assist them in strengthening their capacity. Supports can include society creation assistance, grant/fund assistance, facilitation of strategic planning, and board development. Staff also facilitate two interagency groups (Bow Valley Interagency and the Banff Action Group) to enhance agency collaboration and awareness among service providers. The Municipal Community Grants Program and support to the Municipal Grants Committee is facilitated by this service area

Community Helpers

• Alberta Health Services funded suicide prevention program that works to identify “natural” helpers in the community through a survey process, and goes on to provide those individuals with added resources, support and training in order to support their peers, and themselves

• The program has surveyed thousands, and has trained over 1000 community helpers to date, as well as provided training to many more through the ASIST program and Safetalk.

• It continues to support many of its “alumni” through the Community Helpers Club, which host professional development gatherings to maintain trained helpers skill sets, and to keep them connected with one another.

• Program works very closely with the HR Departments throughout businesses in the Bow Valley, and have become a trusted partner in the delivery of much needed support training for folks who often find themselves in a helping role for their peers.

Volunteer Support This role’s primary focus is to ensure that volunteer opportunities in Banff are coordinated, organized, and promoted.

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Community Social Wellbeing 2021 – 2024 Operating Budget



Activity Revenue $196,657 $51,000 $95,730 $2,081 $27,349 $13,672 $13,672 Grant Revenue 231,708 228,708 264,061 228,708 228,708 228,708 228,708 Other Revenue 22,795 TOTAL REVENUES 451,160 279,708 359,791 230,789 256,057 242,380 242,380

EXPENDITURES

Permanent/Contracted Services 2.30 2.30 2.30 2.30 2.30 2.30 2.30 Grant Funded 0.89 0.85 0.85 0.85 0.80 0.80 0.80 Wages & Benefits 322,050 320,396 320,463 325,671 320,298 331,888 343,928 Contracted & General Services 212,301 73,795 145,274 23,942 51,216 38,090 37,476 Materials, Goods & Supplies 17,353 13,468 17,791 13,486 13,550 13,600 12,550 Internal Charges 32,365 37,149 37,149 38,294 37,339 38,371 39,418 TOTAL EXPENDITURES 584,069 444,808 520,677 401,393 422,403 421,949 433,372



Transfers to Reserves (6,198) (3,988) (3,988) (3,988) (3,988) (3,988) (3,988)


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Community Development 1) Need to be reactive to the changing needs of the community and proactive in the discovery of what those

needs are 2) Helping hand rather than on-going management, specific to Community Development Programming 3) Harness the power of collaboration and partnerships with other agencies, communities and ministries 4) Respond to required provincial outcomes linked to provincial funding

Community Helpers To fulfill the contractual obligations of the provincial agreement in place that funds this initiative

Volunteer Support Is the function within the municipality that promotes volunteer opportunities and its benefits to residents and the greater community.

Successes Challenges/Opportunities Community Development Addressing Community Social Needs

o Indigenous Relations: There is continued relationship building with local Indigenous community members and support of Whyte Museum programming and projects and sharing of Buffalo treaty information. These are mainly food related events and activities.

o Affordability Relaunch of Banff Access Program including Tier 2. Completed in plain language and included a trial monthly newsletter April - Sept. Currently 9 active business partners plus 4 community program partners. Participant quote: “Thank you for the effort put into this program. It has been an immense help to myself and my family to be able to afford to live in this beautiful area.”

o Financial Literacy: Working with town of Canmore and Cochrane to partner with Money Mentors, Credit Counselling Society and Canada Revenue Agency Outreach staff in order to deliver a wide variety of workshops. Examples included; life stage planning, home ownership, post secondary education, death, taxes and inheritance, irregular income, borrowing and tax basics.

o Community bike sale: Partnered with Community Cruisers for the second year to sell lost and found bikes to low income residents. 20 bikes sold at an average cost of $43 each

o Library of Things Pilot launched with the Banff Public Library first week in Oct to great response. Responds to needs and ideas in the 2019 Community Social Assessment around cost of living, environmental values, accessibility, activities etc. and meets Council Strategic Priority around barter economies.

Community Development Addressing Community Social Needs Challenge:

o ONLINE delivery for some programs (i.e. financial literacy) is not as popular as in person. A high number of registrants do not show up.

Opportunity: o Community Cruisers now have an

agreement to have temporary space at Fenlands, this should allow the program to expand beyond lost and found bikes (e.g. potential access to more donations).

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o Food Security Advisory. Fostering greater access to affordable food. Acting in an advisory capacity to support many of Banff’s food support agencies and businesses e.g. Wim Pauw’s “What’s for Dinner”, Banff Park Church “Chili to go”, Banff Food Bank, Banff Food Rescue, Banff Food and Friends, Banff Food Rescue, BCCF food granting committee and the Bow Valley Food Alliance.

o Direct food support: Providing community members in need with access to resources such as Banff Good food Box program. 642 Boxes Jan – Sept 2021. Introduced New $15 box for low income residents who want to pay something towards cost but have limited funds

o Source Funding and support included $55,000 from Wim Pauw for BVFA staffing. Assisted with grant application for $75,000 from Calgary Foundation for BVFA project. Town of Banff acts as fiscal host for all BVFA grants = $269,717 (2020-2021/22). Helped to source $3000 for program delivery “chilli to go” and $11,500 towards Banff food and friends program delivery.

o BVFA Grocery card distribution: Funding from Bow Valley Food alliance projects supported distribution of gift cards via Settlement Services.

o Communication: Supporting BVFA’s: Creation of an online asset map for all food/emergency food supports. Creation of multilingual food support resources and presenting to funders service groups and social agencies on food insecurity.

o Partnerships: BVFA, BVPCN, BVIP, Whyte Museum, Ethno cultural groups; A series of 4 cultural cooking videos produced in partnership with BVIP. The program also helped to identify new emerging community leaders.

o Capacity building: BVFA: Assisted with recruitment of two BVFA contractors. Food Charter campaign and community support. Currently have ID9, TOB, FORM, BV Naturalists.

Social Profit Sector/Organizational Support/Facilitation

o Launched bowvalleynonprofits.ca with Town of Canmore, as a place for Bow Valley non-profits to access resources, training tools and funding opportunities, as well as connection with other non-profits. 6 online learning sessions & recorded for continued access. Website 3,585 page hits in first 6 months, 300+ resources, Facebook reach 1,497 within one month.

o Transitioned to online strategic planning & facilitation for groups.

o 9 registered groups received Municipal Community Grants totalling $20,000 and 7 informal groups received Building Bridges Grants totalling $11,000.

o External funding From 2020 – 2022 Community development helped to bring in over $1 million either directly applied for, or supported the applications of community groups for these funds. Examples include: 1.) Provincial Civil Society Grant Moving Mountains $400,000 for 2 years - Banff Canmore Community Foundation (BCCF), in partnership with Family and Community

Challenges: o New funding for operations and food.

Most COVID grants have ended. o Digital divide: residents who are not

digitally connected were not aware of food support resources unless referred by a landlord, family member or friend.

o COVID and restricted use/ access to community space.

o Personal connections and relationship building has been lost during COVID restrictions.

o Many foreign worker residents have been hesitant to ask for support. The BVFA provided support to them at arms length.

Social Profit Sector/Organizational/Support /Facilitation Opportunity:

o Community has got used to online learning and gathering opportunities. Lake Louise as an isolated community now has more opportunities to get involved.

Challenges: o Continued limited in person community

connections o Finding volunteers for program delivery

is even more challenging than before due to lack of close connections with new community members.

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Support Services (FCSS) at both the Town of Banff and Town of Canmore. 2.) $19,000 to pilot the Library of Things & partnered with Operations for Circular Economy Grant $200,000.

o Covid Food Support $130,000 (2021) and fiscal host for all BVFA grants an additional $269,717 (2020-2021)

Community Helpers:

o 2021 has seen the resumption of some in person training. The year 2020 presented significant challenges in the delivery of this program due to Covid restrictions. 2018 2019 2020

Community Helpers Training 146 130 78

Mental Health First Aid 18 48 0

ASIST (Applied Suicide Intervention Skills Training

17 27 17

Safetalk 35 25 0

Total Participants 216 230 95

o Alumni Community Helpers were very engaged with online follow up trainings to support themselves and support others.

o New community resource information and promotional materials for the Community Helpers program has been developed, and being distributed through out the community.

Volunteer Support: o Continue to promote and advertise volunteer opportunities

on banff.ca/volunteer website. o There were over 29 different organizations that posted a

variety of volunteer opportunities on the town webpage in 2021.

Community Helpers: Opportunity:

o Covid has increased the need for individuals to support one another. Community Helpers training for community and businesses will be a great resource for residents in 2022.

Volunteer Support: Challenge/Opportunity:

o Volunteer interest for many programs has reduced due to Covid restrictions and general anxiety around social interaction (especially indoor) – there will be an opportunity to promote and engage individuals again on the benefits of volunteering as the pandemic situation improves.

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2021 Priorities: Priority Status • Work with local businesses to expand the Access

Program Complete -New programs and services added at various

times throughout the year. For the most up to date list of participating businesses, visit www.banff.ca/access

• COVID update to the 2019 Community Social Assessment (qualitative and local data)

Not completed – this initiative was cancelled when the planned in person sessions overlapped with the 3rd and then 4th waves of the pandemic – given that the large-scale engagement process is scheduled for the next assessment within 12 months time, we propose to now postpone this check in until the official planned assessment update which begins in early 2023 (with final report being tabled January 2024)


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http://www.banff.ca/access

http://www.banff.ca/access

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Service Area: Housing Sustainability (4 of 10)

• This service area is responsible for driving forward the recommendations from the Banff Community Housing

Strategy and council’s additional strategic priorities related to housing. It is expected that progress on these strategies be presented to council and the community at large.

• Projects and activities revolve around the following areas within the council endorsed strategy: o Rentals o Partnerships and Collaboration o Regulatory and Policy Framework o Public Education, Outreach and Advocacy o Accountability and Monitoring

Housing Sustainability 2021 – 2024 Operating Budget



Activity Revenue $20,800 $29,024 $30,971 $29,800 $29,800 $30,300 $30,800 Other Revenue 825,462 367,976 367,976 358,829 358,829 349,380 339,618 TOTAL REVENUES 846,262 397,000 398,947 388,629 388,629 379,680 370,418

EXPENDITURES

FTE Count 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Wages & Benefits 122,651 122,977 122,996 126,305 124,057 128,487 133,297 Contracted & General Services 17,427 7,596 9,288 7,767 7,667 7,736 7,850 Materials, Goods & Supplies 428 341 437 437 450 455 Other Expenses 355,373 431,895 415,070 414,714 402,527 361,807 326,461 TOTAL EXPENDITURES 495,451 562,896 547,695 549,223 534,688 498,480 468,063

REVENUES LESS EXPENDITURES 350,811 (165,896) (148,748) (160,594) (146,059) (118,800) (97,645)



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Service Area: Housing Sustainability (4 of 10)


1) Use the Banff Community Housing Strategy as a guide 2) Work to help supply mix of affordable housing options 3) Represent Town of Banff administration on the Banff Housing Corporation

Successes Challenges/Opportunities o As of November 2021, Ti’nu is fully occupied with

80 individuals or families on the waitlist o Completed Seniors needs housing assessment with

over 270 survey responses submitted o Aster Affordable Housing Development:

- Began construction of the Aster- March 2021 - Developed cost recovery/below market sale

pricing for Aster units- ranging from low $300,000- mid $500,000

- Created a separate Aster website featuring 3D unit renderings, virtual site tour, costing models, timeline, and sales process.

- Database development for potential home buyers. Over 470 individuals registered interest in purchasing a unit at the Aster.

- Development of a lottery system for the sale of units with priority being given to first time home buyers.

o Community Housing Reserve fund continues to see strong annual contributions from Ti’Nu thanks to the 2017 provincial contribution to the project

Challenges: o Fully occupied at Ti’nu with waitlist

Opportunities: o The Aster Affordable Development:

- Priority given for first time homebuyers - Two accessible units with priority for FTHB,

individuals and/or seniors requiring accessibility.

o Future housing development on Cave Avenue

2021 Priorities: Priority Status

• Identify housing projects for Cave Avenue and Banff Avenue lands.

Ongoing – COU 19-202 – Council directed administration to proceed with an affordable entry level price restricted home ownership project on Banff Avenue at the July 15th, 2019 meeting of council. A project on Cave Avenue will return to council for consideration upon completion of the Banff Avenue project which is currently under construction.

• Banff Avenue Home Ownership Project Ongoing - COU20-260- Council directed administration to proceed with issuing a letter of intent to Studio North/Lola Architecture to finalize drawings and start the construction process of a 33 unit, affordable, for purchase housing development. Complete COU20-277 Approval of borrowing bylaw 399 – amendment to the 2020-2029 capital budget to include expenditures of $400,000 in 2020 and $10,975,000 in 2021 for the

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construction of the Banff Avenue Affordable Housing project with the construction is to be debt financed and repaid through the resale of the units upon completion.

• Process to be developed for qualifying criteria and pre-sales process for Banff Avenue units

Complete

• Create a forecasting tool for Banff housing demand based on changes of use, and intensification of use

Postponed indefinitely– forecasting at this time may be unreliable due to current state of pandemic and transition to recovery

• Construction of Banff Ave Affordable Housing project

Underway – construction began in 2021 and is expected to be completed in summer 2022

• Determine qualifying criteria and pre-sales process for Banff Avenue units

Complete – units priced and sales process has begun

• Deliver annual State of Housing report

Briefing to be delivered in fall of 2021

• Consider the housing needs and supply for seniors, by integrating the Housing Study with the understanding of housing from the Bow Valley Regional Housing Commission

Banff Seniors Housing Survey completed – report presented to council with findings in fall of 2021with an subsequent report on existing supports and services for Seniors in Banff (housing and other aging in place supports)


• Sale of 33 Aster - Banff Avenue units Lottery and sales process to begin in January 2022

• Deliver annual State of Housing report Briefing – Summer 2022

• Determination scope of development for Cave Ave housing project

RFD to council for decision on project design, housing mode and projected use of lands, forecasted financial model.

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Service Area: Young Adult Programs & Services (5 of 10)

The delivery of programs and services for young adults between 18 and 30, with the goal to improve quality of life among this demographic sector. BanffLIFE operates a series of programs designed to connect young adults in Banff to one another, and to the community. Programs that increase individual social well-being include:

• Mountain Adventure Program – An introduction to mountain sports, teaching young adults how to travel safely in the back country, grow a passion for mountain activities, and to connect them to new people with similar interests

• Banff Ambassador Presentation – BanffLIFE delivers the “community” portion of the BAP, ensuring young adults know what services are in place, should they need help while they are here. It also talks about the importance of getting connected during their time here, and how they can do this.

• Community Services Volunteer Placement Program – BanffLIFE provides an opportunity for Community Service volunteers to complete their placement with the BanffLIFE program

• BanffLIFE volunteer program – recruitment, training, and oversight of a number of volunteers who help run a variety of BanffLIFE’s programs

• Pasta Night – a once a week meal, served at 101 Bear Street, that also showcases music, and provides an opportunity to hang out on a weeknight with fellow service sector industry workers.

• DJ in the Park – a once a week gathering in Central Park to eat dinner, listen to music, and connect with one another.

• Movies Under the Stars – a 6-week summer series in Central Park of movies presented on the large inflatable movie screen for the public at large – all are welcome to attend.

Young Adult Programs & Services 2021 – 2024 Operating Budget



Activity Revenue $12,187 $27,500 $29,834 $27,500 $27,500 $27,500 $27,500 Grant Revenue 69,838 69,838 64,017 70,838 70,838 70,838 70,838 TOTAL REVENUES 82,025 97,338 93,851 98,338 98,338 98,338 98,338

EXPENDITURES

FTE Count 1.0 1.00 0.5 1.25 1.25 1.25 1.25 Wages & Benefits 74,391 60,107 46,506 91,381 95,976 99,470 103,011 Contracted & General Services 9,445 52,450 38,590 52,450 45,450 45,450 45,450 Materials, Goods & Supplies 3,043 16,500 9,773 14,500 14,500 14,500 14,500 Internal Charges 19,231 22,072 22,072 22,753 22,184 22,797 23,420 TOTAL EXPENDITURES 106,110 151,129 116,941 181,084 178,110 182,217 186,381


Associated Amortization 737 620 620 626 737 737 737 Transfers to Reserves (3,050) (3,050) (3,050) (3,050) (3,050) (3,050) (3,050)


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Service Area: Young Adult Programs & Services (5 of 10)


1) We will positively impact the quality of life for this demographic sector 2) Communicate community expectations 3) Visitor participation should not displace resident participation or increase costs 4) The programming is cost recovery where possible (e.g. Mountain Adventure) 5) Understand there is a social services referral component 6) Enhance integration into our community

Successes Challenges/Opportunities o Mountain Adventure Programs were able to

continue for most of 2021 o Outstanding support from the Wim and Nancy

Pauw Foundation to subsidize all Banfflife Mountain Adventure Programming.

o BanffLIFE MAP participation rates to date Avalanche Safety – 30 persons Ice Climbing – 20 persons Glacier Travel – 7 persons Rock Climbing – 20 persons Via Ferrata – 22 persons

o Partnership and delivery of the Banff and Lake Louise Ambassador program resumed in 2021

o BanffLIFE Facebook page has 9.1K followers o BanffLIFE Instagram has 264 followers o Posting continued through 2021 on both pages and

included: - COVID public health and vaccination information - Wildlife safety - Mental health programs and information in Banff - Recreational and social course and activity

information - Wildfire and environmental information

Challenges: o COVID-19 regulations and safety measures

limited program offerings to MAP. Group transportation was limited for many of these courses as well.

o Many young adults who were former participants of BanffLIFE programming have left the community – need to ascertain extent of loss

Opportunities: o Community engagement winter 2021 to

determine program and service needs of young adults.

o Reengage with hospitality partners and network agencies to share resources and identify opportunities for partnerships (I.e. YWCA, B.L.L.T, CYAN, Banff Pride, etc.).

o Begin delivery of programs and services in early 2022 that meets young adult community needs.


• Relaunch BanffLIFE Programs that were affected by the pandemic restrictions as provincial guidance allows.

Ongoing – BanffLIFE programmer re-hired in fall of 2021 to re-launch key social connection programs that have been unable to operate due to Covid 19 restrictions. Review of needs will be conducted to determine if changes to past programming are warranted.


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Service Area: Seniors Programs and Services (6 of 10)

• This service area provides a wide array of support services and prevention programming for seniors with the goal of enhancing individual social well-being.

• It employs 1.6 FTE’s in the form of a 1.0 full time Seniors Support Coordinator, and a .6 FTE Senior’s Bus Driver, and a portion of administrative time to support this service area.

• Services are designed to help seniors remain as independent and self-sufficient as possible, with dignity and an optimum quality of life.

• Programs also create opportunities for seniors to connect with one another and participate in community activities to ultimately prevent social isolation.

Programs and Services include: • Social Connections Programs (Community Lunch, Seniors Kitchen & Monday Lunch, Outreach Fitness

program, Mountain Adventure 55 +, Walking Program) • Meals on Wheels (in partnership with AHS to deliver hot meals to vulnerable seniors) • Transportation Initiatives (available for persons with disabilities as well) – Accessible bus service, taxi pass

program • Economic Self-Sufficiency Programs (Income Tax Support, Ombudsperson Service, Workshops related to

financial literacy) • Wellness Workshops (wide variety of topics) – fraud prevention, healthy relationships, falls prevention,

balanced living etc. • Information & Referral – including outreach service at local seniors residences (Mount Edith, Cascade

House)

Seniors Programs & Services 2021 – 2024 Operating Budget



Activity Revenue $1,975 $3,127 $807 $3,127 $3,127 $3,127 $3,127 Grant Revenue 69,837 79,838 91,318 69,838 69,838 69,838 69,838 TOTAL REVENUES 71,812 82,965 92,125 72,965 72,965 72,965 72,965

EXPENDITURES

FTE Count 1.60 1.80 1.75 1.85 1.85 1.85 1.85 Wages & Benefits 125,927 144,592 134,292 151,455 149,852 155,351 161,111 Contracted & General Services 8,660 23,315 37,148 13,703 14,202 14,419 14,628 Materials, Goods & Supplies 339 3,565 3,436 3,636 3,636 3,709 3,791 Internal Charges 110,809 106,569 106,569 107,602 106,990 109,350 111,721 TOTAL EXPENDITURES 245,735 278,041 281,445 276,396 274,680 282,829 291,251





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Service Area: Seniors Programs and Services (6 of 10)


1) This program helps seniors remain independent and connected to their community 2) Seniors will be more actively involved in administration and programming 3) Seniors bus service is expected to be tax supported 4) Programming (including fitness) works to reduce social isolation

Successes Challenges/Opportunities o The Seniors Outreach program in 2021 has over 1342

service contacts with older adults. Outreach services included wellness checks, vaccine information, accessing benefits (i.e. financial covid supports, CPP & OAS)

o The seniors support coordinator also assisted with 111 vaccine appointments being made for older adult.

o 29 individuals participated in the Meals on Wheels program that the seniors support program facilities the delivery of prepared lunches to those in need. 756 deliveries of prepared meals.

o Income tax program continues to support local residents with assistance in filing their taxes to ensure people are accessing needed tax credits and support.

2018 2019 2020

Number of people assisted

119 97 148

Total rebates received

$331,030 $398,930 $464,710

o Senior bus service and transportation services (taxi pass program) continues to be well used

2018 2019 2020

Taxi pass users 111 115 111

Taxi pass # trips 1139 842 577

Seniors Bus unique users

68 60 Data not comparable.

Seniors Bus # user rides

2506 2744 Data not comparable.

o With Covid restrictions not allowing the provision of

seniors bus transportation we were able to pivot and provide mail pickup services 168 times and grocery

Challenge: The lack of computer skills (Digital divide) for seniors was a huge challenge in order to access programs being offered via zoom from the Town of Banff and PCN.

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delivery 126 time for our more isolated vulnerable seniors.

o In partnership with the Town of Canmore the Bow Valley received a federal grant (New Horizons) for $25,000. These monies were used in to provide specialized seniors transportation for medical appoints in Calgary. The average cost of this service was 331.50 a trip but clients only had to pay $50.00 for the trip.


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Service Area: Children, Youth and Family Programs (7 of 10)

This service area includes all programs and services geared towards children, youth and families in both the FCSS and Recreation Service divisions. Specific program areas include: Family Resource Network (Formerly Family Wellness and Parent Link) The Town of Banff holds 3 year contract 2020-2023 (i.e. $90,000yr) with the Gov of AB Children Services ministry to provide Family Resource Network (FRN) services during a pandemic. This has replaced the funds received for Family Wellness Worker program, and provide services that were formerly run by the Bow Valley Parent Link. A prevention focused program responsible for developing and delivering a wide and appropriate range of early intervention programs and services in the community for children 0-18yrs, and their parents/caregivers. Primary functions include:

o Creating places for social connection. o Facilitation and coordination of parent education services. o The development and provision of Family Support Services.

The evaluation of client and stakeholder needs will ensure the programs have a strong foundation in child developmental, educational, social, emotional and recreational benefits to children, youth and parents. Summer Programs - Includes Summer Fun (Grade 1-6), Youth Camps (Grade 7-10) and Speciality Camps (Grade 3-8). Provides a variety of activities and programming including off site field trips, overnight campouts, environmental learning, cooking, arts, science and community partnered activities. Out of School Club A provincially licensed childcare program provided to children after school, during school closures and school holidays. Offers programming designed to introduce children in Kindergarten to Grade 6 to innovative, explorative and child led activities including arts, sports, free range and environmental engagement. Child, Youth and Family Focused Recreation Initiatives:

1) Into the Wild (Grades 1 - 5): The Into the Wild program is an after school, non-accredited, outdoor, nature-based program for grades 1 to 5, led by qualified staff who specialize in outdoor and environmental education. Into the Wild operates on a cost recovery basis. Into the Wild relaunched in the fall of 2021.

2) Get Out: A drop-in activity night for grade 7- 10 students cooperatively planned by the participants and offering a fun, safe place for youth to recreate, socialize and play a variety of non-competitive sports on Friday nights from 7-10 p.m. On average there are 40+ attendees. Get Out was paused from January – mid-October 2021 due to COVID-19. With funding from the Pauw Foundation Rise & Shine (Grades 5 – 8) and Get Out Summer (Grades 7 – 10) was offered outdoors Monday to Thursday in July and August and attendance capacities were reached on a regular basis. Activities included skateboarding, basketball, arts and crafts, bike rides to Lake Minnewanka and more.

3) Echoes of the Forest: Echoes of the Forest are family-focused outdoor events held throughout the year. Echoes of the Forest will resume this Halloween as program staff have been recalled and current COVID-19 restrictions permit the proposed safe activities.

4) Motoring Munchkins: A low barrier, low-cost indoor opportunity for parents and children (0 – 5) to recreate every Sunday at the Banff Elementary School. Due to COVID-19 motoring munchkins was cancelled from January – October 2021.

5) The Basement (Grades 5 & 6 Monday and Wednesday /Grades 7 & 8 Tuesday and Thursday, 3-6 p.m.): The Basement is free after school drop-in program for Banff youth where students can hang out, play games, create music, art, do homework, etc. The Basement is funded in part by the Pauw Foundation and the space is provided in-kind by the Banff Canmore Community Foundation. Due to COVID-19 The Basement was cancelled from January – October 2021. However, the Town offered a variety of skills & drills sport sessions from February to late June under Alberta Recreation Guidance. Activities included indoor skateboarding, basketball, volleyball, badminton and more on The Fenlands dry floor.

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6) Mountain Adventurers: Mountain Adventurers is an outdoor program designed for Grades 4-5 and 6-8 on PD half day Fridays from noon – 4 p.m. Students go canoeing, mountain biking, rock-climbing, cross-country skiing and much more. Mountain Adventurers is funded in part by the Pauw Foundation. Mountain Adventurers continues to be a highly subscribed to program. Mountain Adventurers was paused during some periods between January – June of 2021 due to COVID-19.

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Service Area: Children & Youth and Family Programs (7 of 10)

Children & Youth Recreation Programs 2021 – 2024 Operating Budget



Activity Revenue $191,279 $340,980 $270,846 $335,980 $339,980 $340,980 $346,480 Grant Revenue 168,830 123,968 129,033 123,968 127,968 126,968 127,968 TOTAL REVENUES 360,109 464,948 399,879 459,948 467,948 467,948 474,448

EXPENDITURES

FTE and Contract Count 8.15 10.31 8.03 10.31 10.24 10.35 10.35 Grant Funded 0 0.38 0.35 0.38 0.38 0.38 0.38 Wages & Benefits 533,213 653,813 578,978 667,619 663,418 694,476 715,025 Contracted & General Services 14,419 53,809 44,717 54,389 48,981 52,320 53,451 Materials, Goods & Supplies 36,554 64,811 50,474 65,350 65,164 68,579 70,081 Internal Charges 183,025 194,362 194,362 198,111 195,482 200,315 205,096 TOTAL EXPENDITURES 767,211 966,795 868,531 985,469 973,045 1,015,690 1,043,653


Associated Amortization 23,112 18,978 18,978 19,167 23,113 23,113 23,113 Gain/(Loss) on Disposal of TCA (975)




Family Resource Network (formerly Family Wellness and Parent Link) 1) That individuals and families continue to get support as needed 2) Emphasis on preventive programming rather than crisis management 3) Continue to work with interagency partners in the Bow Valley 4) No duplication of services in the community

Out of School Care and Summer Fun

1) 100% cost recovery where possible for Out of School Club and Child/Youth Family Focused Recreation Initiatives

2) 50% recovery generally on all other children programs (i.e. Summer Fun) 3) We expect to form part of a reasonable range of potential activities for children in the community 4) Try to respond to the expressed needs of the community

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Successes Challenges/Opportunities Family Resource Network (FRN)

o Multiple funding partners for FRN Services (Children’s Services, & FCSS

o Great partnerships with the Library, Settlement Services, AHS in the provision of early childhood development services.

o 642 visits to the FRN social connections play space since reducing isolation and lack of connections for parents and young children.

o Quote from participant: “When I first moved to Banff, I knew no one. I now have a support network of friends who I regularly meet up with, both at FRN and outside.”

Summer Fun Program

o Summer Fun was primarily operated out of at BES and the last two weeks in the Fenlands. Less Covid restrictions allowed for more use of the school. Increased access to the school gym, playground and kitchen.

o Worked well to have Summer Fun become a licensed program - families had more access to childcare subsidy, staff received wage top up’s, extra protection from COVID closure.

o There were no program closures due to Covid, because of proper measure and procedures in place (i.e. rapid testing for staff)

o Provided care to 180 children at Summer Fun in 2021 (i.e. 2103 days of care) and for second year in row programming was provided to kindergarten children.

Out of School Club (OSC)

o Solid staff team this year- limited turnover and less staffing challenges with longer term staff in place who are invested in the work, and children.

o In 2020/21 school year 48 children (unique users) access this program, providing 3286 days of care.

o New staffing structure allows for on-site program supervisor and really helps to understand and attend to what is going during day to day operations of the program

o Staff and children remained covid free for the year as result of following proper procedures to prevent the spread of Covid.

Family Resource Network (FRN) Opportunity:

o More ability to leverage the use of internal staff and departments to deliver programs and services for parents/caregivers and their children. (Recreation, Settlement Services, Community Helpers etc.…)

Challenges: o Collaboration with multiple partners in the

new FRN (i.e. Hub and Spoke model) takes time for roles and responsibilities to established.

o Provincial communications regarding the transition of Parent Link services to FRN programs and services during a pandemic has been difficult (i.e. not clear or timely).

o Some programming not able to be provided because of the schools being a closed campus. Not open to the public, or outside agencies.

Summer Fun Program Challenges:

o A significant decrease in program offerings over summer as result of COVID-19 regulation (i.e. Specialty Camps, Youth Camp, field trips & overnight campouts) - Registration process was difficult, as we

transitioned from our CLASS registration system to BookKing.

o Fenlands closure and Covid restrictions lead to communication and logistical challenges in the provision of Summer Fun Camp at the Fenlands at the end of summer.

Out of School Club (OSC) Challenges:

o Registration process was difficult, as we transitioned from our CLASS registration system to BookKing. Flex registration is now available; however we are still working out some of the kinks.

o Provincial cohort maximums capped our ability to meet the demand for care - could only take 30 unique users in Gr.1-6 room

o Supporting behaviour challenges & meeting one to one needs.

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o More physical spaces/rooms were made available to the program i.e. outdoor play space, kitchen, and gymnasium. Due to the easing of Covid restrictions.

o Solid base of full time kids registered in each room. Consistency makes for group cohesiveness.

Child/Youth/Family Focused Recreation Initiatives

o January – June Skills & Drills sessions held on The Fenlands dry floor saw huge success with over 460 participants.

o Continued offering of Red Cross Babysitters certification courses

o 31 participants at the online Family Bear Aware session offered in partnership with Parks Canada.

o Youth art and dance programs continued to be offered when permissible under restrictions.

o Registration from Mountain Adventurers Program continues to see strong uptake from local families. 7 sessions between January and October 15 saw 93 participants.

Child/Youth/Family Focused Recreation Initiatives Opportunities:

o Staffing levels return to normal late fall 2021 o Indoor activity space increasing as restrictions

ease. Use of The Fenlands space was well received by program participants and parents/guardians during the pandemic.

Challenges: o Staffing reductions and restrictions from

COVID-19. o Indoor space for activities reduced due to

COVID-19.


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Service Area: Recreation Programs, Events & Services (8 of 10)

Recreation Program Development and Delivery- Participation in both structured and unstructured recreational, sport and cultural activities improves physical, psychological, and emotional health. Within the recreation program service area, the following types of services are offered through the Town of Banff:

• Active Living Classes – a variety of active living programs such as yoga, 50+ fitness, Pilates, dance conditioning, Zumba and more.

• Creative/Cultural Classes– Programs such as painting, make your own bees wax wraps, creative writing, photography, language classes, theatre and more.

• General Interest Classes & Drop-in’s – a variety of general interest offerings including drop-in board games, retirement savings courses, social media how to’s, first aid, etc.

• Drop-in Sports – Drop-in sports include activities such as volleyball, badminton, basketball, soccer, table tennis, pickleball, skateboarding, shinny, public skating, sticks and pucks and more that are open to area residents of various ages. Drop-in sports seasons typically kick off with a Try It (free instructor led session).

• Community Sport Leagues and Partnership Development – Adult community sport leagues provide residents with a wide range of competitive and recreational sports. Most are offered by volunteer league convenors with assistance from recreation programming staff to aide in the development of scheduling, budget support, grant applications and facility access. Sports groups include hockey, curling, soccer, slow pitch, rugby and more.

• Sally Borden Pool Partnership– The Town of Banff supports the provision of life-guarded public swim access at the Banff Centre’s Sally Borden swimming pool through the allocation of an annual operating grant.

Resident-Focused Community Events:

• Community events provide opportunities to bring residents together to celebrate and socialize. • This service area houses the costs associated with these events, and in many cases, various Community Services

staff are either primarily involved in a facilitation role, or in partnership with other community members on their delivery.

• Events currently include: - Mountain Madness Race (Directly deliver in partnership with local organizations) - cancelled to due

COVID-19 - Parks and Recreation Day (Directly deliver) – modified due to COVID-19 - Home Grown Art Show (Directly deliver) - Cancelled due to COVID-19 - Market Music Series, Mountain Music Festival (formerly Harvest Festival) (Provide partial funding for

entertainment, permitting, marketing and advertising support) – Cancelled due to COVID-19 - Louis Trono Concert in the Park (Provide partial funding for entertainment, permitting, marketing and

advertising support) - Used Bike and Community Rummage Sale (Delivered in partnership with Bow Valley Community Cruisers)

– Most activities postponed due to COVID-19. - Alberta Family Day (Directly deliver in partnership with the Banff Centre and Banff Public Library) –

Cancelled due to COVID-19 - Family Halloween activities - Bike Month (Directly deliver in partnership with Canadian Rockies Public Schools and local organizations) - Terry Fox Run

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Service Area: Recreation Programs, Events and Services (8 of 10)

Recreation Programs, Events and Services 2021 – 2024 Operating Budget



Activity Revenue $46,436 $82,326 $73,951 $67,178 $69,178 $70,270 $71,270 TOTAL REVENUES 46,436 82,326 73,951 67,178 69,178 70,270 71,270

EXPENDITURES

FTE Count 2.08 2.41 2.13 2.41 2.22 2.22 2.22 Grant Funded 0.10 0.17 0.16 0.17 0.17 0.17 0.17 Wages & Benefits 161,652 192,118 168,497 197,377 194,130 201,112 208,251 Contracted & General Services 55,542 121,575 98,813 115,149 113,049 113,168 113,238 Materials, Goods & Supplies 8,966 16,250 9,149 16,301 16,801 17,203 17,528 Internal Charges 46,515 51,594 51,594 53,184 52,107 53,567 54,947 TOTAL EXPENDITURES 272,675 381,537 328,053 382,011 376,087 385,050 393,964





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Service Area: Recreation Programs, Events and Services (8 of 10)


Recreation Programs

1) 100% cost recovery for adult registered programs (exception of affordability programs) 2) 50% cost recovery for children registered programs (exception of affordability programs) 3) Monitoring the success of programs offered 4) New courses will be tried all the time and cancel unsubscribed courses 5) Strive to see 20% of the population served by recreation programs 6) Partnerships are important 7) Continue to provide a range of activities 8) Help new groups get started and move toward self-sufficiency 9) Support children more generously than other users 10) Support locals more generously than other users 11) Offerings should change with changing demand

Community Events

1) The Town takes the lead role in events that are targeted at residents; visitors are welcome 2) Ready and able to support other agencies with special events to the best of our abilities 3) Community events that are supported or partnered by the Town reflect our community values as shown in the

Banff Community Plan

Successes Challenges/Opportunities o Maintained the Banff.ca/active website which hosted safe,

accessible, outdoor recreational opportunities for Bow Valley residents during the pandemic (6200 of visits). Including information such as:

• Hiking, skating, geocaching, disc golf, fishing, picnicking, gardening, cross-country skiing and cycling opportunities

• Bear Aware • Hiking, paddling & cycling etiquette and safety • Wild ice and water safety tips and resources • Online program and courses

o Multiple online and in-person recreation classes offered through the Banff Free Sport & Recreation Membership program.

o Online Zoom classes continued to provide an opportunity for community members, especially those experiencing isolation to socially connect and participate in physical activity during COVID-19.

January – September Participation Rates for Ages 16+: 50+ Yoga & Fitness: 63 sessions with 804 participants Dance Conditioning: 15 sessions with 242 participants Yin Yoga: 23 sessions with 129 participants Zumba: 21 sessions with 129 participants

Opportunities: o Offer more all-ages drop-in sessions. o Encourage more online registrations. o Develop and reignite partnerships with

regional sport and cultural organizations o Deliver more programs with a return to

normal staffing levels. o Engage with existing drop-in and

registered program participants for feedback and suggestions in 2022

Challenges:

o Limited facility access for indoor recreation due to COVID-19.

o Staffing reductions due to COVID-19. o 18+ indoor sports not permitted from

January – July due to COVID-19.

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Pilates: 22 sessions with 177 participants Flow Yoga: 19 sessions with 70 participants

o Delivered creative programs such as art classes, zero waste, first aid and more.

o Continue to build on the partnership with the Banff Public Library to deliver community programs and events that are affordable and low-barrier.

o Through a Pauw partnership delivering low-cost Mountain Adventure program for those aged 31+ including Via Ferrata, Avalanche Safety, Rock Climbing and more (64 participants from January – September in 14 sessions). Participant #’s reduced to remain compliant to COVID-19 guidance.

o Online Bear Aware sessions saw 640 participants over 2 sessions (offered in partnership with Parks Canada).

o Offered a variety of safe and outdoor sessions during Bike Month and on Parks and Recreation Day (June).

o 220 membership scans at drop-in sport at BES from Sept 15 – Oct 15.

o Increased promotion for drop-in sessions offered through the Membership program during the COVID-19 pandemic. Including hosting in-person registration days to reduce barriers for those without computers or computer skills.

o Launched fall/winter memberships with The Fenlands team for drop-in sports, skating and fitness classes.

Annual Membership totals from August - October 15: o Ages 0-4: 64 o Ages 5-11: (Pauw funded) 86 o Ages 12 – 25: (Pauw funded) 73 o Ages 26 – 55: ($10) 279 o Ages 55+: ($10) 79


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Service Area: Recreation Facilities Bookings &The Fenlands Maintenance (9 of 10)

The Fenlands and Recreation Facilities Booking

• First point of contact and information source regarding Banff’s facilities. • Space allocation, contract creation and collection of fees for all Town-owned recreation facilities. • Promoting The Fenlands to increase awareness and visitation. • Facilitation and support to community special events. • Seek sponsorship opportunities for advertising within The Fenlands.

The Fenlands Maintenance

• Ensure the safety and security of The Fenlands Banff Recreation Centre and its users. • Provide customer service to guests and ensure facility guidelines are followed. • Maintenance of The Fenlands including: arena ice surfaces, preventative maintenance and repairs. • Manage building lifecycle projects and maintenance. • Perform custodial work and ensure high standards of cleanliness throughout the property.

Recreation Facilities Bookings and Permitting 2021 – 2024 Operating Budget



Activity Revenue $278,459 $585,975 $348,454 $820,056 $724,956 $828,215 $856,715 Other Revenue 7,692 32,060 65,120 46,121 41,121 46,450 46,500 TOTAL REVENUES 286,151 618,035 413,574 866,177 766,077 874,665 903,215

EXPENDITURES

FTE Count 9.40 11.59 9.47 11.92 11.92 11.92 11.92 Wages & Benefits 711,051 868,277 741,145 910,210 911,876 944,724 978,189 Contracted & General Services 293,053 356,215 327,031 446,459 438,767 441,311 446,860 Materials, Goods & Supplies 188,444 263,290 239,632 271,881 248,700 256,250 259,000 Other Expenses 45,959 42,961 66,905 38,992 19,541 17,706 15,848 Internal Charges 729,405 730,273 730,273 735,545 733,280 748,629 764,418 TOTAL EXPENDITURES 1,967,912 2,261,016 2,104,986 2,403,087 2,352,164 2,408,620 2,464,315

REVENUES LESS EXPENDITURES (1,681,761) (1,642,981) (1,691,412) (1,536,910) (1,586,087) (1,533,955) (1,561,100)

Associated Amortization 860,551 843,465 843,465 851,900 860,552 860,552 860,552 Gain / (Loss) on Disposal of TCA (93,917)


Tax Funding Required (1,630,580) (1,521,827) (1,529,620) (1,492,725) (1,475,131) (1,512,334) (1,566,337)

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Service Area: Recreation Facility Bookings and Maintenance (9 of 10)


• Recreation Facility Bookings • The allocation of Banff recreation facilities addresses the needs of residents first. • Fenlands Maintenance • Maintain LEED (leadership in energy and environmental design) standards where it proves to be efficient and

cost effective • Apply green infrastructure prioritization- Reducing Energy Consumption • Maintenance being completed with minimal impact on facility bookings


Recreation Facility Bookings o Serviced and managed an outdoor community ice rink

at The Fenlands from December 15 – March 1 (approx. 2000 local users). This provided a safe and accessible place for locals to learn to skate through the pandemic (i.e. alternative to wild ice which saw an increase in near drownings across the province due to warm weather/lack of knowledge).

o Worked with booked weddings to cancel and reschedule due to COVID-19.

o Supported seasonal user groups with annual ice bookings for the Fall of 2021.

o Worked with internal departments to support the transfer of programs from other facilities to The Fenlands. The addition of more community-based programs at The Fenlands has been very successful and well received.

o Reopened the facility to the public in August to support public washrooms and showers, the KidZone, meeting room bookings, Summer Fun, NOW program and more.

o Supported Alberta Health Services immunization program.

o Increased marketing and advertising for winter and summer bookings (I.e. ads in Hockey Calgary and Edmonton magazines, Facebook, Wedding Wire, regional newspapers, Blush magazine and more).

o Supported Greenhouse Society annual plot allotments. o 700+ membership scans for fitness classes and public

skating programs from Sept 8 (ice in date) – Oct 15.

Fenlands Maintenance o LED lighting upgrades o Completing capital projects in-house

- Painting projects - Installation of sledge hockey boards

o Adapted to meeting changing needs under COVID-19 inclusive of:

Recreation Facility Bookings Opportunities:

o Continue to collaborate with non-profit sports organizations and support them to be successful.

o Restarted the puck board sales (advertising agreement) with Banff Minor Hockey and Skating Club. Clubs share 80% of ad revenues and Town holds 20% for administrative and install services.

o The Fenlands Future public consultation. o Partnership with Community Cruisers for a

Banff Bike Workshop. o Frontline staff completed the SuperHost

Service for All training * addresses gender, ability and ethnicity biases

o Continued opportunity to support a variety of community programs at the facility year-round.

Challenges: o COVID shutdown and related impacts to

revenue and facility use. o Communication of COVID-19 protocols /

closures to users of the facility. o Reduced staffing due to COVID-19 and

limited time to prepare prior to reopening (at the start of the ice season).

o Constant communications and usage requirements for all types of bookings in response to changing COVID-19 guidance.

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- Adapting spaces to support physical distancing in the building.

- Modifying the parking lot to support drop offs and installed porta potties to support summer parkway users and non-Fenlands users.

- Increasing sanitization practices in response to COVID-19 to keep the community safe

- Modifying work duties and priorities to accommodate significant increase in non-ice activities in the summer and fall throughout the facility.

o Service of COVID Isolation Hotel at the Banff Centre o Staff reallocated to Facilities for Pedestrian Bridge

staining and to Municipal Parks for installation and maintenance of the Bear St. outdoor rink

o Supported the Banff Curling Club for a successful start of their season.


• Public consultation on future uses at The Fenlands in the vacated hockey academy leasehold space and hiring of consultant to conduct space analysis (with external funding)

RFP issued and consultation team hired in Q 1. Phase 1 public input conducted Apr to May 2021, initial concepts compiled into design options, Phase 2 public input conducted July 30 to September 2021. Final “what we heard” report and findings presented to council in Q4 to seek further direction.

• Review of the Community Use of Facilities Policy Complete – policy presented at governance and finance committee for review, direction received to make minor changes - brought back to council for final approval in 2021.


• Redevelopment of The Fenlands

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Service Area: Recreation and Trails Projects (10 of 10)

This service area is responsible for recreation and trails capital projects as identified in the 2013 Recreation Facilities Plan and 2014 Banff Recreation Grounds Redevelopment plan, and the Banff Trails Master Plan. The recommendations identified in these plans will be developed, including: actions, timelines and required resources. 20% of the wages of the Manager, Recreation Services are allocated to this cost centre related to time spent on these projects. This service area directly responds to Canada’s Framework for Recreation – Goal 4 Supportive Environments:

• Provide essential spaces and places • Use existing infrastructure and spaces for multiple purposes • Renew infrastructure • Active Transportation

2021 – 2024 Operating Budget Recreation Programs Implementation Coordinator


Budget Forecast Budget Budget Budget Budget

EXPENDITURES

FTE Count 0.20 0.20 0.20 0.20 0.20 0.20 0.20 Wages & Benefits $23,181 $24,595 $24,505 $25,261 $24,809 $25,695 $26,657 Internal Charges 5,950 6,371 6,371 6,472 6,388 6,578 6,771 TOTAL EXPENDITURES 29,131 30,966 30,876 31,733 31,197 32,273 33,428


Transfers to Reserves (310) (310) (310) (310) (310) (310) (310)


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Service Area: Recreation Projects and Trails (10 of 10)


1) Builds strong internal and external partnerships 2) Promotes a healthy active community 3) Use recommendations from the Banff Recreation Grounds Redevelopment Plan and the Recreation Facilities

Master Plan as the guide for work in this area


o Recreation Grounds sports field, skatepark picnic area, dog park and ball diamond irrigation upgrades completed.

o Recreation Grounds pavilion and civil request for proposals have been issued.

o Knowledge of grant/funding programs/sources with continued submissions.

o Design and Parks Canada Environmental Assessment processes in progress for many recreation grounds and trails projects (Jasper Way to Cave Ave and Bow Falls).

o Ongoing stakeholder engagement o Trail lighting in progress for pedestrian bridge

connector trails.

Challenges: o Complexities with tender pricing, soil

management and Parks Canada approvals for projects.

o Time and staffing related challenges as a result of the pandemic pulled administration away from some of the 2021 council priorities in this service area.

Opportunities:

o Project(s) process to be streamlined moving forward upon completion of the Basic Impact Assessment and soil management plan with Parks Canada.


• Identify priority streets for active modes improvements

• Postponed to 2022

• Recreation Grounds projects planned in 2021 includes: multi-purpose building design, site fencing, horse trail, dog park, removal of eastern ball diamond, basketball court resurfacing, trail works and sports field and ball diamonds irrigation and track removal

• Dog park, ball diamond removal, sport field and ball diamond irrigation and track removal completed. Site fencing decision made by Parks Canada (which includes amenity fencing only throughout site). EOI for Pavilion design-build issued in fall 2021 and contractor to be selected in early December. A full update on Recreation Grounds redevelopment will be provided at Service Review.

• Provide options for lighting for Priority 1 trails that are not currently lit, in accordance with Town policy

• Postponed until further clarity obtained from Parks Canada regarding new outdoor lighting guidance.

• Winter cycling strategies • Postponed to 2022

• Provide options for a new trail route proposed by railway station parking lot developer, Legacy Trail bypass Cougar St. to Lynx St.

• New trail route to be discussed during the Trails Master Plan update provided to council

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• Provide a review of skateboard routes • Report taken to G and F on March 22 2021 – administration directed to return to G and F with draft amendments to Traffic Bylaw 16-8 that address the removal of exclusionary use areas for human propelled transportation devices. Report scheduled for Dec 6th.


• Identify priority streets for active modes improvements

RFD

• Winter cycling strategies RFD

• Trails Lighting Policy C7002 including review of Priority 1 trails not currently lit once clarification from parks Canada is received.

RFD

• Recreation Grounds Redevelopment major projects planned in 2022 includes: construction of the pavilion building, skating rink, toboggan hill, and trail connections including the horse trail. Design work to begin for planned 2023 amenities including the south playground and bike skills loop.

RFD

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Community and Recreation Services - Town of Banff

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