Council Agenda Package for June 9, 2014 - Town of Banff

TOWN OF BANFF ORDER OF BUSINESS

Regular Council Meeting Town of Banff Council Chambers Monday, June 9, 2014 at 2:00 p.m.

1.0 CALL TO ORDER

2.0 APPROVAL OF AGENDA

2.1 Regular Meeting Agenda Recommendation: That council approve the agenda for the June 9, 2014 regular meeting of council.

2.2 For Information: 2014 Council Priorities and Workplan

3.0 ADOPTION OF PREVIOUS COUNCIL MINUTES 3.1 Minutes of the May 12, 2014 Regular Meeting of Council

Recommendation: That council adopt the minutes of the May 12, 2014 regular meeting of council.

4.0 DELEGATIONS

5.0 PUBLIC INPUT ON AGENDA ITEMS

6.0 UNFINISHED BUSINESS

7.0 BYLAWS AND STAFF REPORTS

7.1 Request for Decision: Parking Management in Downtown Banff Recommendations: 1. That council direct administration to implement a pilot user pay parking system in the

surface lots as listed in the report in the downtown core this summer with associated capital costs of $25,000 being funded by user pay parking revenues.

2. That council direct administration to implement a vendor supplied advanced LPR technology enforcement system with an estimated net cost of approximately $15,000 and parking data collection program in the downtown core with associated operating costs of $80,000 being drawn from the budget stabilization fund or user pay parking revenues.

3. Should recommendation 2 not be supported, that council direct administration to return with a report with costs and implementation options for increased enforcement tactics using in-house services in 2015.

4. Should recommendation 1 be supported, that council give three reading to Bylaw 337 – Traffic Bylaw Amendment Bylaw No. 4.

7.2 Request for Decision: Water System Bylaw 157-1 Section 11 Recommendation: That council provide direction to administration and assign responsibility for the condition of curb stop caps, stems and telescoping boxes including the cost of repair from one of the following options:

1. Continue to assign ownership of the curb stop cap, stem and telescopic box and

responsibility for repairs to the property owner as provided in section 11 of the Water System Bylaw;

2. Direct administration to draft amendments to the Water System Bylaw that assign

ownership of the curb stops cap, stem and telescopic box and the responsibility for repairs to the Town;

3. Direct administration to draft amendments of the Water System Bylaw that assign

ownership of the curb stop cap, stem and telescopic box to the property owner and pro-rates the cost of repairs between the property owner and the Town based on the number of years each party has been responsible for the aforementioned infrastructure. In addition, The Town of Banff would retain the option of transferring ownership back to the homeowner once each individual curb stop is located and underground valve confirmed to be in working order.

7.3 Briefing: First Quarter Financial Statements & Forecast

Recommendations: That council receive the Town of Banff Operating Financial Statements for the three- months ending March 31, 2014 as information.

8.0 COMMITTEE REPORTS

8.1 For Information: Calgary Regional Partnership May 15, 2014 Council Update 8.2 For Information: Bow Valley Regional Housing June Bulletin 8.3 For Information: Minutes of the March 20, 2014 Meeting of the Bow Valley Regional

Housing Board 8.4 For Information: Minutes of the March 12, 2014 Meeting of the Municipal Planning

Commission

9.0 CORRESPONDENCE

10.0 NEW BUSINESS

11.0 PUBLIC INPUT ON AGENDA ITEMS 12.0 ADJOURNMENT

Agenda prepared by: Tara Johnston-Lee

2014 Council Priorities & Workplan

Agenda #2.2

June 9, 2014

2014 Council Priorities 1. A Place to Call Home – focus on the recommendations of the community housing task force and work with

partners in the private sector and other levels of government to facilitate new and refurbished housing stock, right-sized and right-priced for newcomers, temporary workers and permanent residents of all ages.

2. We are Community – A Re-Affirmation of Words to Live By – focus to rekindle the conversation about taking pride in our community and leading by example: taking care of each other and being courteous; keeping our town clean and litter-free; respecting the wildlife; protecting the precious environment; celebrating and building on our success, every day.

3. Park and Walk - A Walkable Community – focus is to continue to explore options to increase parking capacity, preferably without making our residential taxpayer bear the brunt of costly new infrastructure. We will continue to pilot programs that increase parking availability and improve parking stall turnover, and commit to those that prove successful. We will continue to encourage residents and employees to commute more sustainably, and leave their vehicles at home.

4. Toward Economic Prosperity – The Strategy – focus for 2014 is to adopt the strategy and consider the implementation of specific strategies and tactics.

5. Toward a Sustainable Transportation System - Managing Our Expectations - focus is to implement the strategies of the integrated Transportation Master Plan adopted in 2013. We will continue to educate on and encourage the use of alternative modes of transportation.

Council Workplan Note: blue highlight indicates a 2014 Council Priority.

1st Quarter 2014 Original Due Date

New Due Date

Council Meeting

Finance Meeting

Action/Status/Next Steps

Outdoor Merchandise Display Policy Planning Complete Policy Adopted

Residential Apartment Housing/Off-street Parking and Alternative Transportation Standards Policy

Planning Complete

Policy Adopted

Rickshaw/Pedi-cab Appropriateness Planning Complete Policy Approved

Successful Execution of Alberta Winter Games

All Departments Complete *Debrief from

AWG

QMP Update Planning Complete Plan Adopted

2013 Social Assessment Community Services Complete Adopted as planning tool

Street and Public Bylaw Amendments (re: Outdoor Merchandising)

Planning Complete Bylaw Passed


Agenda #2.2 2nd Quarter 2014 Original

Due Date New Due

Date Council Meeting

Finance Committee


Housing Affordability Metric as part of Economic Prosperity Strategy1

Corporate Services June Consider Adoption

“Words to Live By” Communication Strategy and Tactics2

Communications June Consider Adoption

Parking Improvements3

(Spray/Buffalo/Central Park) Engineering/Streets May

May Implementation Update

Bow Avenue Angle Parking Trial3 Engineering/Streets May May Implementation Update

Legacy Trail West Connection5 Engineering June Implementation Update

Scramble Crosswalks5 Engineering/Streets May May Implementation Update

Economic Prosperity Strategy4 Corporate Services June Consider Adoption

Short Term Parking Management Tactics3 Cost Estimates/Implementation Options

Engineering June

Consider Options

Debrief 2014 Budget Process Corporate Services Complete

Recommendations to be incorporated in

2015 budget process

First Quarter Forecast Corporate Services May 28 June 9 Finance Committee Review

Long Term Funding Mechanisms of Capital Reserves

Corporate Services June 23 Finance Committee

Consider Options

2014 Service Review with Benchmarks Legislative May Consider Adoption

Bylaw Enforcement Workshop Bylaw Services May Workshop

N-viro Expansion to Canmore Operations June Implementation Update

Water System Bylaw Section 11 Review

Operations Q1 2014 June 9 Consider Options

Wastewater/Utilities contact proposal

Operations Q3-2013 May

May 28 Workshop

Yellow curb/sidewalks Operations Q3-2013 May

May - Work in

Progress Council Update

Action Request Standards Communications Complete Standards Established

Solar Electricity Incentive Program Environmental Management

April Consider Program

Implementation


Agenda #2.2

3rd Quarter 2014 Original Due Date

New Due Date

Council Meeting

Finance Committee


BHC 338-340 Banff Avenue Conceptual Design1

Banff Housing Sept

Update

2015 Financial Plan Corporate Services July 21 Finance Committee Recommendations

Second Quarter Forecast Corporate Services August 18 Finance Committee Review

Asset Management for Facilities Engineering/Facilities/Corporate Services

Sept Finance Committee Recommendation

Green Fleet Policy Operations Q3-2013 July Consider Adoption

Waste Bylaw Amendment Operations 2012 August Consider Adoption

Taxi Bylaw Amendments (Efficiencies) Corporate Services Environmental Coordinator

Q3-2013 Sept Consider Adoption

Roam Performance Metrics Engineering Sept Review

Commercial Business Recycling Opportunities

Operations Sept Consider Options

Grease Trap Inspection Program Operations Aug Update

Senior’s Utility Rate Discount -Recommendations for Phase-Out and Replacement Programs

Corporate Services Sep

Finance Committee Review Complete Consider Options

Municipal Census Report Corporate Services/Planning

Aug 18

Census Date Established

Review Report

Committee Appointment Policy Eligibility Amendment

Corporate Services July 18 Consider Adoption

4th Quarter 2014 Original Due Date

New Due Date

Council Meeting

Finance Committee


Community Housing Strategy1 Banff Housing Oct Consider Adoption

Bear Street Parkade Basement Options – Scramble Parking Stalls3

Engineering Oct Consider Options

Long-Term Parking Management Tactics3 Cost Estimates/Implementation Options

Engineering Oct

Consider Options

Out-of-Town Utility Agreements Corporate Services Oct Finance Committee Recommendation

Water, Sewer and Solid Waste Reserve Analysis

Corporate Services Oct Finance Committee

Recommendation

Town Owned Lands Cost Recovery Model

Corporate Services Nov 10 Finance Committee

Review

Third Quarter Forecast Corporate Services Nov 10 Finance Committee Review


Agenda #2.2

Pre-Audit Planning Corporate Services Nov 10 Finance Committee Review

Council Chamber/Front Counter Improvements

Corporate Services Oct Implementation

Update 10 Year Urban Forest Plan Operations Nov Consider Adoption

Recreation Grounds Redevelopment Plan

Community Services

Nov

Update

Trails Master Plan Update Community Services Nov Consider adoption

Banner Policy Amendments Destination Events /Streets

Nov Consider Adoption

Recreation Master Plan - Programs and Services

Community Services Nov Update

Cemetery Policy Operations/Corporate Services

2014 Nov

Administrative process update

complete Consider Adoption

Memorial benches, trees, and graves Operations 2013 Nov Update

Sewer Bylaw Operations 2012 Dec Consider Adoption

Regular Town of Banff Council Meeting May 12, 2014 Page 49

Item 3.1 Unapproved

MINUTES OF THE REGULAR MEETING OF COUNCIL

of the Town of Banff in the Province of Alberta Town Hall Council Chamber

Monday, May 12, 2014 at 2:00 pm

COUNCIL MEMBERS PRESENT Karen Sorensen Mayor Stavros Karlos Councillor Brian Standish Councillor and Deputy Mayor Grant Canning Councillor and Acting Mayor Chip Olver Councillor Ted Christensen Councillor Corrie DiManno Councillor COUNCIL MEMBERS ABSENT

ADMINISTRATION PRESENT Robert Earl Town Manger Shannon O’Donovan- Zirnhelt Engineering Coordinator Tony Clark Bylaw Services Supervisor Darren Enns Senior Planner Chris Hughes Senior Accountant Chad Townsend Environmental Coordinator Mary Brewster Manager of Community Services Tara Johnston-Lee Municipal Clerk (Recorder)

1.0 CALL TO ORDER

The Mayor called the May 12, 2014 regular meeting of council to order at 2:00 p.m.

2.0 APPROVAL OF AGENDA 2.1. Meeting Agenda

Moved by Councillor Christensen that council approve the agenda of the May 12, 2014 regular meeting COU14-167of council with the following amendment:

• under New Business add 10.1 Approved ID for Federal Votes CARRIED

2.2 2014 Council Priorities and Workplan Received as information. 3.0 ADOPTION OF PREVIOUS COUNCIL MINUTES

3.1. Minutes of the April 28, 2014 Regular Meeting of Council Moved by Councillor Karlos that council approve the minutes of the April 28, 2014 regular meeting of COU14-168

council as presented. CARRIED

Minutes approved by:


Item 3.1 Unapproved

4.0 DELEGATIONS 4.1 David Michaels Mr. Michaels spoke to provisions in Council Committee Appointments Policy C19-1 that require that a person must be an eligible voter in order to be eligible for appointment to a council committee. Residents of Banff who are not Canadian citizens are not eligible for appointment. Mr. Michaels reported that other communities in the area, including Canmore, Calgary, Cochrane and Lethbridge, do not require that their committee members be eligible voters, only that they be residents of the municipality.

Moved by Councillor Standish that council direct administration to return to council with draft COU14-169amendments to Committee Appointments Policy C19-1 that would allow residents of Banff who are not Canadian citizens to be eligible to be appointed to council advisory committees.

CARRIED 4.2 Banff Community Foundation Lorraine Widmer-Carson and Bill Fisher updated council on the activities and impacts of the Banff Community Foundation. Council received the written submission and presentation by the Banff Community Foundation as information.

5.0 PUBLIC INPUT ON AGENDA ITEMS There was no public input on agenda items.

6.0 UNFINISHED BUSINESS No unfinished business was considered.

7.0 BYLAWS AND STAFF REPORTS 7.1. Parking Management in Downtown Banff

Moved by Councillor Karlos that council confirm that a goal of parking improvement strategies COU14-170implemented in the downtown core of Banff is to increase parking availability for visitors in prime parking locations downtown.

CARRIED

Moved by Councillor Standish that council confirm that a goal of parking improvement strategies COU14-171implemented in the downtown core of Banff is to increase parking stall turnover downtown.

CARRIED

Moved by Councillor Karlos that council confirm that a goal of parking improvement strategies COU14-172implemented in the downtown core of Banff is to decrease traffic congestion in downtown core.

CARRIED



Item 3.1 Unapproved

Moved by Councillor Olver that council confirm that a goal of parking improvement strategies COU14-173

implemented in the downtown core of Banff is to increase use of alternative modes of transportation (i.e. transit/walking/cycling) by all users.

CARRIED

Moved by Mayor Sorensen that council confirm that a guiding principle of parking improvement COU14-174strategies implemented in the downtown core of Banff is that prime parking stalls located in the downtown core (Zone A) are for primarily for visitors during busy times.

CARRIED

Moved by Councillor Standish that council confirm that a guiding principle of parking improvement COU14-175strategies implemented in the downtown core of Banff is that visitor’s transportation choices are more limited than locals in the town of Banff.

CARRIED

Moved by Councillor Olver that council confirm that a guiding principle of parking improvement COU14-176strategies implemented in the downtown core of Banff is that on-street and surface lot parking in the downtown core (Zone A) should be considered a premium location and targeted for high-turnover use.

Moved by Councillor Christensen that council amend motion COU14-177 by adding the words “in busy COU14-177times” after the word “use”.

DEFEATED Christensen, DiManno and Olver in favour

The vote followed on motion COU14-176 that council confirm that a guiding principle of parking improvement strategies implemented in the downtown core of Banff is that on-street and surface lot parking in the downtown core (Zone A) should be considered a premium location and targeted for high-turnover use.

CARRIED Christensen opposed

Moved by Councillor Karlos that council confirm that a guiding principle of parking improvement COU14-178

strategies implemented in the downtown core of Banff is that increased parking stall turnover is good for business.

CARRIED

Moved by Councillor Standish that council confirm that a guiding principle of parking improvement COU14-179strategies implemented in the downtown core of Banff is that the average visitor needs more than two hours and less than eight hours in the downtown core.

Moved by Councillor Canning that council amend motion COU14-179 by changing the word “two” to COU14-180

“three”. DEFEATED

Canning, Olver and Karlos in favour



Item 3.1 Unapproved

The vote followed on motion COU14-179 that council confirm that a guiding principle of parking improvement strategies implemented in the downtown core of Banff is that the average visitor needs more than two hours and less than eight hours in the downtown core.

CARRIED

Moved by Councillor Olver that council confirm that a guiding principle of parking improvement COU14-181strategies implemented in the downtown core of Banff is that parking infrastructure is a municipal service that requires sustainable funding to operate, maintain and improve upon.

CARRIED

Moved by Councillor Canning that council direct administration to return with a cost estimate for COU14-182implementation of “off-street stall” no same day return enforcement.

CARRIED Canning, Christensen and Karlos opposed

Moved by Mayor Sorensen that council direct administration to return with a cost estimate for COU14-183

implementation of a zone-based cumulative time limit enforcement strategy. CARRIED

Moved by Councillor Karlos that council direct administration to return with a cost estimate for COU14-184

increasing time limit enforcement earlier in the day. CARRIED

Moved by Councillor Karlos that council direct administration to investigate technology to implement a COU14-185

first-offence warning ticket system. CARRIED

Moved by Councillor Olver that council direct administration to decrease parking grace periods (June 1 COU14-186

to Sept.30). DEFEATED

Standish, Olver and Karlos in favour

Moved by Councillor Karlos that council direct administration to return with a cost estimate for COU14-187increased time limit enforcement (Victoria Day Weekend to Sept. 30).

CARRIED

Moved by Councillor Olver that council direct administration to return with a cost estimate together with COU14-188a forecast of implications of using Licence Plate Recognition Technology as an enforcement option.

CARRIED

Moved by Councillor Olver that council direct administration to return with cost and implementation COU14-189options for a parking data collection and monitoring program.

CARRIED



Item 3.1 Unapproved

Moved by Mayor Sorensen that council direct administration to return with cost options for a substantive COU14-190

behaviour change campaign. CARRIED

Canning and Karlos opposed

Moved by Mayor Sorensen that council direct administration to return with a cost estimate and COU14-191implementation options for increasing the frequency of ROAM regional transit.

CARRIED

Moved by Councillor Standish that council direct administration to return with a cost estimate and COU14-192implementation options for increasing the frequency of ROAM local transit.

CARRIED

Moved by Councillor Standish that council direct administration to return with a cost estimate and COU14-193implementation options for increasing the use of under-used stalls, both private and public, in the downtown core.

CARRIED Karlos opposed

Moved by Mayor Sorensen that council direct administration to return with a cost estimate and COU14-194

implementation options to run a pilot user pay parking project. CARRIED

Christensen and Canning opposed

Moved by Councillor Karlos that council direct administration to return with cost estimates and funding COU14-195options for capital projects to improve alternative transportation infrastructure.

CARRIED

Moved by Councillor Karlos that council direct administration to return with a cost estimate and funding COU14-196options for the design and construction of new parkade in 2015/2106.

CARRIED

Moved by Councillor Canning that council direct administration to return with a cost estimate and COU14-197funding options for the design and construction of new surface parking lots.

CARRIED

Moved by Councillor Karlos that council direct administration to postpone the report on user pay COU14-198parking methods and return to council in the Fall of 2014 once further parking data is collected.

CARRIED Council received the user-pay parking project update, and the public feedback from the user pay parking project survey, and the Banff Lake Louise Hotel Motel Association as information. 7.2. 2014 Tax Rate Bylaw

Moved by Councillor Karlos that council give first reading of Bylaw 2014 Tax Rate Bylaw 240-11 as COU14-199presented.

CARRIED



Item 3.1 Unapproved

Moved by Councillor Standish that council give second reading of Bylaw 2014 Tax Rate Bylaw 240-11 as COU14-200presented.

CARRIED

Moved by Councillor Olver that council go to third reading of Bylaw 2014 Tax Rate Bylaw 240-11. COU14-201CARRIED

Moved by Councillor Canning that council give third reading of Bylaw 2014 Tax Rate Bylaw 240-11 as COU14-167

presented. CARRIED

Moved by Councillor Karlos that council direct administration to amend the 2014 budget to increase COU14-168

municipal tax revenue by $89,363 to $15,255,894 and increase the general municipal transfer to the general capital reserve by $89,363 to $2,927,963.

CARRIED 7.3. Environmental Rebate Program Funding

Moved by Councillor Olver that council direct administration to use the Environmental Rebate Reserve COU14-169to cover funds distributed through the Environmental Rebate program, from the operating budget of Environment

CARRIED 7.4. 2014-2015 Recreation Fees and Charges

Moved by Councillor Olver that council: COU14-170i. adopt the revised 2014-15 Recreation Facility Rental and Special Event Permit and

Equipment fee adjustments as presented; and ii. authorize the Town manager to approve special rate structures for large scale or unique

facility bookings. CARRIED

8.0 COMMITTEE REPORTS

8.1. Minutes of the April 22, 2014 Annual General Meeting of the Rocky Mountain Co-operative Housing Association

Received as information. 8.2. Bow Valley Regional Housing May Bulletin Received as information.

8.3. Minutes of the January 15, 2014 Meeting of the Bow Valley Waste Management

Commission Received as information. 8.4. Minutes of the February 14, 2014 Meeting of the Bow Valley Waste Management

Commission Received as information.



Item 3.1 Unapproved

9.0 CORRESPONDENCE

9.1 Paid Parking Received as information.

10.1 NEW BUSINESS 10.1 Approved ID for Federal Vote

Moved by Councillor Olver that council direct administration to draft an email, for Mayor Sorensen’s COU14-171signature, to MP Blake Richards regarding Bill C-23 inquiring as to what ID he envisions Banff residents would use to prove street address under the proposed Approved ID for Federal Votes.

CARRIED

10.0 PUBLIC INPUT ON AGENDA ITEMS 9.1 Dave Watson, Banff resident Mr. Watson is not in favour of paid parking. He requested that council consider other options. Mr. Watson spoke to:

• parking stall turnover; • encouraging more Canmore commuters to take transit; • counting vehicles crossing the bridge; • vacant parking spot counters.

11.0 ADJOURNMENT

Moved by Councillor Canning that council adjourn the May 12, 2014 regular meeting of council at 5:42 COU14-172p.m.

CARRIED

_____________________ _______________________ Karen Sorensen Tara Johnston-Lee Mayor Municipal Clerk


Item 5.2

June 8, 2014 Dear Mayor Sorensen and Members of Council. Thank you for reading this submission on the upcoming council discussion on curb stops. I am unable to attend the Monday June 9 meeting but am submitting this letter for consideration. 1. An online search comparing the Responsibility Section of the Banff Water Bylaw (Sec 11) with other community bylaws, resulted in only one other municipality (the City of Whitehorse) having a similar bylaw where by the owner is responsible for the maintenance and condition of the curb stop mechanism. While the City of Penticton has a similar worded bylaw, personal communications with the Water and Sewer Manager indicated that the city only has owners pay for repairs when they can prove that an individual purposely damaged the curb stop mechanism. Personal communication with both the City of Calgary and High River confirmed that those cities maintain responsibility for the maintenance and repair of curb stops and their associated mechanisms. The City of Whitehorse did not return my calls. 2. When curb stops and their associated mechanisms are installed by developers it is a municipality's responsibility to ensure they are inspected, properly installed and operational before they are turned over to the municipality. A Certificate of Construction Completion is required by municipalities prior to accepting the infrastructure from the developer. This is a municipality's responsibility, not an owner's. 3. Curb stop valves, cap, stem and telescoping boxes in the Town of Banff are located within a TOB easement which infers that infrastructure to be town property and subsequently, one would reason, town responsibility. If it was located on private property then one would reason that it was the owner's responsibility. 4. Definition in the TOB Water Bylaw 157-1 Consolidated states that: 6. The Town Manager shall be responsible for the maintenance of the Water System 7. Where a Water Service is continued or initiated pursuant to this bylaw, the Town Manager shall supply water to an Owner's Water Service to the Curb Stop of the parcel of land. 8. When a Water Service is continued or initiated pursuant to this bylaw, the Owner shall be responsible for: a) providing a connection from the Curb Stop to the Owner's Water Service; While I am not a lawyer, in reading the above, it appears that the town is responsible to the curb stop and the owner is responsible from the curb stop leaving the actual curb stop a no man's land. As all other municipalities I have googled assume responsibility and ownership of the curbstop and it's associated mechanism (cap, telescoping stem etc.) I think it only reasonable and fair that the Town of Banff do the same.

Item 5.2

2 5. The curb stop valve remains under the ownership and responsibility of the Town of Banff. 6. Schedule C; Specified Penalties (sec 46) states: 46; Utilize or interfere with a Curb Stop or valve of the water system $250. While an owner is being held responsible for the maintenance and cost of repair to curb stop mechanism they are not allowed to use it or determine if it actually works under penalty of law as it remains the property of the Town of Banff. As such this again leads me to argue that the TOB should maintain responsibility for all associated infrastructure that is on their land or within a TOB easement. In closing, the delivery of water and sewer is fundamentally a municipality's responsibility to it's residents. This is why we pay taxes. The town, in amending the bylaw is simply pushing costs down onto residents for upkeep and repair of TOB infrastructure and this is not fair nor right. As such, I request that council direct administration to delete Sec 11 of the Water Bylaw and again assume responsibility for the maintenance and repair of all water delivery infrastructure. Thank you, R Tessolini

REQUEST FOR DECISION Subject: Parking Management Short Term Tactics - Part 1

Presented to: Council Submitted by: Shannon O’Donovan-Zirnhelt

Date: June 9, 2014 Agenda #: 7.1

RECOMMENDATION 1. That council direct administration to implement a pilot user pay parking system in the surface lots as

listed in the report in the downtown core this summer with associated capital costs of $25,000 being funded by user pay parking revenues.

2. That council direct administration to implement a vendor supplied advanced LPR technology enforcement system with an estimated net cost of approximately $15,000 and parking data collection program in the downtown core with associated operating costs of $80,000 being drawn from the budget stabilization fund (current balance of $252,363) or user pay parking revenues.

3. If the previous recommendation is not supported (vendor supplied LPR technology system), that administration return with a report with costs and implementation options for increased enforcement tactics (6.1.1.1, 6.1.1.3, 6.1.1.5 and 6.1.1.7) using in-house services in 2015.

4. If council directs administration to proceed with recommendation #1, that administration give three reading to Bylaw 337 – Traffic Bylaw Amendment Bylaw No. 4.

BACKGROUND Reason for Report

At the May 12, 2014 council meeting, administration presented a report that covered the following topics (refer to Appendix A for May 12, 2014 Parking Management request for decision council report):

• Update on User Pay Parking project • Public feedback received to date on the User Pay Parking project • Review of Communities that have considered or implemented User Pay Parking • Parking Management Goals and Guiding Principles for the downtown core • Short & Long term parking management tactics for the downtown core

Council directed administration to return with detailed cost estimates and implementation plans for the majority of the identified short and long term parking management tactics. Given that the tactics vary in implementation time, administration will be bringing back a series of request for decision reports on the various parking management tactics proposed.

This report will present a request for decision on the short term tactics listed below. The tactic numbers in parentheses match the numbering that was presented in the original parking management report presented to council on May 12, 2014.

That administration return with a cost estimate and implementation options to run a pilot user pay parking project (6.1.6)

That administration return with a cost estimate together with a forecast of implications of using advanced License Plate Reading (LPR) Technology as an enforcement option (6.1.1.6)

2 of 9 That administration return with cost and implementation options for a parking data collection

and monitoring program (6.1.2)

That administration return with a cost estimate for implementation of “off-street stall” No Return Regulation enforcement (6.1.1.1)

That administration return with a cost estimate for increasing time limit enforcement earlier in the day (6.1.1.3)

That administration return with a cost estimate for increased time limit enforcement (6.1.1.5)

That administration return with a cost estimate and implementation options for a first offence warning system (new tactic - 6.1.1.7)

The following tactics that were presented at the May 12, 2014 meeting will be presented to council for consideration at future council meetings:

That administration return with a cost-estimate for implementation of a zone-based cumulative time limit enforcement strategy (6.1.1.2)

That administration return with a cost options for a substantive behaviour change campaign (6.1.3)

That administration return with a cost estimate and implementation options for increasing the frequency of Roam regional transit (6.1.4.1)

That administration return with a cost estimate and implementation options for increasing the frequency of Roam local transit (6.1.4.2)

That administration return with a cost estimate and implementation options for increasing the use of under-used stalls, both private and public, in the downtown core (6.1.5)

That administration return with cost estimates and funding options for capital projects to improve alternative transportation infrastructure (6.2.1)

That administration return with a cost estimate and funding options for the design and construction of new parkade in 2015/2106 (6.2.2.1)

That administration return with cost estimates and funding options for building an intercept lot and shuttle service (6.2.2.2)

That administration post-pone the report on user pay parking methods and return to Council in the Fall of 2014 once further parking data is collected (6.2.3)

SUMMARY OF ISSUE

1) Pilot User Pay Parking Project (6.1.6) Council requested that administration return with a cost estimate and implementation options to run a pilot user pay parking project in one or more of the surface lots located in the downtown core this summer. Trialling user pay parking in an isolated area would provide data on the impact of charging for parking on the visitor and the non-visitor parker. Potential data collected includes impact of parking rates on occupancy, turnover and length-of-stay. The revenue generated from this pilot project could fund some of the short term tactics to improve parking as well as the data collection program described above. Parking revenues aside, the biggest advantage of implementing a pilot program is that the Town will get to experience a small sample size to see potential impact user-pay parking may have on traffic patterns, public perception, visitor/tourism reaction, parking space availability, etc.

Council: Parking Management Short Term Tactics – Part 1 Agenda #7.1

3 of 9 To collect data on the impact of user-pay parking on both the visitor and the non-visitor, it is recommended that the pilot system be implemented in the surface lots that have the following attributes:

- Location in downtown core - Historically been highest occupancy lots - History of high number of time limit violation - One entrance only for ease of installation purposes

Therefore, it is recommended that the pilot user-pay parking system be implemented in surface lots shown in the table below. The pilot project would run from August 1 until October 31, 2014. A request for proposal was issued to parking management vendors seeking cost estimates and estimated revenues for implementing a pilot project in a few surface lots in the downtown core. The estimated net revenues provided by the parking management vendor (included in table below) for each lot are based on the user-pay parking system operating 7 days/week from 8 a.m. until 7 p.m. and charging a rate of $2/hr.

Surface Lot # of Stalls Reason to trial UPP in this lot

Estimated Gross Revenue

Estimated Capital Cost*

Operating Cost

Estimated Net Revenue

Bear St (200 Block-across from Bison Courtyard)

54 - high time limit violations issued

- location - high occupancy - 1 entrance only

$75,269 $5,000 $10,865 $59,403

Bear St (100 Block-between Town hall & Nesters)

32 - high time limit violations issued

- location - high occupancy - 1 entrance only

$38,909 $5,000 $7,957 $25,952

Buffalo East St (100 Block-behind Clock Tower mall)

50 - location - high occupancy - 1 entrance only

$64,298 $5,000 $9,988 $49,310

Beaver St North (200 Block-behind Visitor Centre)

78 - location - high occupancy

$70,421 $5,000 $10,478 $54,944

Beaver/Caribou St (100 Block-behind Mount Royal Hotel)

20 - location - high occupancy

$16,902 $5,000 $6,196 $5,706

ESTIMATED NET REVENUE TOTAL $195,315 *Capital Cost includes installation costs such as signage, concrete pad, etc

The initial capital costs of $5,000 per lot is allocated for installation (i.e. signage, concrete for mounting pay stations, etc.). This will be funded by the pay parking revenues.

The pilot project would allow for an initial warning system for first offences. The net revenues have been adjusted to reflect an initial first offence warning system. The initial warning system is further described in section D below. The ticket price of a violation for the user-pay parking stalls will be the same as the non-pay stalls, which is $50/violation. However, if the violation is paid within 10 days, the ticket price is reduced to $30.


4 of 9 The technology that will be used is the pay by licence plate system. Pay by licence plate technology is used successfully in municipalities such as Calgary, White Rock, Vancouver and Penticton. Aspen is moving to this technology in the next one to two years. There is no need to display a ticket in a windshield thus eliminating the need to walk back to your car once parked. And with smart technology, motorists can purchase and extend time either at an on-street kiosk with a credit card or cash, or from their smart phones with a credit card. A wireless handheld device used by a parking officer, which can also be mounted in a vehicle, scans plates and communicates with wireless pay stations to confirm whether parking has been paid. The technology as described above is an efficient way to enforce parking.

The signage for the pilot user-pay parking project will be designed in accordance with the Town of Banff planning guidelines. The parking pay stations required for the pilot project requires three weeks of lead time for delivery and installation. The pay stations are typically installed on a concrete pad or a sidewalk and can be installed in a few days. They are solar powered and have a wireless connection with each pay station containing a SIM card for operation

The introduction of a pay parking system either on a trial or full-time basis requires an amendment to Traffic Bylaw 16-7.

2) Advanced LPR Technology as an enforcement option (6.1.1.6) and Parking Data Collection

and Monitoring Program (6.1.2) Council directed that administration return with implementation options and cost estimates for a vendor supplied enforcement system using advanced LPR technology and parking data collection program in the downtown core. i.) Increased Enforcement System using Vendor Supplied Advanced LPR technology (6.1.1.6) As described in the paragraphs below, the town issued a request for proposal (RFP) to parking management vendors to monitor and collect downtown parking data this summer. As part of this RFP, the Town has also requested that the proposal include an option for performing time limit parking enforcement duties in the downtown core as well as to perform the pilot UPP project as described above. The parking vendor would use a technology called Licence Plate Recognition (LPR) which can be mounted in a vehicle or used as a hand-held device. The vehicle-mounted LPR would do continuous circuits throughout all of the downtown core streets where there are time limits in effect. Parking zones are plotted by means of GPS coordinates. LPR cameras mounted on a parking patrol vehicle capture the license plate numbers of vehicles parked by simply driving past the parked vehicle. The vehicle-mounted LPR device is the most effective means of collecting data and would notify the LPR vehicle operator of infractions to allow for the enforcement of time limits Due to the nature of parking lots (vehicles backed in to stalls, tight corners), some of the data gathering in parking lots is done more efficiently with officers on foot using a handheld device. Although somewhat similar to the vehicle-mounted LPR units, the handheld devices require that the officers input the plate data by hand rather than scanning the plates (vehicle-mounted LPR units are highly sophisticated and have greater power and hardware needs as well as a requirement for an infra-red camera system). The added requirements for the LPR system cannot currently be accommodated in a handheld device. The vendor’s employees would have to be sworn in as Town of Banff Bylaw Officers with specific authority to enforce the applicable sections of the Traffic Bylaw (Time limit, Fail to obey posted regulations-No Returns Regulations). The vendor’s employees would require some desk space at the Town of Banff offices as well as access to one or two (preferably two) computers. Access to the Diamond Software module that the Town currently uses to both track tickets as well as for payment both in-person and online would be required. The vendor’s employees would also be required to review


5 of 9 all administrative-level appeals regarding the tickets that they write. Additionally, they will also be required to receive monthly batches of information pertaining to the tickets that they have written that have gone unpaid. These unpaid tickets must be transferred to Provincial Violation Tickets and filed with the Provincial Court of Alberta. Currently, the Town of Banff Bylaw Services requests the RCMP to do the monthly plate searches for the unpaid tickets. Approximately 40% of issued tickets do not get paid by the date indicated on the original ticket, so plate searches must be conducted to determine the vehicle owners address such that Provincial Violation Tickets may be mailed out. The RCMP have been notified that should any or all of the short term tactics discussed in his report go ahead, that they should expect at the very bare minimum, an increase of 30% or more plate searches each month for the next 4 months.

At the May 12, 2014 council meeting, administration was directed to return with implementation options and cost estimates for increased enforcement tactics that could be implemented this summer and collectively, could enhance the availability of more convenient parking for visitors. These tactics can be enforced more effectively and imminently using a vendor supplied advanced LPR technology system as described above. The following increased enforcement tactics can be implemented this summer using vendor supplied advanced LPR technology system:

• Off-street stall no same day return regulation enforcement (6.1.1.1) • Increase time limit enforcement earlier in the day (6.1.1.3) • Increase time limit enforcement (6.1.1.5) • Use advanced LPR technology for enforcement (6.1.1.6) • Implement a first offence warning system (new tactic – 6.1.1.7)

Increasing enforcement as described above using the vendor supplied advanced LPR technology system could commence early July if directed by council at this time. The vendor supplied system would then run until October 31, 2014 in conjunction with the data collection program detailed below.

The vendor supplied parking LPR enforcement service would cost $65,000 as a stand-alone service but if done in conjunction with the data collection program (described in next section) would cost $55,000. It is estimated that the vendor supplied advanced LPR technology system would issue 1200 tickets per month. The estimated ticket revenue using the vendor supplied system from mid-July to the end of October is approximately $60,500). This is based on an average ticket price of $35 and accounts for an 80% payment success as well as a 60% reduction for first offence warning system (1200 x $35 x 80% x 60% x 3 months. Therefore, the net revenue for the vendor supplied advanced LPR technology enforcement system is $5,500 (if done in conjunction with data collection program). The town’s existing in-house bylaw service issued 200 tickets per month during the peak summer season in 2013, which had a ticket revenue of approximately $21,000 (which would be the 2014 projected ticket revenue). The 2014 projected ticket revenue would be Therefore, the net cost to implement the vendor supplied advanced LPR technology enforcement system is approximately $15,000 ($60,500-$55,000-$21,000) and can be funded the using budget stabilization fund (current balance of $252,363) or user pay parking revenues.

The vendor supplied advanced LPR technology system is the most efficient and effective way to increase enforcement in the down town core this summer. The parking management vendor has trained staff ready to commence this summer and are experts in this field of work. In the future, the Town could choose to take this service in-house if desired.

ii.) Parking Data Collection Program (6.1.2)

Council directed administration to return with cost and implementation options for a parking data collection and monitoring program (6.1.2). Past parking data in the downtown core is limited. Parking occupancy studies were completed in 2006, 2007, 2008, and 2011, as well as part of the TMP report. However, the data consists of a few weekdays and weekends, therefore only providing a snapshot of the


6 of 9 parking situation in downtown Banff. Administration recommends that a more comprehensive parking data collection and monitoring program be implemented this summer. This data will provide a better understanding of the parking situation in downtown Banff on a regular basis.

A request for quotation to provide parking data and collection services this summer was sent to parking management vendors for quotation as described above. Given that the parking data will be collected using advanced LPR technology, which is the same means as they would for enforcement, they were also asked to provide an optional price to perform time limit parking enforcement duties this summer (as described in paragraphs above).

The parking data collection program quote will encompass providing a service to collect the following parking data in the downtown core:

• Occupancy • Turnover • Average Length of Stay • Type of User (visitor versus non-visitor)

The area that will be covered is shown on Figure 3 below. It is recommended that the above parking data be collected on a daily basis in Zones A/B/C and spot checks be completed for Zones D/E (i.e. 3 weekdays and 3 weekend days in total). Zones C, D and E are included in the parking data collection program so that a complete picture of the parking situation in all areas within close proximity to the downtown core is also understood. This will help inform the potential spillover effects in the residential areas within close proximity to the downtown.

Parking data will be collected 7 days/week for 8 hours a day in Zones A/B/C for the duration of the parking data collection project. The timing of the 8-hr data collection period every day will vary throughout the project in order to capture the different parking needs of users. For example, the data could be collected from 7 am-3 pm for a certain period and then noon until 8pm for another period. The vehicle mounted LPR system will circle throughout these zones and capture the on street data. It will take the LPR vehicle no longer than 1 hour (on average as depends on traffic) to circle through Zones A/B/C thus allowing a minimum of 8 times/day that the vehicle collects data. This data will then be analyzed for occupancy, turnover, average length of stay and an assumption made on the type of user (visitor vs non-visitor). The parking data for the off-street areas will be collected using hand-held LPR devices on-foot. Parking data reports and analysis will be provided bi-monthly. The first parking data report will be issued mid-July.

The type of user data will be an estimate only as our current provincial contract governed by the Access to Motor Vehicle Information Regulation (AMVIR) does not allow looking up license plate information for research purposes at this point. Bylaw Services will be seeking to acquire additional contracts with the province to be able to search plates for research purposes as well as to be able to submit batches of plate searches. The type of user will be determined based on assumptions and observations such as:

• Province /County of License plate • Number of hours & repeat visits in stall from vehicle (ie if same car parks for same period Mon-

Fri, it is assumed that this is a resident/commuter rather than a visitor) • Resident park pass in vehicle

The parking data collection and enforcement program can begin early July and would run until October 31, 2014. The budget required to perform the parking data collection and monitoring program is estimated to be $80,000 and would be funded using the budget stabilization fund (current balance of $252,363) or user pay parking revenues.


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Figure 3: Parking Data Collection Zones

3) In-House Increased Enforcement using hand-held devices with LPR technology If recommendation #2 is not approved, council may direct administration to return with a report with costs and an implementation plan for enforcing all of the short term enforcement tactics discussed above (6.1.1.1 6.1.1.3, 6.1.1.5, and 6.1.1.7) as an “in-house” option using hand-held mobile LPR devices. However, given the timeframe and internal staffing requirements, the in-house option would not be able to be implemented this year. However in the summer of 2015, this could be an option for Council to consider.

Response Options 1. That council direct administration to implement a pilot user pay parking system in the surface lots as

listed in the report in the downtown core this summer with associated capital costs of $25,000 being funded by user pay parking revenues.

2. That council direct administration to implement a vendor supplied advanced LPR technology enforcement system with an estimated net cost of approximately $15,000 and parking data collection program in the downtown core with associated operating costs of $80,000 being drawn from the budget stabilization fund (current balance of $252,363) or user pay parking revenues.


8 of 9 3. If the previous recommendation is not supported (vendor supplied LPR technology system), that

administration return with a report with costs and implementation options for increased enforcement tactics (6.1.1.1, 6.1.1.3, 6.1.1.5 and 6.1.1.7) using in-house services in 2015.

4. If council directs administration to proceed with recommendation #1, that council give three readings to Bylaw 337 – Traffic Bylaw Amendment No. 4.

IMPLICATIONS OF DECISION Budget See report above. Internal Resources This project is being managed by the Engineering Department with input from Communications, Planning, GIS, Bylaw and Operations. Should the Data Collection and Enforcement plan using an outside contractor be initiated, there will still be some significant up front assistance required from the Bylaw Department to train the contracted officers on how to use the Diamond ticketing software. There will be ongoing Bylaw Department administrative resources required to handle an anticipated significant increase in plate search batches as well as a significant increase in administrative follow up for ticket appeals and the mail out of Provincial Violation Tickets. Communication Communications for the overall transportation master plan, the implementation of various trials and initiatives and the exploration of pay parking has been proactive and consultative in nature, and is ongoing. A voluntary change program will require the development of an additional campaign. Banff Community Plan Implementing the recommendations of the Transportation Master Plan, including the parking management recommendations, will help achieve or address the following Banff Community Plan goals and objectives: • To provide a transportation system that is economically and environmentally sustainable. • Banff will remain competitive with other worldwide destinations • Provide a transportation system that enhances the resident and visitor experience • Provide a transportation system that encourages and complements pedestrian movement and

cycling • Reduce and manage traffic volume and parking needs downtown • Increase parking facilities to accommodate day visitors and commuters • To provide the infrastructure to support the tourism economy • Introduce initiatives to reduce the demand for infrastructure expansion

Council Strategic Priorities Developing and implementing parking strategies addresses two 2014 Council priorities:

2. Park and Walk - A Walkable Community The lack of parking for visitors downtown is limiting our economic prosperity and our sustainability as a

national park community.

Banff is an eminently walkable community, and we have a good local and regional transit system. The Town’s priority is to continue to explore options to increase parking capacity, preferably without making our residential taxpayer bear the brunt of costly new infrastructure. We will continue to pilot programs that increase parking availability and improve parking stall turnover, and commit to those that prove successful.


9 of 9 We will continue to encourage residents and employees to commute more sustainably, and leave their vehicles at home.

5. Toward a Sustainable Transportation System A limited land base and Banff’s commitment to being an environmental role model means we cannot build

our way out of traffic congestion and lack of parking. The community must embrace more creative solutions to managing traffic volumes, particularly at peak travel times.

The Town’s priority is to implement the strategies of the integrated Transportation Master Plan adopted in

2013. We will continue to educate on and encourage the use of alternative modes of transportation.

Legislation/Policy N/A Other N/A ATTACHMENTS Appendix A – May 12, 2014 Request for Decision report: Parking Management in Downtown Banff Appendix B – Bylaw 337 – Traffic Bylaw Amendment Bylaw No. 4 Appendix C – Proposed Changes to Traffic Bylaw 16-7 Circulation date: Submitted By:

Shannon O’Donovan-Zirnhelt, Engineering Coordinator

Reviewed By:

Robert Earl, Town Manager


REQUEST FOR DECISION Subject: Parking Management in Downtown Banff

Presented to: Council

Submitted by: Shannon O’Donovan-Zirnhelt

Date: May 12, 2014

Agenda #:

RECOMMENDATION 1. That council confirm goals (4.1-4.4) and guiding principles (5.1-5.6) for parking improvement

strategies implemented in the downtown core of Banff. 2. That council direct administration to return with cost estimates and implementation plans for the

short and long term tactics identified in the report to improve parking in the downtown core. 3. That council receive the public feedback from the user pay parking project survey and the Banff

Lake Louise Hotel Motel Association for information. 4. That council receive the user-pay parking project update as information.

BACKGROUND Reason for Report At the November 12, 2013 meeting, council directed administration to return with a report outlining options for methods by which user-pay parking could be implemented and options for the use of generated revenue for transportation improvement initiatives. Since this time, administration has completed the following work on the project:

• Issued a request for proposal to pay parking vendors seeking solutions, pricing and estimatedrevenues for implementation of pay parking in the downtown core

• Reviewed and evaluated proposals (7 were submitted)• Drafted options for pay parking scenarios in the downtown core• Sought public input at Connect 2014 , via an on-line survey and through Banff Hotel Motel

Association’s recent survey• Researched and interviewed other, similar communities that have implemented or considered

user pay parking.

This report contains the findings from the RFP and a summary of the public feedback, and a comparison to other communities.

Given the public feedback received as well as the research done to date on user pay parking, administration would like to have council confirm the goals and guiding principles for parking management strategies for downtown Banff.

This report also contains tactics that could be implemented, short-term and long-term to address the parking management challenges.

Administration is also recommending in this report that more parking data collection and monitoring of the downtown core is required to better understand the parking situation thus informing an effective parking improvement strategy. SUMMARY OF ISSUE 1. Project BackgroundParking in downtown Banff has been a challenge for the community for many years. Banff is both an international destination and a small, national park community, and requires parking strategies to be

Appendix 'A'

2 of 22 sensitive to business and resident needs as well as to the natural and built environment. Many groups affected by parking have been considered in the assessment of the parking situation and the development of recommendations to enhance parking. These groups, and some of their characteristics, include:

• Residents – who may make casual trips for errands or entertainment to town, or commute to work by single occupant vehicle, parking all day.

• Overnight and long-haul visitors – who may park at their accommodation but use their vehicle to visit attractions south of the river and elsewhere.

• Day visitors - to the downtown core and to attractions south of the river and elsewhere. • Commuters – Typically employees from Canmore and elsewhere outside the town. • Businesses - considering both staff and customer parking.

In 2013, council adopted the integrated and updated Transportation Master Plan (TMP). The updated TMP provided recommendations to maximize the efficiency of the available infrastructure and guide the long-term development of transportation in Banff. Parking management was one of the five transportation areas reviewed and assessed. Some key findings from the TMP parking management review and assessment, as well as from observations and reports since the TMP are:

• 687 off-street parking stalls and 734 on-street parking stalls in the downtown area of Banff (total of 1,421 stalls)

• Current shortfall of 125 stalls at peak periods • Shortfall projected to increase to 360 stalls in 10 years; 600 stalls 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) • 40% (1,730) of Banff workers drive to work daily (2013 Banff Community Social Assessment

from Statistics Canada National Household Survey) • 15-20% (213 to 284 of 1,421 stalls) of the on/off street parking occupancy is associated with

residents during the peak periods.1 • Peak occupancy was observed on Saturdays for both on/off street parking stalls during the

summer season. • During the 2013 June highway closure, ridership on the free Roam service was approx. 500 each

morning and evening commute • It was noted during the consultation process that the user opposed to pay parking appeared to

be mostly Banff residents • 72% of visitors surveyed (173) in 2012 had expected to pay or would be willing to pay for

parking • 56% of the time violations issued in 2012 were associated with cars displaying a resident pass (as

per the Town’s Bylaw Enforcement Study). • A snapshot of Banff’s commute

1 Note: The actual number of resident and commuter parking in the study area may be higher, as Canmore commuters were not distinguished.

Council/Committee: Parking Management in Downtown Banff Agenda #

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*2013 Banff Community Social Assessment (Census data)

2. User Pay Parking Project Update In order for council to explore the user pay-parking concept thoroughly, administration issued a request for proposal (RFP) to the pay parking industry vendors seeking solutions and recommendations for implementing user-pay parking in downtown Banff.

The RFP was issued on January 6, 2014 and closed on February 3, 2014. Seven proposals were received and evaluated. Following the review and evaluation, four proponents were interviewed by administration on February 20, 2014. The proponents were evaluated based on their proposed solution, qualifications, capital and operational costs, estimated revenue, equipment selection, value added design features and services and the interview process.

Administration has short-listed the preferred proponents at this stage in the process based on their ranking in the evaluation criteria, proposal meeting the specified RFP requirements as well as the interview process.

The majority of the parking proponents submitted their proposal based on using the pay by licence plate technology. Pay by licence plate technology is used successfully in municipalities such as Calgary, White Rock, Vancouver and Penticton. Aspen is moving to this technology in the next one to two years. There is no need to display a ticket in a windshield thus eliminating the need to walk back to your car once parked. And with smart technology, motorists can purchase and extend time either at an on-street kiosk with a credit card or cash, or from their smart phones with a credit card. A wireless handheld device (LPR) used by a parking officer, which can also be mounted in a vehicle, scans plates and communicates with wireless pay stations to confirm whether parking has been paid. LPR technology, as described above, is a very efficient way to enforce parking.

Implementing user-pay parking in the downtown core has the potential of creating spillover onto the residential streets within close proximity. To deter commuters (looking for all-day parking) from parking on residential streets within close proximity to the downtown core, a residential permit system could be employed. Many municipalities have successfully employed residential permit parking.

The pay-by-licence-plate technology also allows for registration of plates that make a resident permit program feasible. Residents in designated streets would simply register their vehicle plate annually with


4 of 22 the Town. The registration would allow them to park their vehicles on their street for up to 72 hours (as per the current Traffic bylaw), but restrict non-permit holders to three hours, for example.

It is understood that some errands and tasks are more convenient to complete by private automobile in the downtown core. Therefore, consideration will be given within the user-pay parking solution to providing Banff residents with a limited amount of free parking. It could be for a certain time of day or for a limited time period.

Right pricing is a term used in the parking industry and is designed to place a value on a parking stall that will encourage 80% occupancy – out of 10 stalls; two are always vacant so that visitors can find a place to park. Right pricing is not too expensive to discourage any parking, but not free, which encourages all-day parking and displaces visitors.

There are many variations of how user-pay parking could be implemented within the downtown core with regards to parking areas, rates, year-round or seasonally, etc. However, with input from the short-listed proponents, and based on the right pricing concept, net annual revenues from user-pay parking are currently estimated to be between $1.9 million to $2.4 million. This is based on implementing user-pay parking in zones A & B as shown on Figure 1. It is important to note that the user-pay-parking solution is not fully developed, therefore, the estimated revenues are only provided for order of magnitude purposes. Administration will return to Council in fall 2014 with a report on how user-pay parking could be implemented in the downtown core with options for the use of generated revenue for transportation improvement initiatives.


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Figure 1: Downtown Parking Area


6 of 22 A review and comparison of other communities that have implemented pay parking in their downtown core was completed. The communities interviewed were selected based on having similar small-town and/or resort-based transportation challenges and/or having recently considered or implemented pay parking in their town. Similar communities in both Canada and the U.S. were contacted to provide feedback on their experience. Refer to Appendix A - Pay Parking Community Review & Comparison Table for a complete list of interview questions and responses from communities.

A summary of the key findings of this review and comparison are highlighted in the list below:

• 16 communities were interviewed; 11 have implemented pay parking either recently or have had for several years.

• 2 of the 11 have implemented pay parking on a seasonal basis. • Rates were found to be variable. • The majority of the communities interviewed with pay parking have a residential parking permit

program in residential areas to mitigate potential spill-over issues from non-residents. • Some communities offer resident programs for parking in the downtown core such as a discount or

a limited amount of free parking in the downtown core on a regular basis to perform errands necessitating a vehicle.

• Following the implementation of pay parking, the majority of communities saw a decrease in traffic congestion and an increase vehicle turnover/vacant parking stalls.

• Open houses and public meetings/education were common forms for public outreach and engagement.

• A common hurdle experienced with pay parking implementation was public (residents and business) opposition. In Aspen a public vote was held on pay parking after a a five-month trial period. The majority of the Aspen’s residents and business were initially opposed to the implementation of pay parking. However, 74% voted in favor of keeping pay parking in the downtown core in place after the trial period.

• Consistency is imperative to the success of the implementation of pay parking (i.e. year-round is better than seasonal)

3. Public Consultation Results

As is our policy, the Town has been proactive and engaging in its communications on the transportation master plan. The emphasis has been consultation; that is: • provide relevant information to citizens and stakeholders • obtain feedback on issues, analysis and alternatives • communicate back to participants with results of the feedback opportunities and how it influenced

council decisions Since the transportation master plan project began in 2011, the Town has held two self-selected surveys, one intercept survey, two focus groups, one stakeholder session and two open houses. This emphasis on informing and consulting continued with the specific exploration of the user-pay parking tactic. Information on how user-pay parking might work in Banff, as well as why it was being considered was included in the Town’s open house on major projects, Connect 2014. The same information can be found on the Town’s website at banff.ca/transportationplan, and banff.ca/payparking. An exercise was offered at the open house to spark attendees into thinking about solutions to the parking management challenges faced by the community. As administration is in the exploratory phase, the intent of the exercise was not to determine public opinion on user-pay parking. Rather, participants


7 of 22 were given five sticky dots to place beside their preferred project and source of funding. The more dots they placed on a selection, the more important it was to them. The exercise was adapted into an online survey so the Town could offer the feedback opportunity to more residents; (we were unable to build an online tool to exactly match the exercise). Again, the intent was not to poll on user-pay parking, but to spur residents into thinking about solutions and how to pay for them. Results of the online survey and paper surveys completed at the open house, combined, are presented in a table at the end of this section. The Banff Lake Louise Hotel Motel Association, recognizing the Town’s intent with the exercise, offered to conduct a similar survey of their membership on parking management and have provided the results and recommendations in the letter attached (refer to Appendix B). It must be noted that as both the online survey and the exercise at Connect were self-selected, the results are not statistically valid. The results could not be construed as a fair indication of the general opinion of the visitor as very few visitors completed the exercise. The solutions preferred by Connect participants closely mirrors the survey results. The majority selected construct a parkade, followed by increased transit first locally, then regionally. However, the preferred method of funding varies significantly from the survey results. The large majority of participants at Connect would fund their preferred solution by user-pay parking revenues. A photo of the board is attached. (Refer to Appendix B).

Online & Paper Survey Results – Question 1

Given the costing and tax information provided above, please rank which scenarios would you prefer to see implemented, where 1 is MOST preferred and 6 is LEAST preferred. (495 respondents, 20 skipped) 1 2 3 4 5 6 Increase frequency of Roam regional service. (Banff-Canmore)

105 81 80 59 38 25

Increase Roam local service in Banff.

60 96 89 64 69 13

Construct parkade in downtown Banff.

158 55 46 41 41 50

Expand real-time occupancy for all off-street public parking on digital signs and banffparking.ca.

39 57 69 97 79 29

Enhance trail connectivity including Central Park pedestrian bridge.

63 75 77 72 92 27

Direct user-pay parking revenues toward reducing property tax.

57 30 33 42 53 184

None. These projects are not important at this time.

45 6 7 10 22 56


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In keeping with the Town’s promise to show how feedback influences decisions, the full results, including the comments are posted to the town’s website, verbatim, and the comments attached (refer to Appendix B). Identifying comments and offensive language have been deleted; spelling, grammar and misinformation has not been corrected.

232 237 209 214

271

166 158 202

151 101

Increase frequency ofRoam regional service.

(Banff-Canmore)

Increase Roam localservice in Banff.

Construct parkade indowntown Banff.

Expand real-timeoccupancy to all off-street public parkinglots & communicate

with digital signs.

Enhance trailconnectivity including

Central Parkpedestrian bridge.

Online & Paper Survey Results - Question 2 After reviewing the associated costs and potential tax increases of the scenarios, what is your preferred source of funding for these projects? (459 Respondents, 56 Skipped)

Funded by alternative sources incl. tax increases Funded by user-pay parking revenues


9 of 22 4. Goals Of Parking Improvement Strategies Although the general sentiment of the public feedback received on user pay-parking was anticipated, (based on past public discussions on this topic as well as other municipalities’ experience), opinions received which indicated that prime downtown parking is for residents and commuters year round was not expected. Before moving forward, administration would like council to confirm the following goals for parking improvement strategies for the downtown core:

4.1 Increase parking availability for visitors in prime parking locations downtown. Prime parking locations are shown on Figure 1 below (Zone A).

4.2 Increase parking stall turnover downtown. 4.3 Decrease traffic congestion in downtown core. 4.4 Increase use of alternative modes of transportation (i.e. transit/walking/cycling) by all users.

5. Guiding Principles For Parking Improvement Strategies In addition to confirming the above goals, it is also important that the parking management guiding principles be confirmed by Council. The following guiding principles for parking management strategies will provide administration with the guidance to establish effective solutions to improve the parking situation in downtown Banff: 5.1 Prime parking stalls located in the downtown core (see Figure 1 below - Zone A) are for primarily

for visitors during busy times. 5.2 Visitor’s transportation choices are more limited than locals in the town of Banff. 5.3 On-street and surface lot parking in Zone A (see Figure 1 above) in the downtown core should be

considered a premium location and targeted for high-turnover use. 5.4 Increased parking stall turnover is good for business. 5.5 The average visitor needs more than two hours and less than eight hours in the downtown core. 5.6 Parking infrastructure is a municipal service that requires sustainable funding to operate, maintain

and improve upon.


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Figure 1: Downtown Parking Area


11 of 22 6. Tactics To Improve Parking Many tactics could be implemented to realize the parking management goals outlined above. Each tactic has its pros and cons and varies in implementation time and cost. Although not fully developed solutions, a list of both short- and long-term tactics that could be used to improve the parking situation in downtown Banff are outlined in the paragraphs below. Costs, pros and cons of each tactic are summarised in the table following this section. 6.1 SHORT-TERM TACTICS (SUMMER 2014) 6.1.1 Increased Enforcement Bylaw Services’ approach to downtown time limit parking enforcement is based on the location with the highest demand coupled with the highest infractions. Fewer infractions occur in on street spaces compared to the downtown surface lots, so Bylaw focuses more on the surface lots.

When carrying out pro-active time limit parking enforcement, Bylaw Services does not (and cannot) discriminate between locals and visitors. However, they could shift their time limit enforcement strategies in a manner to encourage commuters to seek other options for both parking and their transportation methods. Several strategies follow that, collectively, could enhance the availability of more convenient parking for visitors.

6.1.1.1 That administration return with a cost estimate for implementation of “off-street stall” no same day return enforcement. In 2007, the Traffic Bylaw was amended to include a section that made it illegal to return to a parking lot on the same day if the parking area was posted with the applicable regulation. When the new wayfinding plan was implemented in 2008, some of the parking lot regulatory signage was integrated into the wayfinding package. As a result, the new regulatory signage did not match the very specific wording contained in the bylaw, and eventually, the specifically-worded section in the bylaw was omitted. Although the bylaw does have a broadly worded section that would allow the enforcement of a no same-day returns regulation, it would be best to create the wording in the bylaw in tandem with the wording on the regulatory signage. As well, to be able to enforce this regulation in a reasonable and efficient manner, it is best for an officer to have a GPS-enabled handheld citation device, with administrative software required to support the handheld units. To date, the vendor of the Town’s citation management system has not offered an out-of-the-box administrative solution that would integrate with a handheld system. This, coupled with the fact that it is unknown how long the Town will continue to use the current citation/financial management system, has dissuaded Bylaw Services from pursuing the implementation of a handheld-based ticket issuance system. New signage at the entrances to all of the downtown parking lots, as well as the addition of a more specific section in the bylaw relating to no same-day returns would be needed if we were to proceed with this option. Enforcement of the no same day-returns regulation would only be implemented in the downtown off-street parking stalls. Additionally, we should consider alternate forms of the wording that might be more universally understood.

6.1.1.2 That administration return with a cost-estimate for implementation of a zone-based cumulative time limit enforcement strategy. In addition to no same-day returns, a time limit of four hours between 8 a.m. and 5 p.m. every day, for the entire zone could be implemented. Data shows that visitors require four hours or less in the downtown core. These two tactics would significantly deter all-day parking in prime visitor stalls by employees but would allow a resident or commuter to run errands. Without this tactic, a driver could move his car within Zone A on a street. With the two tactics combined, a driver would be limited to four


12 of 22 hours on the street and would have to move his/her car to a different zone to avoid a ticket. It would become more convenient for residents in particular to move to alternative forms of transportation, such as transit. This maximum time limit would also allow for someone to park at different times of day if required. For example, if one had appointments in the morning but then needed to return to Zone A later in the day for another appointment, it would be permitted provided that the total time spent in Zone A was not exceeded. Along with a bylaw amendment, this initiative would require the design and installation of a sign package to inform motorists that they have entered a zone with an enforceable cumulative time limit. This tactic can only be efficiently enforced using advanced enforcement technology such as licence plate recognition. 6.1.1.3 That administration return with a cost estimate for increasing time limit enforcement earlier in the day The 2011 Canmore Census reports that 900 residents commute to Banff for work from Canmore. Traffic counts at the entrance to town demonstrate that around 500 vehicles arrive in Banff via personal automobile between the hours of 7 a.m. – 9 a.m. A percentage of these commuters work in the downtown core and park in prime downtown public parking stalls on a regular basis for the entire workday. Anecdotal evidence shows that many employees will occupy downtown public parking spaces for the maximum time limit and move their cars, even within the same lot, to avoid an infraction. Increased enforcement will encourage commuters to opt for parking stalls in a longer term parking area aimed at meeting employee parking needs. The long-term stalls would not be in prime parking but would offer longer term parking. Increasing time limit enforcement may also provide an incentive to residents and commuters to use alternative modes of transportation such as public transit, cycle or walk. The current downtown public parking times are shown on Figure 2 below.


13 of 22

Figure 2: Current Public Downtown Parking Times

6.1.1.4 That Bylaw services decrease grace periods (June 1 to Sept.30) Bylaw Services will typically give a reasonable grace period when returning to issue tickets after the vehicles have been chalked. Shortening these grace periods will further encourage motorists to seek out both alternative parking solutions as well as to reconsider their method of transportation.


14 of 22 6.1.1.5 That administration return with a cost estimate for increased time limit enforcement (June 1 to Sept. 30). All of the above strategies could be supported by an overall increased focus on the pro-active enforcement of downtown time limit parking at least between April and September. 6.1.1.6 That administration return with a cost estimate together with a forecast of implications of using LPR Technology as an enforcement option. As described in the paragraphs below, the Town issued a request for proposal (RFP) requesting a proposal from a parking management contractor to monitor and collect downtown parking data this summer. As part of this RFP, the Town has also requested that the proposal include an option for performing time limit parking enforcement duties in the downtown core at the same time. The parking contractor would use a technology called Licence Plate Recognition (LPR) which can be either handheld or mounted in a vehicle. Both methods would be included in the proposal. The vehicle-mounted LPR device is the most effective means of collecting data as well as enforcing parking. Parking zones are plotted by means of GPS coordinates. LPR cameras mounted on a parking patrol vehicle capture the license plate numbers of vehicles parked by simply driving past the parked vehicle. The contractor officers would be sworn in as Town of Banff bylaw officers. Administrative tasks would be similar.

6.1.2 That administration return with cost and implementation options for a parking data collection and monitoring program.

Past parking data in the downtown core is limited. Parking occupancy studies were completed in 2006, 2007, 2008, and 2011, as well as part of the TMP report. However, the data consists of a few weekdays and weekends, therefore only providing a snapshot of the parking situation in downtown Banff. Administration recommends that a more comprehensive parking data collection and monitoring program be implemented this summer. This data will provide a better understanding of the parking situation in downtown Banff on a regular basis.

A request for quotation to provide parking data and collection services this summer was sent to a parking management contractor. Given that they will be collecting parking data using LPR technology which is the same means as they would for enforcement, they were also asked to provide an optional price to perform time limit parking enforcement duties this summer.

The parking data collection program quote will encompass providing a service to collect the following parking data in the downtown core:

• Occupancy • Turnover • Average Length of Stay • Type of User (visitor versus non-visitor)

The area that will be covered is shown on Figure 3 below. It is recommended that the above parking data be collected on a daily basis in Zones A/B/C and three weekdays and weekend days total for Zones D/E.

Zones C, D and E are included in the parking data collection program so that a complete picture of the parking situation in all areas within close proximity to the downtown core is also understood. This will help inform the potential spillover effects in the residential areas within close proximity to the downtown.

The parking data collection program can begin as early as June 2014 and would run until October 31, 2014. The budget required to perform the parking data collection and monitoring program is estimated


15 of 22 to be $60,000. The addition of the parking enforcement service would be added at no additional cost as this service can be performed in conjunction with the data collection service. The revenue collected from a more efficient enforcement system will cover a portion of this cost. A more detailed estimate of the citation revenue using LPR technology will be provided if Council directs administration to return with a more detailed cost estimate and implementation options. The Town currently has the following data collection methods in place (or the ability to do so) that will also help inform the parking and traffic situation in Banff:

• Permanent traffic counters at the east and west entrances to town (installed June 2013) • Beaver St Surface Lot Counter Data (smart parking technology − data since April 2014) • Bear St Parkade Counter Data (data since May 2013) • Pedestrian Counts − Bridge and Legacy Trail counters • Traffic signals’ ability to count volumes, turning movement • Pedestrian Counter ability − Traffic Lights (yet to be activated) • Webcam Parking Occupancy Observations of Town Hall and Bear St. surface lots (installed May

2014) • Roam ridership and delays (traffic congestion indicator) • Enforcement data (# of violations, speed trailer & speed signs-volume/speed) • Temporary tube counters (can be placed where needed in town)

Figure 3: Parking Data Collection Zones


16 of 22 6.1.3 That administration return with a cost options for a substantive behaviour change campaign Another tactic that could be implemented this summer would be convincing drivers who have a choice to voluntarily change their parking usage in the downtown core. Some examples of voluntary behaviour change are:

• A resident who normally parks downtown all day at his/her work could ride a bike, walk or take transit from June through September, at least.

• A Canmore or other commuter who normally drives (single occupant vehicle) to work and parks downtown all day could choose to ride a bike or take regional transit from June through September and on weekends.

• A hotel visitor could be encouraged to take advantage of the local ROAM transit, walk or cycle.

• Multiple commuters could car pool. Voluntary behaviour change can be encouraged through a variety of methods, such as a multi-faceted campaign involving commuter challenges or other incentive programs, carpooling incentives, free transit pass giveaways, commuter bike challenges, advertising, editorial and social media to run for a set period throughout the summer. Measurement of success would be increased local and regional transit ridership, reduction in percentage of tickets issued to residents/commuters and a decrease in vehicle counts between 6 and 9 a.m.

The Town’s 2011 Road Less Travelled campaign ran for seven weeks, part of the ‘low-hanging fruit’ initiative to address parking shortfall and congestion before the development of the transportation master plan. Website visits showed the advertising campaign on its own had little effect.

During the Banff Refreshing project, Council made the decision to make a substantial investment ($1,000,000) in visitor communications to help offset the negative impacts of construction. The Town of Banff could use the same approach and make a significant investment in a communications campaign to encourage desired behaviour.

6.1.4 Transit Improvements

Enhancing the existing transit system ROAM would provide residents, commuters and visitors with more options for using alternative modes of transportation. 6.1.4.1 That administration return with a cost estimate and implementation options for increasing the frequency of ROAM regional transit. The frequency of the Roam regional transit service could be doubled during peak commuter periods to provide an improved service for regional commuters. Increased frequency to every 30 minutes between the 7 a.m. to 9 a.m. and 3 p.m. to 6 p.m. Monday through Friday should meet the majority of commuters’ needs. It is important to note that this option would require approval by the Regional Transit Commission (RTC) as well as financial contributions from the regional transit partners.

6.1.4.2 That administration return with a cost estimate and implementation options for increasing the frequency of ROAM local transit. The frequency of the two Roam local transit routes could be increased to make transit more appealing to residents. It is recommended that the frequency be doubled from a 40 minute service to a 20 minute service from 6 a.m. to 11:30 p.m. daily. This option would require the purchase of two additional hybrid buses that meet the Roam brand standard. The costs for these additions, being entirely on the Banff Local service, would be provided by the Town of Banff but would still require approval from BVRTC.

6.1.5 That administration return with a cost estimate and implementation options for increasing the use of under-used stalls, both private and public, in the downtown core. Within the downtown core, there are both public and private stalls that are under-utilized.


17 of 22 There are not only under-used public parking spaces but also under-used private parking spaces in the downtown core. Banff Lake Louise Hotel Motel Association (BLLHMA) provided a letter on April 21, 2014 providing input on parking management strategies in downtown Banff (refer to Appendix A). This letter identified under-used private parking spaces as a potential option to consider to increase the parking capacity in the downtown core. The letter stated the following:

“BLLHMA members were asked to consider whether it would be feasible – and whether they would be open to – pooling some of their excess parking capacity to address the town’s parking requirements during peak periods (eg. special events and holidays.) While 33.5% indicated they would be receptive to exploring the opportunities (irrespective of whether the town chooses to pursue pay parking options, or not,) 66.5% noted this would just be too complicated to administer.

The town estimates that the current shortfall of parking stalls during peak periods is 125. Even with just half of the 33.5% of parking stalls that hotels said could be contributed to create parking capacity during peak periods, it is worth noting the current parking shortfall could be met 4x over.

BLLHMA believes there is an easy way to start capitalizing on potential parking capacity at hotels using www.banffparking.ca. In addition to the public parking assets already listed (including real time parking inventory at the Bear Street Parkade), the Town could create a parking inventory profile (& map) for each property that is willing to contribute inventory, at their sole discretion. Hotels could login on to www.banffparking.ca to activate parking inventory when it aligns with their business needs; and, they could just as easily remove their property from active inventory when it does not.”

Capitalizing on under-used private parking spaces in the downtown core could be further reviewed and discussed with private businesses that are interested in allowing public use of their excess parking capacity. This would involve lease agreements as well as increased signage and wayfinding to these locations.

6.1.6 That administration return with a cost estimate and implementation options to run a pilot user pay parking project.

With one of the short-listed parking management contractors from the user pay-parking (UPP) process, there is an option to do a trial user-pay parking project in one or more of the surface lots in the downtown core (i.e., Bear St. , Town Hall and/or Beaver St surface lots). Trialling UPP in an isolated area would provide data on the impact of charging for parking on the visitor and the non-visitor parker. Potential data collected includes impact of parking rates on occupancy, turnover and length-of-stay. The revenue generated from this UPP pilot project is estimated to be $100,000 to $140,000 per lot. This revenue could fund some of the short term tactics to improve parking as well as the data collection program described below in the report.

6.2 LONG TERM TACTICS (1-3 YEARS)

6.2.1 That administration return with cost estimates and funding options for capital projects to improve alternative transportation infrastructure. Alternative transportation infrastructure leading to the downtown core could be enhanced in an effort to make these modes of travel more enticing to for residents, commuters and visitors. The following capital projects could be constructed to enhance alternative modes of transportation thus providing residents, commuters and visitors with more options.

• Central Park pedestrian bridge to improve connectivity to Cave Avenue • new bike paths and lanes • additional bike infrastructure such as racks, locked storage, bike shares, etc. • improved sidewalks and trails

6.2.2 Increase Parking Capacity through New Infrastructure


18 of 22 Subsequent to the TMP’s goal of using and maximizing the use of existing infrastructure to meet current transportation needs, building more parking capacity was a popular choice in the public feedback.

6.2.2.1 That administration return with a cost estimate and funding options for the design and construction of new parkade in 2015/2106. A capital project to construct a 240-stall parkade just outside the downtown core was considered for the 2014 budget, but postponed. A location is not yet determined, but could be located in the downtown parking zones A & B as shown on Figure 1. Design could be started as early as 2015 and construction in 2016.

6.2.2.2 That administration return with cost estimates and funding options for building an intercept lot and shuttle service. Another way to increase capacity as well as decrease traffic congestion and increase parking capacity in the downtown core would be to build an intercept lot with a shuttle service. The shuttle service frequency would have to be frequent to the downtown. This option would require the purchase of a Hybrid 40’ Bus. Administration would need to further review the land available that would be ideal for use as an intercept lot to fully assess this option. The estimated order of magnitude cost shown in the table below is based on providing the service during the peak months (July/August), a frequency of 15 mins, 9 service hours/day, pre/post trip inspections and a 5 km round trip.

6.2.3 That administration post-pone the report on user pay parking methods and return to Council in the Fall of 2014 once further parking data is collected

One of the recommendations of the TMP was to explore user-pay parking as a tactic to increase parking space turnover so that stalls are easier to find for visitors and congestion caused by vehicles circling to available stalls is reduced. User-pay parking can reduce peak parking demand by deterring elective local trips and commuters using personal vehicles, resulting in a reduction of traffic congestion, emissions and energy consumption. In turn, the revenue generated from paid parking could be used to offset the costs to fund sustainable transportation initiatives.

Increased parking turnover benefits businesses by allowing more customers to park and shop downtown. Experience in other jurisdictions shows that visitors are willing to pay for parking if it guarantees them a convenient place to park. Currently, an estimated 30% of traffic congestion downtown is caused by motorists circling looking for parking. Those visitors would rather be exploring downtown Banff, shopping, dining or gallery hopping.

Although the least popular tactic, it is considered to be the most effective way to change unwanted driver behaviour (i.e. all day parking by commuters) as it presents a monetary disincentive to park all day. In Banff, residential and commercial taxpayers are currently paying for public parking infrastructure, both on-street and off-street.

As per Council’s direction, administration has been researching options for methods by which paid parking could be implemented and options for the use of generated revenue for transportation improvement initiatives.


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NO. TACTICS POTENTIAL OUTCOMES Estimated Cost

(order of magnitude)

PROS CONS

Short Term (summer 2014) 6.1.1 (.1-.6) Increased enforcement using

on foot and/or using advanced technology (LPR)

• increased revenue • increased turnover • increased compliance

• increased Bylaw staffing costs

• increase administrative level appeals/court costs

• discontented public

• using existing enforcement means= TBD

• LPR enforcement=covered in data collection program budget

6.1.2 Parking Data Collection Program

• Increased knowledge of parking situation in downtown

• Better able to recommend an effective parking solution

• Cost to conduct program

• $60,000

6.1.3 Voluntary behaviour change • minimal cost to implement • provides public

opportunity to do the right thing without a disincentive

• provide public incentives (i.e. prize giveaways)

• past experience proves to be less effective

• no disincentive to motivate change

• ongoing program/costs for permanent change

TBD

6.1.4.1 Increase frequency of Roam regional transit (every 30 mins during peak times) All costs associated with this option would be split 50/50 with Canmore

• decreased traffic congestion

• increased parking stall availability

• in line with environmental goals

• increased capital and operating costs

• increased ridership not guaranteed

• difficult to meet all commuters needs

• Capital cost =$565,000

• operating cost= $82,500

6.1.4.2 Increase frequency of Roam local service (every 20 mins; 6 a.m.-11:30 p.m.)

• decreased traffic congestion

• increased parking stall availability

• in line with environmental goals

• increased capital and operating costs

• ridership increase not guaranteed

• Capital cost =$1,440,000

• Operating cost= $750,000

6.1.5.1 Increase use of under-used stalls thoughout town (public or private)

• increased parking stall inventory

• decrease traffic congestion as more parking stall vacancy

• no additional infrastructure required

• increased signage requirements

• negotiations with property owners

• difficult to administer

TBD

6.1.6 Pilot User Pay Parking Program

• Increased revenue to fund short term tactics

• Increased knowledge on impact on parking behaviour of all users

• Opportunity to trial UPP tactic

• Not popular • May increase traffic

congestion as drivers seeking non- pay parking stalls in area

Est Gross Revenue/ Surface Lot = $100,000-$140,000


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NO. TACTICS POTENTIAL OUTCOMES Estimated Cost

(order of magnitude)

PROS CONS

Long Term (1-3 years) 6.2.1 Improve alternative

transportation infrastructure • decreased traffic

congestion • in line with

environmental goals • increased parking stall

availability

• Increased costs associated with enhancing alternative modes of transportation options (i.e. bicycle and pedestrian infrastructure, etc)

TBD-Capital projects to be presented at budget

6.2.2.1-.2 Increase capacity through new Infrastructure- parkade and intercept lot and shuttle service-July/August only

• increased parking stall inventory

• decrease traffic congestion as more parking stall vacancy

• increased capital and operating cost therefore increased taxes if no alternate funding source approved

• Lead time is 2-3 years before implementation

• Parkade capital cost~ $18,400,000

• Intercept lot/shuttle = $800,000 (Capital); $50,000 (Operating)

6.2.3 User-Pay Parking • proven effective in other

municipalities • increased turnover • increased compliance • self-funded tactic • increased revenues to

fund transportation initiatives and infrastructure

• disincentive to motivate residents/commuters to use alternative transportation options

• not popular with locals • increased signage and

infrastructure on streets

• additional cost to visit Banff

• potential spillover into residential area (non-pay parking area) in close proximity to downtown

Estimated net revenue~$1.9-$2.4 million

Response Options 1. That council confirm goals (4.1-4.4) and guiding principles (5.1-5.6) for parking improvement

strategies implemented in the downtown core of Banff. 2. That council direct administration to return with cost estimates and implementation plans for the

short and long term tactics identified in the report to improve parking in the downtown core. 3. That council receive the public feedback from the user pay parking project survey and the Banff

Lake Louise Hotel Motel Association for information. 4. That council receive the user-pay parking project update as information. IMPLICATIONS OF DECISION Budget See report above.


21 of 22 Internal Resources This project is being managed by the Engineering department with input from Communications, Planning, GIS, Bylaw and Operations. Communication Communications for the overall transportation master plan, the implementation of various trials and initiatives and the exploration of pay parking has been proactive and consultative in nature, and is ongoing. A voluntary change program will require the development of an additional campaign. Banff Community Plan Implementing the recommendations of the Transportation Master Plan, including the parking management recommendations, will help achieve or address the following Banff Community Plan goals and objectives: • To provide a transportation system that is economically and environmentally sustainable. • Banff will remain competitive with other worldwide destinations • Provide a transportation system that enhances the resident and visitor experience • Provide a transportation system that encourages and complements pedestrian movement and

cycling • Reduce and manage traffic volume and parking needs downtown • Increase parking facilities to accommodate day visitors and commuters • To provide the infrastructure to support the tourism economy • Introduce initiatives to reduce the demand for infrastructure expansion

Council Strategic Priorities Developing and implementing parking strategies addresses two 2014 Council priorities:

2. Park and Walk - A Walkable Community The lack of parking for visitors downtown is limiting our economic prosperity and our sustainability as a

national park community.

Banff is an eminently walkable community, and we have a good local and regional transit system. The Town’s priority is to continue to explore options to increase parking capacity, preferably without making our residential taxpayer bear the brunt of costly new infrastructure. We will continue to pilot programs that increase parking availability and improve parking stall turnover, and commit to those that prove successful. We will continue to encourage residents and employees to commute more sustainably, and leave their vehicles at home.

5. Toward a Sustainable Transportation System A limited land base and Banff’s commitment to being an environmental role model means we cannot build

our way out of traffic congestion and lack of parking. The community must embrace more creative solutions to managing traffic volumes, particularly at peak travel times.

The Town’s priority is to implement the strategies of the integrated Transportation Master Plan adopted in

2013. We will continue to educate on and encourage the use of alternative modes of transportation.

Legislation/Policy N/A


22 of 22 Other N/A ATTACHMENTS Appendix A – Pay Parking Community Review & Comparison Table Appendix B - BLLHMA April 21, 2014 Letter Re: Parking Management Appendix C – Connect (2014) and On-line Survey Results (2014) - Comments Circulation date: April 30, 2014 Submitted By:

Shannon O’Donovan-Zirnhelt, Engineering Coordinator

Reviewed By:



TOWN OF BANFF

BYLAW 337

Traffic Bylaw Amendment Bylaw No.4

A Bylaw to Amend the Traffic Bylaw to Include Provisions for Zone Controlled Space Parking

The Council of the Town of Banff, in the Province of Alberta, duly assembled, ENACTS AS FOLLOWS:

1.0 CITATION 1.1 This bylaw may be cited as Bylaw 337 – Traffic Bylaw Amendment Bylaw No. 4.

2.0 INTERPRETATION 2.1 In this bylaw, any reference to another Town of Banff bylaw shall refer to that bylaw

currently in effect and will include any and all amendments to such bylaw or any other bylaw passed in substitution.

3.0 PROVISIONS

3.1 Traffic Bylaw 16-7, as amended, is further amended by adding the following after section 32:

32.1 The Town Engineer may authorize parking spaces on any street or in any parking lot or parkade to be designated as Zone Controlled Spaces and cause to be installed a Payment Terminal, or offer a cellular phone payment service for the payment for the use of a space.

32.2 No Owner or operator shall allow a vehicle to remain in a Zone Controlled Space for longer than the period of time indicated on the applicable Traffic Control Device or in the instructions on the Payment Terminal.

32.3 The Owner or operator shall pay for the use of the Zone Controlled Space in accordance with the instructions on the Payment Terminal or given by the cellular phone payment service.

32.4 Payment may be made at the Payment Terminal either by:

a) the deposit of funds;

b) electronic payment by credit card; or

c) the activation of an account by a cellular phone paymentservice.

32.5 No Owner or operator shall park a Vehicle or allow a Vehicle to remain parked in the Zone Controlled Space for longer than the period of time for which payment was made.

Appendix 'B'

of 3 32.6 No Owner or operator may park a Vehicle in a Zone Controlled Space:

a) where prohibited by a Traffic Control Device; or

b) contrary to the instructions on the Payment Terminal.

32.7 Immediately after parking the Vehicle in a Zone Controlled Space the Owner or operator shall purchase the use of the space by inputting on the Payment Terminal or the cellular phone payment service the:

a) zone in which the Vehicle is parked;

b) the license plate number of the Vehicle parked in the Zone Controlled Space; and

c) depositing a form of payment described in section 32.4.

3.2 Traffic Bylaw 16-7, as amended, is further amended by adding the following definition of “Payment Terminal” to Schedule “A” - Definitions section 1 and renumbering the section accordingly:

h) Payment Terminal means a device operated and maintained by the Town of Banff or its agents for the collection of parking fees and the regulation of parking spaces.

3.3 Traffic Bylaw 16-7, as amended, is further amended by adding the following

definition of “Zone Controlled Space” to Schedule “A” - Definitions section 1:

z) Zone Controlled Space means: that portion of a street, parking lot or parkade where parking is subject to charge and regulation in accordance with the applicable Traffic Control Device.

4.0 SEVERABILITY

4.1 If any clause in this bylaw is found to be invalid, it shall be severed from the remainder of the bylaw and shall not invalidate the whole bylaw.

5.0 ENACTMENT 5.1 This bylaw comes into force when it receives third reading and is signed by the

Mayor and the Town Manager or designates.

5.2 The Town Manager is authorized to consolidate Traffic Bylaw 16-7.

Town of Banff Bylaw #337 – Traffic Bylaw 16-7 Amendment Bylaw No.4

of 3 READ A FIRST TIME this ____ day of June, 2014.

READ A SECOND TIME this _____ day of June, 2014.

READ A THIRD TIME this ____ day of June, 2014.

SIGNED AND PASSED this ____ day of June, 2014.

_____________________ Karen Sorensen

Mayor

______________________ Robert Earl

Town Manager

Town of Banff Bylaw #337 – Traffic Bylaw 16-7 Amendment Bylaw No.4

BYLAW NO. 16-7 - Consolidated A BYLAW OF THE TOWN OF BANFF IN THE PROVINCE OF ALBERTA FOR THE

PURPOSE OF REGULATING AND CONTROLLING TRAFFIC

WHEREAS, subject to the Traffic Safety Act and the Dangerous Goods Transportation and Handling Act, the Traffic Safety Act provides that Council may, with respect to a highway under its direction, control and management, make bylaws that are not inconsistent with the Traffic Safety Act;

AND WHEREAS, subject to the Traffic Safety Act and the Provincial Offences Procedures Act, the Traffic Safety Act provides that Council may make bylaws with respect to parking on private property;

NOW THEREFORE the Council of the Town of Banff, in the Province of Alberta, duly assembled, enacts:

CITATION

1. This Bylaw may be cited as the “Traffic Bylaw.”

DEFINITIONS

2. In this bylaw:a) Any reference to a named act is a reference to an Act of the Legislature of Alberta, as

amended from time to time;

b) Any reference to a Town of Banff staff position, department or committee, the reference isdeemed to be to the current name that the staff position, department or committee is knownby.

c) The definitions in Schedule “A” will apply to the corresponding words if the first letter ofthat word is capitalized in this bylaw.

OPERATION OF VEHICLES

3. All Persons owning or operating Vehicles shall comply with all Traffic Control Devicesauthorized under this or any other bylaw of the Town.

4. The speed limit on all Roadways shall be 40 kilometres per hour except as otherwise listed inSchedule "C" to this bylaw.

5. No owner or operator of a Vehicle shall stop a Vehicle or permit a Vehicle to be left upon anyHighway in such a manner as to obstruct traffic, unless the obstruction is unavoidable due tomechanical failure of a Vehicle, provided the owner or operator of the Vehicle promptly takesmeasures to remove the Vehicle from the Highway.

6. Unless otherwise authorized, no Person shall park or drive any motor Vehicle upon any PublicPlace except in an area designated for Vehicular Parking by the Town Engineer in writing or bya sign or signs. Town employees or agents of the Town in the performance of their duties areexempt from this section.

Appendix 'C'

Town of Banff Bylaw 16-7 - Traffic Bylaw

7. Any Vehicle in a funeral procession, except the lead Vehicle, may during daylight hours enter anintersection without stopping if:

a) the headlights are alight;

b) the Vehicle is travelling immediately behind the Vehicle in front of it so as to form acontinuous line of traffic; and

c) the passage into the intersection can be made in safety.

8. No Person shall operate a Passenger Bus with a capacity to carry more than 24 people on aHighway within the Town other than on a Roadway specified in Schedule "E", unless a permithas been issued by the Town Engineer allowing a Passenger Bus to divert from specifiedRoadways to make specified pick-ups and drop-offs.

9. No person shall apply or engage engine retarder brakes within the limits of the Town.

OPERATION OF HEAVY VEHICLES

10. Except as permitted by this bylaw no Person shall operate or park a Heavy Vehicle on aHighway other than a Highway specified as a truck route in Schedule "D" of this bylaw.

11. No Person shall operate a Heavy Vehicle on a Highway unless the Vehicle is being operated onthe most direct and practicable route between the premises or location concerned and thenearest truck route and is being used for one of the following purposes:

a) Persons delivering or collecting goods or merchandise to or from or providing services atthe premises of bona fide customers

12. Persons that have more than one delivery, collection or service in an area not located upon atruck route may make all deliveries, collections or services within that area before proceeding bythe most direct and practical route to the nearest truck route.

13. In the case of any dispute arising as to the weight of any Vehicle, a certificate of weight inaccordance with the Traffic Safety Act shall be deemed conclusive proof of such weight. APeace Officer may direct the vehicle to go to the Town of Banff weigh scale to be weighed.

PARKING

14. Unless required or permitted by this bylaw, by a permit issued by the Town, by a Traffic ControlDevice, or in compliance with the directions of a Peace Officer, or to avoid conflict with othertraffic, an operator or owner shall not permit his Vehicle to be stopped or parked; :

a) where a traffic control device prohibits stopping or parking

b) where a traffic control device prohibits stopping or parking, during the times stopping orparking are prohibited

c) at any place where the Town of Banff has authorized the placement of a temporary trafficcontrol device prohibiting stopping or parking

d) on a Sidewalk or boulevard;

Page 2 of 16


e) on a crosswalk or on any part of a crosswalk;

f) at an intersection nearer than 5 metres to the projection of the corner property lineimmediately ahead or immediately to the rear, except when his Vehicle is parked in the spacewhere a Traffic Control Device indicates parking is permitted;

g) within 5 metres on the approach to a stop sign or a yield sign;

h) within 5 metres of any fire hydrant or when the hydrant is not located at the curb, within 5metres of the point on the curb nearest the hydrant;

i) within 1.5 metres of an access to a garage, private road or driveway or a Vehicle crosswayover a Sidewalk;

j) within 5 metres of the near side of a marked crosswalk;

k) along side or opposite any street excavation or obstruction when the stopping or parkingwould obstruct traffic;

l) on any bridge or in any underpass or on the approaches to either of them;

m) on the Roadway side of the Vehicle parked or stopped at the curb or edge of the Roadway;

n) at or near the site of any fire, explosion, accident or other incident, if stopping or parkingwould obstruct traffic or hinder Peace Officers, members of the fire department, ambulancedrivers, rescue officers or any of their assistants;

o) on a Highway where traffic is designated as two-way, in the opposite direction of Vehicletraffic; and

p) in excess of 72 consecutive hours on any Highway

15. Any Vehicle parked in a temporary no parking zone prior to the placement of temporary noparking sign(s) may be removed after 24 hours after the placement of the sign(s).

16. No Person shall place or permit to be placed any sign upon private or public property indicatingthat no parking is permitted on a Highway adjacent to such property.

17. No Person shall park a vehicle or permit a Vehicle to be parked on private property without thepermission or authorization of the owner of the private property or a person having lawfulpossession or control of the private property.

18. Where a Traffic Control Device restricts the parking of Vehicles to a number of minutes orhours, no Person shall park or leave a Vehicle in excess of the time so designated and marked onthe Traffic Control Device.

19. After the issuance of a Town of Banff Notice of Offence to a Vehicle for a violation of Section18, if a Vehicle remains parked in excess of the time permitted on the Traffic Control Device fora further period, a second offence shall be deemed to have occurred.

Page 3 of 16

Town of Banff Bylaw 16-7 - Traffic Bylaw 20. Parking in Alleys within the Town shall not be permitted unless otherwise posted, but Alleys

may be used for:

a) the loading or unloading of goods from a Commercial Vehicle for a period not exceedingthirty (30) minutes with the engine turned off or

b) the loading or unloading of goods or passengers from a private non commercial Vehicle fora period not exceeding five (5) minutes.

21. No owner or operator shall park or permit to be parked a Vehicle in any loading zone markedwith a Traffic Control Device for a period of time greater than that indicated on the TrafficControl Device.

22. An owner or operator of a Vehicle using a designated parking space shall park such Vehiclewholly within the limits of the parking space designated by lines painted upon the surface of theparking lot.

23. Where parallel parking is allowed, a Person shall park his Vehicle with the sides of it parallel tothe curb or edge of the Roadway:

a) with the right hand wheels of the Vehicle not more than 500 millimetres from the right-handcurb or edge of the Roadway or

b) in the case of a one-way Highway where parking on either side is permitted, with the Vehiclewheels closest to a curb or edge of the Roadway not more than 500 millimetres from thatcurb or edge and with the Vehicle facing the direction that travel is authorized for thatHighway.

24. Where a Traffic Control Device indicates that parking is restricted to a special class of vehicle,no owner or operator shall park or permit to be parked, a vehicle, unless the vehicle falls withinthe indicated class.

25. No owner or operator shall park or permit to be parked a Vehicle in a space where a TrafficControl Device prohibits the parking or stopping of that class of Vehicle.

26. No owner or operator shall park or leave or permit to be parked or left a Vehicle on private landor a Highway, in a space reserved for disabled Persons parking which has been so designated bya Traffic Control Device erected by the Town or the lessee, tenant, or his agent, as the case maybe, unless the Vehicle displays a valid government issued parking placard for persons withdisabilities.

27. No operator or owner shall leave parked or permit to be left parked on any Highway a Trailer,which has been detached from the vehicle which is used to draw it.

28. A Vehicle or Vehicle with any type of Trailer attached with or without load, weighing over 7,000Kg or more than 11m in length,shall only be parked on a Highway in the Town under thefollowing conditions:

a) on a Roadway where parking is permitted, for a period not exceeding 24 hours or

b) if a permit has been issued pursuant to Town of Banff Bylaw 124 – Street and Public PlaceUse or

c) at a location that has been designated by the Town Engineer by a sign.amended 2013.07.8 Bylaw 323

Page 4 of 16

Town of Banff Bylaw 16-7 - Traffic Bylaw 29. A Vehicle operating as or designated as a Taxi shall only be parked in the Town in such places

and at such times as may be designated by the Town Engineer.

30. No operator of a Taxi shall park and leave his Vehicle unattended in any area designatedpursuant to Section 29 for a period exceeding 15 minutes.

31. No Person shall park a Passenger Bus with a capacity to carry more than 24 people on aHighway within the Town except at such locations as have been designated by the TownEngineer by a Traffic Control Device.

32. No Person shall park a Commercial Vehicle overnight on a Highway within the Town unless apermit to do so has been issued by the Town Engineer and the Commercial Vehicle is parked atthe location specified in the permit.

Zone Controlled Spaces

32.1 The Town Engineer may authorize parking spaces on any street or in any parking lot or parkade to be designated as Zone Controlled Spaces and cause to be installed a Payment Terminal, or offer a cellular phone payment service for the payment for the use of a space.

32.2 No Owner or operator shall allow a vehicle to remain in a Zone Controlled Space for longer than the period of time indicated on the applicable Traffic Control Device or in the instructions on the Payment Terminal.

32.3 The Owner or operator shall pay for the use of the Zone Controlled Space in accordance with the instructions on the Payment Terminal or given by the cellular phone payment service.

32.4 Payment may be made at the Payment Terminal either by:

a)the deposit of funds;

b) electronic payment by credit card; or

c)the activation of an account by a cellular phone payment service.

32.5 No Owner or operator shall park a Vehicle or allow a Vehicle to remain parked in the Zone Controlled Space for longer than the period of time for which payment was made.

32.6 No Owner or operator may park a Vehicle in a Zone Controlled Space:

a) where prohibited by a Traffic Control Device; or

b) contrary to the instructions on the Payment Terminal.

32.7 Immediately after parking the Vehicle in a Zone Controlled Space the Owner or operator shall purchase the use of the space by inputting on the Payment Terminal or the cellular phone payment service the:

a) zone in which the Vehicle is parked;

b) the license plate number of the Vehicle parked in the Zone Controlled Space;and,

c) depositing a form of payment described in section 32.4.

Page 5 of 16


IDLING

33. No operator of a Commercial Vehicle shall stop or park or leave his vehicle at a standstill withthe engine running or Idling anywhere within the town of Banff.

34. After the issuance of a Town of Banff Notice of Offence to a Commercial Vehicle for the firstviolation of Section 33and if a Commercial Vehicle remains Idling for a further period, a secondoffence shall be deemed to have occurred.

35. The provisions of this bylaw relating to stopping or parking of Vehicles and the restriction ofIdling Vehicles do not apply to any of the following Vehicles while being used in work requiringthat the Vehicle be stopped or parked and Idling:

a) emergency Vehicles;

b) Vehicles used in conjunction with the servicing of public utilities including telephonesystems, electric systems, natural gas systems and cable vision systems;

c) municipal and other government public works Vehicles; or

d) towing service Vehicles.

36. Where the operator of a Vehicle stops, stands or parks pursuant to Section 35 contrary to otherprovisions of this bylaw, he shall take due precautions to indicate the presence of such Vehicleon a Highway while so parked or stopped.

37. The provisions of this bylaw relating to the restriction of Idling Vehicles do not apply to arefrigeration Vehicle that, while in use, complies with the stopping and parking requirements ofthis bylaw.

BICYCLES

38. Unless the context otherwise requires, a Person operating a bicycle on a Highway has all of therights and is subject to all of the duties that any Vehicle operator has under this bylaw

a) any person over the age of 12 years shall not ride a bicycle on any sidewalk.

39. A Peace Officer or a Bylaw Services Officer may seize and impound for a period of notexceeding 30 days a bicycle:

i) used or operated in contravention of this bylaw or

ii) deemed by a peace officer or bylaw services officer to be lost or abandoned.

OTHER VEHICLES

40. No person may operate a pedicab or a rickshaw for hire on any Highway in the Town with thefollowing exception:

a) Up to and including December 31, 2015, rickshaw or pedicab tour services are permittedonly upon the road and trail portion of any Highway as illustrated in Schedule “H”.

amended 2014.02.14 Bylaw 333

Page 6 of 16

Town of Banff Bylaw 16-7 - Traffic Bylaw 41. No Persons on roller skates, roller blades, a Skateboard, sled, skis, roller skis, a toy Vehicle,

tricycle or a similar device shall be upon any portion of any Highway with the following exceptions:

a) Skateboarding by Persons 12 years of age and over is permitted only upon the Roadway portion of any Highway, except those Highways as illustrated on Schedule "F" and those areas or Public Places which are marked by signs indicating "No Skateboarding" or "Skateboarding Prohibited".

b) Skateboarding by Persons under the age of 12 years is permitted upon the Sidewalk portion of any Highway, except those Sidewalks as illustrated on Schedule "F" and those areas or Public Places which are marked by signs indicating "No Skateboarding" or "Skateboarding Prohibited".

c) Rollerblading, roller skating and roller skiing by Persons aged 12 years and over is permitted only upon the Roadway portion of any Highway except those areas as illustrated on Schedule "G".

d) Rollerblading, roller skating and roller skiing by Persons under the age of 12 years is permitted upon the Sidewalk portion of any Highway except those illustrated on Schedule "G".

42. No Person travelling on a coaster, sled, toboggan, skis, roller skis, roller skates, roller blades, Skateboard, tricycle or toy Vehicle of any kind or similar device shall cling to or attach himself or his conveyance to a Vehicle upon a Roadway.

43. Operators of Vehicles permitted in Section 41 shall use the Vehicles as nearly as practicable to the right hand side of the Roadway and shall at all times yield the right-of-way to Vehicles of any other description.

44. Section deleted. Bylaw 306, in effect October 18, 2011.

45. Upon any contravention of this bylaw, a Peace Officer or a Bylaw Services Officer may seize and impound for a period not exceeding 30 days a Skateboard used in contravention of this bylaw.

RIGHTS AND DUTIES OF PEDESTRIANS

46. No Person shall stand upon or walk along a Roadway for the purpose of soliciting a ride from the driver of any Vehicle.

47. A Pedestrian shall cross a Roadway only in designated crosswalks. Where a crosswalk is not designated a Pedestrian shall cross a Roadway at an intersection, unless a sign prohibits such a crossing.

USE OF SIDEWALKS

48. Except as otherwise provided in this bylaw, a Person shall not engage in the following activities on or along a Sidewalk, footpath, walkway, or boulevard:

a) drive, lead or allow a hoofed animal to walk;

b) drive, draw or push any motor Vehicle;

c) ride a horse;

Page 7 of 16

Town of Banff Bylaw 16-7 - Traffic Bylaw d) propel or ride a wheeled Vehicle of any description; or

e) draw or push a wheeled Vehicle of any description other than a bicycle.

49. Section 48 does not apply to crossing a Sidewalk in a place where there is a lane or prepared crossing or where permission has been granted for such purpose.

50. Notwithstanding the provisions of Section 48, a Person may draw, push or propel the following on or along a Sidewalk in such a way as to not interfere with others using the Sidewalk.:

a) a wheeled shopping cart or other grocery carrier;

b) a wheelchair

c) a baby carriage or a wheeled device for carrying a child ;

d) a child's tricycle or bicycle equipped with training wheels; or

e) a bicycle operated by an individual under the age of twelve (12) years.

51. No Person shall load or unload goods or merchandise across a Sidewalk or boulevard where alternate loading or unloading facilities have been provided to such premises to which the goods are being delivered or from which they are being taken.

AUTHORITY

52. Except as otherwise set out in this bylaw Council hereby delegates to the Town Engineer the authority to regulate and control the use of all Highways and Public Places in the Town as defined in this bylaw or the Traffic Safety Act. Examples of the authority to regulate and control include but are not limited to regulating and controlling access to and from Highways, and imposing local limits on Highways.

53. The Town Engineer is hereby delegated the authority to prescribe where Traffic Control Devices, either permanent or temporary, are to be located including Traffic Control Devices restricting the speed of Vehicles.

54. Upon request by an applicant or permit holder and when it is decided by the Town Engineer that extenuating circumstances exist, the Town Engineer is hereby authorized to waive or alter any term of an agreement or permit required by this bylaw.

55. The Town Engineer may revoke any permit or authorization given or made under the terms of this Bylaw if:

a) The permit holder fails to comply with the terms and conditions of the permit; or

b) The Town Engineer is of the opinion that the permit or authorization was given in error or on the basis of false or inaccurate information; or

c) occupied areas indicated on the permit are required by the Town for other purposes.

56. Any Peace Officer or Bylaw Services Officer is hereby authorized to remove or cause to be removed any Vehicle or trailer:

a) parked or left at a standstill in contravention of this bylaw or

b) where emergency conditions may require such removal from a Highway.

Page 8 of 16

Town of Banff Bylaw 16-7 - Traffic Bylaw 57. Pursuant to Section 56, any Vehicle or trailer may be removed by a towing company contracted

by the Town to perform such services to a place designated by the Town Engineer where it will remain impounded until claimed by the owner thereof or his authorized agent.

58. Where a Vehicle, including any goods being carried by the vehicle, is seized, immobilized, detained, removed, transported, or stored pursuant to the directions of a Peace Officer or Bylaw Services Officer, all associated costs are a lien on the Vehicle unless otherwise provided for by the Traffic Safety Act.

59. Any Peace Officer or Bylaw Services Officer, when enforcing the provisions of the Traffic Safety Act or this bylaw, may place an erasable chalk mark on tread of the tire of a parked or stopped Vehicle without that Person or the Town incurring any liability for doing so.

60. No Person shall remove an erasable chalk mark placed under Section 59 while the vehicle remains parked in the location where it was marked.

VIOLATIONS AND ENFORCEMENT

61. Any Person who contravenes the provisions of this bylaw or the terms of any permit issued pursuant to this bylaw is guilty of an offence and is liable for the penalty set out in Schedule B, or if no penalty is specific in Schedule B for the particular offence, for the penalty in accordance with Section 67 of this bylaw.

62. When a person is alleged to have contravened any provision of this Bylaw, a Peace Officer or Bylaw Services Officer may issue a Town of Banff Notice of Offence which shall state:

a) The nature of the offence;

b) The penalty payable in connection with the offence; and

c) The time period within which the penalty must be paid.

63. A Town of Banff Notice of Offence shall be deemed to be sufficiently served for the purposes of this bylaw if:

a) Served personally on the accused; or

b) Mailed to the address of the registered owner of the Vehicle concerned; or to the Person concerned; or

c) Attached to or left securely and visibly upon the Vehicle in respect of which the offence is alleged to have been committed.

64. In lieu of prosecution, the Person named in the Town of Banff Notice of Offence may elect to voluntarily make payment to the Town of the penalty amount specified in the Town of Banff Notice of Offence.

65. Deleted 2013.07.08 Bylaw 323.

66. If the payment specified in the Town of Banff Notice of Offence is not paid in accordance with the terms of the ticket and in the time required by the ticket, a prosecution may be commenced for the alleged contravention of this bylaw.

67. Except as otherwise provided in this Bylaw, a person who is guilty of an offence under this Bylaw for which a penalty is not otherwise provided, upon summary conviction before a court

Page 9 of 16

Town of Banff Bylaw 16-7 - Traffic Bylaw of competent jurisdiction, shall be liable to a fine of not more than Two Thousand Five Hundred Dollars ($2,500.00) or in the event of non-payment of the fine, imprisonment for a period not exceeding ninety (90) days unless such fine is sooner paid.

ENACTMENT

68. If any clause in this bylaw is found to be invalid, it shall be severed from the remainder of the bylaw and shall not invalidate the whole bylaw.

69. Schedules A, B, C, D, E, F,G and H form part of this bylaw. amended 2014.02.14 Bylaw 333

70. Bylaw 16-6 is repealed upon this bylaw coming into force.

71. This bylaw comes into force when it receives third reading and is signed by the Mayor and the Town Manager or designates.

Read a first time this 16th day of August, 2010. Read a second time this 16th day of August, 2010. Read a third time this 16th day of August, 2010.

Approved on behalf of the Town of Banff:

John Stutz Mayor

Date

Robert Earl Town Manager

Date

Page 10 of 16

Town of Banff Bylaw 16-7 - Traffic Bylaw SCHEDULE "A" - Definitions

1. In this bylaw the following definitions will apply to the corresponding words if the first letter of that word is capitalized:

a) Alley means a narrow Highway intended chiefly to give access to the rear of buildings and parcels of land.

b) Bylaw Services Officer means an employee of the Town who has been appointed to the position of Bylaw Enforcement Officer or Bylaw Services Officer pursuant to Bylaw Enforcement Officer Bylaw 5-3 or Land Use Bylaw 31-3.

c) Commercial Vehicle means a vehicle operated on a highway by or on behalf of a person for the purpose of providing transportation, including but not limited to, transport trucks, delivery vehicles, Passenger Buses and taxis but does not include a private passenger vehicle.

d) Heavy Commercial Vehicle means:

i) a Vehicle with or without load weighing 7,000 kgs or more, or exceeding 11 metres in length, or

ii) a Vehicle with a trailer with or without load which exceeds 7,000 kgs in total weight or 11 metres in total length.

amended 2013.07.8 Bylaw 323

e) Highway means any thoroughfare, street, road, trail, avenue, parkway, driveway, viaduct, lane, alley, square, bridge, causeway, trestleway or other place or any part of any of them, whether publicly or privately owned, that the public is ordinarily entitled or permitted to use for the passage or parking of vehicles and includes:

i) a Sidewalk, including a boulevard adjacent to the sidewalk,

ii) if a ditch lies adjacent to and parallel with the roadway, the ditch, and

iii) if a highway right of way is contained between fences or between a fence and one side of the roadway, all the land between the fences, or all the land between the fence and the edge of the roadway, as the case may be,

but does not include a place declared by provincial regulation not to be a highway.

f) Idling means a vehicle which is at a standstill with the engine or motor running.

g) Owner means the person who owns a vehicle and includes any person renting a vehicle or having the exclusive use of a vehicle under a lease that has a term of more than thirty (30) days or otherwise having the exclusive use of a vehicle for a period of more than thirty (30) days. For the purpose of this bylaw “owner” shall also include any person in apparent care and/or control of a vehicle.

h) Payment Terminal means a device operated and maintained by the Town of Banff or its agents for the collection of parking fees and the regulation of parking spaces.

i) Peace Officer means the following persons while that person is in the exercise or discharge of their power or duties: a Community Peace appointed under the Peace Officer Act, a member of the Royal Canadian Mounted Police, or a park warden appointed under the National Parks Act of Canada

Page 11 of 16

Town of Banff Bylaw 16-7 - Traffic Bylaw j) Pedestrian means a person on foot or a person in or on a mobility aid.

k) Person includes a corporation and the heirs, executors, administrators or other legal representative of a person.

l) Passenger Bus means any Vehicle capable of transporting 11 people or more.

m) Private Property means land held under a lease, sub-lease or license of occupation and is controlled by an individual or business.

n) Public Place means lands other than Highways leased to the Town or under the Town’s management and control, within the Town of Banff including: i) Any land developed, used or managed by the Town as a public park, sports or athletic

field, playground or recreational area; ii) Any land acquired by the town through subdivision as Municipal Reserve or

Environmental Reserve; iii) Any land developed, used or managed by the Town as a parking lot; iv) Any land developed by the Town as a pathway or trail; v) Any land developed, used or managed by the Town for public utilities

o) Recreational Vehicle means a motor vehicle designed or permanently modified for travel and temporary living accommodation or camping purposes.

p) Roadway means any part of a Highway intended for use by vehicular traffic.

q) School Bus means a motor vehicle:

i) that is:

1) owned or leased by a school board and

2) used primarily to transport pupils to or from or to and from school; or

ii) that is:

1) owned or leased by a person other than a school board, and

2) pursuant to an agreement between that person and a school board used primarily to transport pupils to or from or to and from a school.

r) Skateboard means a board with wheels that is ridden in a standing or crouching position and propelled by foot.

s) Taxi means a motor vehicle capable of carrying 10 or fewer persons including the driver and used or intended to be used within the Town for carrying passengers for hire with a driver.

t) Town means the Corporation of the Town of Banff and, where the context requires, the land included within the boundaries of the Town of Banff.

u) Town Engineer means the Manager of Engineering for the Town of Banff or designate.

v) Town of Banff Notice of Offence means any ticket or tag, in a form approved by the Town or authorized under the Provincial Offences Procedures Act, issued for any offence in which a penalty may be paid out of court in lieu of appearing to answer a summons.

Page 12 of 16

Town of Banff Bylaw 16-7 - Traffic Bylaw w) Traffic Control Device means any sign, signal, marking or device placed, marked or erected

by the Town under the authority of the Traffic Safety Act for the purpose of regulating, warning or guiding traffic.

x) Trailer means any Vehicle so designed that it may be attached to or drawn by a motor Vehicle or tractor, and is intended to transport property or persons; and includes any Vehicle that is designed, constructed and equipped as a dwelling place, living abode, or sleeping place, either temporarily or permanently, and includes any type of machinery, tractor or such like.

y) Vehicle means a device in, on or by which a person or thing may be transported or drawn on a highway and includes a combination of vehicles but does not include a mobility aid.

z) Zone Controlled Space means: that portion of a street, parking lot or parkade where parking is subject to charge and regulation in accordance with the applicable Traffic Control Device.

Page 13 of 16

Town of Banff Bylaw 16-7 - Traffic Bylaw SCHEDULE "B" - Penalties

Amended 2013.07.8 Bylaw 323

Section Description Penalty

Operation of Vehicles

3 Fail to comply with traffic control device $55.00

4 Operating a Vehicle in excess of speed limit In accordance with the Traffic Safety Act

5 Vehicle Obstructing Traffic $55.00

6 Driving or Parking on Public Places $75.00

8 Operating a Passenger Bus on a Roadway other than those specified in Schedule “E”

$75.00

9 Unauthorized use of engine retarder brakes $200.00

Operation of Heavy Vehicles

10 & 11 Illegal Operation/Parking of a Heavy Vehicle $150.00

Parking

14 Illegal parking $55.00

16 Illegal placement of signs $55.00

17 Parking on private property $55.00

18 Parking in contravention of time limits $50.00 ($20.00 reduction when paid within 7 days of issue date)

20 Illegal parking in an alley $55.00

21 Illegal parking in a loading zone $55.00

22 Parking outside designated limits $55.00

23 Park more than 500mm from curb $55.00

24(a) Parking in a restricted zones not noted in 24(b) $55.00

24(b) Parking in a zone restricted to: police Vehicles, School Buses, funeral cars and transit buses

$75.00

25 Park Vehicle in a space where parking of that class of Vehicle is prohibited

$55.00

26 Illegal parking in a handicap zone $250.00

27 Park unattached Trailer on a Highway $55.00

28 Over-length Vehicle Parking $55.00

29 Breach of taxi parking rules $55.00

30 Unattended taxi outside taxi zone $55.00 Page 14 of 16


Section Description Penalty

31 Breach of bus parking rules $75.00

32 Park Commercial Vehicle overnight on a Highway

$75.00

Idling

33 Breach of Idling rules $75.00

Bicycles

38 Illegal operation of bicycle $100.00

39 Refusal to surrender a bicycle $250.00

Other Vehicles

40, 41, 42, 43

Illegal operation of other Vehicle/Skateboard

$100.00

45 Refusal to surrender a Skateboard $250.00

Rights and Duties of Pedestrian

46 Soliciting a Ride $55.00

47 Crossing outside designated crosswalks $55.00

Use of Sidewalks

48 & 50 Illegal use of sidewalks $55.00

Authority

60 Removal of erasable chalk mark $100.00

Page 15 of 16

Town of Banff Bylaw 16-7 - Traffic Bylaw SCHEDULE “C” – Speed Restrictions In accordance with Sections 107 and 108 of the Traffic Safety Act, no Person shall drive a Vehicle within the Town of Banff in excess of the following speed limits unless otherwise posted:

1. Highways, excluding those listed below 40 km/hr

2. School Zones 30 km/hr

3. Playground Zones 30 km/hr

4. Lanes and Alleys 15 km/hr

5. Public Parking Lots 15 km/hr

6. Tunnel Mountain Road 50 km/hr

Page 16 of 16

REQUEST FOR DECISIONSubject: Water Bylaw 157-1 Section 11


Submitted by: Ryan Moray, Utilities Supervisor

Date: June 9, 2014

Agenda #: 7.2

RECOMMENDATION That council provides direction to administration and assign responsibility for the condition of curb stop caps, stems and telescoping boxes including the cost of repair from one of the following options:

i. Continue to assign ownership of the curb stop cap, stem and telescopic box andresponsibility for repairs to the property owner as provided in section 11 of the WaterSystem Bylaw;

ii. Direct administration to draft amendments to the Water System Bylaw that assign ownershipof the curb stops cap, stem and telescopic box and the responsibility for repairs to theTown;

iii. Direct administration to draft amendments of the Water System Bylaw that assign ownershipof the curb stop cap, stem and telescopic box to the property owner and pro-rates the costof repairs between the property owner and the Town based on the number of years eachparty has been responsible for the aforementioned infrastructure. In addition, The Town ofBanff would retain the option of transferring ownership back to the homeowner once eachindividual curb stop is located and underground valve confirmed to be in working order.

BACKGROUND Reason for Report In March 2010, Town of Banff Bylaw 157-1 came into effect. Section 11 of this bylaw effectively transferred the Town’s responsibility for the condition of the curb stop cap, stem and telescoping box to the property owner. The new provision was recommended to council to alleviate costs incurred by the town for infrastructure that was damaged and/or buried by the owner due to: construction, excavation, landscaping, paving, etc. Given that none of the damage or difficulty finding the location of the curb stop was the direct result of any action or negligence on behalf of the Town of Banff, and the fact that the curb stop typically services one property, council deemed that the responsibility for the condition of the operating mechanism should reside with the owner.

In October 2013, section 11 of Town of Banff Water System Bylaw 157-1 was challenged. The argument being: “As per amendments to the bylaw, the TOB turned over town owned infrastructure to the homeowner assigning the homeowner responsibility for the previously town owned infrastructure; and that prior to turning over the responsibility of the infrastructure the TOB did not test the working of the infrastructure and did not know if the infrastructure was indeed in working condition.”1 It was suggested by the homeowner that the costs of repairs be shared with the Town on a pro-rated basis.

1 7.1 Briefing: Water System Bylaw 157-1, Section 11 (Curb Stop Caps), (Council Agenda Package October 15, 2013), p.10

2 of 4 With the exception of newer construction areas such as Banff Avenue 100 and 200 blocks administration has a limited number of records that can establish curb stops were inspected and operative prior to March 2010.

Administration has been directed by council to return with a test that can be used to determine the condition of the curb stop at time of transfer of responsibility. (COU13-241)

To our knowledge, no test exist that can conclusively inform us of the condition of the infrastructure in 2010. The condition of the curb stop infrastructure is largely unknown due to a lack of records and the inability to locate them for reasons mentioned below. Summary of Issue

Town of Banff Water System Bylaw 157-1 section 11 states:

“The Owner shall be responsible for the condition of the Curb Stop cap, stem and telescoping box. No Owner shall bend, or allow to be bent, a cap, or bury, or allow to be buried, a cap with earth, rock, asphalt or concrete. The Owner shall pay the actual cost of locating, excavating, cutting and joining and all other work done to straighten the rod and stem, or to raise or lower the curb box to match existing grade. The Owner must provide clear access to the Curb Stop.”

Curb stop access is a necessary and vital component of the water system. Without curb stop accessibility, the underground valve cannot be operated from the surface. Administration estimates there are approximately 3555 curb stops in town. The utilities department has documented the location of approximately 1000 of those curb stops. It is our experience thus far that about 30-40% of the curb stops in town are easy to find and accessible, the remainder may prove really challenging, if not impossible, to locate due to the fact that they may be buried, paved over, landscaped over or otherwise covered by different structures.

Please refer to the attached report from administration dated October 15, 2013. This report explains in depth the curb stop function and mechanism, and also the issues surrounding the transfer of responsibility to the owner. Thus, Administration is asking council to choose one the following options regarding section 11 of the current Town of Banff Water System Bylaw 157-1.

SCENARIO I Retain existing section 11 of the Bylaw making the owner responsible for the condition of the

curb stop cap, stem and telescopic box and therefore the costs of repairs associated with it

Implications: No cost to the Town for maintaining and repairing curb stop appurtenances that have been buried, bent and/or broken by no fault of the Town. The cost of repairs is borne by the homeowner. This course of action could be looked upon as an incentive for the homeowner not to damage, burry or landscape over their curb stop.

SCENARIO II Amend section 11 to transfer responsibility for the condition of the curb stop cap, stem and

telescopic box back to the municipality. This option would also include costs of required repairs.

3 of 4 Implications: The Town of Banff can then stipulate how the curb stop is maintained and repaired. However, as curb stops are located near or on property line, private property issues may arise (i.e. landscaping) in the event an excavation to locate or repair the curb stop is necessary.

SCENARIO III Amend section 11 to follow a pro-rated model. The costs of repairs are shared and pro-rated

according to the number of years each party has been responsible for the aforementioned infrastructure and the Town retains the option of transferring ownership back to the homeowner once its location and operation have been confirmed.

Implications: This option allows the Town once again to prescribe how the mechanism is maintained and who is authorised to do repairs. Additionally, the costs of repairs borne by the Town will exponentially decrease over time. For example: Following to this model, if the Town owned the infrastructure in question for twenty years, from 1990 (date of incorporation) to 2010 (year of the Bylaw amendment) and the owner has been responsible for this infrastructure for three years (since the amendment). Therefore, the cost would be split as follows:

3yrs/23yrs = 13% of the cost (portion to be paid by the homeowner).

Response Options Regarding current section 11 of Town of Banff Water System Bylaw 157-1, administration is asking council to choose one of the following options:

i. To uphold current section 11 of the Water System Bylaw; ii. To amend section 11 of the Water System Bylaw and reassume ownership of the curb stops

cap, stem and telescopic box; iii. To amend section 11 of the Water System Bylaw to follow a pro-rated model with the option

of returning ownership back to the homeowner. IMPLICATIONS OF DECISION Budget Administration has experienced a variety of situations over the years that serve to vary the cost of repair. Some factors include underground utility conflicts, back fill and compaction, landscaping, cement/pavement work, material cost and severity of repair. Moreover, the implications and cost of locating and ensuring operation of each curb stop valve would be substantial for similar reasons as noted above. Due to the various possible scenarios and unknowns involved with such a project, it is difficult for administration to accurately estimate the costs of locating and repairing all the curb stops in Town. A basic repair to a curb stop cap not cemented in a sidewalk could cost approximately $75.

4 of 4 Comparatively, to excavate and repair a bent or damaged curb stop in a driveway or sidewalk could cost in excess of $8 000. Alternatively, contracted cost could run significantly higher, somewhere around $12 000 to $14 000 per repair. Internal Resources Utilities Department The recommended options can be accommodated in the utilities department existing workload, considering the frequency of required locates and repair is similar to recent years. CONCLUSION As noted above, administration cannot conclusively provide a test that can be used to determine the functionality and condition of each curb stop cap, stem and telescoping box at time of transfer of responsibility in 2010. Therefore, administration is asking for further direction regarding section 11 of the Town of Banff Water System Bylaw 157-1. ATTACHMENTS

A. Briefing: Water System Bylaw 157-1, Section 11 (Curb Stop Caps), October 15, 2013 Council Agenda Package

Submitted By:

Ryan Moray, Utilities Supervisor Reviewed By:


BRIEFING Subject: Water System Bylaw 157-1, Section 11 (Curb Stop Caps)

Presented to: Council Date: October 15, 2013

Submitted by: Paul Godfrey, Agenda #: 7-1 Manager of Operations

This report is submitted for council’s information.

BACKGROUND Reason for Report

To provide information in response to the submission to council by Mr. Ron Tessolini regarding work being done by the Town of Banff utility department to repair the operating mechanism in order to turn off his water service. This resulted in a service charge to Mr. Tessolini. Mr. Tessolini is requesting Council to review this instance and consider prorating the charge to the period of time this operating mechanism was under the control of the Town, 1990 to 2010.

Under the old bylaw this repair would have been conducted by the Town at no charge. Under the new bylaw the repair is the owner’s responsibility. While Administration cannot consider waiving this charge, Council has such authority.

Town of Banff Water System Bylaw 157-1, section 11 states that:

“The Owner shall be responsible for the condition of the Curb Stop cap, stem and telescoping box. No Owner shall bend, or allow to be bent, a cap, or bury, or allow to be buried, a cap with earth, rock, asphalt or concrete. The Owner shall pay the actual cost of locating, excavating, cutting and joining and all other work done to straighten the rod and stem, or to raise or lower the curb box to match existing grade. The Owner must provide clear access to the Curb Stop.”

Administration’s actions are guided by the bylaw and as you can see the bylaw clearly states that the condition of the operating mechanism that required repair is the responsibility of the owner Mr. Tessolini.

In May of 2013, Mr. Tessolini contacted the operations department and requested that the curb stop at 217 Jasper Way be closed in order to conduct plumbing work inside his home. At that time, the utilities department found that operating stem to the curb stop was bent and needed to be excavated in order to be repaired and the curb stop closed. Mr. Tessolini was informed that, according to Bylaw 157-1, the costs incurred for the repair would be his responsibility. At the request of Mr. Tessolini, the repair was conducted by the utilities department and he was subsequently invoiced $1,443.75 (inclusive of GST). To date this invoice has not been paid.

Attachment A

Summary of Issue In order to better understand the mechanism in question a diagram has been provided below.

History of Bylaw 157-1 The original version of Water System Bylaw 157 (in effect from 1997 to 2010) section 38 “Maintenance of Service Connections” stated that: “The Town shall be responsible for the maintenance of the water mains and all the connections from the water main to the downstream edge of the service valve connection.” This would have included the operating mechanism being discussed here. In March 2010, a revised Bylaw 157-1 was presented to council for three readings. Administration recommended amendments to the previous Water Bylaw that would make it clear that the Town is responsible for the “water system” — the pipes, mains, equipment, buildings and structures owned and operated by the Town — and the owner of the property is responsible for the installation and maintenance of the standard service lines between the curb stop and the owner’s building. Council gave the bylaw first reading and postponed second reading of the bylaw to allow for public input regarding the proposed bylaw. Notifications were placed on the “Town Page” (attached) and Banff.ca and the public was invited to attend the April 12, 2010 council meeting or provide written comment. No public submissions were received. At the April 12 meeting, council directed administration to return with amendments to the proposed bylaw. In June, administration returned with wording to clearly state that owners are responsible for the condition of the curb stop operating mechanism and its housing (curb stop cap, telescoping box and stem) and for repair costs if the curb stop has been damaged or buried. The condition of the curb stop itself would remain with the Town of Banff, except where the owner fails to provide clear access. The provisions of section 11 recommended to council subsequently to what was frequently experienced in the field by the Town’s utility crews. Crews were often requested to locate and/or operate the curb stop so that the property owner could conduct work on their water system. Crews often found that the curb stop operating mechanism had been damaged and/or buried by the owner

due to: construction, excavation, landscaping, paving, etc. As a result, the Town was incurring great costs locating and/or repairing these mechanisms. Given that none of the damage was the direct result of any action or negligence on behalf of the Town of Banff, and the fact that the curb stop typically services one property, council deemed that responsibility for the condition of the operating mechanism should reside with the owner.

Council gave second and third reading to Bylaw 157-1 on June 28, 2010. At that time responsibility for the curb stop operating mechanism and its housing were transferred to the owner from the Town of Banff.

Development Services Standard Practice Typically when a development such as Middle Springs Phase 1 goes in, the contractor would install all of the deep utilities; water and sewer mains, gas, power, etc., as well as services to the individual lot’s property line. The water service itself would have been connected to the water main at one end and terminated by the curb stop (in closed position) at the property line.

An inspection and testing process conducted and signed off by the developer’s consulting engineer would have been required for the development. During that process the curb stop would have been opened to flush out the line and then closed. On the private property end of the curb stop, in most cases, either a stub of pipe or an actual length of water service line is coiled up and left for the builder to tie into at a later date. Around the time an occupancy permit is issued to the builder the curb stop is opened and the house is considered fully serviced.

History of 217 Jasper Way Curb Stop The construction of Middle Springs phase 1 started in 1989 under Parks Canada development authority and was completed in 1990 under the Town of Banff’s development authority. Although there is little doubt the curb stop valve was operated as described above shortly after its installation, there have been no documents found stating so.

As Mr. Tessolini stated in his letter to council he is the original owner and the Town of Banff has had no reason to operate this valve since its installation until Mr. Tessolini’s request in spring of 2013.

ATTACHMENTS April 6, 2010 Town Page

Circulation date:

Submitted By:

Reviewed By:


BRIEFING Subject: First Quarter Financial Statements & Forecast


Submitted by: Chris Hughes, Senior Accountant

Date: June 9, 2014

Agenda #: 7.3

BACKGROUND Reason for Report To brief Council on the Town of Banff Operating Financial Statements for the 3-months ending March 31, 2014

Summary of Issue Upon review of the first quarter financial results, there is an overall forecasted unrestricted deficit of $121,487. Departmental financial activity for the first quarter varies depending on each department's function. The supporting financial statements include comments outlining the major variances highlighted in the first quarter as well as revised year-end forecasts for revenues and expenses. The summer months tend to be important months for operating expenditures and revenues with many cost centres such as Operations, Transit, Utilities and Youth Programs having a significant portion of their projects and programs projected in July and August.

A second quarter forecast will be provided to the Finance Committee at the August 25th meeting.

CONCLUSION There were a few large variances identified in the first quarter including reductions to the MSI operating grant ($62,700) and increased estimates for police costs ($121,500). The current forecast is projecting a year-end deficit of $121,487. In the first quarter administration has identified nearly $95,000 of the targeting $130,000 in wage and benefit savings for the year. Administration will continue to monitor and look for ways to reduce the forecasted deficit either through increasing revenues or decreasing expenses before the end of the fiscal year.

ATTACHMENTS

A. Operating Financial Statement with Forecasts – First Quarter B. Wages & Benefits Savings Forecast – First Quarter

Circulation date: June 3, 2014

Submitted By: Chris Hughes, Senior Accountant

Reviewed By: Robert Earl, Town Manager

Town of BanffSummary of All Units

For the Three Months Ending March 31, 2014

Actual YTD Q1 Forecast Budget Forecast vs.Description 2014 2013 YTD 2014 2014 Budget 2013 Year-end

REVENUESMunicipal Tax Revenue $15,255,894 $15,166,531 $89,363 $14,374,248Sale of Goods & Services 65,686 37,827 655,433 667,200 (11,767) 376,779Donations/Gifts 43,449 27,824 33,468 24,441 9,027 43,133Rental 107,115 95,651 469,231 479,700 (10,469) 465,508Interest 1,588 7,771 60,000 80,000 (20,000) 48,851Penalties & Costs 25,906 26,159 91,200 86,600 4,600 95,056Business Licenses 4,210,996 4,349,661 4,235,000 4,394,000 (159,000) 4,346,919Tax Certificates 2,035 1,366 12,500 12,500 0 9,390Animal Licenses 25,711 27,910 27,000 27,000 0 27,145Parking/Traffic Fines 20,563 107,240 545,000 505,000 40,000 639,165Animal Control Fines 70 135 1,000 1,000 0 860Consumption Charges 1,728,425 1,636,251 7,340,750 7,340,750 0 7,534,410Recycling Revenue 27,349 4,532 120,000 120,000 0 138,284Garbage Collection Fees 108,110 9,383 436,200 436,200 0 502,946Subdivision Processing Fees 2,940 8,940 8,000 940 9,144Building Permits 19,551 33,626 199,500 200,000 (500) 80,482Development Permits 16,155 9,664 52,155 51,750 405 43,536Rezoning Processing Fees 3,000 3,000 0Compliance Certificates 675 300 2,925 3,000 (75) 4,410Developers Levies 7,541 321,841 325,000 (3,159) 5,951Ice Rentals 160,189 156,400 503,000 503,000 0 427,344Program Fees 27,972 29,435 76,473 79,200 (2,727) 73,672Membership Fees 119 3,675 3,675 0 1,070Curling Ice Rentals 43,811 28,482 68,000 68,000 0 35,858Room Rentals 7,719 1,784 27,000 27,000 0 25,231Site Use Fees (97) 10,100 10,100 0 6,630Ball Diamond Rentals (177) 14,000 14,000 0 10,937Summer Fun Registrations 110,250 110,250 0 105,511Kids Kampus Fees 2,656 11,164 0 18,515After School Club Revenue 50,025 20,709 138,583 136,200 2,383 89,712Drop-in Fees 2,000 1,831 8,300 8,300 0 6,897Other Permit Revenue 9,087 10,770 72,800 72,000 800 93,190Other Sales and Revenue 31,008 17,375 180,705 248,050 (67,345) 356,067Franchise Revenue - ATCO Gas 117,393 98,413 507,000 507,000 0 503,499Franchise Revenue - Fortis 32,507 26,787 155,000 155,000 0 156,444Government Sales 34,150 460,951 331,951 129,000 277,345Operating Government Grants 357,020 219,172 1,362,512 1,421,964 (59,452) 1,399,287Capital Government Grants 3,113,974 2,950,933 163,041 2,911,595Other Capital Revenue 5,275 5,275 4,800 4,800 41,052Gain on Sale of Capital Assets 0 6,291TOTAL REVENUES 7,294,796 7,002,623 36,688,160 36,578,295 109,865 35,292,364

Attachment 'A'

EXPENDITURESWages 1,951,210 1,925,845 9,316,384 9,314,212 2,172 8,448,729Wages - Per Diem 540 9,000 9,000 0 6,210Benefits 438,701 456,412 1,907,503 1,938,834 (31,331) 1,639,740Overtime 35,252 31,087 145,350 145,150 200 178,811Recruitment Costs 100 1,600 4,700 4,700 0 2,665Training/Conference & Travel 34,251 39,078 214,897 211,813 3,084 224,925Memberships 18,119 21,832 38,489 37,989 500 30,552Postage/Freight 8,053 7,976 29,094 28,795 299 30,722Telephone 27,341 22,246 99,886 93,255 6,631 100,721Advertising & Promotion 11,999 11,031 94,143 89,400 4,743 59,093Printing & Binding 2,412 8,184 31,845 31,890 (45) 23,661Subscriptions 932 2,030 9,160 9,160 0 3,513Licenses & Permits 4,561 510 9,190 9,190 0 7,355Rental Fees 34,062 52,407 717,888 722,840 (4,952) 708,724Insurance Premiums/Claims 3,515 268,560 268,560 0 279,938Bad Debt Expenses 1,000 1,000 0Cash Over/Short (2) 30 0 (67)Short Term Interest Charges 5,765 3,789 14,341 14,000 341 33,275Other Initiatives 2,157 3,269 23,389 24,250 (861) 69,061Donations Expended 5,123 4,541 0 15,174Misc. Expense 917 250 111,078 110,178 900 28,561Legal Fees 5,245 1,135 37,937 38,000 (63) 57,954Professional Fees 8,097 30,636 132,035 90,400 41,635 115,232Contracted Services 2,570,428 2,441,103 8,791,845 8,947,165 (155,320) 9,193,706General Goods and Supplies 242,518 200,831 1,315,423 1,308,348 7,075 1,176,614Utilities 218,025 242,005 1,163,700 1,159,200 4,500 1,325,250Repair & Maintenance 49,683 47,051 214,600 214,100 500 341,734Government/Agency Purchases (7,000) 1,852,000 1,730,500 121,500 1,995,500Grants 212,076 7,531 638,100 638,100 0 631,516Debenture Interest 19,248 1,797 304,903 304,903 0 345,666Transfer to Local Agencies 84,200 84,200 0 271,107Amortization Expense 4,350,577 4,350,577 0 4,408,869Loss on Sale/Disposal of TCA 0 174,619TOTAL EXPENDITURES 5,906,273 5,561,261 31,931,217 31,929,709 1,508 31,929,130

NET SURPLUS/(DEFICIT) 1,388,523 1,441,362 4,756,943 4,648,586 108,357 3,363,234

Internal Chargeback Revenue 3,369,780 3,369,780 0 3,218,500Internal Chargeback Expenditures 3,369,780 3,369,780 0 3,218,500TOTAL CHARGEBACKS 6,739,560 6,739,560 6,437,000NET SURPLUS/(DEFICIT)AFTER CHARGEBACKS 1,388,523 1,441,362 4,756,943 4,648,586 108,357 3,363,234

Amortization 4,350,577 4,350,577 0 4,408,869Restricted Surplus (6,432) (26,150) 9,229,007 8,999,163 229,844 7,772,112Unrestricted Surplus 1,394,955 1,467,512 (121,487) 0 (121,487) (9)

Town of BanffLegislative



REVENUESOther Sales and Revenue $500 $0 $4,868TOTAL REVENUES 500 0 0 0 0 4,868

EXPENDITURESWages 53,877 34,154 232,300 232,300 0 159,469Wages - Per Diem 540 9,000 9,000 0 6,210Benefits 5,219 5,228 27,477 27,477 0 25,184Training/Conference & Travel 7,481 5,823 32,785 30,300 2,485 41,124Memberships 12,543 12,360 13,448 13,448 0 13,184Postage/Freight 100 100 0 68Telephone 322 291 1,800 1,800 0 1,197Advertising & Promotion 275 600 600 0 620Printing & Binding 108 (59) 400 400 0 527Insurance Premiums/Claims 525 600 600 0 525Other Initiatives 64 308 2,500 2,500 0 9,600Misc. Expense 0 45Legal Fees 1,000 1,000 0 716Contracted Services 200 200 0General Goods and Supplies 50 1,000 1,000 0 65Amortization Expense 8,313 8,313 0TOTAL EXPENDITURES 79,614 59,495 331,523 329,038 2,485 258,534

NET SURPLUS/(DEFICIT) (79,114) (59,495) (331,523) (329,038) (2,485) (253,666)

Internal Chargeback Expenditures 45,200 45,200 0NET SURPLUS/(DEFICIT)AFTER CHARGEBACKS (79,114) (59,495) (376,723) (374,238) (2,485) (253,666)

Amortization 8,313 8,313 0Restricted Surplus 2,600 2,600 0 (4,900)Unrestricted Surplus (79,114) (59,495) (371,010) (368,525) (2,485) (248,766)

No significant variances

Town of BanffGeneral Government



REVENUES1 Municipal Tax Revenue $15,255,894 $15,166,531 $89,363 $14,374,248

Sale of Goods & Services 0 1,471Donations/Gifts 5,500 5,500Rental 1,000 1,000 0

2 Interest 1,588 7,771 60,000 80,000 (20,000) 48,851Penalties & Costs 19,788 20,371 75,000 70,000 5,000 73,388Business Licenses 132,245 137,593 144,000 144,000 0 142,096Other Permit Revenue 810 8,000 8,000 0Other Sales and Revenue 17,351 9,353 45,600 39,000 6,600 58,134Franchise Revenue - ATCO Gas 117,393 98,413 507,000 507,000 0 503,499Franchise Revenue - Fortis 32,507 26,787 155,000 155,000 0 156,444

3 Operating Government Grants 97,281 160,000 (62,719) 216,335Capital Government Grants 494,640 486,000 8,640 486,022TOTAL REVENUES 321,682 300,288 16,848,915 16,816,531 32,384 16,060,488

EXPENDITURESWages 165,192 148,583 725,697 720,697 5,000 687,593Benefits 37,950 35,791 141,001 141,001 0 125,831Overtime 0 372Recruitment Costs 485 0 485Training/Conference & Travel 1,936 4,667 18,540 18,940 (400) 20,287Memberships 495 1,030 2,600 2,600 0 1,320Postage/Freight 240 270 (30) 32Telephone 1,339 1,255 5,802 5,815 (13) 5,766Advertising & Promotion 4,172 3,685 37,670 33,270 4,400 21,746Printing & Binding 232 113 1,239 1,200 39 1,106Subscriptions 1,050 1,050 0 193Rental Fees 552,500 552,100 400 550,000Short Term Interest Charges 5,765 3,789 14,000 14,000 0 33,275Other Initiatives 1,814 2,961 7,589 8,450 (861) 8,876Misc. Expense 98 500 500 0 14,869Legal Fees 454 1,000 1,000 0 8,606Professional Fees 0 1,367Contracted Services 10,013 3,891 84,300 84,350 (50) 67,567General Goods and Supplies 244 11,420 7,320 4,100 2,917Grants 1,000 1,000 0Transfer to Local Agencies 0 174,357Amortization Expense 2,445 2,445 0 68,528TOTAL EXPENDITURES 229,006 206,948 1,608,593 1,596,008 12,585 1,795,093

NET SURPLUS/(DEFICIT) 92,676 93,340 15,240,322 15,220,523 19,799 14,265,395

Internal Chargeback Expenditures 57,800 57,800 0

NET SURPLUS/(DEFICIT)AFTER CHARGEBACKS 92,676 93,340 15,182,522 15,162,723 19,799 14,265,395

Amortization 2,445 2,445 0 68,5281 Restricted Surplus 3,605,386 3,507,383 98,003 3,272,401

Unrestricted Surplus 92,676 93,340 11,579,581 11,657,785 (78,204) 11,061,522

1) Municipal Tax Revenue has increased by $89K from forecast due to the partial occupation of the reduction in the school tax levy. This is offset by an increase in the transfer to capital reserves.2) Interest Revenue has decreased by $20K from forecast due to timing of cash flow/capital project payments.3) Operating Government Grants have decreased $63K from forecast due to the decrease in the MSI Operating Grant - see "Recreation & Culture" summary for discussion of MSI Capital Grant.

Town of BanffCorporate Services



REVENUESTax Certificates $2,035 $1,366 $12,500 $12,500 $0 $9,390Other Sales and Revenue 52 190 500 500 0 662TOTAL REVENUES 2,087 1,556 13,000 13,000 0 10,052

EXPENDITURESWages 159,082 162,582 788,401 788,401 0 713,771Benefits 39,550 42,121 181,896 181,896 0 149,437Overtime 0 794Recruitment Costs 1,115 200 200 0 990Training/Conference & Travel 5,174 6,143 27,900 27,900 0 29,415Memberships 1,393 2,122 3,881 3,881 0 3,774Postage/Freight 2,537 3,773 8,800 8,800 0 8,293Telephone 4,815 3,837 11,200 11,200 0 15,836Advertising & Promotion 700 700 0 494Printing & Binding 239 1,438 2,800 2,800 0 5,487Subscriptions 295 367 1,200 1,200 0 1,047Insurance Premiums/Claims 86,000 86,000 0 91,292Bad Debt Expenses 1,000 1,000 0Cash Over/Short (2) 30 0 (67)Other Initiatives 2,000 2,000 0 1,384Misc. Expense 69 0Legal Fees 1,061 12,500 12,500 0 20,008

1 Professional Fees 118 21,462 67,946 25,000 42,946 45,187Contracted Services 59,077 87,808 202,500 202,500 0 215,915General Goods and Supplies 49,511 13,587 144,700 144,700 0 65,839Repair & Maintenance 610 1,634 21,000 21,000 0 3,640Amortization Expense 17,087 17,087 0 8,901TOTAL EXPENDITURES 323,529 348,019 1,581,711 1,538,765 42,946 1,381,437

NET SURPLUS/(DEFICIT) (321,442) (346,463) (1,568,711) (1,525,765) (42,946) (1,371,385)

Internal Chargeback Revenue 181,440 181,440 0Internal Chargeback Expenditures 242,680 242,680 0 205,800TOTAL CHARGEBACKS 424,120 424,120 205,800NET SURPLUS/(DEFICIT)AFTER CHARGEBACKS (321,442) (346,463) (1,629,951) (1,587,005) (42,946) (1,577,185)

Amortization 17,087 17,087 0 8,9011 Restricted Surplus (17,628) (150,296) (107,350) (42,946) (90,215)

Unrestricted Surplus (321,442) (328,835) (1,462,568) (1,462,568) 0 (1,478,069)

1) Professional Fees have increased $43K from budget due to the Economic Prosperity Project. This corresponds with a matching increase in transfer from the Operating Reserve.

Town of BanffProtective Services



REVENUESSale of Goods & Services $16,946 $7,334 $69,500 $69,500 $0 $66,736Animal Licenses 25,711 27,910 27,000 27,000 0 27,145

1 Parking/Traffic Fines 20,563 107,240 545,000 505,000 40,000 639,165Animal Control Fines 70 135 1,000 1,000 0 860Other Permit Revenue 1,290 6,000 6,000 0 5,630Other Sales and Revenue 3,474 2,683 10,250 10,250 0 49,617Government Sales 331,951 331,951 0 277,345Operating Government Grants 50,000 465,952 465,952 0 503,752Gain on Sale of Capital Assets 0 699TOTAL REVENUES 116,764 146,592 1,456,653 1,416,653 40,000 1,570,949

EXPENDITURES2 Wages 242,726 254,506 1,176,474 1,204,474 (28,000) 1,159,5962 Benefits 52,117 55,947 224,356 230,206 (5,850) 202,942

Overtime 3,664 5,286 3,000 3,000 0 17,510Training/Conference & Travel 1,236 3,584 31,100 30,000 1,100 32,217Memberships 990 795 1,900 1,900 0 1,540Postage/Freight 689 210 1,900 1,900 0 1,776Telephone 2,213 2,011 10,400 9,480 920 9,045Advertising & Promotion 72 1,500 1,500 0 961Printing & Binding 15 67 1,800 1,800 0 1,321Licenses & Permits 2,331 510 5,450 5,450 0 4,993Insurance Premiums/Claims 2,154 20,860 20,860 0 22,697Misc. Expense 250 0 105Legal Fees 3,037 8,000 8,000 0 10,118Contracted Services 10,122 11,554 37,475 37,475 0 30,230General Goods and Supplies 4,182 7,841 51,000 51,000 0 52,640Utilities 3,728 6,918 25,000 25,000 0 23,108Repair & Maintenance 6,885 2,653 18,000 18,000 0 14,370

3 Government/Agency Purchases (7,000) 1,852,000 1,730,500 121,500 1,995,500Amortization Expense 92,874 92,874 0 109,196Loss on Sale/Disposal of TCA 0 27,038TOTAL EXPENDITURES 334,185 347,108 3,563,089 3,473,419 89,670 3,716,903

NET SURPLUS/(DEFICIT) (217,421) (200,516) (2,106,436) (2,056,766) (49,670) (2,145,954)

Internal Chargeback Expenditures 100,500 100,500 0 85,400TOTAL CHARGEBACKS 100,500 100,500 85,400NET SURPLUS/(DEFICIT)AFTER CHARGEBACKS (217,421) (200,516) (2,206,936) (2,157,266) (49,670) (2,231,354)

Amortization 92,874 92,874 0 109,196Restricted Surplus 597,350 597,350 0 579,891Unrestricted Surplus (217,421) (200,516) (2,711,412) (2,661,742) (49,670) (2,702,049)

1) Parking/Traffic Fines have increased $40K from budget based on current YTD information.2) Wages/Benefits have decreased $34K from budget due to restructuring of RCMP administration and vacancies.3) Government Agency Purchases have increased $122K from budget based on 2013 final officer count and revised estimates for 2014.

Town of BanffEngineering Services



REVENUESOther Permit Revenue $7,277 $1,265 $35,000 $35,000 $0 $46,395Other Sales and Revenue 0 240TOTAL REVENUES 7,277 1,265 35,000 35,000 0 46,635

EXPENDITURESWages 116,898 103,018 511,164 511,164 0 461,944Benefits 27,991 23,793 109,046 109,046 0 88,485Overtime 143 0Training/Conference & Travel 630 1,709 7,300 7,300 0 8,145Memberships 337 1,800 1,800 0 1,533Postage/Freight 200 200 0 144Telephone 1,469 1,224 4,400 4,400 0 5,466Advertising & Promotion 200 200 0Printing & Binding 191 109 540 540 0 873Subscriptions 700 700 0Misc. Expense 143 1,000 1,000 0 1,150Legal Fees 1,000 1,000 0 1,075Professional Fees 290 914 4,000 4,000 0 914Contracted Services 2,100 2,100 0 1,115General Goods and Supplies 149 1,984 3,000 3,000 0 4,036Amortization Expense 4,161 4,161 0TOTAL EXPENDITURES 147,904 133,088 650,611 650,611 0 574,880

NET SURPLUS/(DEFICIT) (140,627) (131,823) (615,611) (615,611) 0 (528,245)

Internal Chargeback Revenue 59,740 59,740 0Internal Chargeback Expenditures 92,740 92,740 0 15,400NET SURPLUS/(DEFICIT)AFTER CHARGEBACKS (140,627) (131,823) (648,611) (648,611) 0 (543,645)

Amortization 4,161 4,161 0Restricted Surplus (99,400) (99,400) 0 (77,488)Unrestricted Surplus (140,627) (131,823) (545,050) (545,050) 0 (466,157)


Town of BanffTransit



REVENUESSale of Goods & Services $8,287 $13,773 $8,570 $8,570 $40,545

1 Other Sales and Revenue 780 1,010 780 129,000 (128,220) 144,4151 Government Sales 34,150 129,000 129,000

TOTAL REVENUES 43,217 14,783 138,350 129,000 9,350 184,960

EXPENDITURESInsurance Premiums/Claims 3,100 3,100 0 8,729Other Initiatives 0 48,470Contracted Services 882,219 859,000 882,219 880,000 2,219 859,000

2 General Goods and Supplies 11,117 10,053 11,117 11,117 55,340Debenture Interest 4,169 4,169 0 4,830Amortization Expense 189,559 189,559 0 189,559TOTAL EXPENDITURES 893,336 869,053 1,090,164 1,076,828 13,336 1,165,928

NET SURPLUS/(DEFICIT) (850,119) (854,270) (951,814) (947,828) (3,986) (980,968)

Internal Chargeback Expenditures 23,500 23,500 0 38,200NET SURPLUS/(DEFICIT)AFTER CHARGEBACKS (850,119) (854,270) (975,314) (971,328) (3,986) (1,019,168)

Amortization 189,559 189,559 0 189,559Restricted Surplus 42,291 42,291 0 (7,300)Unrestricted Surplus (850,119) (854,270) (828,046) (824,060) (3,986) (822,309)

1) Difference from forecast to budget relates to a change in classification of Transit revenue from "Other" to "Government Sales"2) General Goods and Supplies YTD amount of $11K relates to cost of bus passes. This is mostly offset by bus pass revenue of $9K.

Town of BanffOperations



REVENUES1 Sale of Goods & Services $27,115 $6,743 $516,000 $536,000 ($20,000) $201,390

Consumption Charges 429,313 388,758 1,662,600 1,662,600 0 1,978,689Recycling Revenue 27,349 4,532 120,000 120,000 0 138,284Garbage Collection Fees 108,110 9,383 436,200 436,200 0 502,946Developers Levies 700 25,000 25,000 0 1,400

2 Other Sales and Revenue 7,731 420 83,217 42,200 41,017 63,562Operating Government Grants 5,000 5,000 0Capital Government Grants 534,000 534,000 0 494,640Other Capital Revenue 0 10,952Gain on Sale of Capital Assets 0 5,592TOTAL REVENUES 600,318 409,836 3,382,017 3,361,000 21,017 3,397,455

EXPENDITURES3 Wages 594,963 567,101 3,013,735 3,055,457 (41,722) 2,716,9683 Benefits 135,819 142,527 642,373 655,560 (13,187) 546,342

Overtime 21,224 17,351 87,400 87,400 0 109,155Recruitment Costs 50 1,200 1,200 0Training/Conference & Travel 9,278 6,221 45,075 44,075 1,000 35,551Memberships 1,183 1,023 6,205 6,205 0 3,923Postage/Freight 2,330 1,321 10,900 10,700 200 13,832Telephone 8,070 5,228 30,585 28,500 2,085 26,401Advertising & Promotion 162 1,654 6,300 6,300 0 6,080Printing & Binding 559 558 4,000 4,000 0 2,955Subscriptions 300 300 0Licenses & Permits 1,824 2,700 2,700 0 1,931Rental Fees 3,500 3,500 0 100Insurance Premiums/Claims 36,000 36,000 0 34,652Short Term Interest Charges 341 341Other Initiatives 279 7,300 7,300 0Misc. Expense 357 250 5,998 5,098 900 2,717Legal Fees 500 500 0 388Contracted Services 184,186 99,259 1,371,425 1,367,675 3,750 1,590,789General Goods and Supplies 118,683 117,803 674,811 680,461 (5,650) 629,680Utilities 65,447 77,012 378,100 377,100 1,000 360,329Repair & Maintenance 41,284 42,763 160,600 160,100 500 255,324Transfer to Local Agencies 84,200 84,200 0 96,750Amortization Expense 1,079,443 1,079,443 0 1,197,459Loss on Sale/Disposal of TCA 0 74,761TOTAL EXPENDITURES 1,185,698 1,080,071 7,652,991 7,703,774 (50,783) 7,706,087

NET SURPLUS/(DEFICIT) (585,380) (670,235) (4,270,974) (4,342,774) 71,800 (4,308,632)

Internal Chargeback Revenue 3,128,600 3,128,600 0 3,218,500Internal Chargeback Expenditures 1,408,900 1,408,900 0 1,361,200NET SURPLUS/(DEFICIT)AFTER CHARGEBACKS (585,380) (670,235) (2,551,274) (2,623,074) 71,800 (2,451,332)

Amortization 1,079,443 1,079,443 0 1,197,459Restricted Surplus 700 1,098,990 1,086,100 12,890 781,274Unrestricted Surplus (586,080) (670,235) (2,570,821) (2,629,731) 58,910 (2,035,147)

1) Decrease in Sale of Goods and Services of $20K from budget relates to the delayed start of the manned Transfer Site. This corresponds to a reduction of wages/benefits of $22K.2) Increase in Other Sales and Revenue of $41K from budget is due to the WCB refund being greater than expected.3) Decrease in Wages/Benefits of $55K from budget is due to the following: $22K from delayed start of manned Transfer Site, $33K from delay in hiring of new facilities position.

Town of BanffUtilities



REVENUESSale of Goods & Services $3,695 $71 $1,100 $1,100 $0 $6,336Penalties & Costs 5,419 3,221 15,500 15,500 0 15,885Consumption Charges 1,299,112 1,247,493 5,678,150 5,678,150 0 5,555,720Other Sales and Revenue 15,000 15,000 0 1,200Operating Government Grants 0 70,463TOTAL REVENUES 1,308,226 1,250,785 5,709,750 5,709,750 0 5,649,604

EXPENDITURESWages 97,326 96,887 497,363 497,577 (214) 415,948Benefits 22,864 21,093 104,564 111,613 (7,049) 83,067Overtime 5,609 5,022 35,500 35,500 0 33,213Recruitment Costs 500 500 0Training/Conference & Travel 564 3,507 17,150 17,150 0 16,453Memberships 629 399 1,400 1,400 0 399Postage/Freight 1,242 928 2,000 2,000 0 3,420Telephone 3,478 2,672 11,800 11,800 0 13,631Printing & Binding 0 121Licenses & Permits 338 390 390 0 338Insurance Premiums/Claims 68,000 68,000 0 70,288Misc. Expense 0 141Legal Fees 437 5,000 5,000 0 1,211Professional Fees 29,000 29,000 0 7,699Contracted Services 328,716 292,806 1,767,900 1,767,900 0 1,948,679General Goods and Supplies 32,825 15,155 247,100 247,100 0 199,717Utilities 100,913 108,955 542,100 542,100 0 688,505Repair & Maintenance 0 64,833Amortization Expense 2,122,808 2,122,808 0 1,998,715Loss on Sale/Disposal of TCA 0 71,761TOTAL EXPENDITURES 594,504 547,861 5,452,575 5,459,838 (7,263) 5,618,139

NET SURPLUS/(DEFICIT) 713,722 702,924 257,175 249,912 7,263 31,465

Internal Chargeback Expenditures 326,800 326,800 0 341,000NET SURPLUS/(DEFICIT)AFTER CHARGEBACKS 713,722 702,924 (69,625) (76,888) 7,263 (309,535)

Amortization 2,122,808 2,122,808 0 1,998,715Restricted Surplus 2,025,880 2,018,617 7,263 1,615,850Unrestricted Surplus 713,722 702,924 27,303 27,303 0 73,330

Town of BanffPlanning & Development



REVENUESSale of Goods & Services $48 $648 $800 ($152) $174Subdivision Processing Fees 2,940 8,940 8,000 940 9,144Building Permits 19,551 33,626 199,500 200,000 (500) 80,482Development Permits 16,155 9,664 52,155 51,750 405 43,536Rezoning Processing Fees 3,000 3,000 0Compliance Certificates 675 300 2,925 3,000 (75) 4,410Developers Levies 6,841 296,841 300,000 (3,159) 4,551Other Permit Revenue 800 7,325 8,800 8,000 800 14,147Other Sales and Revenue 660 150 2,035 1,200 835 252Other Capital Revenue 0 7,500TOTAL REVENUES 47,670 51,065 574,844 575,750 (906) 164,196

EXPENDITURESWages 90,988 97,003 414,101 414,101 0 410,513Benefits 23,973 24,648 82,584 82,584 0 81,354Recruitment Costs 0 15Training/Conference & Travel 2,314 1,983 11,631 11,900 (269) 8,936Memberships 474 1,763 3,550 3,550 0 2,253Postage/Freight 978 1,447 3,335 3,125 210 2,048Telephone 730 1,340 4,300 3,350 950 3,757Advertising & Promotion 977 500 9,725 9,750 (25) 3,727Printing & Binding 143 3,363 3,498 3,500 (2) 4,222Subscriptions 50 146 650 650 0 252Insurance Premiums/Claims 836 0 836Misc. Expense 0 445Legal Fees 1,147 244 8,937 9,000 (63) 15,831Professional Fees 1,500 1,500 0 2,200Contracted Services 2,805 5,677 117,805 120,000 (2,195) 35,013General Goods and Supplies 32 600 6,382 6,500 (118) 3,133Grants 30,000 30,000 0Amortization Expense 6,920 6,920 0TOTAL EXPENDITURES 124,611 139,550 704,918 706,430 (1,512) 574,535


Internal Chargeback Expenditures 26,000 26,000 0 2,400NET SURPLUS/(DEFICIT)AFTER CHARGEBACKS (76,941) (88,485) (156,074) (156,680) 606 (412,739)

Amortization 6,920 6,920 0

Restricted Surplus 6,841 288,771 293,338 (4,567) 41,401Unrestricted Surplus (83,782) (88,485) (437,925) (443,098) 5,173 (454,140)

No Significant Variances

Town of BanffEnvironment



REVENUESOther Sales and Revenue $150 $233 $500 $500 $0 $498TOTAL REVENUES 150 233 500 500 0 498

EXPENDITURESWages 23,043 19,467 99,947 99,947 0 85,483Benefits 5,747 4,980 21,148 21,148 0 16,991Training/Conference & Travel 259 2,386 3,750 3,750 0 3,457Memberships 468 0 468Postage/Freight 31 200 200 0 93Telephone 66 65 300 300 0 527Advertising & Promotion 321 3,000 3,000 0 2,104Printing & Binding 19 10 500 500 0 553Subscriptions 54 600 600 0Professional Fees 0 2,820Contracted Services 6,999 1,280 20,000 20,000 0 20,277General Goods and Supplies 456 500 500 0 694Grants 5,049 3,772 15,000 15,000 0 15,344TOTAL EXPENDITURES 41,557 32,915 164,945 164,945 0 148,811


Internal Chargeback Expenditures 5,400 5,400 0NET SURPLUS/(DEFICIT)AFTER CHARGEBACKS (41,407) (32,682) (169,845) (169,845) 0 (148,313)

Restricted Surplus (14,150) (14,150) 0 (17,314)Unrestricted Surplus (41,407) (32,682) (155,695) (155,695) 0 (130,999)

No Significant Variances

Town of BanffFamily and Community Support Services



REVENUESSale of Goods & Services $800 $800 $0 $698Donations/Gifts 37,922 25,824 22,441 22,441 0 36,860Program Fees 6,180 5,900 12,000 12,000 0 15,252Other Sales and Revenue 808 400 400 0 1,554Operating Government Grants 289,058 193,408 761,512 761,512 0 568,715TOTAL REVENUES 333,160 225,940 797,153 797,153 0 623,079

EXPENDITURESWages 185,061 148,987 778,411 778,411 0 659,678Benefits 36,758 33,581 156,946 156,946 0 131,975Overtime 84 0 3,974Recruitment Costs 0 685Training/Conference & Travel 3,298 1,758 17,988 17,988 0 11,860Memberships 170 465 1,050 1,050 0 754Postage/Freight 30 64 300 300 0 176Telephone 2,127 1,606 3,020 3,020 0 6,627Advertising & Promotion 90 1,852 10,980 10,980 0 11,193Printing & Binding 248 2,266 6,800 6,800 0 3,835Subscriptions 1,100 1,100 0Rental Fees 715 2,400 2,400 0 715Other Initiatives 4,000 4,000 0 685Donations Expended 5,123 4,541 0 15,174Misc. Expense 103,580 103,580 0 476Professional Fees 900 900 0 700Contracted Services 6,558 9,686 21,000 21,000 0 47,606General Goods and Supplies 8,940 21,783 55,022 55,022 0 67,056Repair & Maintenance 805 0 (261)Grants 6,000 6,000 6,000 0 6,000Amortization Expense 21,073 21,073 0 11,524TOTAL EXPENDITURES 255,292 227,304 1,190,570 1,190,570 0 980,432

NET SURPLUS/(DEFICIT) 77,868 (1,364) (393,417) (393,417) 0 (357,353)

Internal Chargeback Expenditures 105,560 105,560 0 78,400NET SURPLUS/(DEFICIT)AFTER CHARGEBACKS 77,868 (1,364) (498,977) (498,977) 0 (435,753)

Amortization 21,073 21,073 0 11,524Restricted Surplus 9,400 9,400 0 7,677Unrestricted Surplus 77,868 (1,364) (487,304) (487,304) 0 (431,906)

Town of BanffRecreation and Culture



REVENUESSale of Goods & Services $9,595 $9,907 $38,815 $39,000 ($185) $39,420Donations/Gifts 5,527 2,000 5,527 2,000 3,527 6,273Rental 4,076 3,522 46,531 49,000 (2,469) 49,762Penalties & Costs 700 2,567 700 1,100 (400) 5,783Ice Rentals 160,189 156,400 503,000 503,000 0 427,344Program Fees 21,793 23,535 64,473 67,200 (2,727) 58,420Membership Fees 119 3,675 3,675 0 1,070Curling Ice Rentals 43,811 28,482 68,000 68,000 0 35,858Room Rentals 7,719 1,784 27,000 27,000 0 25,231Site Use Fees (97) 10,100 10,100 0 6,630Ball Diamond Rentals (177) 14,000 14,000 0 10,937Summer Fun Registrations 110,250 110,250 0 105,511Kids Kampus Fees 2,656 11,164 0 18,515After School Club Revenue 50,025 20,709 138,583 136,200 2,383 89,712Drop-in Fees 2,000 1,831 8,300 8,300 0 6,897Other Permit Revenue 200 890 15,000 15,000 0 27,018

1 Other Sales and Revenue (358) 1,309 18,923 6,500 12,423 27,617Operating Government Grants 17,961 25,764 32,767 29,500 3,267 40,022

2 Capital Government Grants 2,085,334 1,930,933 154,401 1,930,933Other Capital Revenue 5,275 5,275 4,800 4,800 22,600TOTAL REVENUES 331,288 294,865 3,195,778 3,020,758 175,020 2,935,553

EXPENDITURES3 Wages 222,053 213,931 1,113,916 1,141,683 (27,767) 977,7663 Benefits 50,352 50,047 216,112 221,357 (5,245) 188,133

Overtime 4,528 3,154 19,450 19,250 200 13,793Recruitment Costs 50 2,800 2,800 0 489Training/Conference & Travel 2,081 1,298 21,678 22,510 (832) 17,480Memberships 243 1,070 2,655 2,155 500 1,404Postage/Freight 247 202 1,119 1,200 (81) 838Telephone 2,713 2,717 16,279 13,590 2,689 12,467Advertising & Promotion 6,277 2,993 22,968 22,600 368 11,929Printing & Binding 657 319 10,268 10,350 (82) 2,661Subscriptions 533 1,517 3,560 3,560 0 2,021Licenses & Permits 68 650 650 0 93Rental Fees 4,221 21,850 37,728 38,700 (972) 38,544Insurance Premiums/Claims 54,000 54,000 0 50,920Other Initiatives 0 46Misc. Expense 0 8,612Professional Fees 7,689 8,260 28,689 30,000 (1,311) 54,345Contracted Services 27,408 18,642 181,921 181,965 (44) 159,333

General Goods and Supplies 17,080 11,274 109,371 111,745 (2,374) 95,496Utilities 47,937 49,120 218,500 215,000 3,500 252,874Grants 450 0 1,147Debenture Interest 17,656 289,625 289,625 0 327,999Amortization Expense 753,080 753,080 0 770,983Loss on Sale/Disposal of TCA 0 1,058TOTAL EXPENDITURES 411,793 386,844 3,104,369 3,135,820 (31,451) 2,990,431

NET SURPLUS/(DEFICIT) (80,505) (91,979) 91,409 (115,062) 206,471 (54,878)

Internal Chargeback Expenditures 572,200 572,200 0 781,200TOTAL CHARGEBACKS 572,200 572,200 781,200NET SURPLUS/(DEFICIT)AFTER CHARGEBACKS (80,505) (91,979) (480,791) (687,262) 206,471 (836,078)

Amortization 753,080 753,080 0 770,9832 Restricted Surplus (12,381) (6,725) 1,767,394 1,608,193 159,201 1,617,718

Unrestricted Surplus (68,124) (85,254) (1,495,105) (1,542,375) 47,270 (1,682,813)

1) Increase in Other Sales and Revenue of $12K from budget is due to TSN Skins Revenue2) Increase in Capital Government Grants of $154K from budget is due to an increase in the MSI Capital Grant. This is offset by an increase in the transfer to capital reserves.3) Decrease in Wages/Benefits of $33K from budget is due to a hiring delay in the new Fenlands Labourer position.

Town of BanffOther Functions



REVENUES

Sale of Goods & Services $20,000 $20,000 $0 $20,008Rental 103,039 92,129 421,700 429,700 (8,000) 415,747

1 Business Licenses 4,078,751 4,212,068 4,091,000 4,250,000 (159,000) 4,204,822Other Sales and Revenue 668 1,220 3,500 3,500 0 3,448TOTAL REVENUES 4,182,458 4,305,417 4,536,200 4,703,200 (167,000) 4,644,025

EXPENDITURES

2 Wages 79,626 (35,124) (130,000) 94,876Benefits 361 16,654 0Overtime 274 0Training/Conference & Travel (20,000) (20,000) 0Advertising & Promotion 500 500 0 240Rental Fees 29,841 29,841 121,760 126,140 (4,380) 119,364

1 Contracted Services 1,052,325 1,051,500 4,103,000 4,262,000 (159,000) 4,218,182Utilities 0 434Repair & Maintenance 100 15,000 15,000 0 3,828Grants 201,027 3,309 586,100 586,100 0 609,024Debenture Interest 1,592 1,797 11,109 11,109 0 12,837Amortization Expense 52,814 52,814 0 54,002TOTAL EXPENDITURES 1,285,246 1,183,001 4,835,159 4,903,663 (68,504) 5,017,911

NET SURPLUS/(DEFICIT) 2,897,212 3,122,416 (298,959) (200,463) (98,496) (373,886)

Internal Chargeback Expenditures 362,500 362,500 0 309,500NET SURPLUS/(DEFICIT)AFTER CHARGEBACKS 2,897,212 3,122,416 (661,459) (562,963) (98,496) (683,386)

Amortization 52,814 52,814 0 54,002Restricted Surplus (1,592) (1,797) 54,791 54,791 0 53,116Unrestricted Surplus 2,898,804 3,124,213 (663,436) (564,940) (98,496) (682,500)

1) Business licence revenue is forecasted to be $159K less than budgeted amount. This is offset by a reduction in contracted services of $159K.2) Wage/benefits savings YTD are $94,876. Please see attached summary spreadsheet for details.

Q1/2014 Wages & Benefits Forecast Overview

Wages & Benefits Forecasted Savings/(Losses):Legislative -$ General Administration (5,000)$ Corporate Services -$ Protective Services 33,850$ Engineering -$ Operations 54,909$ Utilities 7,263$ FCSS -$ Recreation 33,012$

Total Forecasted Savings 124,034$

Addback Restricted Wage & Benefit SavingsTransfer Site Operator Delayed Start (21,895)$ Utilities (7,263)$ Total Forecasted Non-restricted Savings 94,876$

2014 Wages & Benefits Target Savings 130,000$ Q1 Forecasted Savings (94,876)$ Targeted Savings Remaining 35,124$

Attachment 'B'

CRP Board of Directors Council Update

Date: May 15 2014 Location: Cochrane

Link to agenda packages (2): http://calgaryregion.ca/crp/calgary-regional-partnership/members-section/overview/Agendas-and-meeting-minutes.html

REGIONAL DECISION ITEMS (these items were circulated 30 days in advance)

Calgary Metropolitan Plan

The Board passed a motion to approve the CMP amendments and bring forward to the June 17th General Assembly. The vote was carried: 11 for - 1 against.

Regional Water and Wastewater Servicing Master Plan

The Board passed three motions:

1) Approval of the Planning and Technical Study, Phase 3 Supplement,Capital Cost Update;

2) That CRP administration integrate the Phase 3 Supplement into thePlanning and Technical Study with the resulting consolidation to berenamed as the Calgary Regional Partnership’s Regional Water andWastewater Servicing Master Plan; and

3) That CRP administration review and update the Master Plan within 2years to reflect CRP’s review of regional population allocations and theoutcome of any adjustments made to the Priority Growth Areas.

Regional Water and Wastewater Servicing Decision Process

The Board passed a motion to approve and ratify the Regional Water and Wastewater Servicing Decision Process. The vote was carried: 11 for - 1 against.

DECISION ITEMS

Operating Reserve

The Board passed a motion to approve a transfer from Unrestricted Net Assets to the Operating Reserve in the amount of $6,000.

Item 8.1

Audited Financial Statements & Management Report The Board passed a motion to approve a transfer from Unrestricted Net Assets to the Operating Reserve in the amount of $6,000. 2013/14 AMA Core Grant Carry-Over with Extension Request and 2014/15 Core Grant Budget Amendments The Board passed the following motions:

1) Approve the request to Alberta Municipal Affairs for an extension on the 2013/14 grant agreement to March 31, 2015 and approve the reallocation of funds between program areas, with the deferred revenues to be dedicated to the delivery of approved 2013/14 programs and 2014/15 operating expenditures as presented; and

2) Approve the amended 2014/15 Budget to reflect the additional

2014/15 core funding from AMA and the 2013/14 Carry Over grant funds.

CMP Municipal Context Statements: Review Process The Board tabled this item for further work to be brought back to the September meeting. 4-Year Strategic Planning Process: Timeline The Board approved revising the business planning timeframe as indicated in the Request for Decision on page 49 of the agenda package.

UPCOMING MEETINGS

June 17th Spring General Assembly – Cochrane RancheHouse • 8:30 AM to 1:00 PM

Sept 19th Board meeting - Cochrane RancheHouse 8:30 AM to 1:00 PM

Nov 21st Board meeting - Cochrane RancheHouse 8:30 AM to 1:00 PM

*NOTE: This Council Update is not intended to replace the Board meeting minutes. It is a summary for Directors to update their councils prior to the formal approval of the Minutes.

1

BVRH Bulletin June 2014

Summary of the May regular meeting of the board:

The board received resource materials outlining Supportive Living services in Alberta in response to a request for more information about the levels of Supportive Living in Alberta.

The board discussed the development and implementation of an RGI model for our lodges, highlighting benefits to the people of the region that would include:

Greatly improve long-term ability to continue to provide supportive living accommodations in the region in a much more sustainable, fair and responsible manner. Maintaining affordability for lower income earners. Maintaining fairness between subsidies and taxpayers funding them; ensuring that those who need subsidies will continue to receive assistance to maintain a minimum disposable income each month. Better alignment with the average lodge accommodation fees throughout the province – the Bow Valley has some of the lowest supportive living accommodation fees, requiring significant subsidization to offset some of the highest operating costs in the province due to the economics of the Bow Valley. Alignment with the practices of the industry and governmental direction. While only about 10% of lodge operators have implemented an RGI model, they represent about 50% of the lodges in the province. It is widely anticipated that the rest of the industry will adopt RGI models due to their apparent fairness and improvement to sustainability so that lodges can continue to serve Albertans well into the future.

A transition period would provide ample time for residents to adjust to/prepare for a new model. CAO agreed to have a plan in place for board review by the end of 2014. Dates for adoption and implementation of a new model remain unknown.

The board learned that the province has increased the minimum guaranteed disposable income amount by $50 per month, to $315, for those living in lodges.

The board approved CAO recommendation to request an amendment to our agreement with the province to increase LAP grant funding eligibility at Cascade House.

The board discussed tenant selection and resident eligibility in lodges further, agreeing to continue with the review of existing policies and procedures to ensure legal, cultural and financial effectiveness in how we allocate housing in the region. They received an overview of BVRH tenant selection processes, as well as relevant government and internal protocols and documentation.

Item 8.2

2

Project occupancy rates and tenant selection:

Current occupancy rates in our accommodation programs: Bow River Lodge 95% occupancy (3 vacant units) Cascade House 100% occupancy Bow River Homes 100% occupancy Mount Edith House 100% occupancy Community Housing 100% occupancy Rent Supplement 100% subscription

Major project status updates:

Temporary Flood relief housing:

BVRH continues to assist the Government of Alberta with their efforts to house local victims of the southern flooding. The units are in place and while many are occupied, many of our short-term tenants have transitioned to longer-term solutions. BVRH is responsible for most of the routine maintenance and tenant administration.

Bow River Lodge Redevelopment:

The board has agreed to proceed with Phase 1 of Concept B4 which will build up to 60 new, barrier-free and safer resident rooms plus new common spaces, a dining room with adequate space and a production kitchen, while leaving older spaces to be used appropriately in support of services to seniors and BVRH. This concept provides many advantages to previous concepts including: increased quality of life for our residents; better timing - sooner is better; more prudent use of capital funding and increased economic efficiency in future operations; serves the region for a much longer time, well into the future; much more closely aligned with the Federal and Provincial funding commitment and; creates more much more usable space on the site for future phases to better address the needs of the region. Cost comparisons using initial capital cost estimates reflect: costs of previous concept (B3): currently estimated to cost at least 80% more than the funding commitment. This figure would likely be higher given the uncertainty regarding costs to renovate the 40 year-old portions of the lodge at this point. Costs of adopted concept (B4): currently estimated to save about $1.5 million compared to B3, while: avoiding cost risks in renovation of older portions of the lodge, which would likely cost in the 80% to 100% + of the cost to build new; providing a superior and more efficient long-lasting building. The board agrees that proceeding with concept B4 is the right thing to do for BVRH, the people of our region and for the province in meeting our goals of 1) meeting the current and future supportive living accommodation, and perhaps other housing-related needs of our region and 2) significantly improving the economics of the site toward fiscal sustainability. The board also agreed to continue to use the older areas of the lodge in the interim as appropriate in their current state.

3

The board identified planning for Phase 2 as a priority to meet the needs of the region. The board also discussed development of a communications plan.

The working concept maximizes our ability to bring AHS on to commit to health care in Phase 2. The Town of Canmore remains eager to finalize land arrangements. BVRH continues to work with the Province to develop a clear project scope, funding models and designs, with the expectation of presenting this project to our contributing member municipal councils when clear data becomes available. About Bow Valley Regional Housing

Bow Valley Regional Housing (BVRH) is a Housing Management Body (HMB) for the Government of Alberta. The Provincial Government created HMBs to serve as operators and administrators of provincially-owned social housing facilities. The Province owns a large portfolio of these facilities through the Alberta Social Housing Corporation (ASHC), serving many needy and vulnerable Albertans. Each HMB is self-governing under the Alberta Housing Act, managing the ASHC assets in a particular region. Each region is comprised of multiple municipalities, improvement districts, etc. HMBs may operate other kinds of housing and may own buildings that house accommodation programs. Every municipality in Alberta is a contributing member of their regional HMB. They are required to have at least one appointee on the governing board, which is responsible for acting in the best interests of the HMB. The board must consider the needs of each contributing municipality in its governance of the HMB. HMB operations are funded through various means. Tenants pay rent and/or lodge fees, however since these are set at affordable rates the revenues usually do not cover the costs of operations. Seniors Lodge deficits are funded through municipal ratepayer requisitions and provincial grants. Social Housing deficits (including independent seniors housing and community housing) are funded by Alberta Municipal Affairs (Housing).

As the HMB for the Bow Valley region we are responsible for social housing and affordable supportive living accommodation for seniors throughout Kananaskis Country, the Bow Corridor, the MD of Bighorn and all of Banff National Park, an area covering about 13,500 square kilometres. This region has two towns and seven hamlets containing about 25,000 people. Our five contributing municipalities are: Kananaskis ID, MD of Bighorn, Town of Canmore, Town of Banff and Banff National Park ID9. The people of the region are able to access all of the programs we offer, subject to eligibility requirements.

4

The BVRH Mission Statement Bow Valley Regional Housing is committed to providing appropriate housing services to the Bow Valley region seniors and residents of modest means who struggle to secure such accommodations.

We manage: seniors’ lodges in Canmore and Banff that currently house up to 85 residents seniors’ independent housing buildings in Canmore and Banff that have 62 one-

bedroom apartments 58 family housing residences in Canmore Interim relief housing for about 6 households displaced by the June floods the Rent Supplement Program in the region that currently provides financial

assistance to about 40 Bow Valley households

All told we currently house, or help to house about 350 residents of the Bow Valley

in 8 permanent and 1 interim housing projects encompassing 41 separate buildings

between 4 separate communities.

We are a self-governing body. We partner with two provincial ministries and five municipal governments, along with numerous local and community agencies to provide and promote safe and appropriate housing to our region.

The BVRH Vision Statement In ensuring the residents of the Bow Valley region have access to appropriate housing options we envision a collaborative approach whereby all local and provincial housing stakeholders work together to respond to community trends and housing needs in a responsible and timely fashion. We will remain committed to staying informed of relevant and valid community trends and housing needs. We will remain committed to securing funding to develop infrastructure that meets the identified needs in social housing. We will remain committed to innovation, service excellence, best practices, and to being an employer of choice in the Bow Valley region.

BVRH has about 36 employees based in either Bow River Lodge in Canmore or Cascade House in Banff. Our Administration and Maintenance Teams are based in Canmore but take care of all of our operations. As well, we have Housekeeping and Food Service Teams plus a Recreation Coordinator at our lodge in Canmore. Our Cascade House Team serves the residents of our lodge in Banff.

5

BVRH Values Service: client focus, empathy, caring, commitment to quality and a guiding philosophy of serving our clients in their homes. Integrity and accountability: high ethics, professionalism, transparency, accountability and inclusiveness. Efficacy: sustainability, innovation, versatility, collaboration, communication, vision and resourcefulness.

These bulletins are available on our website at www.bvrh.ca

http://www.bvrh.ca/

Item 8.3

Regular Meeting of the Municipal Planning Commission March 12, 2014 Page 6

Item 8.4 Approved: May 14, 2014

MINUTES OF THE MUNICIPAL PLANNING COMMISSION of the Town of Banff in the Province of Alberta

Town Hall Council Chamber Wednesday, March 12, 2014 at 9:00 a.m.

COMMISSION MEMBERS PRESENT David Bayne Public Representative (Chair) Steve Beaton Public Representative Raymond Horyn Public Representative Pat Roi Public Representative Anne Marie Puccini Minister of the Environment Representative Corrie DiManno Council Representative Chip Olver Council Representative COMMISSION MEMBERS ABSENT Jay Harris Public Representative (Vice Chair) Vacancy Administration (non-voting) ADMINISTRATION PRESENT Randall McKay Manager of Planning and Development (Secretary) Keith Batstone Planner Claire Wilkinson Planner Chad Townsend Environmental Coordinator Alison Gerrits FCSS Supervisor Kerry MacInnis Administrative Assistant, Planning (Recorder)

1.0 CALL TO ORDER The Chair of Municipal Planning Commission called the March 12, 2014 regular meeting of Municipal Planning Commission to order at 9:00 a.m.

2.0 APPROVAL OF AGENDA MPC14-9 Moved by Beaton to approve the March 12, 2014 meeting of the Municipal Planning Commission

agenda as amended:

• Remove Item #5.3 from Reports • Remove Item #5.6 from Reports

CARRIED




3.0 ADOPTION OF PREVIOUS COMMISSION MINUTES

MPC14-10 Moved by Olver to approve the minutes of the February 12, 2014 meeting of the Municipal Planning Commission as amended:

• Remove Pat Wilson from Commission Members Present CARRIED

4.0 UNFINISHED BUSINESS

There was no unfinished business presented.

5.0 REPORTS

5.1 Request for Decision: Development Permit Renewals for 2014 Home Occupation (Type 1 and Type 2) – Final List

MPC14-11 Moved by Beaton that the Municipal Planning Commission renew all Development Permits for Home Occupations (Type 1 and Type 2) listed in Appendix “A” attached with this agenda package for a one-year term, subject to the original conditions of approval.

CARRIED

5.2 Proposed Home Occupation Type II (14DP09) General Contractor Management Service 445 Cougar Street Administration provided the commission with a letter of support from the applicant’s neighbor for this home occupation. The letter of support has been included in these meeting minutes.

MPC14-12 Moved by Horyn that the Municipal Planning Commission approve the development permit application 14DP19 for a proposed Home Occupation Type 2 (General Contractor Management Service) subject to the conditions of approval attached as Appendix “A”.

Appendix ‘A’ Conditions of Approval

(1) Conditions to be met prior to issuance of the Development Permit: (a) Submit to the Town of Banff the Development Permit Application Fee of $150.00 in accordance with

Town of Banff Development Permit Fee Bylaw 308. (b) Submit to the Town of Banff, the Municipal Planning Commission surcharge fee of $125.00 in accordance

with Town of Banff Development Permit Fee Bylaw 308. (2) Specific Conditions: (a) This approval allows only for the administrative activities associated with a General Contractor

Management Service. Any future expansion of the business, which may include on-site activities associated




with construction or the hiring of employees, would require a new development permit in accordance with the requirements of the Land Use Bylaw.

(3) General Conditions: (a) No variation from the residential character and appearance of land or buildings shall be permitted; (b) No structural change to any building for the purpose of accommodating a Home Occupation shall be

permitted; (c) No offensive noise, vibration, smoke, dust, odours, heat, glare, electrical or radio disturbance shall be

produced by the Home Occupation; (d) At all times the privacy and enjoyment of adjacent dwellings shall be preserved and the Home Occupation

shall not adversely affect the amenities of the neighbourhood; (e) Not more than 10% of the gross floor area of the principal building shall be used for a Home Occupation; (f) The Home Occupation shall not occupy a required parking space; (g) The Home Occupation shall not generate more than two clients to the site from which the occupation is

being operated at any given time; (h) The Home Occupation shall not generate any pedestrian or vehicular traffic or parking in excess of that

which is characteristic of the neighbourhood within which it is located; (i) No exterior storage or operation of the Home Occupation shall be permitted; (j) No signs advertising Home Occupations are permitted; (k) Only one other person other than residents of the principal residence shall be engaged in a Home

Occupation Type 2; (l) Not more than one commercial vehicle with a gross vehicle weight rating of no more than 3500 kg used in

conjunction with the Home Occupation shall be parked or maintained on the site of a Home Occupation Type 2;

(m) A Home Occupation Type 2 shall not involve the sale or display of any goods on the site other than those goods constituting the finished principal product of the Home Occupation;

(o) The applicant shall obtain a valid Town of Banff Business Licence. Please contact the Business Licence Clerk at Town Hall or by telephone at 403.762.1215;

(p) The Development Permit is valid for a period not to exceed the lesser of the term of the Business Licence or a period of one year from the date of issuance.

CARRIED

5.3 Proposed Solar Incentive Program (Verbal Update) Administration provided a verbal update on the Solar Incentive Program. 5.4 Social Assessment Overview Alison Gerrits / FCSS Supervisor (Verbal Update) Administration provided an overview of the Social Assessment report. 5.5 Policy C122 Residential Apartment Housing / Off-street Parking and Alternative Transportation

Standards Policy (Verbal Update) Administration provided a verbal update regarding Policy C122.




6.0 CORRESPONDENCE

There was no correspondence presented.

7.0 NEW BUSINESS There was no new business presented.

8.0 INQUIRIES There were no inquiries.

9.0 DATE OF NEXT MEETINGS/ADJOURNMENT

The next regularly scheduled meeting of the Municipal Planning Commission is scheduled for Wednesday, April 9, 2014 at 9:00 a.m.

MPC14-13 Moved by DiManno to adjourn the meeting at 11:08a.m.

CARRIED

_______________________ _______________________ David Bayne Kerry MacInnis Chair Administrative Assistant, Planning and Development


Council Agenda Package for June 9, 2014 - Town of Banff

Documents

Transcript of Council Agenda Package for June 9, 2014 - Town of Banff