Community & Recreation Services - Banff, Alberta

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Community & Recreation Services

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Community Services

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

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

• Staff are housed in three locations: Banff Town Hall, 101 Bear Street, and The Fenlands Recreation Centre

• Responsible for the Emergency Social Services function within the Municipal Emergency Plan, and ensures the team is identified, trained and ready to respond

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

2020 - 2023 Operating Budget Roll-Up

2019 2019 2020 2021 2021 2022 2023 Actual Approved Q3 Approved Proposed Proposed Proposed

Budget Forecast Budget Budget Budget Budget

REVENUES

Activity Revenue $1,248,302 $1,336,750 $664,199 $1,267,360 $1,119,932 $1,285,722 $1,316,292 Grant Revenue 2,255,303 3,032,083 1,495,594 2,175,951 1,551,002 1,536,843 1,555,188 Other Revenue 445,571 649,600 412,824 694,960 400,036 404,950 395,830 Internal Recoveries 291,090 303,047 310,600 316,812 307,907 317,406 326,742 TOTAL REVENUES 4,240,266 5,321,480 2,883,217 4,455,083 3,378,877 3,544,921 3,594,052

EXPENDITURES

Permanent/Contracted Services 34.25 34.38 28.10 34.42 33.25 33.88 33.88

Grant Funded 8.58 7.75 9.59 8.27 10.37 10.37 10.37

Wages & Benefits 3,145,591 3,092,600 3,043,523 3,359,404 3,415,228 3,559,581 3,650,042 Contracted & General Services

1,733,997 798,666 528,402 753,034 852,482 812,405 817,461 Materials, Goods & Supplies 382,761 417,424 395,293 418,126 499,323 470,210 476,461 Other Expenses 484,994 457,241 400,498 401,635 474,856 453,706 415,050 Internal Charges 1,126,450 1,138,407 1,220,960 1,255,872 1,195,090 1,208,461 1,235,799 TOTAL EXPENDITURES 6,873,793 5,904,338 5,588,676 6,188,071 6,436,979 6,504,363 6,594,813

REVENUES LESS EXPENDITURES (2,633,527) (582,858) (2,705,459) (1,732,988) (3,058,102) (2,959,442) (3,000,761)

Associated Amortization 900,047 824,237 824,494 840,722 897,493 906,466 915,529 Gain / (Loss) on Disposal of TCA (40,191)

Transfers to Reserves (1,576,434) (2,716,920) (425,416) (1,729,840) (419,098) (409,951) (400,502) Transfers from Reserves 1,373,371 457,241 400,498 401,635 574,656 478,706 415,050

Tax Funding Required (2,836,590) (2,842,537) (2,730,377) (3,061,193) (2,902,544) (2,890,687) (2,986,213)

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Community Services

Community Services Fuel Consumption Benchmark

Recreation Fuel Consumption Benchmark (The Fenlands)

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Service Area: Community Services Administration (1 of 10)

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

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

• Direct supervision of 7 staff and indirect oversight for the activities of the division

• Representation of the division and related community needs at the Town of Banff leadership team

• Responsible for ensuring the readiness of the Emergency Social Services team for deployment and role of Deputy Director of Emergency Management.

Strategic Direction & Accountability

• Guide department planning and staff work plan development using the following Master Plans to generate priorities: 2019 Social Assessment, 2015 Recreation Programs and Services Master Plan, 2015 Banff Trails Master Plan, 2014 Community Housing Strategy, and 2013 Recreation Facility Master Plan.

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

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

Community Research and Reporting

• Responsible for the provision of community data that assists in decision making related to service delivery for

the benefit of the municipality and the community at large

• Identify, research, and facilitate responses to social and recreational issues/needs working with a wide variety

of partners, government bodies, other municipalities, and organizations in order to do so

Partnerships and Regional/Provincial Collaboration

• Represent the municipality on a variety of collaborative initiatives at the regional and provincial level

Client Services/ Awareness of Program and Services

• Provide information and supported referral services to the public related to all Town of Banff programs, as

well as referrals to appropriate community agencies

• Process intake applications for the Banff Access Program and helps to administer access for Banff residents to

other regional affordability initiatives (Jacket Frost, Santa’s Anonymous, Good Food Box, Backpack program

etc)

• Manage registrations for all child & youth programs, recreation programs, classes and activities

• Administer the Bear Street advertising windows, and maintains updates to the Community Services

programming web pages

Staffing Support

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

all related programs

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CS Administration 2020 – 2023 Operating Budget



REVENUES

Other Revenue $1,697 $1,350 Internal Recoveries 291,090 303,047 310,600 316,812 307,907 317,406 326,742 TOTAL REVENUES 292,787 303,047 311,950 316,812 307,907 317,406 326,742

EXPENDITURES

FTE Count 2.60 2.60 2.35 2.60 2.60 2.60 2.60

Wages & Benefits 263,517 250,320 251,010 271,720 267,432 274,716 282,196 Contracted & General Services 26,010 40,050 17,414 40,686 38,800 39,526 41,929 Materials, Goods & Supplies 14,758 21,180 8,928 21,424 20,264 21,893 22,330 Internal Charges 48,160 48,160 49,960 51,160 46,700 46,500 47,300 TOTAL EXPENDITURES 352,445 359,710 327,312 384,990 373,196 382,635 393,755

REVENUES LESS EXPENDITURES (59,658) (56,663) (15,362) (68,178) (65,289) (65,229) (67,013)

Associated Amortization 7,836 8,147 8,147 8,310 7,845 7,923 8,002

Transfers to Reserves (5,437) (5,437) (5,437) (5,437) (6,137) (6,137) (6,137) Transfers from Reserves 2,995 1,800

Tax Funding Required (62,100) (62,100) (20,799) (73,615) (69,626) (71,366) (73,150)

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COUNCIL EXPECTATIONS

Senior Administration

1) Identify short term and long term challenges facing our community & recommend strategies to address them

2) Promote a healthy, active, connected community

3) Build strong internal and external partnerships

4) Champion departmental programs

5) Pursue appropriate grant funding where possible

Public Reception

1) High level of customer service with a sense of welcome

2) Maintain appropriate levels of confidentiality

3) Extensive knowledge of community resources and services

Successes Challenges/Opportunities

o Effectively launched Tier 2 of the Banff Access program in Q1 of 2020, and finalized addition of transit passes in Q4

o Implemented a comprehensive Emergency Social Services response within days of declaring a local state of emergency

o Have been able to continue to provide ongoing and responsive support and services to residents in our community throughout the pandemic

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

2020 Priorities: Priority Status

• Review/evaluate communications plan for

Community Services Department. This may

include focus groups, surveys, and review of best

practices.

✓ Overarching evaluation with focus groups did not occur due

to COVID. However, a “plain language” audit of all

marketing materials occurred in 2020 with external grant

funding.

2021 Priorities: Communication Format (RFD/Briefing/Policy/Bylaw/Workshop/Etc.)

No Priorities

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Service Area: Immigration Support Services (2 of 10)

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

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

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

• Work collaboratively with local employers to ensure successful workplace experiences

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

Local Immigration Partnership

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

Immigration Support Services 2020 – 2023 Operating Budget



REVENUES

Activity Revenue $4,260 Grant Revenue 631,751 503,817 944,578 658,161 1,048,650 1,043,491 1,060,836 Other Revenue 778 TOTAL REVENUES 636,789 503,817 944,578 658,161 1,048,650 1,043,491 1,060,836

EXPENDITURES

Grant Funded FTE Count 7.58 6.75 8.69 7.37 8.97 8.97 8.97

Wages & Benefits 523,192 422,760 705,858 578,998 760,921 789,585 808,690 Contracted & General Services 40,833 17,483 68,398 46,415 60,928 64,020 60,195 Materials, Goods & Supplies 21,326 27,279 57,125 14,388 100,757 62,726 66,183 TOTAL EXPENDITURES 585,351 467,522 831,381 639,801 922,596 916,331 935,068

REVENUES LESS EXPENDITURES 51,438 36,295 113,197 18,360 126,054 127,160 125,768

Surplus Generated 51,438 36,295 113,197 18,360 126,054 127,160 125,768

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Service Area: Immigration Support Services (2 of 10)


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

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

Local Immigration Partnership

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


o Settlement Services and BVIP successfully negotiated five year contracts effective April 1 2020 to March 31 2025 with an increase to the Town of Banff’s admin fees from 7% to 15%. Total federal contribution amounts are $4,121,757 for Settlement Services and $951,694 for the Bow Valley Immigration Partnership.

o Settlement Services served 800 unique clients in 2019/2020 Year with over 3824 service contacts.

o 79 unique refugee clients have been supported in 2019/2020 year.

o Temporary Foreign Worker program (Partnership with CCIS), in March to November of 2020 served 417unique individuals and had over 967 client inquiries/contacts. As well the were 50 workshops provided to TFW’s.

o This COVID-19 situation has opened up more opportunities for clients to connect virtually with CCIS. There are more presentations and information sessions available to clients.

o The entire service area is 100% cost recovery due to the grants received from IRCC and (i.e. not tax supported)

o Settlement Services, BVIP and TFW services provided outstanding essential Emergency Social Service supports to one of our most vulnerable populations during the initial Covid-19 lock down.

o TFW Services established a new partnership during the lock down with the Francophone Immigration RIFA Résaux d’Immigration Francophone de

Challenge o Need for refugee support has increased, which

occupies more of staff time due to the nature of complex needs involved.

o MIP project aimed at building community capacity was severely impacted by the renovations in 2019 and Covid-19. An extension to March 31st 2021 was requested in order to meet the outcomes.

o The number of inquiries from foreign workers was very high during the first part of COVID-19, it was a more challenging process to have people register for the workshops and respond to specific inquires regarding their situation(s) during the lock down.

Opportunity o New Opportunity for enhanced programing and

economic prosperity for a vulnerable population being explored through the Home Instruction of Parents of Pre-School Youngsters(HIPPY) Program.

o With less tourism, and the International Experience Canada program currently on hold. As well as the recent news to reduce the number of “Labour Market Impact Assessments (LMIA) approved for Alberta. TFW numbers are expected to be allowing for more time to connect and provide more comprehensive services with the current pool of TFW’s

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l’Alberta, and participation in their workshops was made possible.

o Plain Language audit will be offered to all TOB departments and the training workshop will be offered in Q4 of 2020.


No Priorities

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Service Area: Community Social Wellbeing (3 of 10)

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

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

• Currently, the work being done is divided into two key areas:

▪ Addressing Community Social Needs – This portfolio currently includes Affordability Initiatives, Food Security, Financial Literacy, and Community Connections initiatives (Immigrant Needs, and Neighbourhood Connections)

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

Community Helpers

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

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

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

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

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

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Community Social Wellbeing 2020 – 2023 Operating Budget



REVENUES

Activity Revenue $10,112 $2,000 $36,148 $2,040 $51,000 $2,081 $2,100 Grant Revenue 239,197 236,958 235,960 229,708 228,708 228,708 228,708 Other Revenue 5,427 22,795 TOTAL REVENUES 254,736 238,958 294,903 231,748 279,708 230,789 230,808

EXPENDITURES

Permanent/Contracted Services 2.50 2.50 2.22 2.50 2.30 2.30 2.30

Grant Funded 1.00 1.00 0.89 0.90 0.85 0.85 0.85



Associated Amortization 1,231 748 748 763 1,231 1,243 1,255

Transfers to Reserves (2,550) (2,550) (9,463) (6,198) (3,988) (3,988) (3,988)


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

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

Community Helpers

1) To fulfill the contractual obligations of the provincial agreement in place that funds this initiative

Volunteer Support

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


Community Development

• During COVID provided a client support role & a strong community development role - supported & built capacity within grassroots groups to build a more resilient community e.g. informal cultural group self organizing for cultural food, connecting groups such as Ethiocare in Calgary with Settlement Services & local refugees which in turn encouraged other cultural demographics to work with Settlement Services which in the past have not reached out for supports. Also partnered and collaborated with many other community groups, businesses and agencies to deliver food security programming .

• Piloted winter indoor activities as directed by the Community Social Assessment & Council Priorities and good learnings for future programs. More than 500 participants in 8 weeks– community dance (111), cookie kitchen (126), Arts Place programs (141), learning topics & fix it, games, crafting, indoor kids play etc. Arts Place tested community support in partnership with Town of Banff & now are programming independently at The Radiant.

• Organizational Support – Banff Food Rescue & Bow Valley Food Alliance received society status which started as CD supported grass roots projects & Bow Valley Immigration Project secured 5 year funding from the federal government including an additional staff position

• External funding secured for priority projects – $252,541 for food programs, $2,000 Indigenous Conversations, $12,000 for winter pilot programming .

• Second year of Community Grants process saw increased interest - $50,000 requested for Community Grants (5 times the $10,000 available) and 31 applications for the Community & Building Bridges - twice as many as in 2019.

Opportunity:

• the impact of COVID has presented an opportunity to re-visit the community feedback received during the 2018 Community Social Assessment

Challenges:

• Winter pilot activities cut short due to Covid-19 just when there was momentum happening

• Difficult to deliver a short timeline pilot projects with-in the municipality given the longer time frames & procedures required i.e. HR, Communications, H&S.

• Shortage of in person meeting space during the daytime & and evenings. Loss of connection opportunities within the community.

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Community Helpers

o Continue to see good participation in the variety of training programs offered through Community Helpers:

2017 2018 2019

Community Helpers Training 152 146 130

Mental Health First Aid 0 18 48

ASIST (Applied Suicide Intervention Skills Training

34 17 27

Safetalk 0 35 25

Total Participants 186 216 230

o New community resource information and promotional materials for

the Community Helpers program is being developed, and will distributed through out the community.

Volunteer Support o Continue to promote and advertise volunteer opportunities on

banff.ca/volunteer website. There were over 1886 pageviews on the Town of Banff Volunteer web page

o There were over 27 different organizations that posted a variety of volunteer opportunities on the town webpage in 2020.

Challenge:

• Virtual Community Helpers does not allow for effective delivery of the information

Challenge:

• Volunteer recognition event was cancelled because of COVID regulations.

Opportunity:

• Restructure in the young adult programming area has presented an opportunity to remove the associated costs for the volunteer support role while still being able to deliver on council’s expectations.


• Present options for expanding more low/no-cost activities for residents

✓ Ongoing - Externally funded pilot of winter activities project successful with over 500 participants and good learnings for future programs – community dance, cookie kitchen, games, crafting, Arts Place programs, learning topics & fix it, indoor kids play etc. Launched free drop-in recreation program in fall of 2020.

• Coordinate development of Town of Banff Council recommendations to Parks Canada during stakeholder consultation to update the 2020 Parks Management Plan, relating to cost of living

✓ Ongoing - First step complete: Banff Community Assessment results and emphasis provided related to Cost of Living findings shared with Parks Canada administration

• Begin a conversation with respect to our capacities in welcoming indigenous residents and visitors to our community.

✓ Complete - Applied for funding and partnered with BCCF and the Whyte Museum to host a highly successful evening dinner and conversation event with over 100 attendees including Elders, Stoney Nakoda Residents, Council and Mayor – facilitated and catered by Indigenous people.

• Work with local businesses to expand the Access Program

✓ On hold due to COVID 19 however, only 1 partner business closed

due to Covid and 1 other business is on hold. 4 partners have

included Tier 2 offerings.

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• Present options to enhance public education about the Banff Access Program and local discount/free/low cost opportunities

✓ Complete and operationalized as ongoing activity Advertising and promotion campaign created in December of 2020 highlighting reasons to apply for the Banff Access program and two promote the second tier of affordability options and benefits available to Banff residents.

• Foster greater access to affordable and healthy food through enhanced programs, cooperatives and partnerships

✓ Completed/Ongoing During the COVID ESS response we worked with Wim & Nancy Pauw Foundation (What’s for Dinner – prepared meals and hampers. Delivered over 3000 meals and over 200 hampers), Mountain Fire Foods: Prepared meals for seniors (delivered 1133 meals), Grizzly House restaurant: – no cost meals every other day to all seniors (from March to end of May, 2257 meals provided) Alpine Edibles School Yard Farm: COVID response: Received 140 kilos of farm produce to distribute to seniors at Mount Edith, residents of Tinuu Ethno cultural partnerships were established: Worked with the Settlement Services, Community Connections and BVIP to support the following populations by helping to connect and mobilize people/resources, grant writing and securing funds to support these grass roots organizations in securing access to culturally appropriate food. Filipino Canadian (FORM) Community Association in the Rockies: partnership to assist with grant/funding applications and identifying vulnerable Filipinos – they did bulk purchasing and distributed cultural food hampers in Banff and Lake Louise (143 recipients). Ethiocare: identified Ethiocare (Calgary charity) as a potential partner for Settlement Services Eritrean/Ethiopian clients - $12,000 of hampers delivered to Banff/Lake Louise approx. 90 clients. Bow Valley Primary Care Network & Organics Box (local food distributor) Increased capacity of boxes from 20 to 200 during original restrictions. Now averaging 123 boxes per month, offer sliding scale of price options including no cost for vulnerable residents. An additional $20k funds brought into the Bow Valley to distribute for this program. Banff Food Rescue (BFR) Successfully attained society status (April). Successful grant application for $50k Provincial FCSS funding and acting as advisor to Banff Community Foundation/ Wim Pauw for further funding support. BFR is a self organized, self sustaining 100% volunteer run group that at the height of restrictions was serving 2-300 people per day. Acted as de facto Food Bank from March – end of July – purchased and distributed non perishable hampers in addition to rescued food. Currently serving around 80 – 100 clients per session – and are now operating out of two locations (Sundance Mall and Legion basement (dry goods packaging).

• Present options for expanding discounted local and regional transit for low income individuals

✓ Complete – Tier 2 bus passes will be made available in January 2021


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

Briefing

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Service Area: Housing Sustainability (4 of 10)

• This service area is responsible for driving forward the recommendations from the Banff Community Housing Strategy and council’s additional strategic priorities related to housing. It is expected that progress on these strategies be presented to council and the community at large.

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

Housing Sustainability 2020 – 2023 Operating Budget



REVENUES

Activity Revenue $41,727 $25,200 $24,800 $26,016 $29,024 $29,800 $30,300 Other Revenue 396,206 616,700 376,829 650,000 367,976 358,829 349,380 TOTAL REVENUES 437,933 641,900 401,629 676,016 397,000 388,629 379,680

EXPENDITURES

FTE Count 1.00 1.00 1.00 1.00 1.00 1.00 1.00

Wages & Benefits 117,691 120,064 121,130 125,215 122,977 126,305 129,722 Contracted & General Services 4,828 8,631 2,647 8,798 7,596 7,767 7,936 Materials, Goods & Supplies 690 420 428 428 437 450 Other Expenses 405,522 374,989 353,470 358,674 431,895 414,714 380,058 TOTAL EXPENDITURES 528,731 504,104 477,247 493,115 562,896 549,223 518,166

REVENUES LESS EXPENDITURES (90,798) 137,796 (75,618) 182,901 (165,896) (160,594) (138,486)

Transfers to Reserves (419,083) (623,050) (382,379) (656,350) (374,326) (365,179) (355,730) Transfers from Reserves 405,522 374,989 353,470 358,674 431,895 414,714 380,058


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Service Area: Housing Sustainability (4 of 10)


1) Use the Banff Community Housing Strategy as a guide

2) Work to help supply mix of affordable housing options

3) Represent Town of Banff administration on the Banff Housing Corporation


o As of November 2020 Ti’nu is fully occupied with 75 individuals or families on the waitlist

o Ti’nu COVID-19 rental relief program used a rent geared to income model to temporarily adjust rents to job loss and job reductions for tenants from April 1- Sept 1, 2020

o Projections of an ongoing operational surplus which will perpetually fund the Community Housing Reserve to support future housing projects

o Banff Avenue affordable ownership housing project build team selected, design completed, and decision made to move forward with construction

Challenges:

o Fully occupied at Ti’nu with wait list

Opportunities:

o Current housing development on Banff Avenue

o Future housing development on Cave Avenue


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

✓ Ongoing – COU 19-202 – Council directed

administration to proceed with an affordable entry level

price restricted home ownership project on Banff Avenue

at the July 15th, 2019 meeting of council. A project on

Cave Avenue will return to council for consideration upon

completion of the Banff Avenue project.

• Banff Avenue Home Ownership Project ✓ Ongoing -COU20-260- Council directed

administration to proceed with issuing a letter of intent to

Studio North/Lola Architecture to finalize drawings

and start the construction process of a 33 unit, affordable,

for purchase housing development. Complete COU20-

277 Approval of borrowing bylaw 399 – amendment to

the 2020-2029 capital budget to include expenditures of

$400,000 in 2020 and $10,975,000 in 2021 for the

construction of the Banff Avenue Affordable Housing

project with the construction is to be debt financed and

repaid through the resale of the units upon completion.

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

✓ Moved to 2021

• Deliver State of Housing Report in summer 2020 ✓ Delayed due to COVID -19 – Operationalized

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

✓ Postponed due to COVID-19


• Construction of Banff Ave Affordable Housing project

Briefing/Service Review Updates

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

Briefing

• Deliver annual State of Housing report

Briefing

• Consider the housing needs and supply for seniors,

by integrating the Housing Study with the

understanding of housing from the Bow Valley

Regional Housing Commission

Governance and Finance - 2021

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

• The delivery of programs and services for young adults between 18 and 30, with the goal to improve quality of life among this demographic sector.

BanffLIFE operates a series of programs designed to connect young adults in Banff to one another, and to the community. Programs that increase individual social well-being include:

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

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

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

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

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

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

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

Young Adult Programs & Services 2020 – 2023 Operating Budget



REVENUES

Activity Revenue $26,950 $29,800 $7,347 $28,900 $27,500 $27,500 $27,500 Grant Revenue 76,938 76,838 75,488 72,838 69,838 70,838 70,838 TOTAL REVENUES 103,888 106,638 82,835 101,738 97,338 98,338 98,338

EXPENDITURES

FTE Count 1.65 1.65 0.87 1.65 1.00 1.25 1.25



Associated Amortization 615 620 626 632 Transfers to Reserves (3,050) (3,050) (3,050) (3,050) (3,050) (3,050) (3,050)


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


1) We will positively impact the quality of life for this demographic sector

2) Communicate community expectations

3) Visitor participation should not displace resident participation or increase costs

4) The programming is cost recovery where possible (e.g. Mountain Adventure)

5) Understand there is a social services referral component

6) Enhance integration into our community


o Were able to bring Mountain Adventure programming back on in summer of 2020 and were able to piggyback on planning with staff from the recreation department.

o Outstanding support from the Wim and Nancy Pauw Foundation to subsidize all Banfflife Mountain Adventure Programming. All trip pricing is now between $5 and $15

o Max capacity of participants was reached in all the Banfflife Mountain Adventure programs in 2020. Participant feedback:

o I loved it !!!!! Thank you and thanks to the Pauw foundation. What a great way to give young people access to the outdoors :)

o You guys are doing a great service! Banff Life / Mountain Life is a great platform for new residents to get acquainted and experience what living in the Rockies is all about.

o 124 unique volunteers provided 854 hours of volunteer time to assist with Banfflife programming in 2019.

o Banfflife Facebook page had 8690 likes.

Challenges: o Covid-19 regulations and safety measures put a

full stop on all social connection programming for Banfflife shortly after pandemic was declared (i.e. Pasta night, DJ in the Park, Movies Under the Stars, Ambassador Program, Christmas Dinner)

o Unfortunately, due to length of layoffs associated with this program area, staff in this service area reached permanent layoff status

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

Opportunity: o Program and operational review will be undertaken

to identify potential new opportunities given the impact COVID has had on this program area

o Work with community partners will begin early in 2021 to develop programming to meet the needs of young adults in the Banff.

o Aim to reinstate some/all socialization programs by Q3 of 2021 should pandemic situation improve and if provincial guidance allows


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

Briefing

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

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

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

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

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

Programs and Services include:

• Social Connections Programs (Community Lunch, Seniors Kitchen & Monday Lunch, Outreach Fitness program, Mountain Adventure 55 +, Walking Program)

• Meals on Wheels (in partnership with AHS to deliver hot meals to vulnerable seniors)

• Transportation Initiatives (available for persons with disabilities as well) – Accessible bus service, taxi pass program

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

• Wellness Workshops (wide variety of topics) – fraud prevention, healthy relationships, falls prevention, balanced living etc.

• Information & Referral – including outreach service at local seniors residences (Mount Edith, Cascade House)

Seniors Programs & Services 2020 – 2023 Operating Budget



REVENUES

Activity Revenue $3,407 $3,000 $1,975 $3,327 $3,127 $3,127 $3,327 Grant Revenue 69,838 69,838 84,837 69,838 79,838 69,838 69,838 Other Revenue 1,000 TOTAL REVENUES 73,245 73,838 86,812 73,165 82,965 72,965 73,165

EXPENDITURES

FTE Count 1.85 1.85 1.60 1.85 1.80 1.85 1.85

Wages & Benefits 141,886 146,393 126,890 154,654 144,592 151,455 155,415 Contracted & General Services 26,851 11,805 25,162 12,377 23,315 13,703 14,036 Materials, Goods & Supplies 2,291 3,495 839 3,565 3,565 3,636 3,709 Internal Charges 109,171 110,094 114,077 116,657 106,569 107,602 110,023 TOTAL EXPENDITURES 280,199 271,787 266,968 287,253 278,041 276,396 283,183



Transfers to Reserves (1,500) (1,500) (1,500) (1,500) (1,500) (1,500) (1,500) Transfers from Reserves 15,835


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


1) This program helps seniors remain independent and connected to their community

2) Seniors will be more actively involved in administration and programming

3) Seniors bus service is expected to be tax supported

4) Programming (including fitness) works to reduce social isolation


o 148 unique individuals supported through the Seniors Outreach program in 2020

o 25 unique participants in the weekly Monday Seniors Lunch program

o 29 individuals participated in the Meals on Wheels program that the seniors support program facilities the delivery of

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

2017 2018 2019

Number of people assisted

109 119 97

Total rebates received

$420,718 $331,030 $398,930

o Senior bus service and transportation services (taxi pass

program) continue to be well used

2017 2018 2019

Taxi pass users 95 111 115

Taxi pass # trips 1107 1139 842

Seniors Bus unique users 65 68 60

Seniors Bus # user rides 2849 2506 2744

o The Big Red Ride completed weekly rides throughout the

summer, all through the assistance of 6 volunteers, totalling over 51 volunteer hours with 31 unique users accessing the BRR over 17 rides through out the summer months.

Challenge: o More seniors taxi pass program users

are reaching the maximum monthly pass limit of 4 per month

Opportunity:

o Potential for review of the taxi pass program in 2020 to better meet seniors transportation needs.


o Review of the taxi pass program in 2020 to better meet seniors transportation needs

✓ Completed


No Priorities

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

This service area includes all programs and services geared towards children, youth and families in both the FCSS and Recreation Service divisions. Specific program areas include: Family Resource Network (Formerly Family Wellness and Parent Link) A prevention focused program responsible for developing, and delivering a wide and appropriate range of early intervention programs and services in the community for children 0-18yrs, and their parents/caregivers. Primary functions include:

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

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

1) “Into the Wild” (Grades 1 -6): The Into the Wild program is an after school, non-accredited, outdoor, nature-based program for grades 1 to 4, led by qualified staff who specialize in outdoor and environmental education. Into the Wild operates on a cost recovery basis. Into the Wild will be moving into the new nature cabin for program delivery in December. Additionally, the program is being expanded to kindergarteners on Friday mornings. Due to COVID-19 participant numbers have been limited to meet physical distancing guidance.

2) Get Out – A drop in activity night for grade 7-10 students cooperatively planned by the participants and offering a fun, safe place for youth to recreate, socialize and play a variety of non-competitive sports on Friday nights from 7-10 p.m. During COVID-19 Get Out was relocated to The Fenlands dry floor. On average there are 40+ participants (cohorted) each Friday engaging in social and physical activities. With funding from the PAUW Foundation Get Out Summer was also offered Monday to Friday in July and August and attendance capacities were reached on a regular basis. Activities in Summer Get Out included skateboarding, basketball, arts and crafts, bike rides to Lake Minnewanka and more.

3) Family Into the Wild – Family Into the Wild was not offered during COVID-19. However, through recent grant funding from the Banff Canmore Community Foundation a Halloween pre-registered community event at The Fenlands was held and included Echoes of the Forest and a partnership with Banff Public Library. 60 children (aged 0-6) participated (fully subscribed). A similar program will be offered during the winter break (through BCCF funding partnership). The Halloween event had families from Edmonton, Lethbridge, Cochrane, and Red Deer calling with requests to register.

4) Motoring Munchkins – Due to COVID-19 motoring munchkins was cancelled. Pending COVID-19 guidance the program could be resumed in January with staff supervision.

5) The Basement (Grades 5 & Monday and Wednesday /Grades 7 & 8 Tuesday and Thursday, 3-6 p.m.) – The Basement is free after school drop-in program for Banff youth where students can hang out, play games, create music, art, do homework, etc. The Basement is funded in part by the Pauw Foundation and the space is provided in-kind by the Banff Canmore Community Foundation. Due to COVID-19 The Basement was held at The Fenlands for the fall of 2020.

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6) Mountain Adventurers – Mountain Adventurers is an outdoor program designed for Grades 4-5 and 6-8 on PD half day Fridays from noon – 4 p.m. Students go canoeing, mountain biking, rock climbing, cross country skiing and much more. Mountain Adventurers is funded in part by the Pauw Foundation. Mountain Adventurers continues to be a highly subscribed to program.

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

Children & Youth Recreation Programs 2020 – 2023 Operating Budget



REVENUES

Activity Revenue $314,853 $316,800 $184,535 $344,126 $340,980 $335,980 $337,980 Grant Revenue 116,904 83,228 154,731 111,728 123,968 123,968 124,968 TOTAL REVENUES 431,757 400,028 339,266 455,854 464,948 459,948 462,948

EXPENDITURES

FTE and Contract Count 10.20 9.88 8.15 10.36 10.34 10.34 10.34

Grant Funded 0.38 0.38 0.38

Wages & Benefits 605,369 590,126 555,943 644,558 653,813 667,619 681,741 Contracted & General Services 40,992 46,429 29,720 52,179 53,809 54,389 55,854 Materials, Goods & Supplies 59,368 63,250 45,004 64,175 64,811 65,350 65,979 Internal Charges 187,088 191,051 197,055 201,414 194,362 198,111 203,206 TOTAL EXPENDITURES 892,817 890,856 827,722 962,326 966,795 985,469 1,006,780



Transfers to Reserves (6,010) (6,010) (6,360) (6,360) (7,270) (7,270) (7,270)


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


Family Resource Network (formerly Family Wellness and Parent Link)

1) That individuals and families continue to get support as needed

2) Emphasis on preventive programming rather than crisis management

3) Continue to work with interagency partners in the Bow Valley

4) No duplication of services in the community

Out of School Care and Summer Fun

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

Initiatives

2) 50% recovery generally on all other children programs (i.e. Summer Fun)

3) We expect to form part of a reasonable range of potential activities for children in the community

4) Try to respond to the expressed needs of the community


Family Resource Network (FRN)

o The Town of Banff entered in to a 3 year contract 2020-2023 (i.e. $90,000yr) with the Gov of AB Children Services ministry to provide Family Resource Network (FRN) Services. This will replace the funds received for Family Wellness Worker program.

o Multiple funding partners for FRN Services (Children’s Services, FCSS, Town of Banff)

o Great partnership with library in the provision of early childhood development services.

Summer Program Successes o Operation out of two TOB locations- OSC room at BES

and the Fenlands. Fenlands staff were absolutely great to work with on all fronts. Scout Hall provided a gym space to make up for BES lack of space.

o Small group sizes with children= less behavior management, more relationship building with children and families, more space to roam far and wide with less kids and be attentive to the group at large in a more focused way.

o Less camps, field trips and group bookings allowed for a more relaxed, child led programming, which accommodated children better during the post Covid-19 shut down (i.e. transitions were easier, pace of program was slower)

o Successful emergency Covid-19 grant application and Canada Summer Jobs grant brought in and additional $21,800 for to offset wages in this cost center.

Opportunity:

o More autonomy with respect to providing programming at the play space at 101 Bear Street (formerly Parent Link).

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

Summer Fun Challenges:

o The program was split between two facilities, and there was no custodial support at BES, no kitchen, play-ground or gym.

o Ever changing COVID regulations heading into summer

o No online registration or flex registration in Book King

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

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OSC Successes o Our new program rooms- the children and staff can

animate, create their own their space (i.e. ownership). o Solid staff team this year- limited turnover and less

staffing challenges with longer term staff in place who are invested in the work, and children.

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

o Accreditation no longer required by the province. A great deal of time and paper work is no longer required (i.e. less red tape for the provincial wage top up’s)

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

Child/Youth/Family Focused Recreation Initiatives: o Get Out program sees approximately 40 plus students

participating on Friday nights. o Participation rates at The Basement has significantly

increased since changing the age range (10 to 40 students each night).

o Registration from Mountain Adventurers Program continues to see strong uptake from local families. 123 participants. Participation lower from previous years due no sessions during spring school closure.

o 30 + Family Adventure Kits delivered to residents during lockdown.

o 20 Grow Your Own Garden Family kits delivered to residents during lockdown.

o 340 participants in Summer Get Out. o 200+ online participants in Family Bear Aware program

delivered in partnership with Parks Canada during lockdown.

o 4 online story time videos during lockdown that had 350+ views (partnership with Bow Media).

o Online sessions with kids each week to practice sports and activities. Launch video had 1000+ views (partnership with Bow Media).

o Delivery of children’s dance (19 participants) and art classes (25+ participants) at The Fenlands in the fall 2020.

o 60 participants in youth yoga (8 sessions) o Delivered Red Cross Babysitter certification course. o Many youth signing up for Roller Sport days. Comment

from Client Services: On a Roller Sports day. One client registers and the phone gets passes around to the next four or five that are able to make it that evening. I’m impressed by their willingness, excitement to make sure they are registered and that their names show up on the list!

OSC Challenges o Less physical spaces/rooms available to

the program i.e. outdoor play space, kitchen, and gymnasium.

o Registration process was very difficult, no online registration or flex registration.

o Cohort numbers restrict our ability to accommodate many unique users over the entirety of the school year.

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o Funding opportunity released for prevention/early intervention services for the Bow Valley – Expression of Interest is due January 2020 – hopeful notification will occur prior to April 1st 2020

✓ Completed - The town of Banff entered in to a 3 year

contract 2020-2023 (i.e. $90,000yr) with the Gov of

AB Children Services ministry to provide Family

Resource Network Services. This will replace the funds

received for Family Wellness Worker program.


No Priorities

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

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

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

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

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

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

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

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

Resident-Focused Community Events:

• Community events provide opportunities to bring residents together to celebrate and socialize.

• This service area houses the costs associated with these events, and in many cases, various Community Services staff are either primarily involved in a facilitation role, or in partnership with other community members on their delivery.

• Events currently include:

❖ Mountain Madness Race (Directly deliver in partnership with local organizations)

❖ Parks and Recreation Day (Directly deliver) – Postponed due to COVID

❖ Home Grown Art Show (Directly deliver)

❖ Market Music Series, Mountain Music Festival (formerly Harvest Festival) (Provide partial funding for entertainment, permitting, marketing and advertising support) – Harvest Festival postponed due to COVID

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

❖ Used Bike and Community Rummage Sale (Directly deliver fall sale, partner with Community Social Development on spring sale) – Postponed due to COVID

❖ Alberta Family Day (Directly deliver in partnership with the Banff Centre and Banff Public Library) – Postponed due to COVID

❖ Halloween Bonfire/Fireworks (budget for fireworks sits in this cost centre) – Recreation department ran COVID safe community event in 2020 in lieu of fireworks.

❖ Bike Month (Directly deliver in partnership with Canadian Rockies Public Schools and local organizations)

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

Recreation Programs, Events and Services 2020 – 2023 Operating Budget



REVENUES

Activity Revenue $78,002 $62,400 $62,908 $64,428 $82,326 $67,178 $67,270 TOTAL REVENUES 78,002 62,400 62,908 64,428 82,326 67,178 67,270

EXPENDITURES

FTE Count 2.28 2.28 2.08 2.28 2.10 2.41 2.41




Transfers to Reserves (3,110) (3,110) (2,710) (2,710) (2,710)


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


Recreation Programs

1) 100% cost recovery for adult registered programs (exception of affordability programs)

2) 50% cost recovery for children registered programs(exception of affordability programs)

3) Monitoring the success of programs offered

4) New courses will be tried all the time and cancel unsubscribed courses

5) Strive to see 20% of the population served by recreation programs

6) Partnerships are important

7) Continue to provide a range of activities

8) Help new groups get started and move toward self sufficiency

9) Support children more generously than other users

10) Support locals more generously than other users

11) Offerings should change with changing demand

Community Events

1) The Town takes the lead role in events that are targeted at residents; visitors are welcome

2) Ready and able to support other agencies with special events to the best of our abilities

3) Community events that are supported or partnered by the Town reflect our community values as shown in the

Banff Community Plan


o Successfully held Mountain Madness (34 teams) and HomeGrown Art Show (36 entries).

o Multiple online fitness classes offered during the lockdown. Local classes and activity resources were posted on the Banff.ca/active page to maintain community connections. Total page visits: 2724.

o Unique classes such as theatre and yoga in Japanese delivered online during lockdown.

o 160+ fitness kits delivered to homes during lockdown. o Delivered creative programs such as ball room dancing, art

classes, zero waste and more in the fall of 2020. o Through a PAUW partnership delivering low cost

Mountain Adventure program for those aged 30+ including Via Ferrata, Avalanche Safety, Rock Climbing and more.

o Worked with ECC to re-open the skatepark and playgrounds. Skatepark included a collaboration with volunteer safety ambassadors.

o Free Drop-in Recreation huge success in the fall of 2020. From Sept – November 9th participation rates: Public Skating – 736 (68 sessions) Youth Yoga – 60 (8 sessions) 16+ Yoga – 243 (27 sessions) 50+ Yoga – 52 (6 sessions only – funded in part through

Opportunities: o Offer more all ages drop-in sessions. o Encourage more online registrations. o Streamline Banff Access Membership

(remove requirement for multiple cards).

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Blue Cross grant) Zumba – 20 (6 sessions) Dance Conditioning – 256 (15 sessions) – funded in part through Blue Cross grant Racquet Sports Nights (family and 16+) – 308 (25 sessions) Roller Nights (family and 16+) – 111 (12 sessions) Cohort Sport Nights – 241 (10 sessions)

o Online registration has increased from 992 in 2019 to 2527 in 2020 (Jan – Nov 1).


No Priorities

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

The Fenlands and Recreation Facilities Booking

• First point of contact and information source regarding Banff’s facilities.

• Space allocation, contract creation and collection of fees for all Town-owned recreation facilities.

• Promoting The Fenlands to increase awareness and visitation.

• Facilitation and support to community special events.

• Seek sponsorship opportunities for advertising within The Fenlands. The Fenlands Maintenance

• Ensure the safety and security of The Fenlands Banff Recreation Centre and its users.

• Provide customer service to guests and ensure facility guidelines are followed.

• Maintenance of The Fenlands including: arena ice surfaces, preventative maintenance and repairs.

• Manage building lifecycle projects and maintenance.

• Perform custodial work and ensure high standards of cleanliness throughout the property.

Recreation Facilities Bookings and Permitting 2020 – 2023 Operating Budget

2019 2019 2020 2021 2021 2022 2023 Actual Approved Q3 Approved Proposed Proposed Proposed Actual Budget Forecast Budget Budget Budget Budget

REVENUES

Activity Revenue $768,992 $897,550 $346,486 $798,523 $585,975 $820,056 $847,815 Grant Revenue 1,120,676 2,061,404 1,033,678 Other Revenue 41,462 31,900 11,850 44,960 32,060 46,121 46,450 TOTAL REVENUES 1,931,130 2,990,854 358,336 1,877,161 618,035 866,177 894,265

EXPENDITURES

FTE Count 11.94 12.42 9.63 11.95 11.59 11.92 11.92

Wages & Benefits 859,349 920,266 722,358 908,729 868,277 910,210 935,006 Contracted & General Services 1,426,969 527,143 267,024 440,337 425,215 446,459 448,810 Materials, Goods & Supplies 238,709 261,700 251,762 266,784 263,290 271,881 273,471 Other Expenses 79,472 82,252 47,028 42,961 42,961 38,992 34,992 Internal Charges 670,741 673,762 741,470 765,639 730,273 735,545 751,005 TOTAL EXPENDITURES 3,275,240 2,465,123 2,029,642 2,424,450 2,330,016 2,403,087 2,443,284

REVENUES LESS EXPENDITURES (1,344,110) 525,731 (1,671,306) (547,289) (1,711,981) (1,536,910) (1,549,019)

Associated Amortization 843,463 778,110 778,110 793,672 843,465 851,900 860,419 Gain / (Loss) on Disposal of TCA (40,191)

Transfers to Reserves (1,138,495) (2,075,013) (13,807) (1,047,525) (19,807) (19,807) (19,807) Transfers from Reserves 949,019 82,252 47,028 42,961 140,961 63,992 34,992

Tax Funding Required (1,533,586) (1,467,030) (1,638,085) (1,551,853) (1,590,827) (1,492,725) (1,533,834)

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


Recreation Facility Bookings

1) The allocation of Banff recreation facilities addresses the needs of residents first.

Fenlands Maintenance

1) Maintain LEED (leadership in energy and environmental design) standards where it proves to be efficient and

cost effective

2) Apply green infrastructure prioritization- Reducing Energy Consumption

3) Maintenance being completed with minimal impact on facility bookings


Recreation Facility Bookings

• Worked with booked weddings to cancel and reschedule because of COVID-19

• Built relationships with Team Canada Hockey (Men’s & Women’s).

• Supported seasonal user groups with annual ice bookings.

• Held ZOOM calls to communicate ever changing Sport and Recreation guidance with user groups on a regular basis.

• Worked with internal departments to support the transfer of programs from other facilities to The Fenlands (inclusive of Summer Fun).

• Supported non-profit access to The Fenlands upon reopening including the seniors walking program and theatre collective.

• Successful booked 40+ clients at Tunnel Mtn for COVID safe ceremonies inclusive of the BCHS grad.


• RealIce Installation and use.

• Capital painting project completed in-house.

• Installation of inclusivity change rooms

• Installation of sledge hockey boards

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

o Completing capital projects in-house o Increasing sanitization practices in response to

COVID-19 to keep the community safe o Modifying work duties and priorities to

accommodate significant increase in non-ice activities in the summer and fall throughout the facility.

Opportunities:

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

Challenges:

• Banff Hockey Academy lease termination

• COVID shutdown and related impacts to revenue and facility use

• Communication of COVID-19 protocols to users of the facility, and frustration shared by users related to restrictions implemented at the Fenlands

• Uncertainty around timelines related to resumption of activities as per the provincial regulations

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o Supported the Banff Curling Club for a

successful start of their season. o Adapting spaces to support physical distancing

in the building. o Modifying the parking lot to support drop offs

and installed porta potties to support summer parkway users and non-Fenlands users.


Fenlands Bookings

• Focus on recommendations from Recreation Facilities Master Plan related to The Fenlands to maximize use and develop programming diversity.

• Significantly impacted due to COVID in 2020


• Maintain ice quality

• Complete – operationalized now that recommendation from external consultant has been incorporated into regular maintenance procedures.


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

• Ongoing reports to council

• Review of the Community Use of Facilities Policy • RFD

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

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

• Provide essential spaces and places

• Use existing infrastructure and spaces for multiple purposes

• Renew infrastructure

• Active Transportation

2020 – 2023 Operating Budget Recreation Programs Implementation Coordinator



EXPENDITURES

FTE Count 0.20 0.20 0.20 0.20 0.20 0.20 0.20

Wages & Benefits $22,517 $22,574 $23,037 $24,411 $24,595 $25,261 $25,944 Internal Charges 6,193 6,320 6,400 6,566 6,371 6,472 6,672 TOTAL EXPENDITURES 28,710 28,894 29,437 30,977 30,966 31,733 32,616


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


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


1) Builds strong internal and external partnerships

2) Promotes a healthy active community

3) Use recommendations from the Banff Recreation Grounds Redevelopment Plan and the Recreation Facilities

Master Plan as the guide for work in this area


o Nature cabin has been completed. The Rundle Cabin is powered by a 2kW solar photovoltaic array, making it the Town of Banff’s first powered off-grid building. Six photovoltaic panels are connected to a battery system which delivers power to DC circuits for lighting and device charging.

o Effective internal TOB Recreation Grounds working group established and meeting regularly

o Knowledge of grant/funding programs/sources o Bow River Trail repairs completed o Detailed design in progress for many recreation

grounds and trails projects (Valleyview to Mountain Ave., Jasper Way to Cave Ave and Bow Falls).

Challenges: o Soil management plan for recreation grounds site

required. o Basic Impact Assessment commenced for all

future year projects with Parks Canada. o Complexities with tender pricing, soil

management and Parks Canada approvals required 2020 planned projects to be deferred to early spring 2021.

Opportunities: o Project(s) process to be streamlined moving

forward upon completion of the BIA and soil management plan with Parks Canada.

o Anticipate cost savings on Council approved projects for next year through improved soil management planning and group tendering. This includes: track removal, ball diamond and sports field irrigation, sports field improvements, dog park and skatepark picnic area.


• Work with partners to explore a limited vehicle-free initiative on Vermilion Lakes Road, to encourage active transportation, considering accessibility for the less-abled

✓ Pursued with Parks Canada and was not approved at this

time.

• Provide Council with options to upgrade at least

portions of the Bow River Trail (north side) from

the pedestrian bridge to Wolf St. to Type 1

✓ Complete. Future work should be tied to strategic tactic

NT5.

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• Identify priority streets for active modes

improvements

Q1 RFD

• Recreation Grounds Redevelopment projects planned in 2020 includes: multi-purpose building design, site fencing, horse trail, dog park, removal of eastern ball diamond, basketball court resurfacing, trail works and sports field and ball diamonds irrigation and track removal

Service Review

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

RFD

• Provide options for allowing bikes on appropriate sidewalks in winter, similar to wide multi-use pathways

RFD

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

RFD

• Provide a review of skateboard routes RFD

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Documents

Community & Recreation Services - Banff, Alberta