Agenda prepared by: Tara Johnston-Lee

All recommendations as presented are for discussion purposes only, and should not be considered as the opinion or direction of the finance committee.

GOVERNANCE & FINANCE COMMITTEE ORDER OF BUSINESS

Town of Banff Council Chambers Tuesday, October 11, 2016 at 10:00 a.m.

1.0 CALL TO ORDER

2.0 APPROVAL OF AGENDA Recommendation: That the governance and finance committee approve the agenda for the October 11, 2016 meeting.

3.0 ADOPTION OF PREVIOUS GOVERNACE & FINANCE COMMITTEE MINUTES 3.1 Minutes of the August 22, 2016 Meeting of the Governance & Finance Committee Recommendation: That the governance and finance committee adopt the minutes of the August 22, 2016 meeting.

4.0 DELEGATIONS

5.0 PUBLIC INPUT ON AGENDA ITEMS

6.0 REPORTS 6.1 Request for Review: Draft Body Worn Camera Policy C8000 Recommendation: That the governance and finance committee review draft Body Worn Camera Policy C8000 for discussion purposes prior to it being presented to council for consideration.

6.2 Request for Review: Travel Guidelines Policy C048 – Proposed Changes

Recommendation: That the governance and finance committee review the proposed revisions to Travel Guidelines Policy C048 for discussion purposes prior to it being presented to council for consideration.

6.3 Request for Direction: Employee Housing Capital Reserve Recommendation: That the governance and finance committee recommend to council to continue to fund the Employee Housing Capital Reserve as budgeted for 2017 – 2018 with an annual increase in the transfer equal to Alberta CPI as follows:

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 125,000 130,000 133,341 136,768 140,283 143,888 147,586 151,379 155,269 159,260

Agenda prepared by: Tara Johnston-Lee All recommendations as presented are for discussion purposes only, and should not be considered as the opinion or direction of the finance committee.

6.4 Request for Direction: General Capital Reserve Analysis Recommendation: That the governance and finance committee recommend to council a 10 year target transfer to the general capital reserve for the replacement of building, roadway & land improvement assets as follows:

This represents an increase in 2017 of $141,717 from the proposed budgeted amount with an annual inflationary increase equal to Alberta CPI subsequent to 2017.

6.5 Briefing: Four-Year Strategic Priorities Update Recommendation: That the governance and finance committee receive the four-year strategic priorities action plan as of October 11, 2016 as information.

7.0 CORRESPONDENCE 8.0 PUBLIC INPUT ON AGENDA ITEMS 9.0 ADJOURNMENT

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026Target Transfer to Reserve

4,200,000 4,307,940 4,418,654 4,532,213 4,648,691 4,768,163 4,890,705 5,016,396 5,145,317 5,277,552

Governance and Finance Committee Meeting August 22, 2016 Page 10

Unapproved

Minutes approved by:

MINUTES OF THE GOVERNANCE AND FINANCE COMMITTEE of the Town of Banff in the Province of Alberta

Town Hall Council Chamber Monday, August 22, 2016 at 10:00 am

MEMBERS PRESENT Karen Sorensen Mayor Brian Standish Councillor Grant Canning Councillor and Acting Mayor Ted Christensen Councillor and Deputy Mayor

MEMBERS ABSENT Stavros Karlos Councillor Chip Olver Councillor Corrie DiManno Councillor

ADMINISTRATION PRESENT Robert Earl Town Manager Barbara King Manager of Human Resources Chris Hughes Senior Accountant Kelly Gibson Manager of Corporate Services Andrea Stuart Finance Officer Tara Johnston-Lee Municipal Clerk

1.0 CALL TO ORDER The Mayor called the August 22, 2016 meeting of the governance and finance committee to order at 10:00 a.m.

2.0 APPROVAL OF AGENDA Moved by Councillor Standish that the governance and finance committee approve the agenda for the FIN16-21

August 22, 2016 meeting as presented. CARRIED

3.0 ADOPTION OF PREVIOUS GOVERNACE & FINANCE COMMITTEE MINUTES 3.1. Minutes of the July 18, 2016 Meeting of the Governance & Finance Committee

Moved by Councillor Christensen that the governance and finance committee adopt the minutes of the FIN16-22July 18, 2016 meeting as presented.

CARRIED

4.0 DELEGATIONS There were no delegations.

5.0 PUBLIC INPUT ON AGENDA ITEMS None received.

Agenda Item 3.1

Governance and Finance Committee Meeting August 22, 2016 Page 11

Unapproved

Minutes approved by:

6.0 REPORTS 6.1 Council Remuneration Review Committee

Moved by Mayor Sorensen that the governance and finance committee direct administration to advertise FIN16-23for positions on the Council Remuneration Review Committee during the annual fall committee recruitment campaign for member appointment at the 2016 organizational meeting of council.

CARRIED

6.2 Committee Appointments Policy C019-1 – Proposed Changes – Mid-Term Vacancies The governance and finance committee discussed proposed changes to Committee Appointments Policy C019-1. The policy will be presented at a future meeting for council for further consideration and adoption. 6.3 Second Quarter Financial Statements & Forecast The report was received as information. 6.4 Fleet Capital Reserve

Moved Mayor Sorensen that the governance and finance committee recommend to council: FIN16-24i) a 10 year target transfer to the fleet capital reserve for the replacement of vehicles &

machinery/equipment as follows: 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026

320,000 328,224 336,659 345,312 354,186 363,289 372,625 382,202 392,024 402,099

ii) a one-time transfer from the General Capital Reserve to the Fleet Reserve of $442,000 to bring the 2016 Fleet Reserve Balance out of a deficit position.

CARRIED

6.5 Sewer Capital Reserve Moved by Councillor that the governance and finance committee recommend to council a 10 year target FIN16-25

transfer to the sewer capital reserve for the replacement of sewer system assets as follows:

(This represents a 6.1% increase over the budgeted 2016 transfer and to increase sewer rates by 6.1% per year until 2028 at which time rates can continue to increase at the level of Alberta CPI.)

CARRIED

6.6 Water Capital Reserve Moved by Councillor Christensen that the governance and finance committee recommend to council a FIN16-26

10 year target transfer to the water capital reserve for the replacement of water system assets as follows.

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 1,198,715 1,222,689 1,254,112 1,286,343 1,319,402 1,353,311 1,388,091 1,423,765 1,460,356 1,497,887

(This represents an inflationary increase equals to Alberta CPI over the forecasted 2016 transfer.) CARRIED

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 1,999,000 2,209,000 2,343,749 2,486,718 2,638,407 2,799,350 2,970,111 3,151,287 3,343,516 3,547,470

Governance and Finance Committee Meeting August 22, 2016 Page 12

Unapproved

Minutes approved by:

7.0 CORRESPONDENCE

None received.

8.0 PUBLIC INPUT ON AGENDA ITEMS None received.

9.0 ADJOURNMENT Moved by Councillor Canning to adjourn the meeting of the August 22, 2016 governance and finance FIN16-27

committee at 10:47 a.m. CARRIED

_______________________ _______________________ Karen Sorensen Tara Johnston-Lee Mayor Municipal Clerk

REQUEST FOR REVIEW Subject: Draft Body Worn Cameras Policy C8000

Presented to: Governance and Finance Committee Submitted by: Tony Clark/Al Macnaughton

Date: 2016 Agenda #: 6.1

RECOMMENDATION That the governance and finance committee review draft Body Worm Cameras Policy C8000 for discussion and feedback purposes prior to it being presented to council for consideration. BACKGROUND Reason for Report For the 2015 budget year, Council approved the purchase of a body worn camera (BWC) system for the Level I Community Peace Officers. The BWC system was purchased in late 2015 after consideration of a number of different vendor’s products. As part of the operation of a body worn camera, it is recommended to adopt a policy for the use of both the camera and the images. The use of BWCs in bylaw enforcement is relatively new. The primary purpose of using BWCs is to capture evidence arising from officer-citizen encounters. While this technology allows for the collection of valuable information, it opens up many questions about how to balance demands for accountability and transparency with the privacy concerns of those being recorded. Prior to the operational implementation of the BWCs, a number of legislative requirements and policy considerations are being addressed. Administration has submitted a comprehensive Privacy Impact Assessment to the Office of the Privacy Commissioner of Alberta to ensure that the Town has identified the privacy issues and risks associated with BWCs and that it has appropriate measures to mitigate these risks. . The BWC policy has been submitted to the Solicitor General of Alberta and it meets all of their specific requirements for the use of BWCs. The draft BWC policy is being presented to the governance and finance committee for their review and input prior to council consideration. Summary of Issue More and more enforcement agencies throughout North America are using both dash-mount cameras and BWCs as a part of their standard daily-use equipment. This tool is also being adopted by a number of bylaw departments in communities across Alberta. These cameras allow officers to collect superior evidence and provide them with an added element of safety. BWCs will be of use to Town of Banff Peace Officers during the course of many everyday duties. BWCs will be used effectively when responding to complaints including noise and aggressive animal issues where video evidence will be very compelling for both the investigating officer and the property and animal owners. Convincing video evidence may be collected while conducting moving traffic enforcement for violations such as speeding, distracted driving, and seat belt and stop sign infractions. BWCs will also be recording while officers are doing cash transports on behalf of other departments. Engagement with homeless transients and illegal campers is a very common

occurrence and often happens in some of the more remote areas within our town boundary where officer safety could be compromised. The expectation of Bylaw Services is that where required, BWCs will collect the best evidence to help ensure higher success rates in future prosecutions or ideally, provide such compelling evidence that prosecution can be avoided altogether. In developing the proposed policy, advice was sought out from numerous individuals, formal publications and other agencies including the Alberta Office of the Privacy and Information Commissioner, the Solicitor General of Alberta and the Town of Banff FOIP Coordinator. Key Privacy Policy Considerations The Town is a local public body for the purposes of FOIP and is required to comply with the requirements of that Act. In addition to the Act, in developing the BWC policy, administration has also considered Guidance for the Use of Body Worn Cameras by Law Enforcement Authorities document. This document was issued by the Privacy Commissioner of Canada and has been endorsed by the Information and Privacy Commissioner of Canada. The document highlights particular concerns including:

• Notifying the public • Continuous versus intermittent recording • Avoiding recording bystanders • Proper safeguards, retention, destruction and storage of BWC recordings • Use of video analytics, and • Individual access.

Each of the concerns in the Guidance document have been addressed in the policy.

1. Notification to the Public: Officers will be required to advise individuals when it is safe and practicable to do so that their interaction with officers is being video and audio recorded. In addition residents will be notified generally about the initiative on Banff.ca.

2. No continuous recording: the camera will be operated by the officer while responding to any call for service and during all enforcement related encounters while working alone. This primarily applies when the officer attends a private residence or business alone or when they are required to apprehend an at-large animal. The camera will not be on continuously while the officer is on duty. In the interest of privacy, the option of intermittent recording is preferred. The less time the BWCs are recording, the less personal information they will collect. Generally, it is difficult to justify continuous recording, and with a strict policy in place, the event-specific recording is the preferred option.

3. Bystanders: Officers will make every reasonable effort to capture only the relevant incident for which the body worn camera is in operation. Officers will be instructed to take all reasonable steps to avoid recording members of the public not subject to a bylaw enforcement investigation.

4. BWC recordings: The Town will take safeguards to ensure the personal information is stored and protected until it is destroyed in accordance with retention schedules.

5. Video Analytics: the Town has no current plans for engaging video analytics in conjunction with the use of BWCs.

6. Individual Access: Outside of officers, only four designated staff at the Town will have access to the footage. Footage will only be accessed in the case of an incident, or for training and review purposes. If a member of the public wishes to access a recording of themselves, they

can do so by following the procedures of the Freedom of Information and Protection of Privacy Act.

IMPLICATIONS OF DECISION Budget The BWC system was purchased in 2015.Assuming that the program sees ongoing success, there will be budget implications within 5 years for any anticipated upgrades and replacements of the system. Internal Resources There will be some anticipated troubleshooting assistance required from the IT department from time to time. Although the proposed policy will mitigate the unnecessary collection of private information, there may be FOIP requests related to information collected with BWCs. These requests will have to be reviewed by the FOIP coordinator. The Town Manager, Manager of Protective Services or the Manager of Human Resources may be required to view recorded footage as an appropriate line of inquiry in response to formal officer-related public complaints.

ATTACHMENTS A – Draft Body Worn Camera Policy C8000 B - Guidance for the use of Body Worn Cameras By Law Enforcement Authorities Circulation date: 2016 Submitted By:

2016.10.06

Tony Clark, Supervisor, Bylaw Services Reviewed By:

2016.10.06

Robert Earl, Town Manager

POLICY Body Worn Cameras

Policy C8000

Adopted by Council: Administrative Responsibility: Bylaw Services Council Resolution #: Last Review Date: 2016 Modified by Resolution #: Next Review Date: 2020 Replaces: New

1.0 POLICY 1.1 The Town of Banff Bylaw Services Department will use Body Worn Cameras (BWCs)

in an overt capacity in support of their enforcement duties and to enhance Officer safety. The Town of Banff will take reasonable steps to balance the privacy rights of individuals with the anticipated enforcement benefits of using the technology.

1.2 The purpose for using BWCs is to: (a) reduce safety risks to Officers working alone; (b) provide additional evidence; (c) augment current note taking practices and improve evidence documentation; (d) determine the accuracy of claims made by the public against Officers; (e) help de-escalate and reduce potential conflicts; and (f) provide greater insight into service delivery and identifying good practice.

2.0 PURPOSE The intent of this Policy is to guide employees in the use of BWCs in a way that balances the maximum benefits of this technology, without compromising the privacy rights of the public and employees.

3.0 DEFINITIONS 3.1 BWC means the Body Worn Camera equipment owned and operated by the Town

3.2 FOIP Act means the Freedom of Information and Protection of Privacy Act, S.A. 2000, C.F-25.

3.3 Officer means any Town of Banff Peace Officer appointed by the Town.

4.0 SCOPE 4.1 BWCs will be solely for the use of Town of Banff Peace Officers.

4.2 The provisions of this policy apply to all Officers appointed by the Town and anyone identified herein as having access to recorded information.

5.0 RESPONSIBILITIES 5.1 The Town Manager is responsible for:

a) Overseeing the implementation of this policy;b) Ensuring all municipal staff are aware of and understand this policy;c) Reviewing any complaints received from the public relating to this policy; andd) Reviewing and recommending policy changes where necessary.

Attachment 6.1a

Page 2 of 5

Body Worn Camera Policy

5.2 The Bylaw Services Supervisor will be responsible for:

a) The administration and enforcement of this policy; b) Managing BWC recordings; c) The training, maintenance, and use of the BWC system; d) Managing the access and security to BWC recordings; e) Managing requests for BWC that are submitted by other law enforcement agencies; f) Allocating, issuing, replacing, tracking the BWC devices, docking stations and

software; g) Assisting the FOIP Coordinator with FOIP requests; h) The record keeping associated with the BWC; and i) Reviewing and recommending policy changes where necessary.

5.3 Officers are responsible for:

a) Ensuring the BWCs policies and procedures are understood prior to equipment use; b) Following this policy in the course of their duties; c) The operation, maintenance and safekeeping of the BWC equipment; d) The record keeping associated with the BWC; and e) Reviewing and recommending policy changes where necessary.

5.4 Employees are responsible for the storage, protection and use of recorded information

as dictated by this policy, Freedom of Information and Protection of Privacy Act, and any other polices and bylaws of the Town.

6.0 USE OF BODY WORN CAMERAS

6.1 The BWC is only permitted to be used by the Officer in the course of regular duties.

6.2 A BWC issued to an Officer is considered part of the uniform and Personal Protection Equipment for the Officer and should be worn as per this policy.

6.3 At the start of each shift, the Officer shall ensure that the BWC is working correctly, check that the battery is charged and that the date and time stamp are accurate.

6.4 Any malfunction of the equipment must be reported immediately to the Bylaw Services

Supervisor.

7.0 RECORDING 7.1 When working outside of the office, an Officer’s BWC should be powered on and

ready for activation.

7.2 The following guiding principles should be followed when determining when to record: a) When conducting moving traffic enforcement, the Officer will activate the BWC and

continue to record for the duration of the operation. b) When responding to an action request, the Officer will activate the BWC and

continue to record until he leaves the location of the incident. c) If an Officer enters any situation where conflict of any type is possible, the Officer

should activate his BWC and continue to record until the event has completely finished.

d) Should an Officer unforeseeably become involved in, or witness any event or situation of significance to his duties, if safe and practicable to do so, the Officer will activate the BWC and continue to record until the event is completely over.

Page 3 of 5

Body Worn Camera Policy

e) Using their discretion, an Officer may choose to activate the BWC at any time; however, the Officer must be able and prepared to articulate their reasons for doing so.

7.3 As far as practicable, every effort should be made to minimize the recording of bystanders and persons not involved in an incident.

8.0 EXCEPTIONS TO RECORDING 8.1 The decision to stop recording an incident is ultimately at the discretion of the Officer,

however in all cases where recording is stopped early, the Officer must be able and prepared to articulate the reasons for doing so. Extra consideration should be given in the following circumstances:

a) Where an individual requests that the recording be stopped: Individuals may object to being recorded. In these cases the Officer should explain the reasons that the recording is being made (i.e. to safeguard both the Officer and the members of the public). While in most cases the Officer should continue recording, they may choose to cease recording if the situation warrants it. This includes, but is not limited to:

i) Respecting the wishes of persons expressing sensitivities connected with culture or faith that would prohibit recording.

b) Where entering a private dwelling: Additional privacy concerns exist when entering a private dwelling. Therefore, it is important that an Officer should not record inside a private dwelling without the consent of the resident.

c) When dealing with vulnerable victims of a crime: It is not anticipated that the Officer will encounter or interview victims of a crime during the course of regular duties, however, in the event that it does take place the explicit consent of the victim must be obtained prior to recording.

9.0 NOTIFYING THE PUBLIC

9.1 Where practical and safe to do so, the Officer will make efforts to inform the public if/when they are being recorded.

10.0 STORAGE OF MEDIA 10.1 The recorded information will be stored on a secure file server managed by the Town

of Banff Information Technology Department until the files are automatically or manually disposed as dictated by this policy.

10.2 All recorded information will be uploaded by the Officer from their BWC onto a secure file server and filed under the appropriate category in the data base.

10.3 The database will consist of categories relating to common enforcement duties of the department. Examples of categories will include but are not limited to; “Parking”, “Moving Traffic”, “Animal Control”, “Community Standards”, “Camping”, “Streets”, “Immaterial” and “Officer Conduct”.

10.4 Any recorded information that is related to a complaint regarding officer conduct, will be filed under the category “Officer Conduct”.

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Body Worn Camera Policy

10.5 Any recorded information collected when responding to an action request or during a pro-active investigation that contains no personal information or no evidence to the investigation will be filed under the category “Immaterial”.

11.0 RETENTION

11.1 Recorded information will be retained in accordance with this policy and then disposed of in a secure manner in accordance with the Town’s records management policies.

11.2 Recorded information that has been saved under any category other than “Officer Conduct” or “Immaterial” will be retained for 1095 days (3 years) in accordance with the Town of Banff Records Retention Bylaw.

11.3 Recorded information stored under the category “Officer Conduct” will be retained for

1825 days (5 years), in accordance with the Alberta Peace Officer Regulation Files stored under the category “Immaterial” will be retained for 21 days.

11.4 Any recorded information to be used in legal proceedings or disclosed for any other reason in accordance with the FOIP Act will be designated as “Protected” by the Bylaw Services Supervisor and retained for a minimum of 365 days from the date of the disclosure, even if the original retention period has expired.

11.5 The Bylaw Services Supervisor will periodically review “Protected” files for which the retention period has expired. If there is no reason for continued retention, the recorded information will be manually disposed of from the database.

11.6 Only the Town Manager and Bylaw Services Supervisor are authorized to manually dispose of recorded information from the database.

12.0 ACCESS TO RECORDED INFORMATION Access by Municipal Staff

12.1 Read-only access to BWC recorded information is strictly limited to Officers and the Town Manager, unless permitted by another provision within this policy.

12.2 The Town Manager, Manager of Protective Services or the Manager of Human Resources may use recorded footage as an appropriate line of inquiry in response to formal complaints received by the public.

12.3 Recorded information will not be used for the purpose of evaluating employee performance, except in the case that it is relevant to a public complaint against an officer.

12.4 The FOIP Coordinator may review files when responding to an access to information request.

Access by the Public 12.5 If a member of the public wishes to access a recording, they can do so by following the

procedures of the FOIP Act.

12.6 BWC recorded information may be disclosed in order to comply with an enactment of Alberta or Canada.

12.7 In all cases, recordings must be viewed at Town Hall during regular business hours. Copies will not be produced for any person unless a court directs otherwise.

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Body Worn Camera Policy

Access by Other Government or Law Enforcement Agencies 12.8 If a law enforcement agency wishes to access a recording, they can do so by following

the procedures of the FOIP Act.

12.9 At the discretion of the Bylaw Services Supervisor or the Town Manager, BWC recorded information may be disclosed to other law enforcement agencies for the purpose of assisting in an investigation :

(a) undertaken with a view to a law enforcement proceeding, or (b) from which a law enforcement proceeding is likely to result.

12.10 Personal information will not be disclosed to a law enforcement agency when the

agency cannot provide definite and focused information as to why the disclosure is needed.

13.0 RELATED DOCUMENTS 13.1 FOIP Request to Access Information Request Form 13.2 FOIP Law Enforcement Disclosure Form

This policy shall be in effect on the date it is approved by resolution of Council.

Karen Sorensen Mayor

Robert Earl Town Manager

GUIDANCE FOR THE USE OF

BODY-WORN CAMERAS BY LAW ENFORCEMENT AUTHORITIES

This guidance document aims to identify some of the privacy considerations law enforcement authorities should take into account when deciding whether to outfit law enforcement officers with body-worn cameras. Also described is the privacy framework that should be part of any law enforcement body-worn camera program in order to ensure compliance with Canada’s personal information protection statutes.

This document is endorsed by:

Office of the Privacy Commissioner of Canada

Office of the Information and Privacy Commissioner of Alberta

Office of the Information and Privacy Commissioner for British Columbia

Manitoba Ombudsman

Office of the Access to Information and Privacy Commissioner - New Brunswick

Office of the Information and Privacy - Newfoundland and Labrador

Office of the Information and Privacy Commissioner of the Northwest Territories

Nova Scotia Freedom of Information and Protection of Privacy Review Office

Office of the Information and Privacy Commissioner of Nunavut

Office of the Information and Privacy Commissioner of Ontario

Office of the Information and Privacy Commissioner of Prince Edward Island

Commission d’accès à l’information du Québec

Office of the Saskatchewan Information and Privacy Commissioner

Office of the Yukon Information and Privacy Commissioner

1

Guidance for the use of body-worn cameras by law enforcement authorities

Introduction This guidance document aims to identify some of the privacy considerations law enforcement authorities1 (LEAs) should take into account when deciding whether to outfit law enforcement officers with body-worn cameras (BWCs). Also described is the privacy framework that should be part of any law enforcement BWC program in order to ensure compliance with Canada’s personal information protection statutes. This guidance is meant to support LEAs in developing policies and procedures governing the use of BWCs. It relates to the overt use of BWCs, that is, BWCs that are used in view of the public and with the understanding that the public has been informed of their deployment. The covert use of BWCs is not addressed through this guidance. This document was developed by the Office of the Privacy Commissioner of Canada in collaboration with the privacy oversight offices in Alberta, New Brunswick, and Quebec and in consultation with the privacy oversight offices in British Columbia, Manitoba, , Newfoundland and Labrador, Northwest Territories, Nova Scotia, Nunavut, Ontario, Prince Edward Island, Saskatchewan and Yukon. Apart from requirements under personal information protection statutes, the use of BWCs can implicate other obligations of which LEAs need to be aware. For example, BWCs can record video images, sound and conversations with a high degree of clarity. Thus, there may be additional concerns raised under the Canadian Charter of Rights and Freedoms, the Criminal Code, or provincial legislation2, for example, whether the use of BWCs in any given context intrudes on the public’s reasonable expectation of privacy or constitutes an interception of private communications, including in places accessible to members of the public. LEAs also need to be mindful of additional legal implications whenever images and sound are recorded in private spaces, such as inside people’s homes or vehicles.

BWCs and privacy BWCs are recording devices designed to be worn on a law enforcement officer’s uniform, which can include glasses or helmets. They provide an audio-visual record of events from an officer’s point of view as officers go about their daily duties. The high-resolution digital images allow for a clear view of individuals and are suited to running video analytics software, such as facial recognition. Microphones may be sensitive enough to capture not only the sounds associated with the situation being targeted but also ambient sound that could include the conversations of bystanders.

1 This constitutes government agencies responsible for enforcing laws and includes, but is not limited to, police forces. 2 For example, in Québec, the Charter of Human Rights and Freedoms or the Civil Code of Québec.

2

BWC technology represents a significant increase in sophistication from the early days of fixed cameras, when CCTV systems were being widely adopted and could only record images and not sound. At that time, a number of Canadian privacy oversight offices issued video surveillance guidelines for the public sector, which are set out at the end of this document. While the basic privacy principles around video surveillance remain the same, the environment is now much more complex. As surveillance technologies evolve, ever larger amounts of personal information (both video and audio) are being collected in increasingly diverse circumstances (both static and mobile) with the potential of being linked with yet other personal information (e.g. facial recognition, metadata). It is understandable that LEAs would want to consider using new technologies to aid them in performing their duties. At the same time, however, BWC technology poses serious implications for individuals’ right to privacy. We believe that addressing privacy considerations from the outset can allow an appropriate balance to be achieved between the needs of law enforcement and the privacy rights of individuals.

Body-worn cameras capture personal information Canadian personal information protection statutes generally define personal information as being “about an identifiable individual.”3 Under Québec’s Act Respecting Access to Documents Held by Public Bodies and the Protection of Personal Information, personal information is “any information which relates to a natural person and allows that person to be identified.” Generally speaking, the aim of a BWC program is to record law enforcement officers’ interactions with the public in the course of their duties. BWCs are generally used for collecting evidence, and protecting officers against unfounded allegations of misconduct. Another significant argument for BWCs is enhancing officer accountability and professionalism. Given this context, and the increasing quality of recordings and sensitivity of microphones, the images and sound captured by BWCs for the most part will be about identifiable individuals. The recordings will thus be considered to contain personal information and will be subject to Canada’s personal information protection statutes.

In addition to images and sound, BWCs can also generate metadata, which can include transactional information about the user, the device and the activities taking place. Metadata can include date, time, location and duration of the recorded activities, which, when connected to an identifiable individual, can be personal information4.

What is the right balance between privacy and law enforcement needs? There are various reasons why a LEA might contemplate adopting BWCs. LEAs could view the use of BWCs as bringing about certain benefits to policing or other enforcement activities. For 3 The case law at the federal level has generally held that information will be about an identifiable individual if it permits or leads to the possible identification of the individual, whether alone or in combination with other available information. 4 For further information on metadata, please see the Ontario OIPC’s “A Primer on Metadata: Separating Fact from Fiction” and/or the OPC’s “The Risks of Metadata”

3

example, in addition to being used to collect evidence, BWCs have been associated with a decrease in the number of public complaints against police officers as well as a decrease in the use of force by police officers. At the same time, BWCs have significant privacy implications that need to be weighed against the anticipated benefits. As the Supreme Court of Canada has noted5, an individual does not automatically forfeit his or her privacy interests when in public, especially given technological developments that make it possible for personal information “to be recorded with ease, distributed to an almost infinite audience, and stored indefinitely”. And as the Supreme Court added more recently, the right to informational privacy includes anonymity which “permits individuals to act in public places but to preserve freedom from identification and surveillance.”6

The use of BWCs inside private dwellings brings up special considerations, such as the higher likelihood that individuals will be recorded in highly personal situations. Before proceeding with a BWC program, LEAs should identify their lawful authority for collecting personal information using BWCs. Generally, under public sector personal information protection statutes, public bodies may only collect the information they need to meet the purposes of their mandated programs and activities. As a second step, LEAs should evaluate whether the anticipated benefits of adopting BWC technology outweigh the resulting privacy intrusions. In other words, is it appropriate to equip officers with cameras given the privacy implications they raise?

Privacy oversight offices have found it useful to use a four-part test to evaluate whether a proposed measure can be justified despite an intrusion on individual privacy. The test of “what a reasonable person would consider appropriate in the circumstances” provides a useful basis for LEAs in setting out the rationale for adopting BWCs. LEAs should be guided by this four-part test as set out below in determining whether to implement BWCs.

Necessity There must be a demonstrable operational need that a BWC program is meant to address. What operational needs do LEAs have for which BWCs are a solution? BWCs should not be adopted simply because they may be considered a popular enforcement tool. They must be judged necessary to address specific operational circumstances in the jurisdiction they are deployed in. Effectiveness Are BWCs likely to be an effective solution to the operational needs that have been identified? LEAs should be mindful of the limitations of technology. Aspects of incidents may happen out of camera range, sound recordings may be incomplete due to range or background noise, or human error may compromise the usefulness of recordings and diminish their effectiveness. If recordings are meant to be used as evidence in court proceedings, LEAs should consider the requirements identified by Courts for accepting recordings as evidence as well as the evidence collection and retention measures proposed to ensure those requirements are satisfied.

5 Alberta (Information and Privacy Commissioner) v. United Food and Commercial Workers, Local 401, 2013 SCC 62 at para. 27. 6 R. v. Spencer, 2014 SCC 43

4

Proportionality

Without a doubt, the use of BWCs will result in a loss of privacy because recording individuals’ actions and conversations is inherently privacy invasive. As such, any privacy intrusion must be minimized to the extent possible and offset by significant and articulable benefits. With new technology, it may be difficult to foresee the full spectrum of positive and negative effects on day-to-day enforcement and the community being served. Undertaking a pilot project is highly recommended as a practical way of evaluating the privacy impacts of BWCs in relation to their benefits, before deciding whether or not to deploy them, how broadly, and in what circumstances.

Alternatives A final consideration is whether a less privacy-invasive measure would achieve the same objectives. While there may be a business case for a BWC program, alternative measures should be considered to see whether they can adequately address operational needs with less adverse impact on privacy. The least privacy invasive measure is the preferred choice.

Privacy Impact Assessments As a highly recommended best practice, a Privacy Impact Assessment (PIA) should be completed prior to the use of BWCs to help identify the potential privacy risks of the BWC program. A PIA can be invaluable in helping LEAs eliminate those risks or reduce them to an acceptable level. For example, there may be additional considerations, such as context and cultural sensitivities, that should be considered in deciding whether to use BWCs in particular situations. A PIA should include a plan for consulting and engaging with the community where BWCs are to be deployed.

LEAs can also seek the aid of privacy experts before implementing a BWC program. Privacy experts can study the proposed use of BWCs in the community to ensure that any collection and use of personal information is done with a view to upholding obligations under privacy legislation. Secondary uses Employee privacy should also be taken into account. BWCs can capture law enforcement officers’ personal information, which is protected under most public sector privacy laws. Potential areas of concern include using BWC recordings to support employee performance evaluations. Employees may also have privacy rights under other laws and collective agreements that may affect a BWC program.

If use of recordings is contemplated for any purposes that are supplementary to the main BWC program purposes, for example, officer training, research, or performance evaluation, these secondary purposes need to be reviewed to ensure compliance with applicable legislation, and employees need to be well informed of them. In addition, criteria should be established to limit

5

the privacy impact, such as blurring of faces and any identifying marks, and excluding recordings with sensitive7 content. Pilot projects The considerations in implementing a BWC program are complex, and pilot projects are recommended as an important precursor to widespread adoption. It is generally good practice, when deploying new technologies, to try them out in the field on a limited basis. If a LEA decides that adopting BWCs is appropriate, a pilot project would demonstrate how BWCs actually perform in their specific environment and whether this technology produces useful results that satisfy the intent of the program. The pilot project could also inform the crafting of a clear policy framework, applicable training requirements, and required supervision. Evergreening PIAs After a BWC program has been adopted, additional PIAs are recommended as a best practice any time significant modifications to the program are contemplated. Significant modification would include a new collection of personal information and the introduction of new technologies or analytical tools.

Notifying the public LEAs should make a reasonable effort to inform the public that officers are equipped with BWCs and that people’s actions and words may be recorded when they interact with, or are in the vicinity of, law enforcement officers. Transparency is integral to the public’s ability to exercise their rights under privacy laws.

Public awareness of the use of BWCs can be raised through the local media, social media campaigns, and on LEA websites. Individuals should be advised if BWCs are used, for what purpose, in what circumstances, under what authority and who they can contact in case of questions. As part of their commitment to fostering public awareness, LEAs should consider reminding the public that individuals have a right to access their own personal information, as well as a right to request access to information generally under freedom of information laws that apply to BWC recordings.

Notification is also important in encounters between law enforcement officers and the public. Should non-uniformed officers use BWCs, there is an increased risk that the public will be unaware that recording may potentially take place.

While BWCs are visible on the officer’s uniform or glasses, they may not be noticed by individuals, particularly in stressful situations. Individuals also may not be aware that sound is being recorded in addition to images.

7 LEAs should determine criteria for designating sensitive content, with input from the affected community, and ensure a higher level of protection for such recordings.

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Law enforcement officers should be required to notify people of recording both images and sound whenever possible. Officers could make a short statement that meets notice requirements under applicable legislation in their jurisdiction. A prominent pin or sticker on the officer’s uniform could also be an option depending on the circumstances.

Continuous versus intermittent recording One of the most important operational decisions LEAs must make in implementing a BWC program is whether BWCs should record continuously or whether officers should have the discretion or duty to turn them on and off, and, in either scenario, under what circumstances. These choices have important implications for privacy. From an accountability perspective, continuous recording may be preferable because it captures an unedited recording of an officer’s actions and the officer cannot be accused of manipulating recordings for his or her own benefit. However, from a privacy perspective, collecting less or no personal information is always the preferred option. The less time BWCs are turned on, the less personal information they will collect. Minimizing the personal information collected decreases the risk that personal information will be used or disclosed for inappropriate or unintended purposes. This applies both to members of the public whose personal information is recorded by BWCs as well as law enforcement officers. There may be times during an officer’s workday that having the camera turned on would not capture any information related to evidence collection or any other stated purpose of the BWC program, for example, when the officer is “standing by” or doing paperwork. LEAs also have a responsibility to respect officers’ personal privacy when off-duty or on personal time. As for recording the public, LEA programs should take into account situations that merit heightened privacy protections, such as when officers enter private dwellings.

In general, it will be difficult for LEAs to justify the necessity of continuous recording. Recording may be more readily justified, however, in relation to carefully defined incidents or operational requirements.

If intermittent recording is implemented, there should be strict criteria for turning cameras on and off, including criteria for determining whether the officer should have control in turning the cameras on or off, or whether this should be done remotely.

The criteria developed should take into account fundamental freedoms, human rights, cultural sensitivities and any significant concerns expressed by the affected community.

Try to avoid recording bystanders

The criteria for activating cameras should address the need to minimize, to the extent possible, the recording of innocent bystanders or innocuous interactions with the public. Admittedly, it may not be possible to completely eliminate capturing images and audio of bystanders and other non-targeted individuals. With regard to recordings that are not implicated in an investigation (i.e. non-flagged recordings), setting and respecting limited and appropriate retention periods, and restricting access and viewing to a need-to-know basis will help mitigate the privacy implications.

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With regard to recordings that have been flagged for use as evidence or for another previously specified purpose, technical means should be employed to mitigate the privacy risk. Within the rules of evidence, and in particular, the jurisprudence with respect to the reliability of evidence, images of bystanders and other non-targeted individuals should be anonymized, for example, through face blurring, and the distortion of sound wherever possible.

If images and/or audio are shared with the public for the purpose of identifying someone, other persons in the images should be obscured, with measures taken to safeguard the evidentiary integrity and reliability of the recording.

Proper safeguards, retention, destruction and storage of BWC recordings Under privacy legislation, LEAs are responsible for protecting personal information from unauthorized access or use, disclosure, copying, modification and destruction, as well as loss and theft. Reasonable steps must be taken to safeguard recordings, such as:

• encrypt recordings and store them on a secure server; • restrict access to recordings, on a need to know basis; • edit-proof video and audio; and, • implement an audit trail to provide assurance that recordings have not been modified or

accessed inappropriately. LEAs contemplating storing BWC recordings in the cloud should be mindful of potential security concerns as well as any legal constraints that may apply in their jurisdiction. For example, British Columbia’s Freedom of Information and Protection of Privacy Act and Nova Scotia’s Personal Information International Disclosure Protection Act may not allow public bodies to store personal information outside of Canada. Québec’s Act Respecting Access to Documents Held by Public Bodies and the Protection of Personal Information imposes certain conditions on the storage of personal information outside the province. In light of the significant privacy implications of BWCs, strict retention periods should be imposed, taking into account the requirements of all applicable legislation. Setting and respecting retention periods will limit any opportunities for inappropriate disclosure or misuse of the information, including the potential for monitoring individuals without reasonable suspicion or probable cause. Retention policies for flagged recordings, including recordings to be used as evidence, should be consistent with applicable laws, such as the Canada Evidence Act and the applicable Police Services Act. Under Canada’s privacy laws, personal information that has been used in making a decision affecting an individual needs to be retained for a sufficient period so as to afford individuals a reasonable opportunity to access it and challenge its accuracy. Recordings that have not been flagged as relevant to an investigation or potential legal action should have the shortest possible retention period.

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When the retention period is up, recordings should be disposed of in a secure manner in accordance with applicable policies8 and regulations. There should be systems in place to ensure that safeguarding, retention and destruction policies are respected.

Use of video analytics Any plans to use video analytics in conjunction with BWCs should be carefully considered with regards to the initial justification of the program. With advances in technology, we are gaining increasing ability to search and analyze digital footage in increasingly sophisticated ways. Databases of camera footage can be mined for information about specific individuals or specific activities. Previously anonymous individuals can be identified and tracked. Technologies such as licence plate recognition, facial recognition and pattern recognition can be used in identifying, tracking and compiling dossiers on individuals. LEAs’ use of video analytics technology raises additional privacy concerns that require further scrutiny and care beyond the scope of this guidance. At this time, we simply observe that if the use of such analytics can be justified under privacy laws, the capability to analyze recordings must be carefully managed so as not to exceed the documented purposes of the BWC program. Integrating recordings with video or audio analytics should only be considered on a case-by-case basis, under very limited circumstances to be determined by the head of the LEA involved, and subject to a new PIA as necessary.

Individual access Federal, provincial and territorial privacy laws grant individuals a right of access to their personal information, including that contained in audio and video recordings made using BWCs. This right is subject to specific exemptions such as law enforcement and investigation.9 Under freedom of information legislation, individuals have the right to request access to information held by public bodies. LEAs should establish a process for responding to requests for information contained in BWC recordings. When providing access, care should be taken to ensure that the personal information of individuals other than the requester, such as their image and/or voice, wherever possible, is protected.

8 At the federal level, please refer to Community Security Establishment’s IT Security Guidance document “Clearing and Declassifying Electronic Data Storage Devices”and the OPC’s “Personal Information Retention and Disposal: Principles and Best Practices.” In Québec, please see the “Guide to the destruction of documents that contain personal information” published by the Commission d’accès à l’information du Québec. 9 Please address any questions about specific exemptions to the privacy oversight office in your jurisdiction.

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Documenting policies and procedures As part of any BWC program, LEAs should establish written policies and procedures that clearly identify the program objectives and set out the rules governing the program. These policies and procedures should include the elements listed below. Governance and accountability

• The rationale for deploying BWCs, including the program purposes and operational needs.

• The legislative authorities for collecting personal information under the program. • Roles and responsibilities of staff with regard to BWCs and their recordings. • Criteria for context-specific continuous recording and/or turning BWCs on and off, as

applicable. • Provision for an operational guide and training for employees to ensure that officers

understand the privacy implications of BWCs and are aware of their responsibilities under these policies and procedures.

• Privacy protections for employees whose personal information is captured by BWCs. • The allocation of responsibility for ensuring that BWC policies and procedures are

followed, with overall accountability resting with the head of the organization. • The consequences of not respecting the policies and procedures. • Individuals’ right of recourse. Individuals should be informed that they have a right to

make a complaint to the LEA’s privacy oversight body regarding the management of a recording containing personal information to determine whether a breach of privacy law has occurred.

• The requirement that any contracts between LEAs and third-party service providers specify that recordings remain in the control of LEAs and are subject to applicable privacy laws.

• A provision for regular internal audits of the BWC program to address compliance with the policy, procedures and applicable privacy laws. The audit should include a review of whether BWC surveillance remains justified in light of the stated purposes of the program.

• In jurisdictions with a PIA policy, a provision for PIAs whenever there are significant modifications to the program.

• The name and contact information of an individual who can respond to questions from the public.

Use and disclosure of recordings

• The circumstances under which recordings can be viewed. Viewing should only occur on a need-to-know basis. If there is no suspicion of illegal activity having occurred and no allegations of misconduct, recordings should not be viewed.

• The purposes for which recordings can be used and any limiting circumstances or criteria, for example, excluding sensitive content from recordings being used for training purposes.

• Defined limits on the use of video and audio analytics.

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• The circumstances under which recordings can be disclosed to the public, if any, and parameters for any such disclosure. For example, faces and identifying marks of third parties should be blurred and voices distorted wherever possible.

• The circumstances under which recordings can be disclosed outside the organization, for example, to other government agencies in an active investigation, or to legal representatives as part of the court discovery process.

Safeguards and response to breaches

• The security safeguards employed to ensure that recordings are not inappropriately accessed or altered.

• A mechanism for dealing with any breaches whereby personal information is accessed without authorization or disclosed contrary to the provisions of applicable privacy laws.

Access to recordings by individuals

• A process for responding to requests for access10 to recordings, including access to personal information and access to information requests under freedom of information laws, as well as individuals’ requests for correction of their personal information. This includes the name and contact information of the individual to whom such requests for access to should be directed.

Retention and destruction of recordings

• Retention periods and disposal provisions.

These policies and procedures should be made available to the public to promote transparency and accountability. Demonstrating to the public that policies and procedures exist and officers are accountable for following them is essential to ensuring that individuals’ privacy rights are adequately protected. The documentation should also reflect evidence of community consultation and engagement as well as an understanding of cultural sensitivities.

Conclusion

BWCs record not only the actions and speech of an individual, but also individuals’ associations with others within recording range, including friends, family members, bystanders, victims and suspects. The recording of individuals through the use of BWCs raises a significant risk to individual privacy, and LEAs must be committed to only deploying BWCs to the degree and in a manner that respects and protects the general public’s and employees’ right to personal privacy.

10 LEAs should have the capability to redact third party personal information to facilitate access, for example, blurring of faces.

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References Tony Farrar and Dr. Barrar Ariel. “Self-awareness to being watched and socially-desirable behavior: A field experiment on the effect of body-worn cameras on police use-of-force, ”Police Foundation, March 2013.

David A. Harris. “Picture this: body worn video devices (“Head cams”) as tools for ensuring fourth amendment compliance by police,” University of Pittsburgh School of Law, April 2010.

The Honourable Frank Iacobucci. “Police Encounters with People in Crisis,” An independent review conducted for Chief of Police William Blair, Toronto Police Service. July 2014.

Police Executive Research Forum. “Implementing a Body-Worn Camera Program.” U.S. Department of Justice, Community Oriented Policing Services, 2014.

Jay Stanley. “Police Body-Mounted Cameras: With Right Policies in Place, a Win For All,” ACLU, October 2013.

The Urban Institute Justice Policy Center. “Using Public Surveillance Systems for Crime Control and Prevention: A Practical Guide for Law Enforcement and Their Municipal Partners,” September 2011.

U.K. Home Office. “Surveillance Camera Code of Practice,” June 2013.

U.S. Department of Justice. “A Primer on Body-Worn Cameras for Law Enforcement,” Office of Justice Programs, National Institute of Justice, September 2012.

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Public sector video surveillance guidance from Canadian privacy oversight bodies

Office of the Information and Privacy Commissioner for British Columbia. “ Public Sector Surveillance Guidelines,” 2014.

Office of the Information and Privacy Commissioner of Saskatchewan. “Guidelines for Video Surveillance by Saskatchewan Public Bodies.”

Office of the Manitoba Ombudsman. “Video Surveillance Guidelines.” February 2015.

Office of the Information and Privacy Commissioner of Ontario. “Guidelines for the Use of Video Surveillance Cameras in Public Places,” 2007.

Commission d’accès à l’information du Québec. “Rules for use of surveillance cameras with recording in public places by public bodies,” June 2004.

Office of the Access to Information and Privacy Commissioner of New Brunswick. “Best Practice – Video Surveillance,” April 2014. Office of the Information and Privacy Commissioner for Newfoundland and Labrador. “Guidance for the Use of Video Surveillance Systems in Schools,” February 2013. Office of the Information and Privacy Commissioner for Newfoundland and Labrador. “Guidelines for Video Surveillance by Public Bodies in Newfoundland and Labrador,” May 2005. Nova Scotia Freedom of Information and Protection of Privacy Review Office. “Freedom of Information and Protection of Privacy Review Office Video Surveillance Guidelines.” Office of the Yukon Information and Privacy Commissioner. “Guidance for Public Bodies on the Use of Video Surveillance,” 2014 Office of the Privacy Commissioner of Canada. “OPC Guidelines for the Use of Video Surveillance of Public Places by Police and Law Enforcement Authorities, ”March 2006.

REQUEST FOR REVIEW Subject: Proposed Travel Guidelines Policy C048 Revisions

Presented to: Governance and Finance Committee Submitted by: Chris Hughes, Senior Accountant

Date: October 11, 2016 Agenda #: 6.2

RECOMMENDATION That the governance and finance committee review the proposed revisions to Travel Guidelines Policy C048 for discussion purposes prior to it being presented to council for consideration. BACKGROUND Reason for Report As part of the comprehensive review of Town policies, administration has determined that Policy C048 – Travel Guidelines is outdated and requires review. Summary of Issue The existing Travel Guidelines Policy was originally approved in 1989 by the Banff School District and has seen a number updates since. The most recent update however was in October of 2005 Changes to certain clauses in the policy are presented for consideration to bring the policy in line with current practice, provide clarity and to change the scope. Proposed changes can be found in appendix A – Side by Side Comparison. ATTACHMENTS Appendix A – Side by Side Bylaw Comparison Appendix B – Red Line Version of Policy C048 – Travel Guidelines Circulation date: June 2016 Submitted By:

2016.10.05

Chris Hughes, Senior Accountant Reviewed By:

2016.10.05

Robert Earl, Town Manager

Current Section New Section Comment 2. a) ii) If a fleet vehicle is not available orpractical, personally owned vehicles may be used for authorized travel. Kilometerage (also known as “mileage”) expenses will be reimbursed upon submission of logged kilometers at the rate calculated annually by the Treasury Board of Canada as of January 1 of each year. The Manager of Corporate Services will ensure this rate is posted in common areas accessible to all Councilors and employees.

2. a) ii) If a fleet vehicle is not available or practical, theemployee will be compensated for the lesser of the cost of taking a rental vehicle or their personally owned vehicle if a personal vehicle is used. Personally owned vehicle expenses will be reimbursed on a per kilometer rate upon submission of logged kilometers. The kilometric rate will be the rate calculated annually by the Treasury Board of Canada as of January 1 of each year. The Manager of Corporate Services will ensure this rate is posted in common areas accessible to all Councilors and employees.

Change reflects intent of current practice but formalizes that employees claim the lesser cost of a person vehicle or a rental car

2.(a)iii. Employees using a personally owned vehicle for Town of Banff business shall carry adequate personal vehicle insurance. In the event on an accident the employee shall be responsible for all costs including insurance deductible.

Employees using a personally owned vehicle to travel for Town of Banff business shall carry adequate personal vehicle insurance. In the event on an accident the employee shall be responsible for all costs including insurance deductible.

Suggest adding wording for clarification purposes.

2.(a)iv. Employees using a personally owned vehicle for Town of Banff business who incur extraordinary cleaning costs for the vehicle in the course of working may apply for reimbursement.

Removed Suggest removal. Not common practice.

2. b) Other Travel Compensation The Town of Banff will reimburse the following expenses upon submission of receipts or allow the charging of the following expenses to a Town of Banff credit card in accordance with Policy C092 – Corporate Credit Card:

2. b) Other Travel Compensation The Town of Banff will reimburse the following expenses upon submission of receipts or allow the charging of the following expenses to a Town of Banff credit card.

Policy C092 has been repealed.

Attachment 6.2A

2. b) ii) Reasonable meal costs and associated gratuities;

2. b) ii) Reasonable meal costs and associated gratuities up to the following daily maximum amounts per person: Breakfast - $25 Lunch - $30 Dinner - $45;

The revised wording provides some clarity around what would be considered “reasonable” in terms of meal cost reimbursement. The proposed per meal amounts are comparable to other Alberta municipal policies.

Current Section New Section Comment 2. c) v) Additional expenses related to travelling with a spouse or other guests, except for when authorized by Policy C076 – Council Compensation.

2. c) v) Additional expenses related to travelling with a spouse or other guests, except for when authorized by Policy C076-2 – Council Remuneration.

Updated title of referenced policy.

Exceptions to Section 2(c)(i) – (vi) may be made at the discretion of: Council, with respect to Town Manager expenses; or The Town Manager or designate, with respect to employee expenses.

Exceptions to Section 2 may be made at the discretion of: Council, with respect to Town Manager expenses; or The Town Manager or designate, with respect to employee expenses.

Change broadens the scope of the possible exceptions that could be allowed.

3. RELATED POLICIES C092 – Corporate Credit Card

3. RELATED POLICIES C076-2 – Council Remuneration

Change removes reference to the Corporate Credit Card Policy and adds reference to the Council Remuneration Policy

TOWN OF BANFF POLICY

POLICY # : C048 POLICY TITLE: Travel Guidelines AUTHORITY COU05-235 AUTHOR Hyde/Corporate Services

1. POLICY STATEMENTThis policy establishes guidelines for employees authorized to travel on Town of Banffbusiness.

2. PROCEDURESa) Vehicle Use and Compensation

i) Employees authorized to travel on Town of Banff business will, whenever possible, usea vehicle from the Town of Banff vehicle fleet. Fuel for fleet vehicles will be obtainedfrom the Parks Canada fuelling facility. When this is not possible, fuel purchases will bereimbursed upon submission of receipts.

ii) If a fleet vehicle is not available or practical, the employee will be compensated for thelesser of the cost of taking a rental vehicle or their personally owned vehicles may beused for authorized travelif a personal vehicle is used. Personally owned vehicleexpenses will be reimbursed on a per kilometer rate upon submission of loggedkilometers. The kilometric rate will beKilometerage (also known as “mileage”) expenseswill be reimbursed upon submission of logged kilometers at the rate calculated annuallyby the Treasury Board of Canada as of January 1 of each year. The Manager ofCorporate Services will ensure this rate is posted in common areas accessible to allCouncillors and employees.

iii) Employees using a personally owned vehicle to travel for Town of Banff business shallcarry adequate personal vehicle insurance. In the event on an accident the employeeshall be responsible for all costs including insurance deductible.

iv)Employees using a personally owned vehicle for Town of Banff business who incur extraordinary cleaning costs for the vehicle in the course of working may apply for reimbursement.

b) Other Travel CompensationThe Town of Banff will reimburse the following expenses upon submission of receipts or allow the charging of the following expenses to a Town of Banff credit card. in accordance with Policy C092 – Corporate Credit Card:

i) Reasonable accommodation costs;ii) Reasonable meal costs and associated gratuities up to the following daily maximum

amounts per person;:Breakfast - $25 Lunch - $30

ii) Dinner - $45;

Formatted: Bullets and Numbering

Formatted: Indent: Left: 0.75", No bullets ornumbering

Attachment 6.2b

Town of Banff Policy C048 – Travel Guidelines Page 2 of 3

iii) Economy class airfares, and train or bus tickets required for travel to and from thedestination, or, if estimated costs are expected to be less, a rental car for travel to, fromand within the destination;

iv) Airport fees;v) Travel insurance;vi) Taxi fares and associated gratuities;vii) Parking;viii) Telephone calls home of a reasonable duration, and telephone calls to the office or with

clients or business contacts;ix) Any other minor miscellaneous expenses such as hotel gratuities or public transportation

costs.

c) Non-Compensated ItemsIn general, the Town of Banff will not reimburse:

i) Entertainment costs;ii) Upgrades to higher classes of air travel:iii) Fines for traffic or parking violations;iv) Personal items including clothing and toiletries; andv) Additional expenses related to travelling with a spouse or other guests, except for when

authorized by Policy C076 – Council CompensationPolicy C076-2 – CouncilRemuneration.

Exceptions to Section 2(c)(i) – (vi) may be made at the discretion of: vi) Council, with respect to Town Manager expenses; orvii) The Town Manager or designate, with respect to employee expenses.

d) Documentation of Travel Expensesi) All receipts must be retained and submitted with an expense report and/or company

credit card invoice.ii) All receipts should indicate the nature of expense, the date, and the nature of business

for which it was incurred.iii) GST should be identified for all expenses on which it was incurred.iv) Only receipts that have been approved by the employee’s supervisor will be reimbursed.v) Expenses for which a receipt has been lost will be reimbursed only at the discretion of

the employee’s supervisor.

3. RELATED POLICIESC092 – Corporate Credit CardC076-2 – Council Remuneration

4. REVISION HISTORY1989.08.22 Policy C058 – Travel Expense approved by Banff School District1997.09.22 Policy C048 – Vehicle Allowance approved by Council.2001.01.22 Policy C048 amended by resolution of Council.2001.11.26 Policy C058 amended by resolution of Council.2005.10.24 Policy C058 and Policy C048 amended and combined as Policy C048 Travel

Guidelines. Policy C058 rescinded.

This policy shall be in effect on the date it is approved by resolution of Council. Upon this approval, Policy C058 – Travel Expense Policy is rescinded.

Town of Banff Policy C048 – Travel Guidelines Page 3 of 3

Approved on October 24, 2005, per Council motion COU-235.

_______________________ _______________________ John Stutz Robert Earl Mayor CAO

REQUEST FOR DIRECTION Subject: Employee Housing Capital Reserve

Presented to: Finance Committee Submitted by: Chris Hughes (Senior Accountant) & Andrea Stuart (Finance Officer)

Date: October 11, 2016 Agenda #: 6.3

RECOMMENDATION That the Governance and Finance Committee recommend to Council to continue to fund the Employee Housing Capital Reserve as budgeted for 2017 – 2018 with an annual increase in the transfer equal to Alberta CPI. Amounts are detailed as follows:

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 125,000 130,000 133,341 136,768 140,283 143,888 147,586 151,379 155,269 159,260

BACKGROUND As a result of the change in accounting standards mandated by PSAB 3150 – Tangible Capital Assets, effective for the 2009 financial statements, there is increased knowledge regarding the scope of Tangible Capital Assets (TCA) owned by the Town of Banff. With this increased level of information, administration is reviewing the adequacy of the Capital Reserves to replace and maintain these assets over the next 110 years. This is the second long-term reserve analysis completed for the Employee Housing Capital reserve. The first analysis was completed and presented to Finance Committee in 2012. At the time the budgeted reserve transfer was determined to be insufficient to fully fund the reserve. Council approved a 4.3% rental rate increase effective January 1/2013 through motion COU12-260 which allowed administration to partially increase the reserve transfer to the targeted amount. Since 2012 administration has worked with council to review the Housing Employee Policy C2000 as well as the Administrative Procedures Policy A2000. As a result of these efforts undertaken over the last 4 years, the employee housing reserve is now in a position where the budgeted reserve transfers are fully funding the reserve. As of 2016 employee housing assets have an adjusted cost of $1.9M which represents approximately 0.6% of total TCA of $292.2M.

Employee Housing

0.6%

Employee Housing Assets as a % of Total TCA

G&F Committee: Employee Housing Capital Reserve Agenda #6.3

2 of 3 SUMMARY OF ISSUE The Town of Banff has established a number of reserves, the purpose of which is to fund the replacement of capital assets over time. The employee housing capital reserve is used to fund replacement of the Town of Banff Employee Housing Buildings as well as pay the principal and interest payments on the Fire Hall loan. The Employee Housing Capital reserve is funded through an annual transfer to the reserve from the Employee Housing department which represents the surplus of employee housing revenue less operating expenses. Basis of Replacement Costs & Basis of Estimated Useful Lives Refer to Appendix I – Building Cost Analysis for a detailed discussion of basis of replacement costs and basis of estimated useful lives. Other Assumptions

1. Inflation rate for TCA replacement and interest rate for interest earned on reserve balances was held constant at the rates used for 2012 analysis. Administration intends on performing further analysis on appropriate rates for long term forecasts but feel for the current analysis rates remain reasonable.

a. Inflation rate for TCA replacement is set at 2.57% for the purpose of this analysis, based on a blend of the 20 year Alberta CPI average and Calgary Non-residential Building Construction Index. Actual Alberta CPI will be used for budget purposes.

b. Interest earned on reserve balance is conservatively estimated at 2.37% based on Town of Banff accounts earning interest at a rate of prime less 1.8% and the 10 year average prime rate according to the Bank of Canada of 4.17%

Results Employee housing replacement costs to be funded from the Employee Housing Capital Reserve are estimated to be as follows:

Year Amount 2016 to 2025 $0.3M 2026 to 2035 $2.1M 2036 to 2045 $0.7M 2046 to 2055 $8.7M 2056 to 2065 $0.2M 2066 to 2075 $5.8M 2076 to 2085 $1.8M 2086 to 2095 $3.2M 2096 to 2105 $28.1M 2106 to 2115 $21.3M 2116 to 2125 $4.8M

Through the above analysis it was determined that the current level of funding is adequate to fund future asset replacement. Finance Committee should note that this analysis does not include 221

G&F Committee: Employee Housing Capital Reserve Agenda #6.3

3 of 3 Beaver St as final figures were not available at the time of the analysis. Future employee housing reserve analysis will include 221 Beaver St. There is no expectation that the purchase of 221 Beaver St should effect the strength of the employee housing reserve as increase to reserve transfers were considered in the analysis of purchasing the building. As a reference the recommended target transfer to reserve has been compared to the estimated amortization expense over the next 10 years.

Note that amortization expense is a representation of the annual usage of assets based on their historical costs, and transfers to reserves represent the funding requirements to enable replacement of assets at future costs. DECISION OPTIONS

1. Recommend to Council to continue to fund the Employee Housing Capital Reserve as budgeted for 2017 – 2018 with an annual increase in the transfer equal to Alberta CPI.

2. Recommend an alternative level of annual contribution to the Employee Housing capital

reserve. ATTACHMENTS Appendix I – Building Cost Analysis Appendix II – Employee Housing Reserve Analysis Circulation date:

2016.09.28

Submitted By: 2016.10.05

Chris Hughes, Senior Accountant

Submitted By: 2016.10.05

Andrea Stuart, Finance Officer

Reviewed By: 2016.10.05 Robert Earl, Town Manager

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026Target Transfer to Reserve

125,000 130,000 133,341 136,768 140,283 143,888 147,586 151,379 155,269 159,260

Amortization Expense

41,284 41,823 42,438 44,232 43,359 43,897 43,897 44,282 41,627 38,972

Appendix I – Building Replacement Cost Analysis

Components Buildings are broken down into separate components based on estimated useful lives as follows:

• Foundation (110 years)• Envelope (55 years)• Internal Systems (30-40 years)• Roof (20 years)• Landscaping around Buildings (110 years)

Basis of Replacement Costs The funding for the replacement of the tangible capital assets is managed by the Corporate Services department through analyzing data provided by a software program called Citywide Tangible Capital Assets. Citywide contains information such as historic cost and expected useful life and can therefore calculate expected replacement costs based on this historical information. Based on the information currently in Citywide, the summary of the 2016 replacement cost for buildings (including building landscaping) is as follows:

Buildings Summary: Estimated 2016 Replacement Cost

% of Total Bld Replacement Cost

Apartment Block - 12 Units $1,467,167 2.2% Banff Child Day Care Facility $1,442,388 2.2% Bear Street Parkade $5,580,589 8.4% Building & Grounds Shed $103,538 0.2% Camp Kitchen #1 - Protection Mountain $44,023 0.1% Camp Kitchen #2 - Norquay $47,338 0.1% Camp Kitchen #3 - Little Bow $21,287 0.0% Canoe Dock $33,630 0.1% Canoe Dock Building $50,902 0.1% Central Park Gazebo $61,656 0.1% Central Park Washroom $566,301 0.8% Community Green House $83,529 0.1% Compound Maintenance Building $756,698 1.1% Duplex $1,029,909 1.5% Fire Hall $3,332,026 5.0% Fleet Shop/Transit Storage Facility $5,429,977 8.1% Grounds Greenhouse $71,848 0.1% Library/Senior Centre $2,470,300 3.7% Middle Springs Cabin $264,026 0.4%

Appendix 6.3A

Appendix I – Building Replacement Cost Analysis

2 of 3

Mountain View Cemetery Shed $40,518 0.1% New Fenlands Recreation Shop $185,948 0.3% Old Cemetery Shed $44,917 0.1% Operations Office $1,506,571 2.3% Recreation Centre $37,167,486 55.7% Recreation Grounds Washroom $357,736 0.5% Streets Shed $32,772 0.0% Town Hall $3,722,958 5.6% Veterinary Services $364,143 0.5% Wolf Street Washroom $394,518 0.6% TOTAL $66,828,743 100%

Assessment of Replacement Costs In order to gain comfort that the estimated replacement costs are realistic, the following analysis was performed:

• Buildings Replaced/Renovated in the last 7 years (65.4% ) The Town of Banff has completed several building construction/renovation projects in the last several years. As the new standards for TCA have been in place since 2009, administration has a strong understanding of the replacement costs of buildings completed within this time frame. Therefore the replacement cost of the following buildings per Citywide are determined to be reasonable:

Estimated 2016 Replacement Cost

% of Total Bld Replacement Cost

Central Park Washroom $566,301 0.8% Community Greenhouse $83,529 0.1% Fleet Shop / Transit Building $5,429,977 8.1% Grounds Greenhouse $71,848 0.1% Recreation Center (Fenlands) $37,167,486 55.7% Wolf Street Washroom $394,518 0.6% TOTAL $43,867,703 65.4%

• Major Buildings not replaced/renovated in the last 7 years (29.4%) Based on the citywide

breakdown above, the following buildings each individually represent a minimum of 2% of the total building replacement cost. In order to gain comfort over these costs, the 2016 building valuation figures and construction estimate figures were compared to the Citywide estimated replacement costs with the following results:

Cost Analysis: 2016 Replacement Cost Per Citywide

2016 Building Valuation Cost

Low Range ($/ft2)

High Range ($/ft2)

Weighted Average

Apartment Block - 12 Units $1,467,167 $2,027,467 $3,575,000 $4,950,000 $3,144,984 Banff Child Day Care Facility $1,442,388 $1,669,790 $3,737,500 $5,175,000 $3,063,020 Bear Street Parkade $5,580,589 $8,029,244 $8,360,000 $13,640,000 $9,514,622

Appendix I – Building Replacement Cost Analysis

3 of 3

Fire Hall $3,332,026 $3,087,078 $4,550,000 $6,300,000 $4,256,039 Library / Senior Centre $2,470,300 $2,895,204 $5,265,000 $6,885,000 $4,485,102 Operations Office $1,506,571 $1,694,665 $1,365,000 $1,890,000 $1,661,083 Town Hall $3,722,958 $5,792,006 $7,475,000 $10,350,000 $7,352,253

It was noted that CityWide estimated replacements costs were low compared to valuation costs and construction estimate costs. Therefore to determine an estimated 2016 replacement cost for the purpose of this analysis, a weighted average was calculated based on 50% weight on the valuation cost, and 25% weight on each of the low and high range construction estimates. This weighted average has then been used in the general capital reserve analysis for the above buildings. This is consistent with the approach used in the previous building cost analysis performed in 2012.

• Other Buildings (5.2%) The remaining replacement cost estimate is comprised of smaller buildings whose individual costs are material as compared to the larger buildings. The estimated replacement cost of these remaining buildings has been reviewed on a high level and determined to be reasonable.

STAFF ACCOMODATION CAPITAL RESERVE 110 YEAR ANALYSIS - 10 YR BLOCKS2016

to2025

2026 to

2035

2036 to

2045

2046 to

2055

2056 to

2065

2066 to

2075

2076 to

2085

2086 to

2095

2096 to

2105

2106 to

2115

2116 to

2125RESERVE OPENING BALANCE 539,060 1,664,515 1,923,588 4,294,193 (1,007,098) 2,878,302 3,304,092 9,372,713 17,901,272 5,540,342 (493,891)

OPERATING TRANSFERS 1,382,322 1,789,990 2,307,035 2,973,431 3,832,317 4,939,295 6,366,027 8,204,876 10,574,884 13,629,476 17,566,397DEBT - Fire Hall (143,536) 0 0 0 0 0 0 0 0 0 0CAPITAL PROJECTS (345,000) (2,141,368) (655,572) (8,708,138) (170,855) (5,750,383) (1,760,254) (3,153,391) (28,096,346) (21,536,714) (4,726,393)BALANCE BEFORE INTEREST 1,432,846 1,313,137 3,575,051 (1,440,514) 2,654,363 2,067,213 7,909,866 14,424,199 379,809 (2,366,897) 12,346,113

Annual Interest Earned 231,670 610,451 719,142 433,417 223,939 1,236,880 1,462,847 3,477,073 5,160,532 1,873,006 1,519,514BALANCE WITH INTEREST 1,664,515 1,923,588 4,294,193 (1,007,098) 2,878,302 3,304,092 9,372,713 17,901,272 5,540,342 (493,891) 13,865,627 *

*2125 ending balance of $13.9M is not unreasonable as future replacement costs of $14.9M in 2154 and $22M are predicted in 2165

Appendix 6.3b

REQUEST FOR DIRECTION Subject: General Capital Reserve Analysis

Presented to: Finance Committee Submitted by: Chris Hughes (Senior Accountant) & Andrea Stuart (Finance Officer)

Date: October 11, 2016 Agenda #: 6.4

RECOMMENDATION That the Governance and Finance Committee recommend to Council a 10 year target transfer to the general capital reserve for the replacement of building, roadway & land improvement assets as detailed in the chart below.

This represents an increase in 2017 of $141,717 from the proposed budgeted amount with an annual inflationary increase equal to Alberta CPI subsequent to 2017. BACKGROUND As a result of the change in accounting standards mandated by PSAB 3150 – Tangible Capital Assets, effective for the 2009 financial statements, there is increased knowledge regarding the scope of Tangible Capital Assets (TCA) owned by the Town of Banff. With this increased level of information, administration is reviewing the adequacy of the Capital Reserves to replace and maintain these assets over the next 110 years. This is the second long-term reserve analysis completed for the General Capital reserve. The first analysis was completed and presented to Finance Committee in 2012. As of 2016 general capital assets have an adjusted cost of $115.7M which represents approx. 39.6% of total TCA of $292.2M. These assets are broken down into Buildings ($44.1 M, 15.1%), Roadway Infrastructure ($62.1M, 21.2% ) and Land Improvements/Machinery & Equipment ($9.5M, 3.3%).

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026Target Transfer to Reserve

4,200,000 4,307,940 4,418,654 4,532,213 4,648,691 4,768,163 4,890,705 5,016,396 5,145,317 5,277,552

Gen Cap LI and M&E

3.3%

Gen Cap Buildings

15.1%

Gen Cap Roadways

21.2%

General Capital Assets as a % of Total TCA

Governance and Finance Committee: General Capital Reserve Agenda #6.4

2 of 4 SUMMARY OF ISSUE The Town of Banff has established a number of reserves, the purpose of which is to fund the replacement of capital assets over time. The general capital reserve is used to fund building replacement, roadway infrastructure replacement and land improvement/machinery & equipment replacement. Note that land improvement assets are primarily parks and recreation related assets such as trails, playgrounds, fences, park landscaping, etc. Machinery and equipment replaced by the general capital reserve refers to office equipment, mobile signage, furniture, small appliances, storage units (sea-cans) and special event equipment. As a reminder vehicular style equipment such as bobcat and loaders are replaced through the Fleet Capital Reserve. The general capital reserve is funded by an annual transfer to the reserve from the General Municipal department (tax funded) as well as through capital grants, parking/traffic fines, energy savings and developer levies. Basis of Replacement Costs & Estimated Useful Lives The funding for the replacement of tangible capital assets is managed by the Corporate Services department through analyzing data provided by a software program called CityWide Tangible Capital Assets. Citywide contains information such as historic costs and expected useful lives and can therefore calculate expected replacement costs based on this historic information. Corporate Services reviews these calculated replacement costs and performs further analysis on the reasonability of the costs considering external factors such as change of scope, and age of asset. Additionally, estimated costs are compared with actual recent costs whenever possible. Based on this analysis some asset replacement costs have been adjusted upwards or downwards from CityWide estimated replacement costs. Corporate Services continues to work with the providers of the CityWide software as they develop additional features to improve the accuracy of the replacement costs calculated by their software. Refer to the following Appendixes for a detailed discussion of basis of replacement costs and basis of estimated useful lives for the major asset types:

• Appendix I – Building Replacement Cost Analysis • Appendix II – Roadway Replacement Cost Analysis • Appendix III – Land Improvement and Machinery & Equipment Replacement Cost

Analysis Assumptions

1. Inflation rate for TCA replacement and interest rate for interest earned on reserve balances was held constant at the rates used for 2012 analysis. Administration intends on performing further analysis on appropriate rates for long term forecasts but feel for the current analysis rates remain reasonable.

a. Inflation rate for TCA replacement is set at 2.57% for the purpose of this analysis, based on a blend of the 20 year Alberta CPI average and Calgary Non-residential Building Construction Index. Actual Alberta CPI will be used for budget purposes.

b. Interest earned on reserve balance is conservatively estimated at 2.37% based on Town of Banff accounts earning interest at a rate of prime less 1.8% and the 10 year average prime rate according to the Bank of Canada of 4.17%

Governance and Finance Committee: General Capital Reserve Agenda #6.4

3 of 4 2. General Capital Reserve funding sources are assumed to be 59% operating transfers and

41% grant funding from 2016-2025. This transitions to 90% operating transfers and 10% grant funding by 2116-2125. See analysis in Appendix IV. This is based on an estimate of conservative growth in grant funding of 1% after 2025 for the Municipal Sustainability Initiative (MSI) Capital grant and 0% growth in grant funding for the Basic Municipal Transportation Grant (BMTG) and Federal Gas Tax (FGT) grants.

3. Road replacement schedule is based on the pavement condition assessment performed by Engineering.

a. The schedule is based on full replacement of road segments every 100 years, and schedule has been set to replace at least one road segment every year past the established 10 year plan.

4. Grant funding has been assumed to cover the cost of the Bow River Bridge at the end of its useful life.

5. Transfer of $442,000 from General Capital Reserve to Fleet Capital Reserve is accounted for in 2016 as recommended by the Finance Committee to Council August 22/2016.

Results General capital asset replacement costs to be funded from the General Capital Reserve are estimated to be as follows: Year Amount 2016 to 2025 $67.5M 2026 to 2035 $58.2M 2036 to 2045 $73.5M 2046 to 2055 $139.2M 2056 to 2065 $156.3M 2066 to 2075 $253.6M 2076 to 2085 $193.3M 2086 to 2095 $437.9M 2096 to 2105 $432.6M 2106 to 2115 $615.1M 2116 to 2125 $947.2M

The General Capital reserve has a 2016 opening deficit of $(105,642). It was determined that the current level of annual reserve funding (inflated by the annual Alberta CPI each year) is not adequate to fund future replacement of all general capital assets. To achieve full funding it is proposed that the 2017 transfer to the general capital reserve be increased by $141,717 to $4,200,000 with an annual inflationary increase equal to Alberta CPI subsequent to 2017. As a reference the recommended target transfer to reserve has been compared to the estimated amortization expense over the next 10 years.

Governance and Finance Committee: General Capital Reserve Agenda #6.4

4 of 4

Note that amortization expense is a representation of the annual usage of assets based on their historical costs, and transfers to reserves represent the funding requirements to enable replacement of assets at future costs. DECISION OPTIONS

1. Recommend to Council a target annual transfer to the general capital reserve for the replacement of general capital assets in the amount of $4,200,000 in 2017 with a subsequent annual increase in the transfer equal to Alberta CPI.

2. Recommend an alternative level of annual contribution to the general capital reserve. ATTACHMENTS Appendix I – Building Replacement Cost Analysis Appendix II – Roadway Replacement Cost Analysis Appendix III – Land Improvement and Machinery & Equipment Replacement Cost Analysis Appendix IV – General Capital Reserve Analysis Circulation date:

2016.09.27

Submitted By: 2016.10.05

Chris Hughes, Senior Accountant

Submitted By: 2016.10.05

Andrea Stuart, Finance Officer

Reviewed By: 2016.10.05 Robert Earl, Town Manager

2017 2018 2019 2020 2021 2022 2023 2024 2025 2026Target Transfer to Reserve

4,200,000 4,307,940 4,418,654 4,532,213 4,648,691 4,768,163 4,890,705 5,016,396 5,145,317 5,277,552

Amortization Expense

2,176,837 2,233,412 2,272,325 2,415,148 2,514,667 2,598,893 2,737,661 2,801,672 2,817,812 2,967,951

Appendix I – Building Replacement Cost Analysis

Components Buildings are broken down into separate components based on estimated useful lives as follows:

• Foundation (110 years) • Envelope (55 years) • Internal Systems (30-40 years) • Roof (20 years) • Landscaping around Buildings (110 years)

Basis of Replacement Costs The funding for the replacement of the tangible capital assets is managed by the Corporate Services department through analyzing data provided by a software program called Citywide Tangible Capital Assets. Citywide contains information such as historic cost and expected useful life and can therefore calculate expected replacement costs based on this historical information. Based on the information currently in Citywide, the summary of the 2016 replacement cost for buildings (including building landscaping) is as follows:

Buildings Summary: Estimated 2016 Replacement Cost

% of Total Bld Replacement Cost

Apartment Block - 12 Units $1,467,167 2.2% Banff Child Day Care Facility $1,442,388 2.2% Bear Street Parkade $5,580,589 8.4% Building & Grounds Shed $103,538 0.2% Camp Kitchen #1 - Protection Mountain $44,023 0.1% Camp Kitchen #2 - Norquay $47,338 0.1% Camp Kitchen #3 - Little Bow $21,287 0.0% Canoe Dock $33,630 0.1% Canoe Dock Building $50,902 0.1% Central Park Gazebo $61,656 0.1% Central Park Washroom $566,301 0.8% Community Green House $83,529 0.1% Compound Maintenance Building $756,698 1.1% Duplex $1,029,909 1.5% Fire Hall $3,332,026 5.0% Fleet Shop/Transit Storage Facility $5,429,977 8.1% Grounds Greenhouse $71,848 0.1% Library/Senior Centre $2,470,300 3.7% Middle Springs Cabin $264,026 0.4%

Appendix I – Building Replacement Cost Analysis

2 of 3

Mountain View Cemetery Shed $40,518 0.1% New Fenlands Recreation Shop $185,948 0.3% Old Cemetery Shed $44,917 0.1% Operations Office $1,506,571 2.3% Recreation Centre $37,167,486 55.7% Recreation Grounds Washroom $357,736 0.5% Streets Shed $32,772 0.0% Town Hall $3,722,958 5.6% Veterinary Services $364,143 0.5% Wolf Street Washroom $394,518 0.6% TOTAL $66,828,743 100%

Assessment of Replacement Costs In order to gain comfort that the estimated replacement costs are realistic, the following analysis was performed:

• Buildings Replaced/Renovated in the last 7 years (65.4% ) The Town of Banff has completed several building construction/renovation projects in the last several years. As the new standards for TCA have been in place since 2009, administration has a strong understanding of the replacement costs of buildings completed within this time frame. Therefore the replacement cost of the following buildings per Citywide are determined to be reasonable:

Estimated 2016 Replacement Cost

% of Total Bld Replacement Cost

Central Park Washroom $566,301 0.8% Community Greenhouse $83,529 0.1% Fleet Shop / Transit Building $5,429,977 8.1% Grounds Greenhouse $71,848 0.1% Recreation Center (Fenlands) $37,167,486 55.7% Wolf Street Washroom $394,518 0.6% TOTAL $43,867,703 65.4%

• Major Buildings not replaced/renovated in the last 7 years (29.4%) Based on the citywide

breakdown above, the following buildings each individually represent a minimum of 2% of the total building replacement cost. In order to gain comfort over these costs, the 2016 building valuation figures and construction estimate figures were compared to the Citywide estimated replacement costs with the following results:

Cost Analysis: 2016 Replacement Cost Per Citywide

2016 Building Valuation Cost

Low Range ($/ft2)

High Range ($/ft2)

Weighted Average

Apartment Block - 12 Units $1,467,167 $2,027,467 $3,575,000 $4,950,000 $3,144,984 Banff Child Day Care Facility $1,442,388 $1,669,790 $3,737,500 $5,175,000 $3,063,020 Bear Street Parkade $5,580,589 $8,029,244 $8,360,000 $13,640,000 $9,514,622

Appendix I – Building Replacement Cost Analysis

3 of 3

Fire Hall $3,332,026 $3,087,078 $4,550,000 $6,300,000 $4,256,039 Library / Senior Centre $2,470,300 $2,895,204 $5,265,000 $6,885,000 $4,485,102 Operations Office $1,506,571 $1,694,665 $1,365,000 $1,890,000 $1,661,083 Town Hall $3,722,958 $5,792,006 $7,475,000 $10,350,000 $7,352,253

It was noted that CityWide estimated replacements costs were low compared to valuation costs and construction estimate costs. Therefore to determine an estimated 2016 replacement cost for the purpose of this analysis, a weighted average was calculated based on 50% weight on the valuation cost, and 25% weight on each of the low and high range construction estimates. This weighted average has then been used in the general capital reserve analysis for the above buildings. This is consistent with the approach used in the previous building cost analysis performed in 2012.

• Other Buildings (5.2%) The remaining replacement cost estimate is comprised of smaller buildings whose individual costs are material as compared to the larger buildings. The estimated replacement cost of these remaining buildings has been reviewed on a high level and determined to be reasonable.

Appendix II – Roadway Replacement Cost Analysis

Components Roadways systems are broken down into separate components based on estimated useful life as follows:

• Top lift /overlay (25 years) • Bottom lift (50 years) • Base (100 years) • Sidewalks (50 years) • Curb & Gutter (50 years) • Street Lights (25 years) • Storm Sewer (100 years) • Roadside Landscaping (100 years)

Basis of Replacement Costs The replacement of the roadway systems is managed by the Engineering department with the assistance of a GIS program. The funding of the replacement reserves is managed by Corporate Services through a software program called Citywide Tangible Capital Assets. Within the Citywide software all assets are labelled using a GIS identifier. Citywide contains information such as historic cost and expected useful life and can therefore calculate expected replacement costs based on this historical information. Assessment of Replacement Costs In order to gain comfort that the estimated replacement costs are realistic, the following analysis was performed:

• Top lift, bottom lift, base, sidewalks, curbs & gutters, landscaping (66.9%) The 2016 estimated replacement costs from Citywide (historic based costs) were compared to the 2016 estimated costs calculated by Engineering for each of the road construction projects scheduled for the next 10 years. This analysis demonstrated that the historically inflated costs were approximately 33% lower than the costs estimated by Engineering. Therefore for the purposes of this analysis, all road construction costs have been increased by 33% to more appropriately reflect current replacement costs. Please refer to the summary of the analysis below:

Appendix II – Road Replacement Cost Analysis

2 of 2

• Street Lights (4.6%) The average 2016 estimated replacement cost from citywide per light was compared to the 2016 estimated costs calculated by Engineering. This analysis showed that the historically inflated costs were less than the Engineering costs as the average Citywide cost was $10,290/light and the average Engineering cost was $12,950/light. Therefore for the purposes of this analysis, the Engineering cost of $12,950 will be used for street light costing.

• Parking Lots (7.0%) Costs are based on actual 2010/2011 replacement costs of the Recreation Center parking lot inflated to 2016 costs and have been prorated on a cost/m2 basis.

• Storm Sewer (8.2%) The average 2016 estimated replacement cost from citywide per

meter of storm sewer was compared to the 2016 estimated costs calculated by Engineering. This analysis showed that the historically inflated costs were less than the Engineering costs by approximately 6.6%. The average Citywide cost was $1,801/m and the average Engineering costs were $1,920/m. Therefore for the purposes of this analysis, all storm sewer replacement costs were increased by 6.6%.

• Bow River Bridge Replacement costs for the Bow River Bridge are included within the

General Capital Reserve Analysis. From discussions with Engineering, it is expected that if and when the bridge requires replacement, there will be funding available from Alberta Transportation. Therefore in the analysis presented a grant has been added to the schedule to match the estimated expenditures. Note that no additional work has been performed over the expected costs, as these are expected to be recovered through the provincial grant.

• Other road related items (6.8%) Other road items consist of traffic lights, guard rails, retaining walls, cross walks, road signs, storm sewer manholes, catchbasins and traffic light controllers. From review of the items, the costs appeared reasonable and no further analysis was performed due to the immateriality of the total replacement costs.

Road Summary: Engineering CityWide Difference % DifferenceBow Falls Avenue 2,016,979$ 994,465$ 1,022,514$ 103%Wolf St 798,647$ 688,100$ 110,547$ 16%Railway Ave 370,231$ 284,151$ 86,080$ 30%Tunnel Mountain Road 2,794,207$ 2,265,354$ 528,854$ 23%Mount Norquay Road 896,892$ 903,455$ (6,563)$ -1%Banff Ave (300 Block) 1,902,292$ 1,507,296$ 394,996$ 26%Banff Ave (0 Block) 350,141$ 270,318$ 79,823$ 30%

9,129,390$ 6,913,138$ 2,216,251$ 33%

Appendix III – Land Improvement and Machinery & Equipment Cost Analysis

Components: Land Improvements: Land Improvements can be summarized into the following categories:

• Park & Recreation Related o Playgrounds (25 years) o Tennis Courts (20 years) o Bike Park o Skateboard Park – cement (100 years) o Fences (20 years) o Sprinkler Systems (25 years) o Paths/Trails (25 years) o Pedestrian Bridge (components vary from 25-100 years) o Parks Landscaping o Interpretative Panels (15 years)

Furniture and M&E (Machinery & Equipment): Furniture and M&E funded by the capital reserve consists of office equipment, special events equipment, storage containers (sea-cans). Note that vehicular type equipment (ie tractors, etc) are funded through the Fleet reserve. Basis of Replacement Costs Replacement costs of tangible capital assets are managed by the Corporate Services department through a software program called Citywide Tangible Capital Assets. Citywide contains information such as historic costs and expected useful lives and can therefore calculate expected replacement costs based on this historical information. Based on the information currently in Citywide, the summary of the land improvements and machinery & equipment is as follows: Summary 2016 Adjusted Cost % of General Capital

(LI & ME) % of Total TCA

Playgrounds $275,169 2.9% 0.1% Tennis Courts $218,293 2.3% 0.1% Bike Park $57,449 0.6% 0.0% Skateboard Park $24,017 0.3% 0.0% Fences $463,679 4.9% 0.2% Sprinkler System $378,404 4.0% 0.1% Paths / Trails $1,836,560 19.3% 0.6% Pedestrian Bridge $4,141,132 43.6% 1.4% Landscaping (Parks) $1,530,045 16.1% 0.5% Parks & Rec Other $75,906 0.8% 0.0%

Appendix III – Land Improvements and Machinery & Equipment Replacement Cost Analysis

2 of 2 Furniture and M&E $498,458 5.2% 0.2%

Total $9,499,110 100% 3.3% Assessment of Replacement Costs In order to gain comfort that the estimated replacement costs are realistic, the following analysis was performed:

• Playgrounds CityWide replacement costs are based on a playground replacement study completed in 2007. Replacement costs for Sundance Road playground have been inflated by a multiple of 3 to reflect upgrades required based on new playground standards. This is consistent with actual costs to upgrade the Park Ave playground in 2011/2012. Costs to replace the Recreation Grounds Jr and Sr Playgrounds are included in the Banff Recreation Grounds Redevelopment Project within the 10 year capital plan. Costs to replace the Middle Springs Playground are in the Neighbourhood Parks Replacement project within the 10 year capital plan. All other playgrounds replacement costs calculated by CityWide are based on more recent installations and are considered to be reasonable.

• Skateboard Park Costs for the new cement skatepark are based on the Banff Recreation Grounds Redevelopment Project within the 10 year capital plan.

• Bike Park It is assumed that the bike park will be maintained in its current state rather than replaced in the future. Replacement costs therefore are assumed to be nil.

• Tennis Courts Replacement costs in 2012 were based on resurfacing rather than full court replacement consistent with recent council deliberations. For the purpose of this analysis it is assumed that full replacements will begin on a rotating 20 year cycle in 2032.

• Fences Costs are based on inflation of historic costs. From discussion with Town of Banff staff, fences vary based on type/size etc, but inflated historic costs used in this analysis have been determined to be reasonable.

• Sprinkler Systems CityWide replacement costs are based on actual 2007 replacement costs of the Banff High School and Elementary system and have been prorated on a cost/m2 basis for the other systems. Since this occurred within 10 years, inflation of the actual costs is determined to be reasonable.

• Paths/Trails Trails within the Town of Banff vary greatly depending on surface type, location and expected usage therefore replacement costs also vary. CityWide replacement costs have been reviewed for reasonability and have been used for the purpose of this analysis. After completion of the 4 year Trails Improvement Capital project, administration will have further information regarding costing of trail replacement to use in future analysis.

• Interpretive Panels Replacement costs per CityWide appear to be reasonable and are immaterial compared to total reserve replacement costs for further investigation.

• Landscaping (parks) Park landscaping consists of grass, trees, hedges etc of manicured parks. It is assumed that these assets will not be replaced, but rather maintained perpetually.

• Furniture & Equipment Replacement costs per CityWide appear to be reasonable and are immaterial compared to total reserve replacement costs for further investigation.

APPENDIX IV - GENERAL CAPITAL RESERVE 110 YEAR ANALYSIS - 10 YR BLOCKS2016

to2025

2026 to

2035

2036 to

2045

2046 to

2055

2056 to

2065

2066 to

2075

2076 to

2085

2086 to

2095

2096 to

2105

2106 to

2115

2116 to

2125RESERVE OPENING BALANCE (105,642) (1,907,929) 35,336,988 88,102,676 105,691,991 155,064,197 179,825,843 301,291,854 254,158,920 305,858,903 276,888,483

OPERATING TRANSFERS 45,911,887 59,316,703 76,450,540 98,533,546 126,995,305 163,678,344 210,957,406 271,893,191 350,430,491 451,653,564 582,115,277GRANT - MSI Capital 20,614,040 21,782,515 24,061,448 26,578,808 29,359,540 32,431,197 35,824,218 39,572,224 43,712,354 48,285,633 53,337,379GRANT - SIP/BMTG 5,631,600 5,631,600 5,631,600 5,631,600 5,631,600 5,631,600 5,631,600 5,631,600 5,631,600 5,631,600 5,631,600GRANT - NDCC/FGT 5,060,027 5,060,000 5,060,000 5,060,000 5,060,000 5,060,000 5,060,000 5,060,000 5,060,000 5,060,000 5,060,000GRANT - Bridge Replacement (assumed) 0 0 0 0 0 29,842,776 0 0 0 0 0DEBT - Cave Ave (2,561,606) 0 0 0 0 0 0 0 0 0 0DEBT - Multiplex 10 year (5,096,904) 0 0 0 0 0 0 0 0 0 0DEBT - FCM Multiplex 20 year (2,449,934) (1,277,956) 0 0 0 0 0 0 0 0 0DEBT - Public Transit Loan (158,286) 0 0 0 0 0 0 0 0 0 0Transfer to Fleet Reserve (one time) (442,000) 0 0 0 0 0 0 0 0 0 0CAPITAL PROJECTS - Buildings (5,394,240) (17,948,002) (7,049,238) (76,383,381) (74,669,444) (70,511,369) (6,196,051) (129,733,317) (168,821,727) (136,418,431) (316,441,784)CAPITAL PROJECTS - Roads (48,553,978) (30,632,155) (58,968,570) (49,418,947) (58,841,675) (166,702,485) (162,362,926) (260,632,493) (240,758,533) (368,884,263) (559,328,190)CAPITAL PROJECTS - LI and M&E (11,781,289) (9,634,520) (7,449,859) (13,417,136) (22,777,382) (16,379,947) (24,740,739) (47,510,892) (22,996,533) (109,797,381) (71,459,730)CAPITAL PROJECTS - Carryforward (1,745,870) 0 0 0 0 0 0 0 0 0 0BALANCE BEFORE INTEREST (1,072,195) 30,390,256 73,072,909 84,687,166 116,449,935 138,114,313 243,999,350 185,572,166 226,416,573 201,389,626 (24,196,966)

Annual Interest Earned (835,734) 4,946,733 15,029,767 21,004,826 38,614,262 41,711,530 57,292,503 68,586,755 79,442,330 75,498,857 32,002,898BALANCE WITH INTEREST (1,907,929) 35,336,988 88,102,676 105,691,991 155,064,197 179,825,843 301,291,854 254,158,920 305,858,903 276,888,483 7,805,932

Operating Transfers 59% 65% 69% 73% 76% 69% 82% 84% 87% 88% 90%Grant Funding 41% 35% 31% 27% 24% 31% 18% 16% 13% 12% 10%

TOTAL RESERVE FUNDING 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100%

Appendix 6.4d

BRIEFING Subject: Four-Year Strategic Priorities Update

Presented to: Governance and Finance Committee Submitted by: Robert Earl, Town Manager

Date: October 11, 2016 Agenda #: 6.5

RECOMMENDATION That the governance and finance committee accept the Four-Year Strategic Priorities Action Plan as of October 11, 2016 as information. BACKGROUND Reason for Report The Four-Year Strategic Priorities were developed by council, with support of staff in 2015. The Four-Year Strategic Priorities Action Plan is a working document for staff, containing the actions or tactics that will achieve the strategies of each theme, the year they have been undertaken, and the leading department or agency accountable for its completion. The Action Plan is designed to be updated by staff regularly to show progress of each action. This document is presented quarterly to the governance and finance committee to provide council, staff and the public with ongoing information related to monitoring, progress and results. IMPLICATIONS OF DECISION Budget Where required, implementation of actions arising from the Four-Year Strategic Priorities Action Plan will be subject to the annual budget process. Communication The Four-Year Strategic Priorities Action Plan will be posted on Banff.ca and updated quarterly. Legislation/Policy The terms of reference of the Governance & Finance Committee (Bylaw 350) establishes that a function of the committee is to receive updates on the progress of council and administrative priorities and strategic initiatives. ATTACHMENTS

A. Four-Year Strategic Priorities Action Plan Submitted By:

Robert Earl, Town Manager

As of October 11, 2016

TABLE OF CONTENTS Instructions to Users Actively Connecting Banff 1.1. Making Connections — Upgrading Existing Trails 1.2 Making Connections — New Trail Development 1.3 Making Connections — On Road Routes 1.4 Making Connections — Trail Closures 1.5 Making Connections — Trail Amenities 1.6 Making Connections — Bridges and Crossings 1.7 Visitor Experience 1.8 Signage and Wayfinding 1.9 Policies and Bylaws 1.10 Management and Maintenance 1.11 Partnerships A Place to Call Home 2.1 Rental Housing 2.2 Collaboration with Partners 2.3 Regulatory and Policy Framework 2.4 Enhance Public Education and Advocacy 2.5 Accountability and Monitoring Banff – Naturally Active, Vibrant and Inspiring 4.1 Upgrade recreation grounds 4.2 More children’s play areas on north side 4.3 Improve facility use 4.4 Improve financial performance 4.5 Increase involvement in recreation 4.6 Enhance access to recreation

We Are Community 3.1 Increase awareness of available programs and services 3.2 Enhance Community Connections 3.3 Address Affordability Issues A Prosperous Banff 5.1 Continued focus and commitment 5.2 Support and enhance affordable quality of life 5.3 Encourage local business and investment 5.4 Develop talent and skills 5.5 Invest in infrastructure 5.6 Strengthen partnerships 5.7 Increase the economic value derived from tourism Toward A Sustainable Transportation System 6.1 Mode shift to active transportation 6.2 Mode shift to transit 6.3 Maintain efficiency of goods movement 6.4 Maintain parking stall availability downtown 6.5 Maintain, short term, travel time delays less than 30 minutes 6.6 Maintain long term travel time delays of less than 15 minutes A Model Environmental Community 7.1 Continue existing programs 7.2 Prepare environmental masterplan Glossary and Links

INTRODUCTION The Four-Year Strategic Priorities were developed by council, with the support of staff, in 2015. The strategic plan is described in two documents. The Council Four-Year Strategic Priorities Summary, which outlines goals, strategies and outcomes of the seven themes, and this document, the Four-Year Strategic Priorities Action Plan. This Action Plan is a working document for staff, containing the actions or tactics that will achieve the strategies of each theme, the year they are to be undertaken, and the leading department or agency accountable for its completion. The actions are organized under the strategies that correspond with the summary document. This document is designed to be updated by staff regularly to show progress of each action.

INSTRUCTIONS TO USER 1. This document is accessible by all staff. However, the text and formatting of the document cannot be edited.

2. Navigate through the document using the blue hyperlinks or by the Navigation Pane on left. (To activate Navigation Pane, select View>Show.)

3. Update the status of each action by selecting the most appropriate statement from the Select a Status drop down box located beside it.

4. If none of the statements apply, contact communications department.

5. “Lead” denotes the department (or agency) primarily responsible for ensuring the action is completed (versus those responsible for actually undertaking the work.) The “X” denotes the year the action is initiated or undertaken (versus completed).

6. Save the document (Ctrl S) after selecting your status update. Do not save as and rename or save to another file folder or your status updates will not be recorded on the master file.

7. To update the status again in a future quarter, simply select a different status update from the dropdown box and save.

8. A Masterfile is saved quarterly as a pdf so that a record of progress is kept. The backup Masterfile will not have status updates.

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This theme includes trails of all kinds, from paved walkways to paths through the forest to sidewalk connections and on-street bike lanes, sharrows or greenways.

OUTCOMES BY 2018: • 15% increase from 2014 levels in the use of alternative transportation to get to work • 10% increase from 2014 levels in winter use of trails, as shown by permanent trail counters • Increase in visitors using bicycles in town, as evidenced by increased bike rentals and bike sign-outs from hotels • Increase in visitors’ trail usage and trail enjoyment, as reported on Indexperience surveys • Increase in overall annual usage on trails, with different percentage targets being set for different trails and different trail segments (e.g. commuter-

centric routes, visitor-centric routes)

ACTIVELY CONNECTING BANFF — ACTIONS 1.1. Making Connections — Upgrading Existing Trails # Action

2015

2016

2017

2018

Beyond

Lead

Status Update

1.1.1 Establish a trail classification system X EC Action complete.

1.1.2 Upgrade the Bow River Trail (south side) from the Banff Ave Bridge through the Recreation Grounds to Type 2 X EC/E In progress. Expected completion in following year.

1.1.3 Improve on-road safety between the Recreation Grounds and the Bow Falls Trail on Birch Avenue and Glen Avenue (i.e. under the Banff Avenue Bridge)

X EC Action complete.

1.1.4 Upgrade the defined priority trails through Middle Springs to Trail Type 3 X EC Not started yet.

1.1.5 Create a Type 3 trail (~150m, 2 meter wide compacted gravel) down to Cave Avenue from Jasper Way X EC/E Not started yet.

1.1.6 Realign the trail connection to Jasper Way in Middle Springs to provide an accessible grade and extend the stairs to the bottom of the steep slope

X EC/E Action complete.

1.1.7 Upgrade all staircases on Town of Banff trails to include a bike ramp or rail X X EC/E In progress. Expected completion in following year.

1.1.8 Improve the paved pathway alignment on the northeast side of the Banff Avenue Bridge to provide a more accessible grade

X EC/E Not started yet.

1.1.9 Realign the trail shortcut from Moose Street/St.Julien Road to Otter Street to an accessible grade that continues along the power line right-of-way

X EC/E Not started yet.

1.1.10 Narrow the Bow River Trail to 3 meters wide from the Canoe Dock to Gopher Street, and resurface the existing asphalt (see related Action 1.22)

X E Action complete.

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1.2 Making Connections – New Trail Development # Action

2015

2016

2017

2018

Beyond

Lead

Status Update

1.2.1 Improve connections to The Fenlands Banff Recreation Centre. X E Moved to 2018.

1.2.2 Create a paved, child-oriented bicycle/tricycle loop at the Recreation Grounds. X SP Not started yet.

1.2.3 Work with the Whyte Museum to create a multi-use trail connection from the intersection of Lynx Street and Bear Street through to Bow Avenue and the Bow River Trail; include wayfinding signage. X X EC In progress. Expected completion

in following year. 1.2.4 Complete the sidewalk on Caribou Street between Lynx and Bow Avenue. X E In progress. Expected completion

by 3rd quarter. 1.2.5 Define a pedestrian path through the parking lot adjacent to Town Hall (paint). X OPS Not started yet.

1.2.6 Add clearly defined crosswalks on Lynx Street at Caribou Street and Bear Street, as well as on Bow Avenue at Caribou and at the proposed new trail. X X

EC In progress. Expected completion in following year.

1.3 Making Connections – On Road Routes # Action

2015

2016

2017

2018

Beyond

Lead

Status Update

1.3.1 Present options to council for a two-way cycling greenway on Banff Avenue between the Legacy Trail East and downtown. Create a cycling connection from Legacy Trail east via Banff Ave to proposed Marmot. X X X EC Ongoing.

1.3.2 Create cycling greenways on Muskrat Street and Elk Street. X EC Ongoing.

1.3.3 Evaluate efficiency of existing bike sharrows pavement markings. Consider rerouting official route from Marmot Crescent to Cougar Street and improve cyclist wayfinding signage (paint and 5 new signs). X EC Not started yet.

1.3.4 Improve on-road conditions on the uphill side of Tunnel Mountain Road from Moose Street to Tunnel Mountain Drive. A 1.5m wide buffered bike lane with paint and bollard treatment. X EC/E Moved to 2017.

1.3.5 Improve on-road conditions to the Banff Centre via Buffalo Street from Muskrat Street to Street Julien Road. X EC Moved to 2018.

1.3.6 Improve on-road conditions to the Banff Centre via St. Julien Road from Moose Street to the Banff Centre. Design 2016. X EC/E Not started yet.

1.3.7 Add a sidewalk on Moose Street from Otter Street to St. Julien Road.

X E Select a status update

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1.4 Making Connections — Trail Closures # Action

2015

2016

2017

2018

Beyond

Lead

Status Update

1.4.1 Evaluate braided trails paralleling the Bow River Trail between the pedestrian bridge and Bow Falls for potential closure or reinvestment. Restore damaged habitat and provide specific access/view points at the river's edge. X X EC In progress. Expected completion

in following year. 1.4.2 Decommission and re-vegetate secondary trails off-shooting from the Bow River Trail segment from the canoe dock to

Gopher Street. X EC Select a status update

1.5 Making Connections — Trail Amenities # Action

2015

2016

2017

2018

Beyond

Lead

Status Update

1.5.1 Add “Bike n’ Walk” stations (add new or expand bike racks). X X E In progress. Expected completion by 4th quarter.

1.5.2 Add covers to "Bike n' Walk" and "Park n' Walk" stations. X EC Not started yet. 1.5.3 Add a “Park n’ Bike” node at the railway station; consider a seasonal bike rental kiosk to be operated by a local business/

partnership. X CariP Not started yet.

1.5.4 Incorporate a performance-tracking system on trails. X EC Ongoing.

1.6 Making Connections — Bridges and Crossings # Action

2015

2016

2017

2018

Beyond

Lead

Status Update

1.6.1 Add a pedestrian overpass over the CP railway between Marmot Crescent and the industrial compound. X E Not started yet.

1.6.2 Add an additional pedestrian and cyclist bridge crossing over the Bow River between Central Park and the Recreation Grounds. X E Not started yet.

1.7 Visitor Experience # Action

2015

2016

2017

2018

Beyond

Lead

Status Update

1.7.1 Create looped visitor oriented trails that connect to key destinations and trails, both in the Town and the LATB. X EC Not started yet.

1.7.2 Create a communications strategy for the visitor loops. X C Not started yet.

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1.7.3 Add wayfinding to key Parks Canada trailheads. X EC Not started yet.

1.7.4 Add a washroom at the Bow Falls parking lot. X OPs Not started yet.

1.7.5 Upgrade the Rundle Avenue trail from Spray Avenue to the Bow Falls Trail to Type 2 (include in a road upgrade). X E Not started yet.

1.7.6 Upgrade the trail along Bow Falls Road from Rundle Avenue to Bow Falls to Trail Type 2 (include in a road upgrade). X E Not started yet. 1.7.7 Consider installation of an automated under-pavement heating system for the Bow Falls Trail staircases and asphalt

sections. X EC/ OPs

Select a status update

1.7.8 Upgrade the Bow River Trail (north side) from the pedestrian bridge to Wolf Street to Type 1. X EC Select a status update 1.7.9 Gather shared bike use statistics from hotels. X EC Ongoing.

1.8 Signage and Wayfinding # Action

2015

2016

2017

2018

Beyond

Lead

Status Update

1.8.1 Develop and adopt new trail signage standards. X EC Not started yet.

1.8.2 Update web based maps, as trail improvements occur, including mobile device options. X EC/ GIS

Not started yet.

1.8.3 Update print based maps after key phases of trail improvements are completed. X BLLT Not started yet.

1.8.4 Update existing Town trailhead signage/kiosks with new maps. Direct visitors to key destinations along the best routes. X Action complete.

1.8.5 Incorporate on-trail “mini-maps” at trail intersections and on bicycle racks. X Not started yet.

1.8.6 Include wayfinding/distance markers along key routes. X EC Not started yet. 1.8.7 Add a “Kilometer Zero” kiosk or incorporate into existing Town or Parks Canada signage. X EC Select a status update 1.8.8 Add a kiosk at the south end of the Banff Avenue bridge. X EC/E Select a status update 1.8.9 Improve wayfinding to the Upper Hot Springs and Sulphur Mountain Gondola via the Spray River Loop Trailhead. X PC Select a status update 1.8.10 Improve wayfinding to key destinations including: Central Park, Cave and Basin, Banff Springs Hotel and Bow Falls. X EC Select a status update 1.8.11 Improve wayfinding to Tunnel Mountain with 5−10 on-road signs for cyclists. X EC Moved to 2017. 1.8.12 Incorporate signage for bicycle traffic in the downtown core. X EC Not started yet. 1.8.13 Coordinate with the Banff Springs Hotel to improve wayfinding to the hotel from the Bow Falls parking lot via the stairs

and trails currently signed only for the Waldhaus restaurant. X BSH Select a status update

1.8.14 Improve signage to discourage visitors from going through the Middle Springs neighbourhood. X EC Select a status update

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1.9 Policies and Bylaws # Action

2015

2016

2017

2018

Beyond

Lead

Status Update

1.9.1 Update the Traffic Bylaw to establish comprehensive regulations regarding appropriate uses on trails. X EC In progress. Expected completion in following year.

1.9.2 Establish a trail use agreement with all commercial operators who use trails within the townsite. X EC In progress. Expected completion in following year.

1.9.3 Formalize horse use regulations in the Traffic Bylaw, including a new schedule of designated trails. X EC In progress. Expected completion in following year.

1.9.4 Upgrade trails designated for horse use to durable surfaces that won’t degrade within a single season of use. X EC Select a status update

1.9.5 Address the issue of horse droppings on trails to improve the trail experience for all users. X EC In progress. Expected completion in following year.

1.9.6 Limit rickshaws to trail Types 1 and 2, to have sufficient width for other users (3 meters minimum). X PD Moved to 2017. 1.9.7 If path widened, extend rickshaw and pedicab tour routes (Schedule “H” in the Traffic Bylaw) to the Bow Falls parking lot. X PD Select a status update 1.9.8 Develop a policy for the approval of trail use by commercial operators. X EC Not started yet. 1.9.9 Consider lighting for Priority 1 trails that are not currently lit.

X X EC In progress. Expected completion

by 4th quarter.

1.10 Management and Maintenance # Action

2015

2016

2017

2018

Beyond

Lead

Status Update

1.10.1 Monitor trail use with trail counters X EC Ongoing.

1.10.2 Implement trail etiquette education program including signage at key locations. X C Not started yet.

1.10.3 Improve access to Bow Falls in the winter. X EC Not started yet.

1.10.4 Implement improvements to winter trail maintenance based on priority system in Snow Management policy X EC In progress. Expected completion

in following year.

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1.11 Partnerships # Action

2015

2016

2017

2018

Beyond

Lead

Status Update

1.11.1 Institute annual or biannual meetings among Town staff, trail user organizations and the public to identify maintenance issues, communicate planned trail improvements and initiatives, build partnerships and develop volunteers. X EC Not started yet.

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This theme includes housing of all types within the town of Banff. Like most tourism destinations, especially those with a limited land base, Banff has a history of difficulty in providing sufficient and appropriate housing for all those who are eligible to reside in the town.

OUTCOMES BY 2018: • Banffites support the Parks Canada eligible resident requirements, and 100% of housing units are occupied by people who meet these requirements. • At least 80% of those who work in Banff live in Banff, and those who live in other communities do so by choice. • At least 1% of our accommodation is accessible for people with mobility limitations. • Our rental vacancy rate is 1% or higher. • 200 new housing units have received occupancy permits since 2014. • Neighbourhood satisfaction with parking and noise management has increased since 2014. • Residents’ understanding of, trust in and engagement with the development process has increased since 2014.

A PLACE TO CALL HOME — ACTIONS 2.1 Rental Housing # Action

2015

2016

2017

2018

Beyond

Lead

Status Update

2.1.1 Review the province's vacancy rate for Banff annually and JRC rental price data quarterly and report to Council and CHSC X X X X HC Ongoing.

2.1.2 Investigate access to a quasi-judicial tenant resolution board for the Bow Valley and commence service delivery X HC Ongoing.

2.1.3 Provide a best practice lease and best practice guidelines for landlords X HC Not started yet.

2.1.4 Create an information package on tenant information related to rights and responsibilities and distribute X HC Ongoing.

2.1.5 Track noise complaints from multifamily residential apartment buildings and track parking complaints X X X B In progress. Expected completion by 4th quarter.

2.1.6 Explore, draft amendment to require buildings with large numbers of units to have on-site, 24-hour management X

PD In progress. Expected completion by 4th quarter.

2.1.7 Investigate the feasibility of adding flex style apartment characteristics into the design guidelines. Draft and present bylaw amendments that would incentivize these types of developments.

X X

PD In progress. Expected completion by 4th quarter.

2.1.8 Emphasize rental property development and management X X X X PD Ongoing. 2.1.9 Consider creation of a “gold star landlord” list X HC Select a status update

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2.1.10 Consider financial incentives for housing intensification X PD Not started yet. 2.2 Collaboration with Partners # Action

2015

2016

2017

2018

Beyond

Lead

Status Update

2.2.1 Develop plain English handouts for each residential land use district related to the Land Use Bylaw – distribute to realtors for distribution

X PD In progress. Expected completion in following year.

2.2.2 Participate in interagency group on housing issues and activity engage in their information sharing discussions X X X X HC Ongoing.

2.2.3 Investigate land acquisition proposals in other national park communities to find points of agreement for similar applications in Banff

X HC Ongoing.

2.2.4 Identify sites for redevelopment at appropriate densities and work collaboratively with Parks to acquire sites for housing X X HC Ongoing.

2.2.5 Lobby to access provincial funds to acquire housing lands in the town of Banff X CS Ongoing.

2.2.6 Negotiate opportunities with existing leaseholders to develop, redevelop or repurpose their property in partnership with TOB

X X X X HC Ongoing.

2.2.7 Encourage information sharing among employers regarding housing incentives X X

HC In progress. Expected completion by 4th quarter.

2.2.8 Create a summer and winter employer survey to help track and predict housing demand, then conduct each season every two years

X HC Ongoing.

2.3 Regulatory and Policy Framework # Action

2015

2016

2017

2018

Beyond

Lead

Status Update

2.3.1 Present to council options to enforce the Community Standards bylaw proactively X X X X B Not started yet.

2.3.2 Investigate creation of new land use category for employee residences X PD In progress. Expected completion by 1st quarter.

2.3.3 Clarify Parks Canada population target X PD Action complete.

2.3.4 Consider housing in the industrial compound and negotiate multi modal crossing X X E/HC Not started yet.

2.3.5 Ensure wise use of scarce residential land to prevent building of single family homes across lot lines, and to allow or require ancillary buildings during single home development

X PD Delayed by resource availability.

2.3.6 Ensure cash in lieu figure for required bedrooms is appropriate X PD Delayed by resource availability.

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2.3.7 Ensure that required bedrooms provided by developers are appropriate to meet staff housing needs X

PD In progress. Expected completion by 4th quarter.

2.3.8 Consider additional means of contributing to the housing reserve, including differential tax rate for semi-occupied, vacant, or out-of-town-owned properties

X X X CRP In progress. Expected completion

in following year. 2.3.9 Encourage and mandate barrier-free housing units, include information sheets for developers, incentive packages to

encourage it, and draft technical amendment to LUB X PD Select a status update

2.3.10 Create or assist with public education around eligible residency X X X X C Ongoing.

2.3.11 Investigate existing lease clauses on the subject of vacant lands and condemned buildings, draft potential clause for future leases to ensure that residential lands contain habitable dwellings

X HC Select a status update

2.3.12 Review height restrictions (at BMP and LUB reviews) X PD In progress. Expected completion in following year.

2.3.13 Review commercial housing requirements (at BMP and LUB reviews) X PD Select a status update

2.3.14 Review minimum unit size (at LUB reviews) X PD In progress. Expected completion

by 4th quarter.

2.4 Enhance Public Education and Advocacy # Action

2015

2016

2017

2018

Beyond

Lead

Status Update

2.4.1 Create housing portal on town website and keep it current. X X X X HC Action complete.

2.4.2 Enhance public notification about developments; amend LUB regarding enhancement of public notification and information.

X X PD In progress. Expected completion in following year.

2.4.3 Encourage models for larger developments, and use 3D computer graphics to model areas of the town at build out for public education.

X X PD Ongoing.

2.4.4 Design and conduct education campaign with housing related messaging. X C Action complete.

2.4.5 Create a once a year “State of Housing” report for Banff, report shortfall. X X X X HC Ongoing.

2.4.6 Continue to assist seniors and persons with mobility challenges to apply for housing related grant programs (ongoing). X X X X CS Ongoing. 2.4.7 Celebrate successful density by providing density comparisons between Banff and other successful tourism communities. X HC Select a status update

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2.5 Accountability and Monitoring # Action

2015

2016

2017

2018

Beyond

Lead

Status Update

2.5.1 Track housing through municipal census − add questions on housing type and needs X CS Select a status update

2.5.2 Update housing inventory annually based on new development report X X X X HC Select a status update

2.5.3 Create and regularly update an inventory of target residential properties that are ready for development or re-development

X PD Select a status update

2.5.4 Monitor strategy over long term – meet quarterly and report to Council X X X X HC Ongoing.

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This theme includes the factors that contribute to a community’s well-being, such as access to programs and services, meaningful community connections, and the ability to live within financial means.

OUTCOMES BY 2018: • Community residents know where resources and supports are and how to access them, based on calls to 211, hits to the Here to Help web page, and

responses to a question on the municipal resident satisfaction survey. • Residents feel meaningfully connected to others and are actively engaged in community life, based on measures of volunteerism, numbers of people

at resident-focused events and responses to the municipal resident satisfaction survey. • The ratio between median income and median housing cost improves over 2014 levels.

WE ARE COMMUNITY — ACTIONS 3.1 Increase awareness of available programs and services # Action

2015

2016

2017

2018

Beyond

Lead

Status Update

3.1.1 Full launch of Red Door Campaign X CS Action complete.

3.1.2 Expansion messaging of Red Door & additional materials development X X X CS Ongoing.

3.1.3 Launch of 211 Service X CS Action complete.

3.1.4 Participate in annual information fairs, and deliver training to front line staff (Gatekeeper approach) X X X X CS Ongoing.

3.1.5 Enhanced newspaper advertising X X X X CS Ongoing.

3.1.6 Review and assess resource guides (print and on-line) and reproduce or design new ones to meet needs as necessary X X CS Ongoing.

3.2 Enhance Community Connections # Action

2015

2016

2017

2018

Beyond

Lead

Status Update

3.2.1 Launch of "Volunteer While You're Here" initiative & event X CS Action complete.

3.2.2 Resident focused events (Movies under Stars, DJ, Pasta Night, Community Lunch etc) X X X X CS Ongoing.

3.2.3 "Café Community" pilot X CS Ongoing.

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3.2.4 "Banff Welcome" Program pilot X CS Action complete.

3.2.5 Creation of community hub space – identify potential spaces of different scales, develop concepts and implement X X X CS In progress. Expected completion in following year.

3.2.6 Support establishment of self run groups X CS Action complete. 3.2.7 Creation of opportunities for multi cultural connections and cultural celebration X CS Action complete. 3.2.8 Explore options for Greenhouse #3 X CS Action complete. 3.2.9 Resident satisfaction survey X C Select a status update

3.3 Address Affordability Issues # Action

2015

2016

2017

2018

Beyond

Lead

Status Update

3.3.1 Launch of Banff Affordability measure X CS Action complete.

3.3.2 Launch of Banff Access Card and new TOB program discounts X CS Action complete.

3.3.3 Review one year data to determine continuation of TOB program discounts X CS Action complete.

3.3.4 Broader launch of Banff Access Card to wider community X X CS In progress. Expected completion by 4th quarter.

3.3.5 Delivery of financial literacy awareness workshops, creation of local money mentors X X CS Ongoing.

3.3.6 Creation of Good Food Box program and other low cost food related programming X X CS Action complete. 3.3.7 Community Rummage and Bike Sale X X X X CS Ongoing.

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This theme includes services and facilities that offer all citizens and visitors access to recreation, for leisure and for the promotion of healthy lifestyles.

OUTCOMES BY 2018: • The Fenlands, 101 Bear Street and similar facilities are community hubs for year-round recreation, as measured by increasing user numbers shown by

door counters. • Participation rates in programs and at facilities increase over 2014 levels. • Affordability is increased, as measured by a reduction in the numbers of people who report that they cannot afford recreation programs, by the use of

the new access card, and by the percentage of programs offered at no or low cost. • The number of new activities offered year-round increases over 2014 levels. • On the 2017 resident satisfaction survey, responses show increases over 2013 levels in satisfaction with recreation, and in the importance of

recreation. • The recreation grounds offer increased safety, use, quality experience and financial performance. A range of innovative means (such as door counts

on washrooms) are used to gather use statistics.

NATURALLY ACTIVE — ACTIONS 4.1 Upgrade recreation grounds # Action

2015

2016

2017

2018

Beyond

Lead

Status Update

4.1.1 Council approval of Rec Grounds plan X SP Action complete.

4.1.2 Form Skateboard Park Working Group X SP Action complete.

4.1.3 Research skatepark plans and designers X X SP Action complete.

4.1.4 Seek funding partners X X SP Ongoing.

4.1.5 RFP for design and construction – skateboard park X SP Action complete.

4.1.6 Build new skateboard park. X SP Select a status update 4.1.7 Remove track, widen rugby-soccer pitch X SP Select a status update 4.1.8 Expand south parking lot adjacent to greenhouse X SP Ongoing. 4.1.9 Construct new adventure playground - south location to replace existing play apparatus X SP Select a status update 4.1.10 Repair ball diamond fencing X SP In progress. Expected completion

in following year.

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4.1.11 Relocate maintenance compound X SP Ongoing. 4.1.12 Expand Sundance Road Parking X E/SP Moved to 2018. 4.1.13 Replace north playground with "natural" playground X SP/R Select a status update 4.1.14 Install perma/porta-potty at soccer-rugby pitch X SP Moved to 2018. 4.1.15 Remove east ball diamond X SP Select a status update 4.1.16 Install ball diamond lighting X SP Select a status update 4.1.17 Construct multi-purpose building X SP Select a status update 4.1.18 Install multi-purpose bldg. gathering plaza X SP Select a status update 4.1.19 Design/install phase 1 wayfinding signage X SP/C Select a status update 4.1.20 Build seasonal skating rink X SP/E Select a status update 4.1.21 Create off-leash dog park X SP/E Select a status update 4.1.22 Install new picnic area on former ball diamond X SP Select a status update 4.1.23 Construct sliding hill X SP Select a status update 4.1.24 Complete additional trail improvements – missing connections & surfacing X SP Select a status update 4.1.25 Install expanded group picnic site adjacent to Bow River X SP Select a status update 4.1.26 Install bike terrain loop and fitness circuit X SP Select a status update 4.1.27 Construct canoe landing X SP Select a status update 4.1.28 Install remaining way-finding signage X SP/C Select a status update 4.1.29 Upgrade diamonds and replace irrigation X SP Ongoing.

4.2 More children’s play areas on north side # Action

2015

2016

2017

2018

Beyond

Lead

Status Update

4.2.1 Build nature playground in Central Park X R Action complete.

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4.3 Improve facility use # Action

2015

2016

2017

2018

Beyond

Lead

Status Update

4.3.1 Retrofit Fenlands meeting room flooring X F Action complete. 4.3.2 Optimize concession at The Fenlands X X F Ongoing. 4.3.3 Install additional furnishings in The Fenlands Concourse X F Action complete. 4.3.4 Partner with BES modernization to build program/gym space X X X SP Ongoing. 4.3.5 Benchmark gymnasium use/demand X R Action complete. 4.3.6 Work with CRPS to optimize gymnasium usage X X X X CS Ongoing. 4.3.7 Consider retrofits when opportune at The Fenlands to fill amenity or programming gaps X X X X F Ongoing. 4.3.8 Set up and maintain annual statistics tracking of facility use X F Ongoing. 4.3.9 Increase non-ice program activities at The Fenlands X X X X CS Ongoing. 4.3.10 Optimize 101 Bear St usage X CS Ongoing. 4.4 Improve financial performance of The Fenlands and recreation grounds # Action

2015

2016

2017

2018

Beyond

Lead

Status Update

4.4.1 Benchmark Fenlands/Recreation Grounds use against appropriate comparisons X X CRP Ongoing. 4.5 Increase involvement in recreation # Action

2015

2016

2017

2018

Beyond

Lead

Status Update

4.5.1 Create message board for informal rec groups for hiking/biking connections X CS Select a status update 4.5.2 Coordinate "intro" or "learn” to sport/activity sessions X X CS Action complete. 4.5.3 Meet with targeted pop. groups to identify program and activity interests X

CS In progress. Expected completion in following year.

4.5.4 Work with Sally B staff to increase instructional swim opportunities X CS Ongoing. 4.5.5 Advocate for transit service to the Fenlands and Banff Centre X X CS Ongoing.

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4.5.6 Design and install lit pathway to the Fenlands X EC Select a status update 4.6 Enhance access to recreation # Action

2015

2016

2017

2018

Beyond

Lead Status Update

4.6.1 Revise and enhance Sally Borden Pool access and programs X X CS Action complete. 4.6.2 Implement Access Card program X CS Action complete. 4.6.3 Schedule programs and events more broadly including weekdays/daytime X CS In progress. Expected completion

by 4th quarter. 4.6.4 Brand community gathering places/hubs X CS Ongoing. 4.3 Improve facility use # Action

2015

2016

2017

2018

Beyond

Lead

Status Update

4.7.1 Research new recreation software to permit on-line registration for consideration of puchase X X CS Ongoing. 4.7.2 Participate on the Bow Valley True Sport and Recreation Council X X X X CS Ongoing. 4.7.3 Work with Banff Springs Tennis Club to expand instructional programming X X CS Ongoing. 4.7.4 Meet with Parks, Whyte Museum and Banff Centre to look at new programming partnerships X CS In progress. Expected completion

in following year. 4.7.5 Facilitate creation of new recreation resource database, private and public resources X CS Ongoing. 4.7.6 Improve Fenlands customer service X F Ongoing. Back to Table of Contents

20

This theme covers activities in the community that contribute to the economic prosperity of individuals, households, businesses and the community as a whole.

OUTCOMES BY 2018: • The environment continues to be protected when economic activity increases • Median income in the community increases over 2014 levels • Home ownership to income ratio is less than 6 • Annual visitor spend increases over 2014 levels • Percentage of international visitors increases over 2014 levels • Annual ADR increases over 2014 levels • Annual occupancy increases over 2014 levels • Winter occupancy increases over 2014 levels • Residents report increased leisure time increases over 2014 levels • Private re-investment increases over 2014 levels • Resort municipality status is achieved • Job vacancy rate is reduced to 5% • Business licence/capita ratio increases over 2014 levels • Housing rental cost to income ratio improves over 2014 levels • Key economic indicators are publicly reported on a quarterly basis • Indexperience survey shows an improvement in visitor perception of value for money • Target levels are set for the above indicators by a broadly representative, cross-sector working group.

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A PROSPEROUS BANFF — ACTIONS 5.1 Continued focus and commitment # Action

2015

2016

2017

2018

Beyond

Lead Status Update

5.1.1 Dedicated staffing resources X CRP Moved to 2017. 5.1.2 set up public advisory group X CRP Moved to 2017. 5.1.3 Integrate data from benchmarking and data consortium. X CRP Moved to 2017. 5.1.4 Standardize data collection & benchmarking X X X CRP Moved to 2017. 5.1.5 Establish targets (scorecard) X X CRP Moved to 2017. 5.1.6 Use of technology for public engagement X CRP Moved to 2018. 5.1.7 Be a leader in driving the plan and reporting on progress X X X TOB Ongoing. 5.2 Support and enhance affordable quality of life # Action

2015

2016

2017

2018

Beyond

Lead

Status Update

5.2.1 Adopt a housing strategy X TOB Action complete. 5.2.2 Increase supply of rental housing X TOB/

PrvS Not started yet.

5.2.3 Increase awareness of affordability programs X CS Ongoing. 5.2.4 Benchmark supports for daycare X BD Select a status update 5.2.5 Identify and support organizations looking to organize cultural events and festivals X BLLT Select a status update 5.2.6 Needs assessment for additional gathering places and ways to better use existing public spaces. X CS Select a status update 5.2.7 Improve Rental Costs/Income ratio X TOB Select a status update

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5.3 Encourage local business and investment # Action

2015

2016

2017

2018

Beyond

Lead

Status Update

5.3.1 Incentive programs for reinvestment in properties X CRP Not started yet. 5.3.2 Fact Book for investors and new business X CRP Not started yet. 5.3.3 Retail Strategy X PD Not started yet. 5.3.4 Annual Business survey X CRP Not started yet. 5.3.5 Increase Business License/Capita ratio X TOB Not started yet. 5.4 Develop talent and skills # Action

2015

2016

2017

2018

Beyond

Lead

Status Update

5.4.1 Identify and monitor specific gaps in the local supply and demand of talent X TOB/HA

Select a status update

5.4.2 Link employers to available training X TOB/HA

Select a status update

5.4.3 Encourage local talent and entrepreneurship X TOB/HA

Select a status update

5.5 Invest in infrastructure # Action

2015

2016

2017

2018

Beyond

Lead

Status Update

5.5.1 Develop private sector standards in asset maintenance X PrvS Select a status update 5.5.2 Review Streetscape standards X PD Not started yet. 5.5.3 Evaluate municipal capital budget against Economic Prosperity themes X X X X CRP Ongoing. 5.5.4 Incentify private re-investment X TOB Select a status update

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5.6 Strengthen partnerships # Action

2015

2016

2017

2018

Beyond

Lead

Status Update

5.6.1 Tourism Based Communities Status based on MGA review X X X X TOB Ongoing. 5.6.2 Develop key international partnerships for information sharing X X TOB/

BLLT Not started yet.

5.6.3 DMO contract renewal X X TOB In progress. Expected completion by 4th quarter.

5.7 Increase the economic value derived from tourism # Action

2015

2016

2017

2018

Beyond

Lead

Status Update

5.7.1 Work with BLLT to increase winter occupancy X X X BLLT Ongoing. 5.7.2 Work with BLLT to increase annual occupancy X X X BLLT Ongoing. 5.7.3 Work with BLLT to increase annual ADR X X X BLLT Ongoing. 5.7.4 Work with BLLT to monitor value/money indicator surveys X BLLT

/TOB Ongoing.

5.7.5 Work with BLLT to increase annual visitor spend X X X BLLT Ongoing.

Back to Table of Contents

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This theme covers the factors that affect efficient and effective transportation of people and materials in the town, including traffic management, parking, active transportation modes, public transit and goods delivery.

OUTCOMES BY 2018: • Increase by 15% the number of residents choosing active modes to commute to work, as reported on the municipal census. • Increase transit ridership on local Banff routes by 15% over 2014 levels, and double the ridership on the Sulphur Mountain segment in

summer. • Increase ridership on the Banff-Canmore public transit route by 30% over 2014 levels. • Double (to 10%) the percentage of Canmore commuters using Roam (as reported in Canmore census). • Decrease parking stall shortfall to zero in Zones A, B and C. • Reduce the number of days with traffic wait time over 30 minutes to zero. • Reduce the damaging economic effects of traffic congestion.

A SUSTAINABLE TRANSPORTATION SYSTEM — ACTIONS 6.1 Mode shift to active transportation # Action

2015

2016

2017

2018

Beyond

Lead

Status Update

6.1.1 Complete the East legacy trail connection from the current trail termination to Marmot crescent crosswalk X E Ongoing. 6.1.2 Improve surfacing of the trail from the canoe dock to the rail crossing X E Action complete. 6.1.3 Improve signage on existing bike routes and trails X X EC/E Not started yet. 6.1.4 Add information to pedestrian kiosks to help facilitate mode shift X X C Action complete. 6.1.5 Install a series of trail counters to measure pedestrian and cyclist movements X EC Action complete. 6.1.6 Increase pedestrian and cyclist movements by 5% over 1st year measured X E Select a status update 6.1.7 Increase pedestrian and cyclist movements by 5% over previous year X E Select a status update

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6.2 Mode shift to transit # Action

2015

2016

2017

2018

Beyond

Lead

Status Update

6.2.1 Provide survey data to inform future service increase on regional service X E Action complete.

6.2.2 Increase service on Banff-Canmore regional route X E Action complete.

6.2.3 Increase from 5% (40) to 10% (80) the number of Canmore commuters to Banff using the regional service. X E Accomplished target.

6.2.4 Increase regional ridership by 10% over previous year X E Accomplished target.

6.2.5 Increase regional ridership by 10% over previous year X E Select a status update

6.2.6 Increase regional ridership by 10% over previous year X E Select a status update 6.2.7 Increase regional ridership by 10% over previous year X E Select a status update 6.2.8 Increase local service ridership by 5% over previous year X E Accomplished target. 6.2.9 Increase local service ridership by 5% over previous year X E Select a status update 6.2.10 Increase local service ridership by 5% over previous year X E Select a status update 6.2.11 Increase local service ridership by 5% over previous year X E Select a status update 6.2.12 Double peak period frequency on Sulphur Mtn route X E Action complete. 6.2.13 Increase peak period ridership by 20% on Sulphur mountain route X E Accomplished target. 6.2.14 Support the establishment of Parks service to popular destinations outside the Townsite X E Select a status update 6.2.15 Work with BVRTC to establish shelters and build first one X E In progress. Expected completion

in following year.

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6.3 Maintain efficiency of goods movement # Action

2015

2016

2017

2018

Beyond

Lead

Status Update

6.3.1 Produce a bi-annual report on complaints and congestion resulting from goods deliveries X X E Ongoing.

6.4 Maintain parking stall availability downtown # Action

2015

2016

2017

2018

Beyond

Lead

Status Update

6.4.1 Measure shortfall annually during peak periods X X X X E Ongoing.

6.4.2 Increased enforcement of parking time violations; stalls in Zone A, B and C to be checked every 2 hours with monitoring starting by 9 a.m.

X E Ongoing.

6.4.3 Carry out an audit of parking regulatory signage and parking time limits, make changes where required X E Action complete.

6.4.4 Continued communication on RV parking, banffparking.ca, active mode shift etc; Increase number of hits to Banffparking.ca by 20% over previous year

X C Action complete.

6.4.5 Construct smart parking signage system X X E In progress. Expected completion in following year.

6.4.6 Return to council with discussion of need for transportation plebiscite question X E Not started yet. 6.4.7 Work with Parks Canada for increased communication at the park gates and campsites X C Action complete. 6.4.8 Work with Parks Canada to identify land (and policy change if required) for an intercept parking lot X X E Ongoing. 6.4.9 Work with hotels for increased communication at check-in and to publicize Banffparking.ca X E Ongoing.

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6.5 Maintain, in the short term, travel time delays of less than 30 minutes # Action

2015

2016

2017

2018

Beyond

Lead

Status Update

6.5.1 Meet with stakeholders for a co-ordinated approach to congestion reporting and traffic management - 3 meetings in preparation for the peak summer period.

X E Action complete.

6.5.2 Implement a congestion monitoring system including webcams and travel time monitoring X E Ongoing.

6.5.3 Establish continuous peak period coverage for traffic signal management X E Action complete.

6.5.4 Continued communication on RV parking, banffparking.ca, active mode shift etc; Increase number of hits to Banffparking.ca by 20% over previous year

X C Action complete.

6.5.5 Work with Parks Canada for increased communication at the park gates and campsites X C Action complete.

6.5.6 Construct a new signal at the Bear/Buffalo intersection (if warranted) X E Moved to 2018. 6.5.7 Review the Mountain/Spray intersection to identify and required improvements X E Ongoing.

6.6 Maintain in the long term travel time delays of less than 15 minutes # Action

2015

2016

2017

2018

Beyond

Lead

Status Update

6.6.1 Conduct a long term-transportation study to consider options for new infrastructure to accommodate increased visitor numbers

X E In progress. Expected completion by 2nd quarter.

6.6.2 Work with Parks Canada to establish agreements and policy change (if required) for new infrastructure to accommodate increased visitation.

X E In progress. Expected completion by 2nd quarter.

6.6.3 Work with the Calgary Regional Partnership and other stakeholders to reinstate passenger rail from Calgary to Banff X E Ongoing.

Back to Table of Contents

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This theme covers activities that reduce the environmental footprint of our community on our air, water, land, flora and fauna.

OUTCOMES BY 2018: • Existing environmental programs continue to be successful, as measured by waste diversion, effluent quality, water use reduction and

uptake on environmental grants. • A new, comprehensive plan is prepared for the next set of environmental initiatives to be undertaken by the Town.

A MODEL ENVIRONMENTAL COMMUNITY — ACTIONS 7.1 Continue existing programs # Action

2015

2016

2017

2018

Beyond

Lead

Status Update

7.1.1 Continue emphasis on existing environmental programs X X X X EC Ongoing.

7.2 Prepare environmental masterplan # Action

2015

2016

2017

2018

Beyond

Lead

Status Update

7.2.1 Provide options for council approval for the preparation of an environmental master plan X EC In progress. Expected completion in following year.

7.2.2 Plan preparation X X EC In progress. Expected completion in following year.

7.2.3 Plan approval X EC Select a status update

7.2.4 Begin plan implementation X EC Select a status update

Back to Table of Contents

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GLOSSARY OF ABBREVIATIONS B Bylaw BD Banff Daycare BLLT Banff Lake Louise Tourism BSH Fairmont Banff Springs Hotel BVRTC Bow Valley Regional Transit Services Commission C Communications CariP Caribou Properties CRP Corporate Services CS Community Services E Engineering EC Environmental Coordinator F The Fenlands GIS Geographic Information Systems Coordinator HA Banff Lake Louise Hospitality Association HC Housing Coordinator Ops Operations PrvS Private Sector PD Planning and Development R Recreation SP Special Projects TOB Town of Banff

USEFUL LINKS 2014 Community Assessment Banff Community Housing Strategy Banff Community Plan Banff Environmental Stewardship Policy Banff National Park Management Plan Council Four-Year Strategic Priorities Summary Economic Prosperity Strategy Recreation Masterplan Town of Banff Incorporation Agreement Trails Master Plan Transportation Master Plan

Back to Table of Contents