Committee of the Whole Agenda 2017-06-13

Home , Bow Valley College, Mount Edith, Mount Perren

TOWN OF CANMORE AGENDA Committee of the Whole Council Chamber at the Canmore Civic Centre, 902 – 7 Avenue Tuesday, June 13, 2017 at 1:00 p.m.

A. CALL TO ORDER AND APPROVAL OF AGENDA 1:00 1. Agenda for the June 13, 2017 Committee of the Whole Meeting

B. DELEGATIONS None

C. MINUTES 1:00 1. Minutes of the May 9, 2017 Committee of the Whole Meeting

D. STAFF REPORTS 1:00 – 1:15 1. Quarry Lake Mountain Bike Trail Update Purpose: To provide Council with an update on the Quarry Lake Mountain Bike Trail capital project.

1:15 – 1:45 2. Bridge and Culvert Asset Management Program Purpose: To provide Council an update on the condition of the Town of Canmore’s bridge and culvert infrastructure.

1:45 – 2:15 3. Community Social Development Strategic Plan Purpose: To seek information and feedback on the draft Community Social Development Strategic Plan.

2:15 – 2:45 4. Spring 2017 Community Grants Funding Allocation Purpose: To share the decisions of the Community Grant Selection Committee with Council for information.

2:45 – 3:15 5. Bow River Emergency Preparedness Purpose: To provide an overview of the Bow River emergency preparedness planning undertaken as informed by the 2015 Bow River Study.

3:15 – 3:45 6. Town Centre Parking Study Purpose: To provide Council with an overview of the parking study results and recommendations.

E. COUNCILLOR UPDATES 3:45 – 4:00 1. June 2017 Councillor Updates

F. SERVICE AREA REPORTS 4:00 – 4:15 1. June 2017 Service Area Reports

G. COUNCIL RESOLUTION ACTION LIST 4:15 – 4:20 1. Council Resolution Action List as of June 8, 2017

Agenda prepared by: Cheryl Hyde, Municipal Clerk Page 1 of 2

June 13, 2017 Committee of the Whole 1 p.m. Page 1 of 128 H. BOARD AND COMMITTEE UPDATES 1. Bow Valley Regional Housing Bulletin – June 2017

4:20 I. ADJOURNMENT

Agenda prepared by: Cheryl Hyde, Municipal Clerk Page 2 of 2

June 13, 2017 Committee of the Whole 1 p.m. Page 2 of 128 Unapproved C-1

TOWN OF CANMORE MINUTES Committee of the Whole Council Chamber at the Canmore Civic Centre, 902 – 7 Avenue Tuesday, May 9, 2017 at 1:00 p.m.

COUNCIL MEMBERS PRESENT John Borrowman Mayor Ed Russell Deputy Mayor Vi Sandford Councillor Joanna McCallum Councillor Sean Krausert Councillor Rob Seeley Councillor Esmé Comfort Councillor

COUNCIL MEMBERS ABSENT None

ADMINISTRATION PRESENT Lisa deSoto Chief Administrative Officer Michael Fark General Manager of Municipal Infrastructure Sally Caudill General Manager of Municipal Services Robyn Dinnadge Manager of Communications Andreas Comeau Manager of Public Works Greg Burt Manager of Protective Services Alaric Fish Manager of Planning and Development Tracy Woitenko Development Planner Cheryl Hyde Municipal Clerk (Recorder)

Mayor Borrowman called the May 9, 2017 committee of the whole meeting to order at 1:00 p.m.

A. CALL TO ORDER AND APPROVAL OF AGENDA 1. Agenda for the May 9, 2017 Committee of the Whole Meeting 18-2017COW Moved by Mayor Borrowman that the Committee of the Whole approve the agenda for the May 9, 2017 regular meeting as presented, with one addition:  Add Item I-1 Three Sisters Area Structure Plan Applications (in camera). CARRIED UNANIMOUSLY

B. DELEGATIONS 1. Alberta Hockey Hall of Fame Tim Leer, Al Coates, and Perry Berezan spoke to a written presentation providing the Committee with an overview of the Hockey Alberta and the Hockey Alberta Foundation.

Minutes approved by: ______June 13, 2017 Committee of the Whole 1 p.m. Page 3 of 128 Town of Canmore Committee of the Whole Meeting Unapproved May 9, 2017 Page 2 of 3

2. Epcor 2016 Performance Presentation Dennis Letourneau, Epcor site manager, presented the Epcor 2016 performance report.

C. MINUTES 1. Minutes of the April 4, 2017 Committee of the Whole Meeting 19-2017COW Moved by Mayor Borrowman that the Committee of the Whole approve the minutes of the April 4, 2017 regular meeting as presented. CARRIED UNANIMOUSLY

D. STAFF REPORTS 1. Municipal Benchmarking Initiative – Wastewater Administration spoke to a written report, providing the Committee with the Municipal Benchmarking Initiative report on wastewater.

2. Municipal Benchmarking Initiative – Solid Waste Administration spoke to a written report, providing the Committee with the Municipal Benchmarking Initiative report on solid waste.

E. COUNCILLOR UPDATES 1. May 2017 Councillor Updates Written report, received as information.

F. SERVICE AREA REPORTS 1. May 2017 Service Area Reports Written report, received as information.

G. COUNCIL RESOLUTION ACTION LIST 1. Council Resolution Action List as of May 4, 2017 Written report, received as information.

H. BOARD AND COMMITTEE UPDATES 1. Bow Valley Regional Housing Bulletin – May 2017 Written report, received as information.

I. IN CAMERA 1. Three Sisters Area Structure Plan Applications 20-2017COW Moved by Mayor Borrowman that the Committee of the Whole take the meeting in camera at 3:40 p.m. to prevent disclosure of information that could reasonably be expected to reveal advice, recommendations, and analysis, in accordance with section 24(1)(a) of the Freedom of Information and Protection of Privacy Act. CARRIED UNANIMOUSLY

Councillor Krausert left the meeting at 4:29 p.m. Councillor Russell left the meeting at 4:48 p.m.

21-2017COW Moved by Mayor Borrowman that the Committee of the Whole return to the public meeting at 4:50 p.m. CARRIED UNANIMOUSLY

Minutes approved by: ______

June 13, 2017 Committee of the Whole 1 p.m. Page 4 of 128 Town of Canmore Committee of the Whole Meeting Unapproved May 9, 2017 Page 3 of 3

J. ADJOURNMENT 22-2017COW Moved Mayor Borrowman that the Committee of the Whole adjourn the May 9, 2017 regular meeting at 4:50 p.m. CARRIED UNANIMOUSLY

______John Borrowman, Mayor

______Cheryl Hyde, Municipal Clerk

Minutes approved by: ______

June 13, 2017 Committee of the Whole 1 p.m. Page 5 of 128 Briefing

DATE OF MEETING: June 13, 2017 Agenda #: D-1

TO: Committee of the Whole

SUBJECT: Quarry Lake Mountain Bike Trail Update

SUBMITTED BY: Andreas Comeau, Manager of Public Works

PURPOSE: To provide Council with an update on the Quarry Lake Mountain Bike Trail capital project.

BACKGROUND/HISTORY Background for this topic and project is extensive and includes the following key items: 1. Human Use Management Review (HUMR): Council endorsed the list of HUMR recommendations in 2015. It recommended that ‘trails in the Bow Valley are properly located, maintained, provide high quality recreational opportunities and offer a great user experience’. 2. Open Space and Trails Plan (2015/OSTP): The plan identifies Quarry Lake as a key active mode destination. It recommends creating a detailed trail network to manage human use in the location identified for the proposed trail – see Attachment 1. The plan also encourages the allocation of budget to support volunteer trail work. 3. Recreation Master Plan (2016/RMP): Council accepted the updated plan in 2016 for planning purposes that included the following findings related to cycling (as an outdoor amenity): a. Cycling Trail System - Community priority no. 1; b. Mountain Bike Trails - Community priority no 2; 4. Zoning: Quarry Lake Park is designated as natural park district and mountain bike trails are an approved use. 5. Quarry Lake Mountain Bike Trail: After the decision not to proceed with the Benchlands flow trial in 2016, Council approved 2017 capital project 1744; Quarry Lake Mountain Bike Trails, with a $50,000 budget. The trail work will be directed and managed by the Town however the trail building and maintenance will be delivered by volunteer trail building groups within the community.

DISCUSSION The mountain bike trails are proposed in the treed area within Quarry Lake Park (see Attachment 1) in lands co-administered by the Town of Canmore and the Rocky Mountain Heritage Foundation. Currently the area is a maze of informal trails used for multiple purposes (walking, running and biking). It is prudent to formalize the bike trail network to consolidate human use consistent with Town HUMR recommendations and to ensure trails are constructed to a recognized standard (International Mountain Biking Association/IMBA) and combined with regular inspections and maintenance to reduce the Town’s liability.

As outlined in the Background section, the capital project to construct a new mountain bike specific trail network in Quarry Lake Park is supported by and meets the intent of numerous Town of Canmore planning documents. Administration is working with the Canmore & Area Mountain Bike Association (CAMBA) to create an excellent mountain biking experience with features such as berms and box drops with ride-arounds. Trails will be a combination of skill levels, with green (beginner) and blue (moderate) sections. CAMBA is a

June 13, 2017 Committee of the Whole 1 p.m. Page 6 of 128 Quarry Lake Mountain Bike Trails Page 2 of 4 volunteer based group with a membership base of currently 124 and a mandate ‘to advocate for mountain biking and strive for a vibrant and exciting trail system for all ages and abilities’.

The bike trail alignment proposed by CAMBA and shown in Attachment 1 considered several factors:

Parking: User access to the trails can be via bike or vehicle access. Administration believes most users will access the site by preexisting trails (i.e. Highline Trail) however some users will drive to the area and the existing parking lot at Quarry Lake Park will be identified as the vehicle access point. Users of Highline Trail already use this parking lot. The parking lot is also at the low point of the proposed trail, an ideal location to finish a bike experience. Plans to improve and increase capacity at the parking lot are included in the Quarry Lake enhancement plan and 5 year capital budget planning.

Drainage: Parts of the area have wet sections during the spring time. CAMBA has proposed to align the trail around identified drainage areas or mitigate with an IMBA standardized bridge or boardwalk.

Hazardous Trees: A site walk of the site identified several locations with hazardous trees. The project will ensure hazardous trees (i.e. dead standing or leaning trees) will be removed within 30 meters of the proposed trail. This is currently not the case for the balance of informal trails in the area.

Undermining: Mining activity occurred in the area and Town records indicate the space within the proposed trail alignment as a Medium Constrain Zone. The adjacent private property (marked as red in Attachment 1) is identified as a High Constrain Zone. Trail work will be completed away from known depressions with manual labour (hand tools and wheelbarrows) and will not include any heavy equipment.

Signage: CAMBA is working with the Planning & Development department to ensure trail signs are effective and consistent with other biking destinations. Sign details will include trail name, level of difficulty, identify preferred direction of travel and contact details to report trail damage.

User Conflicts: The numerous trails in the area are popular with various user types such as walkers, runners and bikers and there can be user conflicts when sharing the trails. CAMBA has proposed an alignment that provides bikers an alternative to the more defined trails and / or popular trails with the intention of reducing user conflicts.

Wildlife: The proposed trail alignment is not within a wildlife corridor or habitat patch, and does not meet the definition of adjacency to the Quarry Lake habitat patch. The HUMR emphasized the importance of providing good alternative locations for a desired activity if we are to have success in removing use from informal and illegal trails in wildlife corridors and habitat patches. The proposed trails will encourage human use in an appropriate area, and discourage wildlife from entering the area so as to reduce the risk of human/wildlife conflicts.

FINANCIAL IMPACTS No financial impact as the project has already been approved by Council. Ongoing maintenance of the trail is the responsibility of CAMBA.

STAKEHOLDER ENGAGEMENT Stakeholder engagement includes the recent surveys completed for the new Recreation Master Plan plus working directly with representatives of the mountain biking community (CAMBA and the Canmore Trail Alliance). The proposed trail will be communicated to the broader community via the June COW Council presentation plus through social media and an information booth (details TBD).

June 13, 2017 Committee of the Whole 1 p.m. Page 7 of 128 Quarry Lake Mountain Bike Trails Page 3 of 4

Agreement to proceed with the trails is required from the Rocky Mountain Heritage Foundation. Administration is in discussion with the foundation to finalize approvals.

STRATEGIC ALIGNMENT – N/A

ATTACHMENTS

1) Quarry Lake Mountain Bike Trail Map 2) Quarry Lake Mountain Bike Trails Capital Project Justification Sheet

AUTHORIZATION

Submitted by: Andreas Comeau Manager of Public Works Date: May 30, 2017

Approved by: Michael Fark GM, Municipal Infrastructure Date: June 2, 2017

Approved by: Lisa de Soto, P.Eng. Chief Administrative Officer Date: June 7, 2017

June 13, 2017 Committee of the Whole 1 p.m. Page 8 of 128 Quarry Lake Mountain Bike Trails Page 4 of 4

Attachment 1

Quarry Lake Mountain Bike Trail Map

June 13, 2017 Committee of the Whole 1 p.m. Page 9 of 128 Quarry Lake Mountain Bike Trails Attachment 2 Project Summary Project Number 1744

Budget Year: 2017 2017 Budget: $50,000 Year Identified: 2017 Project Type: New Infrastructure Department: Parks Multi-Year Approval: ¨ Questica Reference: PAR-17-08 Annual Approval: þ Priority: C Project Description: Project is part of a larger plan to complete several enhancements to Quarry Lake Park over 5 years: 2017: Work with local volunteer group to design and construct a mountain bike trail network ($50,000) 2018: Design enhancements for the parking lot and north beach/hill top ($85,000) 2018-2019: Initiate a Public Art campaign for work to be installed in 2019 ($100,000) 2019: Construct 2018 design for parking lot and north beach/hill top ($715,000) 2020: Design enhancement for the south beach and west shore to include more picnic tables, signage and a vault toilet ($50,000) 2021: Construct 2020 design for the south beach and west shore ($250,000)

The 2017 project will provide the funds ($50,000) for a local mountain bike association to design, construct and maintain a new mountain bike park in the Quarry Lake Park area (see map). The Town role will be limited to coordination and oversight of the volunteer groups works. This is the same model employed in other municipalities (Whistler and Squamish) that rely on volunteer groups to build and maintain trails and it is a very effective way to leverage and harness local interest. Providing this opportunity will also have the advantage of drawing users out of wildlife corridors and discourage the building and use of unauthorized trails. END

Budget Funding:

2017 2018 2019 2020 2021 Total General Capital Reserve $50,000 0 0 0 0 $50,000 Total $50,000 0 0 0 0 $50,000

Operating Budget Impact: Operational impact includes the annual provision of funding to a local mountain bike association through the operating budget beginning in 2019. The 2019 value is still to be determined and will be based on the success of the program to enhance mountain bike trails in the community. END

June 13, 2017 Committee of the Whole 1 p.m. Page 10 of 128 Quarry Lake Mountain Bike Trails Project Summary Project Number 1744

Project Rationale: Recreation Master Plan (RMP): The RMP indicated that walking/cycling trails (1st), mountain bike trails (4th) and parks (8th) are a community outdoor priority.

Affordable: The RMP recommended ensuring activities are affordable and the trails would be at no cost to users.

Wildlife Movement: Intensifying the proposed location with mountain bike trails will discourage wildlife in that area, encouraging their movement towards adjacent, approved wildlife corridors and wildlife patches.

Community Expectation: Quarry Lake is a community gem and gathering area for several events. The community was gauged on how the park should be improved and the overwhelming response was to do little and keep it natural. Based on this feedback, the Rocky Mountain Heritage Foundation (RMHF) commissioned a concept plan to complete several improvements that included some trail enhancements. END

Options Considered:

END

June 13, 2017 Committee of the Whole 1 p.m. Page 11 of 128 Briefing

DATE OF MEETING: June 13, 2017 Agenda #: D-2

TO: Committee of the Whole

SUBJECT: Bridge and Culvert Asset Management Program

SUBMITTED BY: Colleen Manion, Engineering Intern

PURPOSE: To provide Council an update on the condition of the Town of Canmore’s bridge and culvert infrastructure.

BACKGROUND/HISTORY The Town of Canmore is responsible for managing an asset inventory of 29 bridges and culvert structures. This inventory consists of 16 pedestrian/emergency access bridges, 3 vehicular road bridges, 7 culverts, and 3 pedestrian underpasses. This infrastructure is essential to maintaining connectivity throughout the community. The Town has a program in place to conduct inspections on all of the bridges and culvert structures every 5 years.

Having an accurate and up to date condition assessment allows the Town to proactively plan repairs, maintenance and replacement of structures. This proactive approach encourages sound financial management, ensures public safety and helps increase the infrastructure’s lifespan.

DISCUSSION In the fall of 2016, the Town retained Associated Engineering to conduct visual inspections on the Town’s bridge inventory, following the Alberta Transportation methodology. The inspection findings were used to create a detailed 5 year maintenance plan, as well as a lifecycle timeline and costing for each structure, which is being used for long term financial planning purposes.

Overall, the Town of Canmore’s bridge and culvert structure inventory was generally found to be in good condition and can remain on the current inspection cycle of approximately 5 years. The detailed maintenance plan identified specific repair items for each structure inspected. It also assigned a year to each repair, while some repairs were deferred beyond the 5-year period. The maintenance plan indicated that the Town does not have a backlog of maintenance items and the structures are generally aging as expected. The work listed for 2017 includes replacing timber deck planks and handrails, clearing debris from culverts and fixing bumps on bridge approaches. The Town’s Parks Department and Streets and Roads Department, as well as an external contactor, are expected to complete all repair items listed for 2017 by the end of this year. A few minor future year repairs were brought forward for completion in 2017 for efficiency.

June 13, 2017 Committee of the Whole 1 p.m. Page 12 of 128 Bridge and Culvert Asset Management Program Page 2 of 3

5-Year Capital Projects The timeline below summarizes notable action items recommended in the next five years:

Detailed Assessments:  A detailed engineering assessment is recommended for the Spur Line Trail pedestrian bridge over Policeman’s Creek (BG08) to determine whether major repairs or complete replacement is needed at the end of the current service life in 2025. This work will be completed within the scope and budget of Capital Project 1629 in 2017.  A detailed engineering assessment is also recommended for the Main Street Bridge over Policeman’s Creek (BG06) in 2021. This project will be subject to future approvals.

Detailed assessment costs are between $10,000 and $15,000. Associated Engineering assessed that without larger repairs, both BG06 and BG08 will need to be replaced in 2025.

Maintenance / Rehabilitation:  The Cougar Creek / Bow Valley Trail Box Culvert (BG04) requires moderate repairs in 2017/2018 to remove protruding rebar and to fix cracks in the concrete. This flood restoration work will be funded by insurance and is included in existing Council authorizations.  The pedestrian bridge north of the TransAlta Power Plant (BG18) will require several timber members to be repaired or replaced in 2021 due to rot. These members include piles, caps, corbels and the sub-deck. Estimated cost is $235,000.

The five year capital plan will be updated to reflect the above recommendations.

Common Repair Items: The inspection findings provided insight into maintenance issues associated with specific bridge materials. A common maintenance item identified in the 5 year plan was the frequent maintenance of glulam, stained and varnished timber structures. Glulam is an engineered wood made from laminations of wood and adhesive. The Town of Canmore currently has three bridges with glulam, stained and varnished timber components (BG15, BG24, BG44); while three more structures of this type will be transferred to the Town from developers within the next few years (BG31, BG37, BG43). These bridges need to be washed periodically and require re-staining every 5 years on average, depending on its exposure to the elements.

Eleven of the 19 bridges have pressure treated timber components. During the visual inspections, rot was found in some timber components and Associated Engineering recommended more in depth inspections on three bridges (BG06, BG08, BG18). This was to determine the extent of the rot in the timber piles to more accurately determine the timing and extent of the required repairs. In January, timber cores were taken from the rotten timber components. Timber members such as piles, deck planks and handrails, will need to be repaired or replaced on several structures within the next five years.

Based on the findings discussed above regarding maintenance concerns, material choices will need to be carefully considered for future structures. Weathering steel is a material with low maintenance costs. The

June 13, 2017 Committee of the Whole 1 p.m. Page 13 of 128 Bridge and Culvert Asset Management Program Page 3 of 3

Town currently has two weathering steel pedestrian bridges spanning Cougar Creek. Administration will also investigate modern stain and varnish compounds which may require less frequent maintenance on wooden bridge structures.

FINANCIAL IMPACTS The bridge inspections, reporting and repairs in 2017 are funded through the capital project 1629. The table below summarizes the allocation of funds in the capital project, as well as the estimate at completion cost.

Budgeted Estimate at Completion Consulting: Bridge Inspections & $65,000.00 $57,378.00 Reporting Detailed Assessment for BG08 $0 $10,000.00 Contracting: 2017 Repairs $25,000.00 $13,104.00 Misc./Contingency $10,000.00 $11,341.50 Total $100,000.00 $91,823.50

STAKEHOLDER ENGAGEMENT Internal engagement has been held with the Parks and Streets and Roads department to coordinate operational repair work for 2017.

STRATEGIC ALIGNMENT Bridge inspections inform the Town on how to appropriately allocate resources to ensure safety and plan repair, rehabilitation and replacement of our bridge assets. This speaks to council’s priority to implement an asset management strategy and to establish targets for reserves and capital contributions.

ATTACHMENTS: Attachment 1 - Canmore Bridge and Culvert Structure Inventory Map

AUTHORIZATION

Submitted by: Colleen Manion Engineering Intern Date: May 26, 2017

Approved by: Katherine Van Keimpema CPA, CGA, BABA, CLGM Manager of Financial Services Date: May 30, 2017

Approved by: Andy Esarte, P.Eng. Manager of Engineering Date May 26, 2017

Approved by: Michael Fark, GM, Municipal Infrastructure Date: May 30, 2017

Approved by: Lisa de Soto, P.Eng. Chief Administrative Officer Date: June 7, 2017

June 13, 2017 Committee of the Whole 1 p.m. Page 14 of 128 To Harvie Heights and Banff

Attachment 1

Bridge Owned by Others C.P.R. Town of Canmore Bridge BG23 Bridge to be Transferred to the Town of Canmore

Transcanada Highway

Palliser Trail Bow River

0 S 0 A il 9 Mountain Ave s v 8 G pe e 0 le n rt Larch Lane0 n ip Silvertip Rdg J T BG25 u Little Ravine Road r Larch AveLarch Cl Bow Valley Trail n a Lane 0 Ray McBride ip il S Note: 0 e t 7 r on Larch R 100 to 1100 ec Cres re 0 id e refers to 0 k 0 g S R 0 6 e S i 0 d Larch Place il lv 1 0 0 v e 0 0 e rt 5 B r ip 1 l ti R 1 R u p id e g i R e 0 d oad 0 G odside 4 g Wo 8 Ave e r o

11 BG11 ane 0 u L 30 s Sil t e ve P 0 rt ip Ave 0 BG10 2 Silvertip Trail 17 St BG27 17 St 17 St S

BG28 S Palliser Trail i BG38 l Pinewood v 16 St BG2616 St e il r v

BG30 Ave 12 t e 8 8 Ave i r 11 Ave Cres p t 15 St ip H 15 St e R d BG09 1 Ave ig BG32 h

Bow Valley Trail t e F s 14 St a 14 St n

13 St a ir

10Ave h

o 2 Ave l s L

t lm a t

13 St i e 13 St h

p g i D BG08 G s 20 e r 12A St a o 0 t e B H 13 St H w e Eagle Pt 10 Ave n e 1 l a 0 c Eagle Hts y 0 h g 7 7 Ave

BG29 a Canmore ail A B la Tr t E ine 11 St v S e r L 11 St e n Nordic Center pu ey n d Benchlands Trail S 10 St Mallard Alley n t c s id S h T l S n l e BG07 i a r C BG20 9 Ave 10 St ta r i n n a t u d c i o p Terr. 9 St t Benchl s e e R M S a l d Riverview Co T ag To Kananaskis BG39 m u e E ia g W Place Railway Ave ill BG22 ar r Country 8 (Main) St W P a ra g BG18 o n c T in k R in d e e d e t s Eagle Terr. r i Rd r n v BG40 R T a a e e r r BG19 BG06 Sp d a c L r 7 St rin il e g le C R C ck P g r d k ro l 7 7 Ave a a 8 8 Ave ck Mac D a E g 100 d CougarB Creekl Dr o 6 St Old Canmore s Se u n Rundle r re tt o Grassi Pl a Rd C le le l r W C

Rundle rc d r ay i P e e 5 5 Ave d

l 5 St p

C l BG02 5 St R d Kananaskis Way C C Forebay R ap o

n BG31 r Rd yo n a n Plant BG43 T te n

u u e r W o y e s e

2 i e a yR o

n R R y

e d 0 n Ko n n r 4 St o d a id

l 0 4 St i ia BG21 P

g e BG03 e P k C g

r n R e

Three SisterLane Dr ta d l

e P BG44 Hoodoo Cres

3 n C d R v o

te 0 M oy l C

Rundle Dr o a o E te d Cougar te r 0 3 St 3 St a oa W n e a G R ay o s G Ck D d 4 4 Ave 3 Ave Court

l 2A St g Bow Valley Trail c r 6 Ave n

P a ri a

p y

r s S M d a e s 2 St L l C e i C n

P t o l

D p o i n L y l BG24 rt e n se

C 1 St ve c a a il s h d C r S e

i y n r D C BG45 a BG42 ly ive w z r C BG41 iz MacDonald D ie r G Grotto t l Lincoln Par G lev S O k Grotto Roadrotto Pl Terrace d n lym BG34 n ia R Ru ic p i tr ic v erstone a Dr BG15 BG12 Rd P G P r Moraine Rd Prendergast Pl G o e ro C.P.R. tt n

S r o o s t p Olympic p o r e t Way BG35 a t y c o L Lane t a L R

B k Glacier Drive Sands Terr e Rummel Pl a d G Alpine

s o R n BG01 ro oad e C tto u Meadows l l os d

e Meadows

Way Grotto r Bow

Elk Elk Run Boulevard Prospect Court C r e Flats Rd Prospect Hts scen McNeill BG04 t

Carey Indian T BG33 Cres Carey h Quarry r e e Highway 1A Lake S i Carey To Exshaw s t Prospect Close e BG05 BG17 r BG16 s Morris V D a r McNeill n i ve Horn e Transcanada Highway Law ren ce G ra s r s lke Van Horne i Wa R Lane id ge Peaks Drive Bow River Kamenka Wilso n W Green a T y hre e Sisters Parkw Peaks ay Shellian Lane Lane 742 Ca irns Lan d R ne in i eser La g ss voir a r G

o BG13 Crossbow b BG14

e s Lane c

r a

C BG36 P C T asale h Pla r ce e BG37 e S is t e Bow River K r r s iz P a ow Close n a sk r i B k M w Dyrgas Gate a 0 0.25 y0.5a 1 Km y Canmore Bridge & Culvert Crossing Inventory Dy rgas Ln C Ct af faro Date: 5/25/2017 Name: ENG2017_007_CanmoreBridges_DB Map produced by Town of Canmore GIS Services. June 13, 2017 Committee of the Whole 1 p.m. Page 15 of 128 Briefing

DATE OF MEETING: June 13, 2017 Agenda #: D-3

TO: Committee of the Whole

SUBJECT: Community Social Development Strategic Plan

SUBMITTED BY: Lisa Brown, Manager of Community Social Development

PURPOSE: To seek information and feedback on the draft Community Social Development Strategic Plan

BACKGROUND/HISTORY Canmore is changing. Canmore is resilient.

The Community Social Development Strategic Plan, titled Tools for the Future, is about actively building our community’s resilience so that, together, we remain strong, connected and open to finding new solutions to complex and unpredictable future obstacles.

The Town’s vision is to keep Canmore as a ‘Livable Community’ where all members are welcome to fully engage in the social and economic activities that make communities and neighbourhoods great.

Through community engagement, Canmore residents have clearly stated that they value: Sustainability, Diversity, and Connectedness.

We also know that our Town’s greatest strengths are its people. We value the richness of different perspectives, backgrounds and cultures and believe that we all want what is best for Canmore.

When creating this Community Social Development plan, a three phased process was followed. As a result of this process, three Community Social Development outcomes were identified. These outcomes will be a municipal priority for the next 3-5 years:

1. Building Social Capital by:  Providing people with tools for building new neighbourhood connections;  Refocusing childhood development as an essential municipal service;  Supporting neighbourhoods with creating new and unique experiences, and;  Creating a process for on-going neighbourhood engagement. 2. Embracing Diversity by:  Creating opportunities to live in right relations and appreciate Indigenous history;  Hearing new perspectives to build compassion for diverse thoughts, and;  Evaluating diversity and inclusion in Canmore.

June 13, 2017 Committee of the Whole 1 p.m. Page 16 of 128 Community Social Development Strategic Plan Page 2 of 3

3. Aligning Services by:  Reducing barriers for accessing community services;  Linking individual outcomes to program and municipal outcomes, and;  Identifying the impact that initiatives have on community livability.

The development of Canmore’s Community Social Development Strategy, Tools for the Future, is included in the Town of Canmore’s 2016-18 Strategic Priorities.

DISCUSSION The Community Social Development plan was created through three main phases. In the first phase we examined Canada’s Social Determinants of Health to understand the components that make a community healthy. With these components in mind, we moved into the second phase where we led multiple conversations with community organizations, residents and municipal staff. Finally, in the third phase we examined community-based research and best practices.

The attached Community Social Development Plan, Tools for the Future, is an overview of: 1) The information gathered through this phased development; 2) The resulting research and best practices; and, 3) Our plan to promote and maintain Canmore’s community resilience.

Administration is seeking input from Council on the draft Tools for the Future and will bring the plan back to Council during a regular business meeting for approval for planning purposes.

FINANCIAL IMPACTS The 2018 budget includes $20,000 in funding for Canmore’s Neighbourhood Connector Program modeled after the Abundant Communities program.

The Community Social Development team, Bow Valley Parent Link, and Family and Community Support Services will work with the Town to incorporate the community outcomes into our current programs.

STAKEHOLDER ENGAGEMENT The Manager of Community Social Development surveyed over 65 residents, met with over 25 community groups and hosted 10 municipal workshops (One with municipal Supervisors and two with municipal Managers).

STRATEGIC ALIGNMENT The development of Canmore’s Community Social Development Strategy is included in the Town of Canmore’s 2016-18 Strategic Priorities and supports the following corporate goals:

 Canmore’s services and programs respond to the aspirations of its residents and visitors and are delivered in an effective, innovative and fiscally responsible manner.  Canmore is a viable community for people of diverse socioeconomic backgrounds.  We value and support “people” as the corporation’s and community’s strongest asset

ATTACHMENTS 1. Tools for the Future: Canmore’s Guide to Connect People and Community (draft)

June 13, 2017 Committee of the Whole 1 p.m. Page 17 of 128 Community Social Development Strategic Plan Page 3 of 3

AUTHORIZATION

Submitted by: Lisa Brown Manager of CSD Date: May 29, 2017

Approved by: Sally Caudill, Ph.D. GM of Municipal Services Date: June 1, 2017

Approved by: Lisa de Soto, P.Eng. Administrative Officer Date: June 7, 2017

June 13, 2017 Committee of the Whole 1 p.m. Page 18 of 128

Tools for the Future:

Attachment 1

Canmore’s Guide to Connect People and Community

"For community development to occur, people in a community must believe working together can make a difference and organise to address their shared needs collectively."

- Flora et al., 1992

June 13, 2017 Committee of the Whole 1 p.m. Page 19 of 128

Executive Summary

“The Only Thing That Is Constant Is Change -”

― Heraclitus

Canmore is changing. Canmore is resilient.

Tools for the Future, our Community Social Development Strategy, actively builds our community’s resilience so that, together, we remain strong, connected and open to finding new solutions to complex and unpredictable future obstacles.

The strategy supports and advances our Town’s vision to keep Canmore as a ‘Livable Community’, where all members are welcome to fully engage in the kinds of social and economic activities that make communities and neighbourhoods great places to live.

Through community conversations, we learned that Canmore residents value sustainability, diversity, and connectedness, and that the Town’s greatest strengths are its people. Residents appreciate the richness of our different perspectives, backgrounds, and cultures and believe we all want what is best for Canmore.

Tools for the Future Framework

This Community Social Development Plan creation followed a three-phased process that resulted in identifying three community social development directions: Building Social Capital, Embracing Diversity and Aligning Services.

Activities related to actualizing each will be a municipal priority for the next 3-5 years:

1. Building Social Capital by engaging in activities that:

Provide people with tools for building new neighbourhood connections; Help neighbourhoods to become a positive force in children’s development; Support neighbourhoods with creating new and unique experiences, and; Empower neighbourhoods to participate in developing their community.

2. Embracing Diversity by engaging in activities that:

Strengthen Indigenous relationships across the Bow Valley; Hear new perspectives to build compassion for diverse thoughts, and; Evaluate diversity and inclusion in Canmore.

3. Aligning Services by engaging in activities that:

Reduce barriers to access community services; Link individual outcomes to program and municipal outcomes, and; Identify the impact of initiatives on community livability.

June 13, 2017 Committee of the Whole 1 p.m. Page 20 of 128

Canmore's Guide for Connecting People and Community

This table shows Canmore’s social development goals within each desired community outcome, the strategy to accomplish that goal and its measurement indicator.

Goal Strategy Indicator Page Community Outcome 1- Building Social Capital Page 19 Goal A: Provide people with Neighbourhood Neighbourhood tools for building new Connection Page 20 participation neighbourhood connections Coordinators Goal B: Help Refocus childhood Parents see Canmore neighbourhoods to become a development as an Page 21 as a child-friendly positive force in children’s essential community community development service Ability for Goal C: Support Tools to support neighbourhoods to Page 22 neighbourhoods with community-led organize and plan creating new and unique activities based on community experiences need Goal D: Empower Municipality will neighbourhoods to develop a process to On-going Page 23 participate in developing create connection community their neighbourhood within conversations community neighbourhoods Community Outcome 2- Embracing Diversity Page 24 Create opportunities Monitoring actions Goal A: Strengthen to live in right Page 24 related to the Truth Indigenous relationships relations and and Reconciliation across the Bow Valley appreciate Indigenous Commission history Goal B: Hear new Community education Quality/ value of perspectives to build Page 25 and awareness possibilities compassion for diverse opportunities presented thoughts Analyzing the Complete the AUMA Goal C: Evaluate diversity welcoming and Page 26 welcoming and inclusion in Canmore inclusive community communities initiatives score Community Outcome 3 – Aligning Services Page 27 Align services based Individual’s Goal A: Reduce barriers to on need to reduce experience of Page 27 access community services administrative barriers programs Creation and regular Goal B: Link individual Create an outcome update of an Page 27 outcomes to program and framework evaluation municipal outcomes framework Goal C: Identify the impact Cross collaboration for Analysis of potential of initiatives on community Page 28 livability impact on livability livability

June 13, 2017 Committee of the Whole 1 p.m. Page 21 of 128

Why Create a Community Social Development Strategy?

The purpose for Canmore’s Community Social Development Strategy, Tools for the Future, is to build our community's resilience so that, together, we remain active, connected, and open to finding new solutions to complex, unpredictable future obstacles.

Tools for the Future is an invitation for all who love Canmore to be included in something larger than themselves, to help build and maintain our community’s social development agenda. It is a framework to encourage community engagement and help guide Administration towards actualizing our future vision. Tools for the Future is a directional map that connects longer term outcomes with shorter-term strategies.

The development of Canmore’s Community Social Development Strategy, Tools for the Future, is included among the Town of Canmore’s 2016-18 Strategic Priorities.

The Process for Creating Tools for the Future

Tools for the Future was developed in three main phases. First, we examined Canada’s Social Determinants of Health to understand the components of a healthy community. Second, we held multiple conversations with residents, community organizations, and municipal staff while keeping the Social Determinants of Health in mind. Finally, we examined community-based research and best practices.

Working with these results will be a municipal priority for the next 3-5 years:

1. Building Social Capital 2. Embracing Diversity 3. Aligning Services.

Discussion of these outcomes follows a brief overview of the process.

Process Overview

Phase 1: Social Determinants of Health

This section highlights the connection between a community’s health and an individual’s health.

The World Health Organization broadly defines health as a complete state of physical, mental, and social well-being, not only as an absence of illness(41). This applies to individuals as well as to communities. The Centers for Disease Control and Prevention, state that for communities to remain healthy, they must actively maintain both their physical and social environments (11).

June 13, 2017 Committee of the Whole 1 p.m. Page 22 of 128

Where we live can promote health or cause disease. The physical environment, governance structures, and prevailing social conditions contribute to creating either a healthy or an unhealthy community.

The Government of Canada created Social Determinants of Health that are correlated with individual and community well-being. These twelve determinants represent a broad definition of health that examines physical, social and personal resources available to individuals.

Image from Canadian Armed Forces

All twelve Social Determinants of Health must be supported for a community to be considered healthy and therefore resilient to unpredictable obstacles. In our conversations with residents, community organizations, and municipal staff we asked how Canmore is perceived to support each one.

Social Determinant of Health Considerations for Canmore

Do residents have the financial means to be social beings in Financial and Social Status our community?

Does the Town of Canmore embrace a vision of gender Gender diversity and inclusion?

Health Services Do residents have access to essential Health Services?

June 13, 2017 Committee of the Whole 1 p.m. Page 23 of 128

Employment and Working Are workers and businesses given the tools they need to Conditions maintain a healthy work environment?

Are residents provided with opportunities to develop their Education and Literacy skills?

Does the physical environment support a high quality of life Physical Environment- for residents?

Do residents have an opportunity to build informal support Social Supports Networks networks?

Personal Health Practices and Are residents provided with the opportunity to increase Coping Skills personal resilience?

Do residents live in a community that values their social Social Environment presence?

Healthy Child Development Is early childhood development supported?

Do residents have access to resources that help expecting Biology and Genetic Endowment parents with a healthy pregnancy?

Culture Is the Town of Canmore a culturally comfortable space?

Phase 2: What does Canmore Say?

This section summarizes conversations held with residents, community organizations, and staff

Multiple community conversations were held with residents, community organizations, and municipal staff while keeping the Social Determinants of Health in mind, including:

- 65 community surveys - 25 community organization group conversations - Ten municipal workshops

Results show that Canmore is considered a diverse community, rich in perspectives. People from across the world are drawn here to work, play, experience, and live.

Many people also speak about Canmore's challenges. They say that periods of rapid economic change result in a myriad of different community connections. Different groups report experiencing Canmore in a variety of ways and each group wants different things from their community.

June 13, 2017 Committee of the Whole 1 p.m. Page 24 of 128

It is clear that Canmore is a complex community. Its complexities underscore the numerous relationships that individuals have.

The stakeholder comments were themed into seven categories; each will be presented together with supporting research in the next section.

In summary, the conversations highlighted the passion, emotion and connection that residents have with the community.

1. Canmore is a great place to live 2. It 's hard to make a living in Canmore 3. Canmore is expensive 4. Housing is a challenge 5. A sense that some residents cannot empathize with other members of the town community 6. A fear of losing Canmore's ‘community feel.' 7. New residents find it difficult to connect with established residents

Phase 3: Related Research

This section describes the community comment themes and provides related research

1. Canmore is a great place to live

Stakeholders recognize Canmore’s beauty, its strong social foundation, high quality healthcare, and valuable amenities.

Canmore is a beautiful mountain municipality surrounded by Provincial and National parks and neighbouring the Stoney-Nakoda First Nation. Its beauty and charm attract people from all around the world. Over the years Canmore has grown into one of the largest towns in Alberta, with a 2016 population of close to 14,000 permanent residents, and it continues to evolve.

Source: Biosphere Institute

June 13, 2017 Committee of the Whole 1 p.m. Page 25 of 128

Strong Social Foundation

Our community surveys and conversations show most residents understand how to connect to the community or social programs. We have over 130 registered charities in Canmore. Our town supports community programs that focus on prevention, promote strong community connections, create safe places for children and parents to grow, stimulate art and culture, and connect people to nature, and more.

High Quality Healthcare

People report they value the high quality of healthcare in Canmore. There is approximately one doctor for every 211 residents here compared with a provincial average of one doctor for every 422 inhabitants (8).

Source: Biosphere Institute

Valuable Amenities

Residents and other stakeholders say they are grateful for our amenities including a well-maintained trail system, access to courses available through Bow Valley College and artsPlace, a modern recreation facility (Elevation Place), multiple community art studios, grocery stores, equipment stores, interesting restaurants and shops, and unique second-hand stores.

2. It's Hard to Make a Living in Canmore

Many residents say it's hard to make a living here. They told us their employment income is not enough to account for Canmore’s high cost of living.

June 13, 2017 Committee of the Whole 1 p.m. Page 26 of 128

Average Income

We compared Canmore's employment income with our cost of living. This graph shows Canmore's average employment income compared to average employment earnings in all of Alberta.

Source: Biosphere Institute – Data from Statistics Canada

Basic Costs Higher than Rest of Province

Even though Canmore’s average employment is close to that of the province, the costs of purchasing necessities are higher. Purchasing both food and non-food items in Canmore is more expensive than in any other municipality in Alberta.

We consulted the Alberta Spatial Price Survey (2016) which compares costs in Alberta municipalities to those in Edmonton, and shows costs are higher here. Edmonton has an Index of 100, while

Canmore’s index is 119, meaning expenses here are greater than those of the capital city by 19%.(3) In fact, according to the Alberta Spatial Price Survey, Canmore’s relative expenses are larger than any other municipality in Alberta.

Edmonton= 100 Total Food Non-Food

Canmore 119.4 111.2 120.5 Source: Alberta Spatial Price Survey, 2016

Families with and Considering Children May Migrate for Financial Security

Only certain populations may be able to make a living in Canmore successfully. For instance, see the population decline of children in Canmore over the past 20 years compared to Alberta and Canada (see graph below). One can speculate that due to Canmore’s high cost of living and our average

June 13, 2017 Committee of the Whole 1 p.m. Page 27 of 128

employment income, families with children may choose to migrate to other communities to be financially more secure.

Source: Biosphere Institute- Data from Canmore Census

% of the Population 1996 2001 2006 2011 2016 Aged 0-14 Canada 20.5% 19.1% 17.7% 16.7% 16.6% Alberta 22.8% 20.8% 19.2% 18.8% 19.2% Canmore 24.5% 23.0% 19.0% 16.6% 15.1% Source: Census of Canada

Canmore Tends to Attract Wealth

The number of people whose primary income comes from investments is almost three times higher in Canmore than for the rest of Canada.

Income Profile 2014 Canada Alberta Canmore Employment income (includes self- employment) 72.0% 78.8% 70.4% Government Transfers (Includes EI) 12.3% 6.8% 4.8% Investment Income 5.8% 8.3% 15.1% Private Pensions / RRSP 7.5% 3.9% 6.4% Other income 2.5% 2.2% 3.2% Total 100.0% 100.0% 100.0% Source: Biosphere – Data from Statistics Canada, 2017

June 13, 2017 Committee of the Whole 1 p.m. Page 28 of 128

More Residents’ Income Below $50K

Although a sizable percentage of individuals with wealth live in Canmore, there is also a significant proportion of persons with modest incomes who struggle with Canmore’s high cost of living. This graph breaks down Canmore’s income (per person). Although some individuals have earnings above $100,000, more make below $50,000 per year.

Source: Biosphere Institute – Data from Statistics Canada

3. Canmore is Expensive

Canmore has a High Living Wage

A Living Wage is "the amount of income an individual or family requires to meet their basic needs, maintain a safe, decent standard of living in their community and to save for future needs and goals” (25). This includes expenses related to food, clothing and footwear, shelter, transportation, childcare, healthcare, social inclusion, and other household costs.

Canmore's 2015 Living Wage Report shows shelter as the most substantial component of Town residents' Living Wage; shelter is followed by food, childcare, and transportation. The people of Canmore must have the following hourly wages to afford to live in Town (see below chart):

June 13, 2017 Committee of the Whole 1 p.m. Page 29 of 128

Hourly Living Wage, 2015 Demographic $23.40 Two working parent family with two children $24.25 Lone parent with one child $20.03 Single adult

Canmore has one of the Highest Living Wage in Canada

This graph compares Canmore’s hourly Living Wage for two working parents with two children with those of other municipalities in Alberta and Canada.

Living Wage: Two Working Parents with Two Children

Medicine Hat Grande Prairie Edmonton Calgary Toronto Golden Vancouver Canmore 0 5 10 15 20 25

Source: Living Wage Canada

Food and Shelter is Costly in Canmore Compared to Toronto, Vancouver

Different communities use different equations to ascertain Living Wage, so it’s hard to compare them. We can, however, examine some elements or baskets.

The most substantial Living Wage baskets in Canmore, in descending order, are shelter, childcare, food, and transportation. When analyzed beside the same components in other municipalities with published data (graph below), we gain a clear picture that housing makes Canmore's Living Wage uniquely high.

June 13, 2017 Committee of the Whole 1 p.m. Page 30 of 128

Living Wage Baskets (annual expenses)

Grande Prairie

Toronto

Vancouver

Canmore

0 5000 10000 15000 20000 25000 30000

Transportation Childcare Food Shelter

Published Living Wage Reports: Canmore (2015), Vancouver (2016); Toronto (2015); Grande Prairie (2015)

4. Housing is a challenge

Different Town Populations focus on Different Housing Challenges

In 2016 for its Livable Canmore Initiative, the Town embarked on a community consultation process called "Everyone Needs a Home." Residents engaged in conversations and responded to questions about their experience, concerns, and desires for the community moving forward.

Report findings reveal contrasts of focus with regard to housing challenges. Longer-term inhabitants said they struggle to maintain the neighbourhood, home, and community in place when they first purchased. Newer residents reported simply doing their best to afford a home.

Year of Purchase Significantly Impacts Housing Affordability

Not all current Canmore homeowners entered the property market at the same time. People who entered the market at a later, more expensive price point date, for example in 2006 or later, may be in a similar demographic to longer-term residents who entered the market earlier, e.g. in 2001, yet their financial situations are entirely different.

The table below shows the different relationships people have with their home over time. Of special note is debt burden.

June 13, 2017 Committee of the Whole 1 p.m. Page 31 of 128

Compare pre-and post- 2006 mortgage amounts (column g), monthly payments (column h), and percentage of median income (column i) to begin to appreciate the debt burden differences of Town homeowners.

The BMO Harris Home Buying Report on First Time Home Buyers states most first time home buyers are approximately 29-years old (21). Single-detached housing costs for first-time buyers and their ages in 2016 if they purchased their home at age 29 appear in the table below (column j).

Median total household income, (column b) has not increased at the same rate as the housing prices (c) for single family homes for Canmore residents.

a b c d e f g h i j Ratio of Mean Single % of If purchased Median Household Mean Single Family Family House Price to 5 Year 5% Down Mortgage Mortgage median homem at 29, Census Year Income House Price Median Household fixed Payment Amount Payment income their current age income spent on would be: 1996 $61,372.00 $210,000.00 3.4 8.0% $10,500 $199,500 1,526$ 30% 49 2001 $64,899.00 $319,000.00 4.9 7.5% $15,950 $303,050 2,216$ 41% 44 2006 $69,020.00 $714,803.00 10.4 5.7% $35,740 $679,063 4,224$ 73% 39 2011 $85,579.00 $801,000.00 9.4 4.6% $40,050 $760,950 4,254$ 60% 34 Source - Biosphere Institute – Data from Statistics Canada (Census); Re/Max Alpine Realty; Verico Mortgage Brokers Network

People Seeking to Become new Homeowners Experience a Significant Affordability Gap which has Consequences

The result is that individuals seeking to become new homeowners experience a significant affordability gap. The following table highlights the affordability gap individuals and families experience when purchasing a house in Canmore. A household with two average incomes would be unable to afford a single family home. This impacts some residents ability to set up roots in the community when, due to housing prices, individuals may need to leave Canmore to afford a long- term family home.

June 13, 2017 Committee of the Whole 1 p.m. Page 32 of 128

5. A sense that some residents cannot empathize with other members of the community

One underlying theme appeared throughout every community conversation. On the one hand, everyone wants what is best for Canmore. On the other, there is a lack of agreement on what exactly is best for the community moving forward.

Different Perspectives on What is Best for Canmore

Every individual focuses on different ideas as to what is best for Canmore. The various groups, with complex and unique backgrounds all, seem to prioritize different values and variables. The consequences are that some residents feel like their community no longer understands and responds to their needs and that other residents cannot empathize with their positions.

A brief overview of the different perspectives that surfaced through conversations and research follows. It is important to note that first, this is not an exhaustive list of community groups in Canmore and second, every individual within each cluster holds unique and complex perspectives.

 Amenity Migrants - people who choose to live in Town for lifestyle as opposed to

employment: Research shows amenity migrants tend to seek communities with both a small town feel and urban amenities. Further, amenity migrants may view their residence as an investment rather than as a home. Research confirms that differences do exist between full- time and part-time amenity migrants.

 New Canadians - refugees and people who are transitioning to become Permanent Residents. Many community groups talk about the struggle New Canadians face securing

June 13, 2017 Committee of the Whole 1 p.m. Page 33 of 128

affordable housing that can accommodate their family reunification. Some new Canadians also require specialized services to help them integrate into the community successfully.

 Full-time Residents - an eclectic group of individuals who care deeply about their home. Some people say they seek to maintain a particular neighbourhood feel while others remark they look for a home into which they can grow.

 Seasonal Workers - people who fill key service positions. Some seasonal workers say that they want to live in Canmore and are unable to due to the high cost of living. [Research from other ‘resort' communities reports on difficulties that seasonal workers experience when trying to become a part of the community.]

 Indigenous People - The Indigenous people of Bow Valley have experienced a long history of change, one that is often quiet and powerful. To live in right relations, Canmore must integrate and reflect on Bow Valley’s pre-colonial history. Also, the Truth and Reconciliation Commission calls upon all Canadian communities to come together in support of the Indigenous people of Canada.

6. A fear of losing Canmore’s community feel

Research on the psychological and social effects of resort growth shows that people in resort communities can experience both psychological and social consequences of rapid population growth

(23). The sense of community dissipates as tourist visits and part time-resident populations increase and as younger people leave as prices climb.

Divisiveness rather than Cohesion

These phenomena which appear in the research also surfaced in Canmore's community conversations:

 Negative attitudes permanent residents hold towards tourists and part-time residents  Disagreements among different sectors of the population about quality of life values

As a conclusion of their study, the researchers stress the importance for municipalities, during their planning process, to appreciate that their locations, in addition to being sites for vacation, recreation, and leisure, are also centres for social interaction, service consumption, experiences, and users’ identification.

Hollowing Out – Exiting a Younger Generation

Research also shows that resort communities tend to experience a significant rise in their cost of living as they grow. Towns suffer developmentally when low-to-middle-class workers are forced to move away due to affordability issues. When ‘hollowing out' occurs, the community lacks a younger

June 13, 2017 Committee of the Whole 1 p.m. Page 34 of 128

generation that, if it stayed, would gain an attachment to and invest in the town's future well-being

(38).

Concerns about Losing Relationships

As echoed in Canmore conversations and questionnaires, research also shows that permanent residents feel upset when they lose relationships with community members who choose to move away to more affordable places (38).

Regional Growth in Communities Affects Community Feel

The Aspen Institute developed a framework that models regional growth in resort communities. Although we cannot predict if Canmore’s growth will follow this example, it is revealing that the Town currently has high housing costs, increased cost of living, and an economic dependency on visitor-based services, much like the model predicts.

Source - Aspen Institute

June 13, 2017 Committee of the Whole 1 p.m. Page 35 of 128

7. New residents find it difficult to connect with established residents

Longer term Residents Keep to Themselves

Resort communities researchers say that longer-term residents are less likely to reach out and engage newer residents because there is a fear that the newer residents may leave (38). It is no surprise that newer community members say it is challenging to become a part of existing networks.

Social Barriers in Resort Communities

There is a risk that in-group/out-group social barriers prevent people from embracing new residents. Together with affordability, this obstacle impacts community, and social development potential.

Resort communities researchers discuss significant social barriers seasonal workers experience when trying to transition to permanent residency. Permanent residents' appear reluctant to welcome new community members because they often stay for a short while before relocating to more affordable communities (38).

Seasonal Workers want to Stay, and Can’t

Conversely, seasonal workers, who are often younger, feel frustrated, because they are unable to relocate to their permanent employment locale

When this occurs, younger generations might not form attachments to their community. As well, longer-term established community members may form close-knit social networks that unintentionally excludes the newer residents.

Social Ties are Important

Research consistently highlights the importance of social ties for maintaining and developing diverse, sustainable and connected communities.

Results: Livable Canmore

This three phase process together with the seven themes that emerged shows a clear need for the Town of Canmore to invest in the "Livability" of our community.

What is a Livable Community?

A ‘Livable Community' describes a region where all members are welcome to fully engage in social and economic activities that make neighbourhoods great. Canmore can become more Livable by investing in practices that provide healthy social and economic foundations.

June 13, 2017 Committee of the Whole 1 p.m. Page 36 of 128

Healthy Social and Economic Foundations

Individuals must have the ability to contribute and engage socially, economically, and sustainably in their community to build its strong social foundation.

Equally, people must be able to expand their contacts and networks, and find unique solutions to common issues and participate, in their community for a strong economic foundation to be built.

Economist David Foot explains, “The point of an economy is to provide people with income so that they can live, raise families, and be social beings (15).”

Tools for the Future purpose is to guide Administration toward investing in processes that maintain the health of our community. It is a citizen-centered plan designed to advance activities that provide a healthy social and economic foundation.

The Town of Canmore will focus on three community outcomes as a priority for the next 3-5 years:

1. Building Social Capital 2. Embracing Diversity 3. Aligning Services

Community Outcome 1: Building Social Capital

This section defines Social Capital, highlights how to increase it to create healthy communities, and offers success measurement factors.

Social capital is the measure of social ties or connectedness within a community. High social capital facilitates cooperation, innovation, and exchange.

We examine two types of social capital and how they relate to residents of Canmore. These social capitals describe the kinds of connection a person can form with another person. Research shows resort communities, which have experienced rapid growth, tend to have high bonding social capital and small bridging social capital. Merely strengthening social capital is not enough. It is important that we strengthen the right type of social capital (9, 18, 36).

Bonding Social Capital: Exclusive, close, and personal relationships within tightly interwoven networks.

Communities with high bonding social capital have a significant number of close-knit groups. Individuals who are in these groups will describe their community as connected and may also have trouble relating to other groups of which they are not a part. Additionally, new residents may have

June 13, 2017 Committee of the Whole 1 p.m. Page 37 of 128

trouble connecting to these close-knit groups as these groups tend to be exclusive, which can result in social isolation.

Bridging Social Capital: Inclusive, open, and welcoming relationships that support cross-group interactions.

Bridging social capital must be increased to balance the effects of existing bonding social capital. By increasing bridging social capital, residents have more exposure to diverse perspectives and opinions, and new residents may feel more socially invested in the community.

There are four goals to provide Canmore residents with needed tools to effectively build social capital. Administration will: A. Provide people with tools for building new neighbourhood connections/Bridging Neighbourhood Connections B. Help neighbourhoods to become a positive force in children’s development/Positive Early Childhood Experiences C. Support neighbourhoods with creating new and unique experiences/Community Led Activities D. Empower neighbourhoods to participate in developing their community/Municipal Connection

Goal A - Provide people with tools for building new neighbourhood connections

Connection at the neighbourhood level is an effective way to strengthen bridging social capital (inclusive, open social ties) to complement and stimulate new bonding social capital (exclusive, close-knit relationships) within a community. Providing residents with tools to strengthen their neighbourhood connections is a way to positively impact the way we relate to each other. (18, 36).

Strategy: Neighbourhood Connection Coordinators

Modeled after Abundant Communities Edmonton, the Town of Canmore will explore a resident-led support system that formalizes neighbourhood relationships. The system will be entirely neighbourhood-led. The Municipality will support the development of this system by funding a volunteer honorarium program called Neighbourhood Connection Coordinators (as approved in the 2018 budget). These Coordinators will work with their neighbours to create new opportunities for relationships within their communities.

As part of the Neighbourhood Connections Coordinator's positon, each will actively connect with people in their neighbourhood by using the strengths, assets, and interests of individuals in their neighbourhood to support informal and natural relationships.

June 13, 2017 Committee of the Whole 1 p.m. Page 38 of 128

Indicator: Neighbourhood Participation

Success will be measured by monitoring the proportion of people within a given neighbourhood who participate in events or initiatives. The indicator will be overseen by Neighbourhood Coordinators and will include a combination of both qualitative and quantitative assessments. These outputs may include: number of individuals attending neighbourhood events, number of connections that Neighbourhood Connection Coordinator established or the number of people who self-reported a stronger connection to their neighbours.

Resources Required: Funding for Canmore’s Abundant Communities program is included in the 2018 budget.

Goal B - Help neighbourhoods to become a positive force in children’s development

Research shows people feel safest in the presence of familiar and nurturing members of their family and community. Children who grow up in a community where they are known and loved develop a protective resilience that can help them manage when unpredictable and stressful situations occur

(19).

Connected neighbourhoods link to positive childhood development. These neighbourhoods offer children a safe place to explore their environment independently under careful protection of their community.

Experiences in a child’s life influence their brains development in ways that can either increase or decrease their resilience. Seconds of kindness within a community can have a powerful impact on a child's growth. Children who consistently have positive interactions with compassionate people learn their community supports them. When those same children experience a high-stress situation, they know there are assistance systems they can lean on, which will help them regulate their response to the situation (16, 19).

Throughout the first world there has been a cultural shift towards isolation, and research shows us that individuals who are relationally impoverished and isolated are less resilient. We know that building a strong relational foundation is important in the early years of a child's development. A supportive community for children from conception to age six, particularly for the first three years, sets a base for leaning and using competence and coping skills that affect learning, behaviour, and health throughout life. "Healthy children become productive members of society and contribute to the overall economic prosperity and social well-being of a community” (6).

Strategy: Refocus childhood development as an essential community service

Investing in children’s development saves money. Research shows that 1$ invested in early years is equivalent to a $3 investment in school-aged children and an $8 investment in adults (22). The following graph shows the return to investment that communities can experience when they actively invest in children. The municipality and the Province will continue to invest in programs that create child-friendly environments.

June 13, 2017 Committee of the Whole 1 p.m. Page 39 of 128

Source – Interpreting the evidence on life cycle skill formation, 2006

These early investments may include: providing tools and resources to parents, ensuring municipal plans are evaluated through child-friendly lenses, supporting neighbourhoods with creating a developmentally rich environment and maintaining community drop-in programs and workshops.

Indicator: Parents see Canmore as a child-friendly community

Success will be measured through Bow Valley Parent Link program evaluations and neighbourhood conversations. Neighbourhood Connection Coordinators and Parent Link staff will listen to parents to evaluate the strength of children’s informal support networks throughout the community. The Town will also continue to work with schools and school-based programs to understand their impression of Canmore’s ability to support children’s development.

Resources Required: Staff will use existing time, programs and materials. New initiatives that will further support this community outcome will not be considered outside of the current service area budget.

Goal C- Support neighbourhoods with creating new and unique experiences

The Municipality will focus on supporting neighbourhoods with creating activities that fit their needs to strengthen their bridging social capital.

In a vibrant neighbourhood residents are empowered to organize, plan, and create social action. While creating Tools for the Future, people were asked ‘What does our community need?' The overwhelming response was ‘community building activities.' In later conversations with community services providers, it became clear that meaningful community activities must be led by the community – not the Town.

June 13, 2017 Committee of the Whole 1 p.m. Page 40 of 128

Strategy: Tools to support community-led activities

As part of the Municipality’s plan to support increased bridging social capital through a resident-led support system, the municipality will also offer neighbourhoods with tools to organize and create community-led neighbourhood events. This support may include: access to resources, information and new practices; use of the Neighbourhood Connector block party trailer, lending of equipment such as gross motor play equipment, and helping residents connect to community organizations.

Indicator: Ability for neighbourhoods to organize and plan based on community need

Success will be evaluated by examining a neighbourhood’s ability to self-organize and plan a community event. Feedback will be gathered through community conversations and program outcomes (such as the Neighbourhood Connector block party trailer and the Neighbourhood Connector Coordinator program).

Goal D- Empower neighbourhoods to participate in developing their neighbourhood community

The world and our community continue to grow in complexity. Local policy cannot be solved by government alone (34). A process for consistent connection between residents and the municipality is required to support progress and learning for both. Conversations need to evolve from discussions that are based on high-profile issues to discussions that can support dialogue on all areas that keep communities healthy. By maintaining a process for connection municipal transparency is increased, diversity in opinion can be respectfully heard, and community can feel ownership for long-term goals.

Strategy: Municipality will develop a process to create connection to neighbourhoods

Administration will regularly meet with local Neighbourhood Connection Coordinators to gather information and discuss local neighbourhood needs, challenges, and successes. Conversations will be dialogue based. The municipality will provide resources and information as requested. Engagement will be informal, and on-going.

Indicator: On-going Community Conversations

Municipalities and neighbourhoods will measure success through their ability to maintain a consistent and regular conversation. An evaluation will be developed and presented annually to Council.

Resources Required: Neighbourhood connectors are included in the 2018 Budget through the Abundant Communities model. In support, staff will use existing time, programs and materials.

June 13, 2017 Committee of the Whole 1 p.m. Page 41 of 128

New initiatives to further this community outcome will not be considered outside of the existing service area budget.

Community Outcome 2- Embracing Diversity

A diverse community respects and values an array of attributes based on differences in ethnicity, gender, age, national origin, ability, sexual orientation, education, religion, and income. Diversity is a source of vibrancy and innovation. Communities that embrace diversity are flexible, resilient, and open to new ways of thinking. As Canmore continues to change there will be additional opportunities for individuals to understand and contribute new perspectives in our community.

Our world is becoming increasingly complex and without embracing our diversity, we run the risk of becoming a weakened, divided community. By embracing diversity we embrace new ways of thinking and seeing the world which may help us, as a community, create innovative solutions to complex problems. By embracing our diversity, we can remain a connected, strong community that is resilient to unpredictable changes and challenges.

Three goals support providing Canmore residents with the tools they need to effectively embrace diversity: A. Strengthen Indigenous relationships in the Bow Valley B. Hear new perspectives to build compassion for diverse thoughts/Building compassion for new perspectives C. Evaluate diversity and inclusion in Canmore

Goal A-Strengthen Indigenous Relationships in the Bow Valley

The Truth and Reconciliation Commission emphasizes the need for all communities across Canada to re-imagine our land as a country that honours history, commitments, healing and forgiveness.

Strengthening Indigenous relationships requires an on-going commitment from the municipality. To move forward in right relations, we must respond to the Truth and Reconciliation 94 calls to action.

Strategy: Create opportunities to live in right relations and appreciate Indigenous history

The municipality will work with the Stoney-Nakoda Nation to understand the pre-colonial history of the Bow Valley. We will work with knowledge keepers and Elders to share our rich history with all who visit, love and live in the Bow Valley. We will appreciate that this account belongs to the Stoney-Nakoda Nation and we will work with our Indigenous neighbours to ensure that history is shared appropriately and respectfully.

Additionally, we will continue to create new opportunities for residents from both Canmore and Morley to connect. This may include: supporting community initiatives in Morley, planning joint

June 13, 2017 Committee of the Whole 1 p.m. Page 42 of 128

events, incorporating Indigenous art and culture into our programs and creating opportunities for cultural learning.

Indicator: Monitor actions related to the Truth and Reconciliation Commission

Success will be measured by our regular monitoring of the Town’s commitment to the Truth and Reconciliation’s calls to action. At present, the municipality is creating a plan to move forward on these. We will evaluate our ability to identify and respond to identified actions based on this scheme.

Resources Required: Staff will use existing time, programs and materials to support goal. Also, staff will explore potential project-based funding opportunities. New initiatives that will further this community outcome will not be considered outside of the existing service area budget.

Goal B - Hear new perspectives to build compassion for diverse thoughts

The world is complex and to manage this complexity people rely on their pre-existing belief system to make sense of the world. Now, more than ever, our minds are exposed to a constant stream of information. Our belief systems help us effectively manage this high volume of input. This natural phenomenon is also known as confirmation bias.

Confirmation bias is not harmful or negative, yet it is something of which we need to be aware. While our preferences are helpful for most situations, they can prove to be an obstacle for us when we are connecting with people whose belief systems are not congruent with our own.

We know that community is stronger when we embrace different ways of seeing and understanding the world. The challenge is, as a community, we need to understand diverse perspectives and while still moving our ‘whole’ community forward. This takes a compassionate community, a community that can understand reasons behind different opinions. To be a compassionate society we have to understand the biases that we each use when processing new information.

It is important to note that compassion does not mean conforming. Compassion is defined as feeling with, saying that an individual understands another's opinion, even if they do not share this view. To continue to move Canmore forward, it is important to foster compassion, not conformity, in our community. As a community, we want rich and diverse opinions, but we also want to create solutions that move us forward as a whole.

Strategy: Community education and awareness opportunities

The municipality can provide outreach and education opportunities to challenge our community views by showcasing different and diverse perspectives. Through community workshops, the town will share a diverse array of perspectives on various relevant community topics.

June 13, 2017 Committee of the Whole 1 p.m. Page 43 of 128

Indicator: Quality/ value of opportunities presented

We will evaluate success by looking at the number of participants who engaged in the various education and awareness opportunities and by reaching out to these members to assess the value of these opportunities.

Resources Required: Staff will use existing time, programs and materials. Also, staff will partner with community organizations to deliver workshops that further our mutual goals. New initiatives that will further this community outcome will not be considered outside of the existing service area budget.

Goal C- Evaluate diversity and inclusion in Canmore Being an inclusive and diverse community is a process more than a goal. The world and its complexity continue to change and, as a result, communities change as well. Through an objective assessment, Canmore can assess the inclusivity and diversity of our community and understand potential areas of growth and success.

Strategy: Complete the AUMA Welcoming Communities Initiative

The Alberta Urban Municipalities Association (AUMA) has created a tool called the Welcoming and Inclusion Evaluation Score that can help municipalities assess and understand areas in our community where we succeed at being diverse and areas where we can grow.

The Welcoming and Inclusion Evaluation Score identifies five levels of inclusion that a given municipality may fall into. In addition to the tool, AUMA’s provides municipalities with resources and suggestions that may help them strengthen areas where growth is needed. AUMA’s framework supports a broad-level assessment of inclusion, which includes, though is not limited to gender diversity, generational differences, cultural awareness, and socio-economic stratification.

The Municipality will apply for funding for this evaluation from the Alberta Human Rights Commission in collaboration with the Bow Valley Immigration Partnership. At present, the Bow Valley Immigration Partnership receives project funding from the Alberta Human Rights Commission for increasing community diversity by helping the Bow Valley with becoming a welcoming community for new Canadians.

Indicator: Analyzing the Welcoming and Inclusive Community Score

Success will be measured by the completion of an inclusion assessment and by the creation of a plan to target identified areas.

June 13, 2017 Committee of the Whole 1 p.m. Page 44 of 128

Community Outcome 3 - Aligning Services

By working to align services for residents, Administration can create processes and procedures that reduce complexity for community users, that promote collective community action, and that identify common links to longer term outcomes, through: A. Aligning services based on need B. Creating an outcome framework C. Cross collaboration for livability

Goal A- Reduce barriers to access community services

Canmore is a busy community. One resident commented that there is “something happening every night and it is all interesting. Sometimes you just have to choose”. There is opportunity for the Canmore to collaborate with service areas both internally and externally to examine the programs, services, workshops, and events with the goal to identify potential areas where we can deliver programs in partnership as opposed to in tandem.

Additionally, navigating government and social service systems can be an overwhelming experience, more so for a resident whose situation is vulnerable or precarious. Not all residents are aware of all of the services that are available to them.

Strategy: Align services based on need to reduce administrative barriers

The municipality will review their client-serving programs to examine new ways to increase accessibility and reduce barriers. Through a collective action model, which is an organized collection of community services, the Town of Canmore will work with our partners to complement community services, identify community gaps, and support a smooth referral process. The end goal will be a single front counter with no wrong door. Collectively we will work with our community partners to jointly support residents with accessing workshops, programs, and community services.

Indicator: Individual’s experience of programs

Success is based on identified need and will be measured by qualitatively analyzing clients’ experience of community services and client-centred programs.

Resources required: Staff will use existing time, programs and materials. Also, staff will partner with community organizations to deliver workshops that further our mutual goals. New initiatives that will further this community outcome will not be considered outside of the existing service area budget.

Goal B- Link individual outcomes to program and municipal outcomes

Many of Canmore’s social supports focus on prevention and are often broadly defined. It's hard to understand the connections between community programs and longer-term community outcomes.

June 13, 2017 Committee of the Whole 1 p.m. Page 45 of 128

To evaluate the impact of a particular program, we need to understand the relationships between individual outcomes, program outcomes, and community outcomes.

Strategy: Create an outcome framework

The Town will create and report on an evaluation framework that connects individual results to municipal program outcomes and community outcomes. This result framework will also recognize the collective work our community partners do in support of Canmore.

Indicator: Creation and regular update of an evaluation framework

Success will be measured by the creation and frequent update of an assessment framework. That includes identifying key indicators that can link program outcomes to broader community outcomes.

Resource Required: Staff will use existing time, programs and materials. New initiatives that will further this community outcome will not be considered outside of the existing service area budget.

Goal C- Identify the impact of initiatives on community livability

A ‘Livable Community' is a community where all members are welcome to engage fully. A livable community is not the responsibility of one department or organization. It is the complex interactions of a myriad of municipal departments and agencies that can create a livable community. It is through an analysis of the barriers that impact livability that we can understand how different initiatives can support livability.

The Town of Canmore has already invested in initiatives that increase livability in Canmore. For example, the Town: supported development of a centrally located community daycare, is working with local non-profits on a Food Security Alliance, developed a public transportation system, launched an Affordable Services Program, and has increased the affordable housing stock within Canmore.

The impact of these initiatives is best understood by analyzing the impact on an individual’s daily life.

For instance, we can look at the potential impact that a public transit system may have on an individual’s daily expenses. In Canmore, the wage that a two parent family with two children must earn to live a sustainable life is $23.40. As a result of the Town investing in a public transportation system, that same family’s Living Wage can be potentially reduced from $23.40 per parent to $21.94 per parent.

Strategy: Cross collaboration for livability

The Town will continue to analyze potential barriers to Livability and examine the potential impact that new initiatives can have on Canmore’s Living Wage. Also, we can continue to work with other municipalities to create a provincial living wage network which can support evaluation and advocacy.

June 13, 2017 Committee of the Whole 1 p.m. Page 46 of 128

Indicator: Analysis of potential impact on livability

Success will be measured by analyzing the potential impact that initiatives can have on Canmore’s Living Wage.

Resources required: Staff will use existing time, programs and materials. New initiatives that will further this community outcome will not be considered outside of the current service area budget.

Conclusion

“Community is both the means and the ends of Community Development”

Cavaye Community Development

Tools for the Future is the Town of Canmore’s Community Social Development Strategy. It is a guide for Administration to use in allocating municipal resources and in developing activities. It is also a resource for residents to reference when connecting programs to our community’s vision. It is an invitation for all who love Canmore to be a part of Canmore’s community social development.

The development of this strategy, Tools for the Future, is included among the Town of Canmore’s 2016-18 Strategic Priorities. The intent is to actively build our community’s resilience so that together we remain strong, connected, and open to finding new solutions to complex and unpredictable future obstacles.

June 13, 2017 Committee of the Whole 1 p.m. Page 47 of 128

Acknowledgements

The creation of Tools for the Future would not have been possible without the help and insight of many community groups, residents and staff.

Special thanks to Marci Segal, Founder of World Creativity and Innovation Week April 15-21.

And thank you to:

Alberta Health Services – Addiction and Mental Health

Banff / Canmore Community Foundation

Biosphere Institute of the Bow Valley

Bow Valley Early Childhood Coalition

Bow Valley Immigration Partnership

Bow Valley Interagency

Bow Valley Primary Care Network

Bow Valley Regional Housing

Canmore Community Housing Corporation

Canmore General Hospital

Dan Sparks

MD of Bighorn

Office of Cam Westhead, MLA for Banff-Cochrane

Right from the Start

Ruben Nelson and Felicity Edwards

Settlement Services in the Bow Valley

Town of Banff

YWCA Banff

June 13, 2017 Committee of the Whole 1 p.m. Page 48 of 128

References

1. Abundant Communities Edmonton: https://www.edmonton.ca/programs_services/for_communities/abundant-community- edmonton.aspx?utm_source=virtualaddress&utm_campaign=abundantcommunity 2. Alberta Social Policy Framework: http://www.humanservices.alberta.ca/documents/spf-full- report.pdf 3. Alberta Spatial Price Survey https://open.alberta.ca/dataset/0254b2ba-1c7d-4b9d-a1c7-c74a9ad46eb4/resource/d9d8669d-cfbe- 4214-be48-9def5d6f881a/download/2016-Alberta-Spatial-Price-Survey.pdf 4. Are you the Average First Time Home Buyer in Canada: http://homeownership.ca/dreaming-of- homeownership/benefits-for-first-time-home-buyers/are-you-the-average-first-time-homebuyer-in- canada/ 5. Biosphere Institute. (2015). Canmore Community Monitoring Program 2014 Final Report. Canmore, AB. Retrieved from http://biosphereinstitute.org/wp-content/uploads/2016/01/CCMP2014.pdf 6. Bow Valley Early Childhood Development Coalition: http://www.ecmap.ca/community-stories- south/40-bow-valley.html 7. Canadian Living Wage Network: http://livingwagecanada.ca/files/3913/8382/4524/Living_Wage_Full_Document_Nov.pdf 8. Canadian Medical Association: https://www.cma.ca/Assets/assets-library/document/en/advocacy/12-Phys_per_pop.pdf 9. Canmore still feeling '88 Olympics impact CBC News Posted: Feb 12, 2013, 10:21 AM MT http://www.cbc.ca/news/canada/calgary/canmore-still-feeling-88-olympics-impact-1.1362868 10. Cavaye Community Development, Understanding Community Development: https://www.researchgate.net/publication/265233282_Understanding_Community_Develo pment 11. Centers for Disease Control and Prevention – Healthy Places https://www.cdc.gov/healthyplaces/about.htm 12. City of London, Social Policy Framework, 2006: https://www.london.ca/About- London/community-statistics/social-issues/Documents/social_policy_framework.pdf 13. City of Red Deer Social Policy Framework, 2015: http://www.reddeer.ca/media/reddeerca/city- government/plans-and-projects/ongoing-plans-and-projects/SPF-FINAL---Sept-3-(2).pdf 14. Community Psychology Perspectives on Social Capital Theory and Community Development Practice., Douglas D. Perkins, Joseph Hughey, and Paul W. Speer, Journal of the Community Development Society Vol. 33 No. 1, 2002 15. Demographics and the economy, an interview with David K. Foot, Ph.D. Investments and Wealth Monitor, 2013 16. Dr. Bruce Perry: www.childtrauma.org 17. Dr. Joe Pavelka: https://www.youtube.com/watch?v=xlO7jQeEhxY&feature=youtu.be 18. Dr. Trevor Hancock: Thrive Conference, Halifax (2014)- http://www.bing.com/videos/search?q=Dr.+Trevor+Hancock+and+utube&view=detail&mid=6F E9782A7663AF78E66D6FE9782A7663AF78E66D&FORM=VIRE 19. From Neurons to Neighborhoods: The Science of Early Childhood Development, Jack P. Shonkoff and Deborah A. Phillips, THE NATIONAL ACADEMIES PRESS, 2000

June 13, 2017 Committee of the Whole 1 p.m. Page 49 of 128

20. Flora, C.B., Flora, J.L. Spears, J.D. and L.E. Swanson. 1992. Rural Communities: Legacy and Change. Boulder, Colorado: Westview Press. 21. Homeownership.ca: http://homeownership.ca/dreaming-of-homeownership/benefits-for-first-time-home-buyers/are- you-the-average-first-time-homebuyer-in-canada/ 22. Interpreting the evidence on life cycle skill formation, Flavio Cunha, James J. Heckman, Lance Lochner, Dimitriy V. Masterov, handbook of the Economics of Educaiton, Volume 1, 2006 23. Keeping our Charm: Residents, Growth and Quality of Life Issues in a Small but Growing Coastal Community, Michael A. Schuett and John S. Jacob, Journal of Extension Vol. 46, Iss. 6, 2008 24. Living Wage Canada: http://www.livingwagecanada.ca/ 25. Livable Canmore: https://canmore.ca/residents/livable-canmore 26. Livable Canmore: Quality Housing in Great Neighbourhoods for All, June 2016. 27. Living Wage Report, Canmore, 2015: https://canmore.ca/documents/.../1028-living-wage-sept-8-2015 28. Living Wage Grande Prairie, 2015: http://livingwagecanada.ca/files/2214/4135/7309/GP_Living_Wage_Update_2015_draft_April_29 -4.pdf 29. Making Ends Meet, Toronto 2015 Living Wage: https://www.policyalternatives.ca/sites/default/files/uploads/publications/Ontario%20Office/201 5/04/CCPA-ON_Making_Ends_Meet.pdf 30. Mining the Future, A Vision for Canmore, 2006: https://canmore.ca/residents/residents-development-planning/municipal-development- plan/mining-the-future 31. National Defence and the Armed Forces: http://www.forces.gc.ca/en/about-reports-pubs- health/surg-gen-mental-health-strategy-ch-2.page 32. Nested Loyalties: Local Networks’ Effects on Neighbourhood and Community Cohesion, John R. Hipp and Andrew Perrin, Urban Studies, Vol. 43, No. 13, 2503–2523, December 2006 33. Profiling Canadian and International Second Home Owners cultures in Canmore, Alberta., Barbara J. McNicol and Gary Buxton, Understanding and Managing Amenity-led Migration in Mountain Regions, May 15-29, 2008: 254-263 34. Rescuing Policy – the case for public engagement, Don Lenihan, 2012 35. Second home leisure landscapes and retirement in the Canadian Rocky Mountain community of Canmore, Alberta, Barbara J. McNicol and Romella S. Glorioso, Annals of Leisure Research Vol. 17, Iss. 1,2014 36. Social Cohesion, Social Capital and the Neighbourhood. Ray Forrest and Ade Kearns, Urban Studies Vol. 28, Iss. 12, 2001 37. Social Determinants of Health, the Canadian facts, Juha Mikkonen and Dennis Raphael, York University School of Health Policy and Management, 2010. http://www.thecanadianfacts.org/The_Canadian_Facts.pdf 38. The Transition from Seasonal Worker to Permanent Resident: Social Barriers Faced within a Mountain Resort Community., Natalie Ooi, Judith Mair, Jennifer Laing, Journals of Travel Research, Vol. 55: 246-260, 2016 39. The Western Rural Development Centre of the Utah State University, Communities Responding to Rapid Change: http://wrdc.usu.edu/files/publications/publication/pub__8061458.pdf 40. Town of Cochrane Social Policy: https://www.cochrane.ca/ArchiveCenter/ViewFile/Item/181

June 13, 2017 Committee of the Whole 1 p.m. Page 50 of 128

41. World Health Organization. (2006): http://www.who.int/governance/eb/who_constitution_en.pdf 42. Working for Living Wage Vancouver, Making paid work meet basic family needs in Metro Vancouver, 2016: http://livingwagecanada.ca/files/3914/6194/1180/CCPA-BC-Living-Wage- 2016.pdf 43. Town of Hinton, Social Development Strategy: http://www.hinton.ca/DocumentCenter/Home/View/526 44. “You Don’t Have to Live Here” Why Housing Messages are backfiring and 10 things we can do about it, Manuel, Tiffany and Kendall-Taylor, Nat http://www.frameworksinstitute.org/assets/files/PDF/You_Don't_Have_to_Live_Here.pdf

June 13, 2017 Committee of the Whole 1 p.m. Page 51 of 128 Briefing

DATE OF MEETING: June 13, 2017 Agenda #: D-4

TO: Committee of the Whole

SUBJECT: Spring 2017 - Community Grant Funding Allocation

SUBMITTED BY: Lisa Brown, Manager of Community Social Development

PURPOSE: To share the decisions of the Community Grant Selection Committee with Council for information

BACKGROUND/HISTORY The Community Grants Program provides the Town of Canmore with an opportunity to invest in promising community projects and initiatives. In March 2017, Council approved a Community Grant Policy (Community Grants 79-2017) that invests in community projects through three distinct funding streams:

1. Community Initiative Grants: provides project funding for initiative in sport, recreation, parks, art, social services and the environment with a maximum funding request of $5,000. 2. Community Event Grants (Special Event Grants): Budget is allocated from the Economic Development Reserve and provides funding for special event initiatives that promote economic development in Canmore and creates a vibrant and engaged community with a maximum funding request of $10,000. 3. Community Safety Grants: Budget is allocated from the Photo Radar Reserve and provides funding to initiatives that make Canmore a safe place to live and play. Grants can be used to purchase safety equipment, to launch a safety campaign or to complete a safety modification. The maximum funding request is $5,000.

Additionally on March 7th 2017, Council passed a Community Grant Selection Committee Bylaw (Bylaw 2017-16) to approve the creation of a Community Grants Selection Committee (the Committee) whose purpose is to allocate community grant funding in accordance with the approved Community Grant Policy.

The Community Grants submission deadline was noon on April 28th, 2017. Administration received 23 applicants for a total requested amount of $100,526. The Committee allocated $30,000 in funding to ten (10) community organizations through the Community Imitative Grants program, $27,500 in funding to four (4) community organization through the Community Event Grants program and $10,000 in funding to four (4) community organizations through the Community Safety Grants program.

DISCUSSION The Town of Canmore’s Community Grants Program is established to provide funding to Canmore-based not-for-profit societies and community organizations for projects that benefit residents of Canmore and enhance community programming in accordance with the Town of Canmore’s vision and goals.

June 13, 2017 Committee of the Whole 1 p.m. Page 52 of 128 Spring 2017 Community Grants Page 2 of 4

As per the Community Grants Policy, the Committee is responsible for ranking all community grant applications and determining the proportion of the council approved budget that will be awarded to each successful applicant.

Administration is responsible for advertising the competition details, overseeing the Community Grant Selection Committee, administering the application process, using discretion to extend the term of an awarded grant, reporting final project outcomes to council, and reporting any unused funds to council.

Administration Process Advertising for the 2017 Community Grants program began on March 8, 2017 and included an Advertisement on the Town of Canmore’s website, an advertisement in the Rocky Mountain Outlook, an Advertisement in the Banff-Canmore Interagency newsletter, a mail-out (e-mail) to all past recipients and interested parties and by displaying the application in the Civic Centre.

A Community Grant workshop was held on April 10th; three groups attended the workshop. All documents from the workshop, including the draft community grants scoring sheets, were posted on the Town of Canmore’s webpage.

The competition for the Community Grants program closed at noon on April 28th, 2017. There will be a second application deadline for the Community Events Grants stream, which is scheduled to close at noon on September 29, 2017.

The Community Grant Selection Committee met on April 26th to finalize the Community grant scoring sheets. The Committee received a binder with all submitted applications on May 5th and met on May 8th and May 11th to deliberate and allocate funding. The committee first deliberated eligibility and then scored each eligible applicant based on agreed upon scoring sheets.

Based on the scoring sheets, the maximum score that eligible applicants could receive was 70 points. Applicants that received between 60-70 points were awarded 100% of their requested amount, applicants that received between 50-60 points were awarded 75% of their requested amount and applicants that received between 40-50 points were awarded 50% of their requested amount. Exceptions were made if the committee deemed a portion of the requested budget as ineligible or if the committee chose to allocate funding to an organization only if there was budget available.

There were two organizations where the funding allocation was not related to the organization’s score: 1) Cochrane Search and Rescue Association; and, 2) Bow Valley Early Childhood Development Coalition. The Committee chose to only fund these two organizations if there was left over dollars after allocating to successful applicants.

Awarded Applicants The names of the successful applicants, descriptions of their projects and the amounts of funding awarded are in Attachment 1.

June 13, 2017 Committee of the Whole 1 p.m. Page 53 of 128 Spring 2017 Community Grants Page 3 of 4

Final Reported Outcomes Applicants for the 2016 Community Grants program must submit their final report to the Town no later than 90 days after project completion, and all applicants have up to 12 months from receipt of their Community Grant Letter of Agreement to complete their project. As such, 2016 final reports will be submitted to the Town on or around July, 2017. Administration will report final project outcomes to Council in the fall. 2017 grantees will have a similar reporting timeline.

FINANCIAL IMPACTS In 2016, Council approved a $10,000 allocation to the Community Grants program from the Photo Radar Reserve fund. None of these funds were spent so the amount rolled over into the 2017 grant program.

The 2017 budget includes $30,000 in funding for the Community Grant program.

Council approved $50,000 from the Economic Development Reserve in both 2017 and 2018 budgets. Council directed Administration to create a process to allocate funding for special events.

STAKEHOLDER ENGAGEMENT General Manager of Municipal Services and staff from Protective Services and Community Social Development collaboratively discussed the community safety initiatives during the development of the 2016 budget.

Manager of Community Social Development met with Bow Valley funding organizations including: Banff- Canmore community foundation, Town of Canmore and MD of Bighorn staff to discuss our granting procedures and timelines.

STRATEGIC ALIGNMENT Canmore’s services and programs respond to the aspirations of its residents and visitors and are delivered in an effective, innovative and fiscally responsible manner.

Canmore has a diverse economy that is resilient to change.

Canmore is a safe community.

ATTACHMENTS 1. List of Successful Community Grant Applicants- Spring, 2017 2. Community Grant Policy (CommunityGrants 79-2017) 3. Community Grant Selection Committee Bylaw (Bylaw 2017-16)

June 13, 2017 Committee of the Whole 1 p.m. Page 54 of 128 Spring 2017 Community Grants Page 4 of 4

AUTHORIZATION

Submitted by: Lisa Brown Manager of CSD Date: May 29, 2017

Approved by: Katherine Van Keimpema, CPA, CGA, BADM, CLGM Manager of Financial Services Date: May 30, 2017

Approved by: Sally Caudill, Ph.D. GM of Municipal Services Date: June 1, 2017

Approved by: Lisa de Soto, P.Eng. Administrative Officer Date: June 7, 2017

June 13, 2017 Committee of the Whole 1 p.m. Page 55 of 128 Attachment 1 Community Grant - Spring, 2017

AMOUNT AMOUNT App. # THE APPLICANT PROJECT NAME PROJECT DESCRIPTION Score REQUESTED GRANTED

Community Safety

For a safety training course for coaches and for new mats Canmore Illusions Gymnastics Gym Safety Project 44 $ 1,559.40 $ 825.00 1 to cover exposed concrete.

For a specialty designed trailer to transport adaptive Rocky Mountain Adaptive Sport Centre Adaptive Trailer Project 65 $ 4,175.00 $ 4,175.00 2 equipment.

To replace a portable radio mast, which will allow for Cochrane Search and Rescue Command Post Replacement Mast better communication during steep, mountainous Bow n/a $ 5,000.00 $ 1,500.00 3 Association Valley rescues.

A safety courses for 15 volunteer coaches and 6 paid 4 Rundle Mountain Cycling Club Youth Coach Training Certificate coaches, which is needed to accommodate youth 55 $ 5,000.00 $ 3,500.00 programs.

Total Community Safety $ 10,000.00

Page 1 June 13, 2017 Committee of the Whole 1 p.m. Page 56 of 128 AMOUNT AMOUNT App. # THE APPLICANT PROJECT NAME PROJECT DESCRIPTION Score REQUESTED GRANTED

Community Initiative

To support their online platform, which will connect community with free food education. The website will Alpine Edible Schoolyards 48 $ 1,250.00 $ 625.00 1 Community Information Project connect community with information, resources, programs and services.

To developing a trail alliance, which will support a Friends of Kananaskis County sustainable trail system around Canmore. The Alliance 59 $ 5,000.00 $ 3,750.00 2 Cooperating Association Canmore Trail Alliance will offer weekly trail events and will support users with maintaining and improving trail system

Create a literacy bag with a book and activity sheets to Bow valley Early Childhood Book Bags help adults interact with children while promoting early n/a $ 3,000.00 $ 1,631.00 3 Development Coalition literacy.

To pilot a coordinator to support an expanded Pond Bow Valley Pond Hockey Coordinator position 57 $ 5,000.00 $ 3,750.00 4 hockey program for 14‐16 year olds.

To promote a their community website, which will help BOW VALLEY TRUE SPORT AND Network for Sport and Recreation in residents feel a sense of belonging through the many 61 $ 5,000.00 $ 3,500.00 5 RECREATION COUNCIL the Bow Valley sport related opportunities within the Bow Valley.

Page 2 June 13, 2017 Committee of the Whole 1 p.m. Page 57 of 128 Expand program: uniforms, portable Supplies for this community program, which has recently Bow Valley Little League 62 $ 2,000.00 $ 2,000.00 6 mound grown from 30 registered kids to 130.

For a pilot project which will help new Canadians build their skill‐base and confidence to increase their comfort Bow Valley Immigrant Partnership Investing in foreign born leaders 57 $ 4,998.00 $ 3,748.50 7 with volunteering on local non‐profit and community boards.

To build internal capacity so that the organization will be 8 The Rockies Institute Building capacity to deliver programs better positioned to host a large climate adaptation 55 $ 5,000.00 $ 3,750.00 event and to create a climate hub in Canmore.

Gaga pit game that support kids of all activity levels with LGMS Parent Council Foundation Gaga Ball pit 53 $ 2,994.00 $ 2,245.50 9 being athletic. The pit will be publically accessible.

To support a community Christmas production at 10 Theater Canmore Wonderful Life: A live Radio Play artsPlace of "It's a wonderful Life". Tickets will be 60 $ 5,000.00 $ 5,000.00 affordable and Family Matinee discounts will be available.

Total Community Initiative $ 30,000.00

Page 3 June 13, 2017 Committee of the Whole 1 p.m. Page 58 of 128 AMOUNT AMOUNT App. # THE APPLICANT PROJECT NAME PROJECT DESCRIPTION Score REQUESTED GRANTED

Community Event Grants

Supports project that link new business leaders (or youth who are potential leaders) with successful business Entrepreneurial Resource and 1 Rocky Mountain Ventures ltd leaders. The event is a two day hands‐on conference that 57 $ 10,000.00 $ 5,000.00 Ideas Conference (event grant) combines adult networking, youth engagement and a mentoring model.

On June 11th, organization will host their 3rd annual trail Friends of Kananaskis County Trail Fest - Celebrate Kananaskis fest to highlight all the ways that trails are used in and 49 $ 5,000.00 $ 2,500.00 2 Cooperating Association trails, people and culture (event) around Canmore. Event includes a free lunch.

This event is a qualifying Olympic event that includes a 2017 international Paralympic welcome reception, opening ceremony and public events. IPC‐ Para Nordic World Cup Canmore 64 $ 10,000.00 $ 10,000.00 3 committee, para Nordic world cup The event will enlist the help of local adaptive sporting organization and community volunteers.

This event celebrates Canmore's Scottish History. The event is an affordable community event that brings many Scottish Malcolm Society/ tourists and athletes into Canmore. Funding will support 60 $ 10,000.00 $ 10,000.00 4 Canmore Highland Games Canmore Highland Games the organization with recruiting and retaining new volunteers.

Total Community Event $ 27,500.00

Page 4 June 13, 2017 Committee of the Whole 1 p.m. Page 59 of 128 Attachment 2

June 13, 2017 Committee of the Whole 1 p.m. Page 60 of 128 June 13, 2017 Committee of the Whole 1 p.m. Page 61 of 128 June 13, 2017 Committee of the Whole 1 p.m. Page 62 of 128 June 13, 2017 Committee of the Whole 1 p.m. Page 63 of 128 Attachment 3

June 13, 2017 Committee of the Whole 1 p.m. Page 64 of 128 June 13, 2017 Committee of the Whole 1 p.m. Page 65 of 128 June 13, 2017 Committee of the Whole 1 p.m. Page 66 of 128 June 13, 2017 Committee of the Whole 1 p.m. Page 67 of 128 Briefing

DATE OF MEETING: Date of Meeting Agenda #: D-5

TO: Council

SUBJECT: Bow River Emergency Preparedness

SUBMITTED BY: Andy Esarte, Manager of Engineering Félix Camiré, Project Manager

PURPOSE: To provide an overview of the Bow River emergency preparedness planning undertaken as informed by the 2015 Bow River Study

BACKGROUND/HISTORY As part of the 2015 capital budget, Council approved a $250,000 hazard and risk assessment for the Bow River. The goals for the project were as follows:

 Confirm that capacity of the current dike system meets requirements for the 1/100 year design event;  Define the hazard posed by the Bow River beyond a 1/100 year event;  Determine the risks associated with dike overtopping for various hazard scenarios;  Develop an emergency response plan to address various flood stages that may occur when dike capacity is exceeded;  Determine if further mitigation (active or passive) may be required to reduce risk.

Funding for the project was identified as ½ General Capital Reserve and ½ Provincial Grant. This was based on preliminary discussions with the Province.

In January 2015 administration formally approached the Province to request grant funding. The Province indicated that they planned to complete hazard and risk assessments for the Bow River basin. This was welcome news as the Province is better positioned to lead detailed assessments to inform policy and mitigation for a river like the Bow that impacts numerous communities.

On April 14, 2015, a report was submitted to Council at the Committee of the Whole to update on the project, including a recommendation that administration would defer any further municipal hazard and risk assessment until after the Province’s study was complete. As the Provincial work was to take a number of years, administration recommended moving forward with the following scope:

 Confirming the capacity of the Bow River relative to the original 1/100 year design for the dikes;  Determine the flow rate at which the dike capacity will be exceeded, and locations where this may occur;  Develop an emergency response plan to address various flood stages that may occur beyond the dike capacity.

June 13, 2017 Committee of the Whole 1 p.m. Page 68 of 128 Bow River Emergency Preparedness Page 2 of 4

This work was completed in time to inform the 2017 emergency preparedness and the capital plan. Based on this work, Council approved a $250,000 capital project for 2018 to protect critical infrastructure.

DISCUSSION Administration has worked with a consultant to prepare two reports. The first, completed in January 2016, is the Bow River Flood Modelling Report (Flood Report). This report presents the results of a 2D hydraulic model of the Bow River through Canmore. The existing dike system was assessed for capacity and condition with expected dike overtopping locations identified for extreme flood events. The second report, completed in October of 2016, is the Canmore Emergency Planning Support Report. This report builds on the results from the Flood Report, as well as additional analysis conducted following discussions between the consultant and the Town. The Emergency Planning Support Report assists the Town in creating emergency flood response procedures.

These two reports have been completed for emergency response purposes only and are not tied to municipal policy in any way. Flow rates used in the study were selected by using judgment and experience from 2013 and included rates starting below the 2013 flow (estimated at approximately 725 cubic meters per second +/- 50 cubic meters per second) up to 1400 cubic meters per second were used.

The reports are considered interim and draft pending provincial report release. They are however, sufficient for municipal emergency planning purposes and administration has used them to guide planning for the 2017 flood season. Highlights of the study findings as well as current and future planning work are provided below.

Study Findings Canmore’s dike system constructed and maintained by the Province, is designed to provide a 1 in 100 year level of protection for the community, which is approximately when the river is flowing at 680 cubic meters per second. Modelling shows the dikes get overtopped at flows between 700 and 800 cubic meters per second.

As flows increase and the dike system is overtopped, it also follows that the area of inundation increases. The emergency response plan envisions that as forecasts are received for flows exceeding 700 cubic meters per second, a series of evacuation alerts are issued to areas expected to be impacted, followed by evacuation orders if projected flows materialize. A map showing all areas that may be impacted by flood waters or evacuation, or both, beyond the 700 cubic meters per second flow rate is attached (attachment 1). The main message being that the dike’s capacity is limited, and events exceeding the 2013 event will likely impact the community on both sides of the river.

It is important to note that areas may be evacuated for three reasons:

 Properties are flood affected, either directly or through utility loss;  Properties become inaccessible due to flooded access;  The level of emergency is such that it is better to relocate occupants out of the Bow Valley as resources for day-to-day services such as fire, ambulance, fuel, food, etc. are not able to be met due to the scale of the community emergency response.

As infrastructure owners, the Province undertakes regular inspections of the dike infrastructure and undertakes maintenance activities as needed. A joint inspection between the Town and the Province was completed on May 10th of 2017 with no significant issues identified.

June 13, 2017 Committee of the Whole 1 p.m. Page 69 of 128 Bow River Emergency Preparedness Page 3 of 4

Emergency Preparedness Information Several workshops, including a field inspection, have taken place with key internal stakeholders with the following departments involved: Engineering, Protective Services and Public Works. The goal of the workshops was to identify the potential impacted area during a flood event, discuss the consequence of a flood on critical infrastructure, discuss mitigation measures proposed in the reports, plan for different levels of response based on the magnitude of the expected flood and summarize all the findings to be included in a concise Emergency Response Plan similar to the response plans prepared for the steep creeks.

Key information conveyed in the plan: - The management of flood emergency is based on the Incident Command System and is undertaken based on the emergency preparedness plan; - The level of response is established based on projected and observed flow rates for 300, 700, and 1000 cubic meters per second. Beyond 1000 cubic meters per second, the emergency response activities are the same. For each threshold the plan outlines the following information: o Safety information for responders; o Information on road closure and evacuation areas and their timing; o Action required to protect critical infrastructure; o Other actions required to ensure a minimum level of services (fuel and water delivery for example); o Locations to monitor infrastructure;

Within this preparedness plan, response plans for steep creek hazards, and now for Bow River flooding, have been completed subsequent to the 2013 disaster (in addition to these plans there is a community wildfire pre- plan).

Overview of 2018 planned work Based on the work above, several pieces of critical infrastructure have been identified as being at risk during a river flood, and would benefit from permanent protection measures. These areas include access to the Waste Water Treatment Plant (WWTP) and the following structures: Lift Station 1, Lift Station 2A, Pumphouse 1 and Lift Station 2. Council has approved in its 2018 capital budget a project – Flood Protection for Key Infrastructure - to protect the above mentioned infrastructure. Administration is planning on applying to the Alberta Community Resiliency Program in September 2017 to receive funding for these projects.

Waste Water Treatment Plant: The road from Millenium Park to the WWTP forms the informal southern end of the dike system and helps protect South Canmore from flooding. It is also an important secondary access to the WWTP. To maintain the access, it is recommended the gravel roadway be raised by 30-100cm for a length of 700m.

Lift Station 2A: Permanent local protection is proposed in the form of a berm or protection wall surrounding the building.

Lift Station 1: Due to location and high visibility, only the east side of the building is proposed to be permanently protected by a protection wall. The remaining three sides would be temporarily protected during a flood event.

June 13, 2017 Committee of the Whole 1 p.m. Page 70 of 128 Bow River Emergency Preparedness Page 4 of 4

Pumphouse 1 / Lift Station 2: Local permanent protection is also required in this area to ensure that the facilities are better protected during an extreme flood event. The local berm or wall should also help protect the Telus tower. Lift Station 2 is slated for replacement in 2018. The Engineering department is working with Epcor to ensure that the new lift station is flood protected.

Even once these projects are completed, during an event emergency responders will have to monitor the infrastructure to ensure that the protection is performing well and to dewater inflows as required.

Provincial Hazard and Risk Assessment Update The Province is undertaking the Bow River detailed hazard and risk assessment for the municipality. See attachment 2 for an update for the hazard assessment portion. Risk assessment is expected to be completed subsequent to the hazard report.

FINANCIAL IMPACTS Capital project 1527 Bow River Study is substantially completed. Work was completed for approximately $77,000 as projected in the April 25, 2016 Council update.

Council has approved a capital budget of $250,000 for flood protection for key infrastructure for 2018.

STAKEHOLDER ENGAGEMENT Several workshops, including a field inspection, have taken place with key internal stakeholders with the following departments involved: Engineering, Protective Services and Public works. Epcor has also been involved with minor upgrades at the WWTP and the design of Lift Station 2.

STRATEGIC ALIGNMENT #4 Complete Flood Mitigation Projects  Complete emergency response planning based on creek knowledge and Bow River study

ATTACHMENTS 1) Map of Flood affected areas 2) Upper Bow River Hazard Study Update – March 2017

AUTHORIZATION

Submitted by: Felix Camire Project Engineer Date:

Submitted by: Andy Esarte Manager of Engineering Services Date May 2, 2017

Approved by: Katherine Van Keimpema, CPA, CGA,BADM, CLGM Manager of Financial Services Date: May 30, 2017

Approved by: Michael Fark GM Municipal Infrastructure Date: May 30, 2017

Approved by: Lisa de Soto Chief Administrative Officer Date: June 7, 2017

June 13, 2017 Committee of the Whole 1 p.m. Page 71 of 128 Flood Affected Areas Attachment 1 BOW RIVER Important Municipal Building

Vulnerable Population

Key Infrastructure

Evacuation Zones

Affected Areas*

*Areas that may be affected by flood, evacuation, or both in rain induced Zone: 1 flood events exceeding 700 cubic meters per second

Zone: 9

Culvert

Transcanada Highway

Palliser Tr Silvertip Tr

C.P.R.

Zone: 10

Culvert Zone: 20 Canmore Larch Ave Collegiate High School Zone: 2

8 Ave 8

Lift Station 5 17 St 17 St 17 St Lift Station 3 Culvert Culvert 8 Ave 8 Culvert

Fairholme Dr

Palliser Tr Senior's Bow Valley Tr Lodge Lift Station 7 C.P.R. Zone: 11 Hospital Zone: 3 Railway Ave Zone: 8A Engine Bridge Pumphouse 3 Culvert Fire Benchlands Tr Civic Hall Centre Zone: 12

8 St Ave 6 Benchlands Tr Benchlands Tr

8 Ave 8 7 St Lawrence

Grassi Middle Transcanada Highway Roundhouse Pumphouse 1 School Bow River Vehicle Bridge Daycare Lift Station 2 Spring Creek 4 St Lift Station 1 Three Sisters Dr Bow River Senior's Pedestrian Bridge Lodge Rundle Dr 3 St Lift Station 2A Zone: 4 Zone: Bow Valley Tr

6 Ave 6 18A Ave 3 1 St Zone: 18B Three Sisters Dr Lift Station 4

Zone: 7 C.P.R.

Zone: 5 Spray Lakes Rd Hwy 742

Elk Run Blvd Zone: 19 Highway 1A Waste Water Treatment Plant

Lift Station 8 Zone: 13 Zone: 17

Zone: 16

Three Sisters Pkwy Hwy 742

0 200 400 600 800 Meters

June 13, 2017 Committee of the Whole 1 p.m. File: FER2017-02_FloodAffectedAreas_BowRiver_DBPage 72 of 128 Date: 5/3/2017 Attachment 2

Upper Bow River Hazard Study Update

We would like to provide an update on the status of the Upper Bow River Hazard Study.

Substantial progress has been made since the multi-year study started in fall 2015. Survey and base data collection is complete, the calibrated hydraulic model is being reviewed, and the channel stability investigation work is in late stages. The main focus of our consultant over the last number of months has been building the hydraulic and ice models, which will form the basis of all flood mapping products.

Although substantial progress has been made on the study, delays associated with survey work and hydrology assessment resulted in a revised completion date. Originally expected to be finished this spring, technical work on the study is now expected to be complete by the end of the year.

Hydraulic modelling and flood mapping require high-accuracy river survey and floodplain information, and we are committed to using the best quality data available for this study. Unfortunately, not all survey work could be completed prior to winter 2015, as originally anticipated. Inclement weather and unsuitable river conditions contributed to delays in the field, as did securing land and river access in some areas, but all survey work was completed in spring 2016. Municipal stakeholders supported this work, by reviewing reporting and confirming flood control structure details.

Hydraulic modelling and flood mapping also require up-to-date flow estimates for a range of floods, including the 100-year flood. A separate hydrology assessment, covering multiple river basins in southern Alberta, was recently completed and will provide new flood frequency estimates for the Bow River and its tributaries for the Upper Bow River Hazard Study. Municipal stakeholders also played a significant role reviewing the hydrology assessment, and we are pleased to note that revisions were made to address the feedback received over the last several months. Incorporating this feedback took more time than original anticipated, but we are committed to using the best flow information available for the study.

As stated above, the Upper Bow River Hazard Study is expected to be complete by the end of this year. We recognize there will be tremendous stakeholder interest in any new flood mapping. Our study finalization process includes municipal review and public engagement for major components, as appropriate.

More information about the Alberta Flood Hazard Identification Program can be found at www.floodhazard.alberta.ca. If you have any questions regarding this work, the project engagement specialist, Chris Leptich, can be contacted by email at [email protected], or by telephone at 403-355-2491.

21 March 2017 Page 1 of 2 June 13, 2017 Committee of the Whole 1 p.m. Page 73 of 128

Project Background and Study Progress

The Upper Bow River Hazard Study will identify and assess river-related hazards along a 120 km reach of the Bow River, including Canmore, Cochrane, Exshaw, Kananaskis Improvement District, Lac des Arcs, Municipal District of Bighorn, Rocky View County, and Stoney Nakoda First Nation. The study extends from the Banff National Park boundary to Bearspaw Dam. Major tributaries at select communities are included.

The main study deliverables (outlined in more detail below) include a hydrology assessment, new hydraulic river models, updated and new flood inundation and flood hazard mapping, a flood risk inventory, and a channel stability assessment – all of which will be provided to each community within the study reach to support their local emergency response and land-use planning needs.

 Hydrology Assessment – Complete The hydrology assessment estimates flows for a wide range of possible floods along the Bow River, including the 2, 5, 10, 20, 35, 50, 75, 100, 200, 350, 500, 750 and 1000-year floods. The analysis will include the 2013 flood.  Hydraulic River Modelling – Late Stages A new hydraulic computer model of the entire river system will be created using new survey data and modern tools. The model will be calibrated using surveyed highwater marks from past floods to ensure that results for different floods are reasonable.  Flood Inundation Mapping – Early Stages Flood maps for 13 different sized floods, based on the hydraulic model results and the hydrology assessment, will be produced. Flood inundation maps can be used for emergency response planning and to inform local infrastructure design. These maps show areas of isolated flooding or areas that could be flooded if local berms fail.  Ice Jam Assessment – Early Stages Along the Bow River reach through Cochrane, ice conditions are known to have caused significant historical flooding. This assessment will include (1) an analysis of the ice jam flood history along this reach, and (2) an analysis to estimate water levels for the 50-, 100-, and 200-year ice jam floods. The hydraulic computer model will be enhanced to accommodate ice conditions. Flood inundation maps for the 50-, 100-, and 200-year ice jam floods will be produced, as well as ice jam floodway criteria maps, which are based on the 100-year ice jam flood.  Flood Hazard Mapping – Early Stages Flood hazard mapping divides the 100-year floodplain into floodway and flood fringe zones, which show where flooding is deepest and most destructive. The flood hazard mapping will reflect the worst-case flood hazard of the open water and ice jam scenarios. These maps can be used to help guide long-term development planning.  Flood Risk Assessment & Inventory – Early Stages An inventory of structures at risk of flooding for all of the mapped flood scenarios will be created. This flood risk assessment and inventory can support future flood damage assessments.  Channel Stability Investigation – Late Stages The main goal of this study component is to provide insight into general channel stability along the Bow River. We will compare current and historic riverbank locations and channel cross sections, going as far back as 1949 using historic aerial photos.

21 March 2017 Page 2 of 2 June 13, 2017 Committee of the Whole 1 p.m. Page 74 of 128 Briefing

DATE OF MEETING: June 13th, 2017 Agenda #: D-6

TO: Committee of the Whole

SUBJECT: Town Centre Parking Study

SUBMITTED BY: Andy Esarte, Manager of Engineering

PURPOSE: To provide Council with an overview of the parking study results and recommendations.

BACKGROUND/HISTORY In 2015, Administration and the BRZ drafted a Town Centre Parking and Traffic Management Strategy (the strategy). A consultant was hired in 2016 to complete a parking study to inform updates to the strategy. Results of the study will be presented to Council at the June 13th Committee of the Whole.

The strategy references the Integrated Transportation Plan, and the 2007 Parking Study and outlines a number of initiatives to be undertaken by the BRZ and Town of Canmore to address parking and traffic congestion in the Town Centre in support of the following key goals:

Maintain the Town Centre as the Heart of our Community  Town Centre is a vibrant heart of our community enjoyed by locals and visitors alike  A diverse and successful business community thrives downtown  Locals make up a significant portion of Town Centre visitors on busy weekends  The Town Centre has a unique sense of place and is dominated by places that people want to be

Maintain an Effective Transportation Network  Available parking space has been optimized  Walking, cycling, and transit are highly desirable ways to access the Town Centre  Impacts on parking by pedestrian, cycle, and transit projects have been offset where possible  Growth in both local and visitor traffic has been effectively accommodated  The roadways are enhanced to compliment the Town Centre while accommodating people of all ages and abilities traveling by foot, bicycle, transit and car

Collaboration  The Town, BRZ, and CBT have each played a role in accomplishing the vision  Each of the key stakeholders focuses time, energy, and resources in making positive contributions to the initiatives outlined below

June 13, 2017 Committee of the Whole 1 p.m. Page 75 of 128 Town Centre Parking Study Page 2 of 4

 We collaboratively foster an environment where we make time to discuss challenges, create actions, implement strategies, and celebrate accomplishments  We act in the interest of our residents, the greater Town Centre business community, and our visitors, knowing that success for all will mean the greatest chance of success as individuals.

Based on the initiatives outlined in the strategy, a number of projects were completed in 2016 and 2017 through the Parking Strategy Implementation Capital Project #1634, including initiation of the parking study.

DISCUSSION The parking study was awarded to Stantec in 2016. The study objectives are to:

 Document available parking supply and parking constraints within the Town Centre over 4 periods – a summer long weekend, a typical summer weekend day, a typical weekday and a Market Thursday;  Include demand for vehicle parking space, bicycle parking space, and public parking space (i.e. seating and gathering areas outside of private shops and thoroughfares);  Determine how space is currently used and occupied, focusing on parking turnover, duration and peak period demand. Compare results to 2007 to evaluate how parking behaviors may have been changed over the previous 10 years;  Identify and recommend potential mitigation measures, including phasing.

Data collection was undertaken by the consultant in the summer of 2016. A number of meetings were held with the BRZ and internal stakeholders to discuss strategies for managing parking and congestion in the Town Centre and to inform on ongoing projects.

The study findings include that:

 Parking occupancy rates on Market Thursday was generally lower than the Saturday of the long weekend, but higher than a typical week day.  Parking stock has increased by 15 vehicle stalls since 2007. On-street vehicle parking has decreased in this time, and off-street parking has increased.  Parking occupancy rates have generally increased since the 2007 study, with parking near or at capacity for a longer duration each day.  Parking durations have increased between 2002 and 2007 and again in 2017.  Long-term parking was approximately 10% in parking lot areas. This represents an opportunity to increase turnover and reduce periods of overcapacity.  Bicycle parking has increased by approximately 100 stalls since 2012. Insufficient bicycle parking was observed on Main Street and in the alleys with bicycles chained to trees and posts and on sidewalks suggesting growth in demand;  Pedestrian space demands are not being met on Main Street, with customers leaning on walls, sitting on bench arm rests, rocks and grass.

Generally, a greater number of people are being accommodated in the Town Centre with the introduction of regional and local transit and projects targeted at encouraging walking and cycling.

June 13, 2017 Committee of the Whole 1 p.m. Page 76 of 128 Town Centre Parking Study Page 3 of 4

Based on the data collection, analysis, engagement, and review of background documents, the consultant has prepared draft recommendations for mitigation strategies. The study does not recommend adding additional parking in the Town Centre. Rather the study recommends a number of initiatives to prevent growth in the demand for parking and to encourage parking outside of the Town Centre. Further, the study recommends use of parking space to provide public amenity and activity within the Town Centre.

The recommendations are in addition to the complete street initiatives that are underway in the community. It is recognized that these initiatives are addressed through the Integrated Transportation Plan and complete street project planning and form an essential aspect of the strategy.

The initiatives recommended in the draft parking study include:

 Creating more uniform parking restrictions throughout the Town Centre (2017/2018);  Designate areas for all-day parking managed through a permit system (2017/2018);  Investigate options for paid parking (2017 /2018);  Implement paid parking based on the investigation and engagement (2018/2019);  Implement enhancements to transit service as deemed beneficial by the commission (2017 and beyond);  Implement fare-free transit to maximize transit use (whenever practical);  Continued growth of use of street space in Town Centre for patios, bicycle parking, and public seating areas to accommodate people (ongoing);  Intercept parking lot (2020-2027 after gauging impact of above initiatives)

These initiatives require further engagement and investigation to develop details of implementation, feasibility, costs, and operational impacts. Based on this work, the strategy will be updated and brought forward to Council at a later date, after engagement and finalization, for adoption for planning purposes and to inform future capital and operating budgets.

FINANCIAL IMPACTS Transportation and parking initiatives are an intensive use of municipal space and capital, and have high operating impacts and implications for the municipality, businesses and residents. At present, a detailed analysis of costs has not been undertaken for the various proposed initiatives. This will be completed as a subsequent step of updating strategy and initiatives prior to Council adoption for planning purposes.

STAKEHOLDER ENGAGEMENT Ongoing engagement with the BRZ for all traffic and parking related activities continues.

Engagement with internal stakeholders is ongoing.

Engagement with the public has taken place through the Integrated Transportation Plan.

Further engagement is expected to include:

 1-2 meetings with the BRZ parking and traffic working group;  Meetings with internal stakeholders to determine cost and operational impacts of proposed initiatives;

June 13, 2017 Committee of the Whole 1 p.m. Page 77 of 128 Town Centre Parking Study Page 4 of 4

 Engagement with downtown residents, businesses, and employees as required for initiatives that may create direct impacts;  Informing the general public on the parking study results, and recommended initiatives.

STRATEGIC ALIGNMENT

ADDRESS TRAFFIC CONGESTION AND PARKING IN DOWNTOWN CORE  Complete a town-wide multi modal parking study with a focus on the Town Centre and Gateway districts  Develop and implement Parking Management Strategy including engagement with key stakeholders (BRZ)

ATTACHMENTS 1) DRAFT Downtown Canmore Parking Study and Implementation Strategy – distributed to Council only to prevent disclosure of information that will be released to the public in its final form within the next 60 days, in accordance with section 29(1(b) of the Freedom of Information and Protection of Privacy Act.

AUTHORIZATION

Submitted by: Andy Esarte Manager of Engineering Date: June 6, 2017

Approved by: Katherine Van Keimpema, CPA, CGA, BADM, CLGM Manager of Financial Services Date: June 5, 2017

Approved by: Michael Fark Infrastructure GM Date: June 2, 2017

Approved by: Lisa de Soto, P.Eng. Chief Administrative Officer Date: June 7, 2017

June 13, 2017 Committee of the Whole 1 p.m. Page 78 of 128 Council Updates

DATE OF MEETING: June 13, 2017 Agenda #: E-1

1. Mayor Borrowman a) May 10:  CCHC Board meeting  Continued discussions regarding design details for the old Daycare lands PAH project b) May 17:  CCHC Board meeting  Finalized design details for ODC project c) May 25:  Innovate Canmore project  Met with Brian McClure (volunteer Chair of BV Chamber of Commerce), Dr. Douglas Hallett (Biogeoscience Institute, U.ofC.), Dr. Stephen Bates, and Sandra Lemmon to discuss an new initiative that the Chamber is leading : “Innovate Canmore”, modeled on Innovate Calgary which guides innovation-driven enterprises and champions the innovation economy in the city.  Attended the Elizabeth Rummel School 25th Anniversary celebration d) May 26:  Gave a presentation on growth and change in our community, and the process by which that occurs, at a Learn at Lunch session at the curling club – accompanied by the CAO and Manager of Communications  CAO Performance Review committee meeting with Manager of HR to plan the 2017 review process  Attended the funding announcement by the MLA regarding the $10.2M ACRP grant from the Government of Alberta towards the Cougar Creek long term mitigation project  Municipal Solar Celebration at the Civic Centre to acknowledge the provincial grant towards the solar panel installation e) May 28:  Joined in at the Guide Dogs Walk at River Park f) May 29:  Rocky Mountain Heritage Foundation meeting – discussion regarding proposed trail work at Quarry Lake

2. Councillor Seeley a) April 24 – May 23; met with the Grant Committee to evaluate and recommend Community Grants for 2017. Lisa Brown will be presenting to Council June 13. b) CCHC Board Meetings May 10 & 17: Mainly Old Daycare Lands project discussions and motions. Discussions with Proponent and finalizing details for consideration.  McARTHUR PLACE (DYRGAS LANE) DEVELOPMENT UPDATE

June 13, 2017 Committee of the Whole 1 p.m. Page 79 of 128 Council Updates Page 2 of 6

 Grand Opening: The date is set for Thursday June 15th from 5pm -7pm. Invitees will include Council; CCHC Board; Town CAO; the Coyote Ridge and MHCH owners.  Sue Anderson was appointed as the CCHC Board chair. Congratulations Sue!  Administration Report summarizes activities relative to CCHC’s operations May 2017 Own Program Rent Program The Hector McArthur Place Wait List: 37 +7 over last 42 -10 from last 43 +2 over last month month month 29 Shared applicants Application 21 +8 over last 52 +12 over 57 +10 over s YTD: month +17 last month last month over STLY +24 over +32 over STLY STLY ↑ Above numbers updated as of May 31, 2017 ↑ Application 28 74 88 s Year End 2016:

Inquiries 120 +15 over last 145 +6 over last YTD: month +18 month +6 over STLY over STLY Inquiries 168 total 421 total Year End 2016: Current 100% 100% 100% Occupancy: Total PAH 44 60 48 Units: Turnover 5% 2 units 1 10% 6 units 13% 6 units YTD: unit FSBO due to close June 8,2017 ↑ Above numbers updated as of May 31, 2017 ↑ Turnover 18% 8 sales 22% 13 units 0% (0/32 2016: (8/44) (13/60) (Phase 1 only)

c) Canmore Museum - May 17, The Calgary Foundation met in the Museum exhibit hall with Lachlan Mackintosh, Andrew Holder, Susie Sparks and myself. Plans were presented to develop and deliver programs targeted to Grades IV and VI students in the Bow Valley corridor. The initial proposal is for a pilot project to be designed and run along the same lines as the current programs developed in partnership with Lafarge. d) Canmore Museum Board Meeting, May 18 – A Benefits Plan was approved. The Bow Valley Chamber of Commerce Benefits plan was the best fit and approved by the Board. Effective June 1, 2017 the Board authorize the establishment of a Chambers of Commerce Group Insurance Plan covering Museum staff.  The AGM is planned for June 1. Rob Alexander will present on the history of Canmore and the NWMP.  Graymont is hosting their Exshaw Stampede Breakfast July 7, which will be followed by the opening of their sponsored Museum temporary exhibit ‘Limestone in the Bow Valley’.

2 June 13, 2017 Committee of the Whole 1 p.m. Page 80 of 128 Council Updates Page 3 of 6

 artsPlace will present a special free event the morning of July 16 featuring mining films and a short talk by Gerry Stephenson.  Lamp House: Municipal Historic Resource designation. Continue to explore options on the Municipal designation option e) Canmore Policing Committee, May 19 – Good meeting with 2 guests. Engagement actions and strategies discussed. Community Safety Grants. Update provided and $10,000 from the Photo Radar fund will be awarded by the Community Grants Committee. Photo Radar was discussed and possible community engagement strategies. The Committee is reluctant to engage at this point. f) May 25, Employee Recognition Event – attended g) May 26, Alberta Environment and Parks - funding announcement – attended h) May 26, Municipal Solar Celebration – Civic Centre Patio – Well done Team! - attended

3. Councillor Sandford a) Bow Valley Waste Management Commission  Nothing new to report. b) artsPlace – CMAF Board Meeting  Strategic Planning Sub-committee presented– Strategy Map for Board approval.  Grants:  Canmore Rotary Club that $2000, for Sunday artsPlay, family drop in program.  $3,000 the Rosza Foundation - Indigenous Programming. Developing relationships and mentoring two Stoney Nakoda Artists to be instructors at artsPlace and for developing programing for next year’s National Aboriginal day celebrations.  We have received confirmation of a 9-week summer student grant from Canada Summer Jobs to fund a camp assistant position during July and August.

3 June 13, 2017 Committee of the Whole 1 p.m. Page 81 of 128 Council Updates Page 4 of 6

 2017 Vic Lewis Band Festival has begun and is expected to be yet again sold out.  New hire, Charlene Todd to fill the role of Administration and Operations Coordinator.  Discussed revising meeting schedule. Now every two months, with Board members working on committees between regular meeting. To be reviewed at next AGM, spring of 2018. c) May 31 - June 5 Attended FCM in Ottawa.  Meeting with MP Blake Richards in his Ottawa Office  Tour of Parliament Buildings with staff of Senator McCoy’s Office  Attended Senate Gallery briefly, for debate on bill S-3 and proposed amendments. Hansard June 1, Hon. Lillian Eva Dyck Bill S-3, An Act to amend the Indian Act (elimination of sex based inequities in registration). https://sencanada.ca/en/content/sen/chamber/421/debates/126db_2017-06-01-e#39  FCM Study Tour - Ottawa’s Main Street Redevelopment Project – How they integrated Complete Streets into a new ARP.  Ottawa Jim Watson’s Mayor’s welcome reception at the Museum of History in Gatineau  Sneak Peek of Museum of History’s new exhibit opening July 1  Opening Ceremonies with Prime Minister Justin Trudeau’s Welcome to Delegates at FCM  Tour of Canadian War Museum, National Gallery of Canada, Champlain Docks Waterfront Redevelopment, including green sculpture garden opening July 1st (fantastic!)  Doors Open Ottawa –Buildings open to the Public on June 3&4 weekend  Tour of Rideau Hall – Governor General’s Official Residence, Library of Parliament, Metropolitan Life Building Restoration, Ottawa’s New and Old City Halls, Council Chambers and Mayor’s Office  Meetings with Councillors and Mayors from across the country  Panel presentation - Broadband and Community integration  Panel presentation - Poverty and steps municipalities can take to address it.  Closing Conference Gala, hosted by City of Ottawa at Shaw Convention Centre d) Attended:  May 4, Global Water Futures Program Launch - new Canmore offices  May 5, Global Water Futures Reception & Panel Presentation - Canmore Opera House  May 9, Canmore Uncorked Festival Event  May 26, Municipal Solar Grant Announcement by MLA Cam Westhead at Civic Centre  May 28, Pet-Valu Dog Guide Fundraiser Riverside Park

4. Councillor Comfort A verbal report will be provided at the committee of the whole meeting.

5. Councillor McCallum a) Teepee Town Taskforce  Nothing to report at this time b) Bow Valley Regional Housing

4 June 13, 2017 Committee of the Whole 1 p.m. Page 82 of 128 Council Updates Page 5 of 6

 This is Home Phase 1 – 98 % complete. Administration is focussed on any review of deficiencies. Commissioning the mechanical components and training staff on building operation is the next task. Followed by smooth transition of client occupancy will follow.  Housing Needs study FRP was posted. Tender closed May 26th, 2017. The contract is to be awarded in the coming weeks with a project completion deadline of October 1, 2017. 30 firms indicated interest.  CAO plans to begin presentations to member municipality in Q2.  Statistics:

c) Bow Valley Regional Transit Services Commission  I defer to Councillor Krausert’s report. d) Other  May 3rd, 2017 - Canmore Uncorked Launch  June 1 – 4th – attended Federation of Municipalities which was held in Ottawa, Ontario this year. In addition to the Trade Show, Keynote speakers, Plenary, AGM, board and committee candidate election sessions and networking opportunities. I was able to participate in workshops and study tours such as:  Policy Generation through FCM  Main Street Renewal Project  What is the role of elected official in stakeholder engagement?  Municipal Leadership on Anti-Poverty Strategies

It was a good conference and the city of Ottawa was festive in anticipation of the Canada 150 celebrations.

6. Councillor Krausert a) Bow Valley Regional Transit Services Commission  The residential unit above the Roam Office in Banff had a water leak that flooded the transit offices. While repairs are being done, the Town of Banff has provided interim work space

5 June 13, 2017 Committee of the Whole 1 p.m. Page 83 of 128 Council Updates Page 6 of 6

for operations to continue uninterrupted. The Town of Banff insurance will be covering the losses given that they own the unit that caused the water damage.  No meeting in June, and so the next meeting will be July 12th. b) Canmore-MD of Bighorn Inter-Municipal Committee  Nothing new to report. c) Downtown Canmore BRZ  Following the AGM there have been some changes to the Board as well as the Executive. Returning to the Board is Charlene Cherniwchan, Darren Fischer. Tory Kendal, Jeremy Elbourne; and newly elected Board Members are Bryon Parlo, Dave Carlson, Sonja Jovanovich, and James Kendal. The Executive are Charlene Cherniwchan (Chair), Darren Fischer (Vice-Chair) and Dave Carlson (Treasurer).  The Board has approved a free WIFI project in the downtown area that will start in the next  month. The pilot area will be the two blocks of Main Street between 6th & 8th Avenues. Stay tuned for details when the WIFI is available. d) Tourism Canmore Kananaskis (“TCK”)  Nothing new to report. e) Policy Review Committee  Nothing new to report. f) Other  Attended the FCM Conference in Ottawa (May 31 – June 4) – Notes and information obtained at the conference will be circulated to Council and Administration when I’ve gone through them.

7. Councillor Russell a) A verbal report will be provided at the committee of the whole meeting.

6 June 13, 2017 Committee of the Whole 1 p.m. Page 84 of 128 Service Area Reports

DATE OF MEETING: June 13, 2017 Agenda #: F-1

A. CAO’s Office 1. CAO a) On May 16, the Calgary Olympic Bid Exploration Committee released the results of a survey designed to gauge public opinion surrounding a potential 2026 Olympic and Paralympic Winter Games (OPWG) bid. Approximately 2,000 residents from Calgary, Canmore, Banff and Cochrane participated in the survey, which showed broad base support for a bid across all communities.

A summary of results from the 303 Canmore residents surveyed is as follows:  89% were aware Calgary is considering an Olympic bid  66% support the Calgary region bidding for the 2026 OPWG  48% believe infrastructure needs are an important consideration of a bid with 59% believing there will be a net positive impact on infrastructure from the games  43% believe the economy is an important consideration of a bid with 61% believing there will be a net positive impact on the economy from the games  42% believe the environment is an important consideration of a bid with only 9% believing there will be a net positive impact on the environment from the games  66% agree that the cost of submitting a bid is a worthwhile investment for the region

The detailed survey results are appended to this report for information.

2. General Manager of Municipal Infrastructure a) The RFQ for legal/litigation services has been completed. Administration conducted interviews with 3 firms and is pleased to announce that Osler LLP will be working with the Town going forward on development related files. b) As a result of the defeat at first reading of the Three Sisters Resort Centre ASP Amendment application, the Town has withdrawn the referral of the ASP application to AEP for review. Discussions with the landowner regarding the remaining TSMVPL lands are ongoing, with the expectation that a new planning process for the Smith Creek area as well as the Resort Center will need to be determined.

3. General Manager of Municipal Services a) After Council’s decision to allow the RMCC to hold their crit race in the downtown core, the club opted for the morning of June 24 for the event. Staff from Arts and Events and Event Permitting are working to ensure the event is as successful as possible including coordinating other town departments providing event support, ensuring parking and transportation management plans are in place, and ensuring proper coordination with the Plaid Goat Bike Fest. A reminder that this will be a busy event weekend in Town. In addition to the RMCC and Plaid

June 13, 2017 Committee of the Whole 1 p.m. Page 85 of 128 Service Area Reports Page 2 of 8

Goat events, there are numerous community and events happening. Everyone is encouraged to leave early, plan alternate routes, and consider walking, biking, and using transit when possible. b) The Canmore Museum was given permission last year to trial painting footprints on the sidewalk between the NWMPB barracks and the museum to connect visitors to these locations. The museum was unable to get the paint down last year but will be trialing it this year. They have worked with Streets and Roads to ensure the paint is appropriate. c) While Council was at FCM, the CAO and GMMS attended a reception with MP Blake Richards to celebrate Tourism week in Canada and honour local business leader Mr. Norbert Meier and the Alberta World Cup Society who won this years’ local tourism award.

4. Human Resources a) The Town’s Employee Recognition Awards were held on May 25, 2017. We recognized 21 employees for long service – 11 for 5 years, 4 for 10 years, 3 for 15 years, 2 for 20 years and 1 for 25 years.

5. Finance a) The Manager of Financial Services recently completed the educational and experience requirements for becoming a Certified Local Government Manager (CLGM), making her one of only 320 professionals in Alberta with this certification and the only one west of Cochrane. Courses were taken through the University of Alberta and certification is provided by the Society of Local Government Managers of Alberta. b) Property tax notices were mailed on May 26, with payment due on June 30. c) With the recent mailing of tax notices a new round of complaints about the statutory declaration process for Tourist Homes – Personal Use are being received. Complaints are also been received about people who have signed declarations and are renting their units out. If a written complaint is filed it is investigated, as is the Town’s normal practice. As a result of one such complaint the owner was permitted to withdraw their declaration and an amended tax notice to charge the Tourist Home tax rate has been issued. In this case no fine was applied as the declaration was voluntarily withdrawn. Of the 523 Tourist Homes, 159 statutory declarations for personal use were received for 2018. d) The Finance team has accepted a Bow Valley College student to work with the team for 6 weeks starting on June 19th. We look forward to giving them an opportunity to put their coursework into practice, as they spend time at Elevation Place and in the finance areas both upstairs and at the front desk of the Civic Centre.

B. MUNICIPAL SERVICES 1. Community Social Development a) Homeless to Housing Action Coalition (H2HC) met for a second strategic planning session. The group is working on developing actionable next steps (to strategically focus our energy in support of individuals who may face housing insecurity within the Bow Valley). b) The Regional South–Central Emergency Social Service leads are meeting on May 31st to share best practices and problem-solve potential issues. c) The Harmony Project, an interagency project hosted by the YWCA Banff to prevent and raise awareness to sexualized violence, has recently launched its prevention campaign – “got consent?”

2 June 13, 2017 Committee of the Whole 1 p.m. Page 86 of 128 Service Area Reports Page 3 of 8

d) In May, Canmore hosted the Family and Community Support Services’ (FCSS) Provincial Annual Director’s Network. Presentations included: toxic stress, community economic development and linking data to outcomes. Delegates were also invited to a wellness activity where they had the option to participate in activities such as a sound bath meditation, restorative yoga, drumming, a nature walk or climbing at Elevation Place. e) As a result of the launch of the Affordable Services Program, FCSS’s Financial Literacy workshops have seen a significant increase in registrants (18 individuals recently completed the program). These workshops are delivered in partnership with the finance department. Topics include: budgeting, banking, credit, consumerism and understanding assets. f) On Saturday May 27th, the Bow Valley Early Childhood Development Coalition held its semi - annual Early Years Fair in Banff; Canmore will host a fall event. g) Bow Valley Parent Link (BVPL) is presenting on their Gearing Up for Kindergarten program at an upcoming Parent Link Provincial Network Learning Event in June in Edmonton. h) The CAO of the Wesley First Nation, Hopeton Louden met with BVPL in May to explore ways to support the Stoney Family Resource Centre with developing an On-Reserve parent link centre. i) BVPL is launching a new postpartum peer support group, Mother to Mother in partnership with Alberta Health Services and the Three Sisters Clinic.

2. Recreation Services a) The Canmore Tennis Association and local pickle ball players are supporting Recreation Services’ plan to add pickle ball court lines to the Veterans’ Park tennis court. Parks will install painted grey lines to create two pickle ball courts. Pickle ball will reserve the court Tuesday and Thursday morning from 9:00 to 11:00 AM. This solution will serve both communities on an interim basis, with new pickle ball courts to be added to the new outdoor skating rink proposed for the old Day Care lands. b) The Facilities team hosted the Alberta Cup from April 24 to 26 at the Canmore Recreation Centre. This is the third consecutive year that the Town has hosted this event. Hats off to the Facilities Team and the Canmore Eagles Hockey Club for hosting another great event. This tournament has helped to establish a strong relationship with Hockey Alberta, which is staging the Alberta Hockey Hall of Fame induction in Canmore July 23, followed by their annual fundraising golf tournament July 24 and 25. c) Elevation Place hosted the Alberta Climbing Association Difficulty Provincial Climbing Championships April 29 and 30. Local climbers Alexa Vanier, Alex Fricker and Hunter McLaughlin all won provincial titles.

3. Protective Services a) Emergency management  Four staff (Manager of Protective Services, 1 Engineering and 2 RCMP) attended a Bow Basin emergency preparedness stakeholder meeting hosted by TransAlta at the Barrier Lake Dam.  Seasonal high water monitoring began on May 16. Detailed reports are produced twice a week (more frequently if required).  High water basic safety awareness training was conducted by Canmore Fire-Rescue with the engineering, parks, and streets and roads staff.

3 June 13, 2017 Committee of the Whole 1 p.m. Page 87 of 128 Service Area Reports Page 4 of 8

b) Policing Committee  One member of the committee attended the annual Alberta Association of Police Governance conference in Edmonton May 13-14.  The Canmore Police Committee met on May 24 and approved the 2017-2018 RCMP Annual Policing Priorities. These are shown below:

CRIME REDUCTION – CONTRIBUTING TO SAFER COMMUNITIES I. Traffic Work Plan 2017-2018

Traffic enforcement and identification of areas of concern will be monitored for the fiscal year for the Canmore Detachment. In order to evaluate the current enforcement activities undertaken by the Detachment regular duty members, the Alberta Traffic Safety Calendar will be used as a reference. Each month identifies a target area in order to assist traffic enforcement strategies. Monitoring will go as follows:  Identify the target area for upcoming month and send a message to the detachment  Encourage members to focus their enforcement and ticketing in said area  Compile monthly statistics of enforcement activity measures in road checks, violation tickets issued and traffic notices of vehicle equipment infractions.

Members will be given certain tools and suggestions how to go about focussing on specific targets such as checkstops, laser enforcement or any other means of operations to determine enforcement strategies. The targets per month are as follows 1. January – Intersection safety 2. February – Distracted driving 3. March – Seatbelts 4. April – Speeding 5. May – Motorcycles 6. June – Vehicle safety - Commercial and Passenger 7. July – Young Drivers/Distracted Drivers 8. August – Impaired Driving 9. September – Back to School 10. October – Pedestrians 11. November – Seatbelts 12. December – Impaired Driving – Winter driving Quarterly and as the National and Provincial Traffic Enforcement Initiative: 1. May long weekend – Impaired Driving Enforcement 2. August long weekend – Impaired Driving Enforcement 3. September long week end – Impaired Driving Enforcement 4. October – Week before Thanksgiving; National Operation Impact – during the long weekend is – Impaired Driving Enforcement 5. December National/Provincial – Impaired Driving Enforcement

4 June 13, 2017 Committee of the Whole 1 p.m. Page 88 of 128 Service Area Reports Page 5 of 8

II. CRIME REDUCTION – CONTRIBUTE TO SAFER COMMUNITIES

Increase both the quality and quantity of intelligence related to criminal activity.

Reduce crimes associated to drugs (I.E.: spin off property crime)

 Develop specific crime reduction projects; advance two projects in fiscal 2017/2018  Take a proactive approach within the community (ie: media relations) introduction via media release of property security in first quarter; quarterly reminders in media releases to have attained a min of 4 education media releases  Zero tolerance for persons who commit property offences and are currently before the courts and at large on a recognizance. This is maintained by identifying local offenders released and living locally, monitoring court imposed conditions of their release, I.E. curfews; abstain from possessing/consuming alcohol; abstain from presence in licensed establishments; etc.

Youth: Work Plan ownership to be determined

Re-introduce School Action For Emergency (SAFE) Plans in each of our schools in our detachment area. – Minimum one presentation and follow-up exercise, as determined by police officer and school administration per school.

 Presence and presentation in each school regarding community safety issues, I.E. Drug Safety; Cyber Bullying; Traffic Safety. Minimum one per assigned member to each school.

c) Fire Rescue  The final inspection for the new fire engine (Capital Project 1711) was completed at the start of June. Delivery is expected mid to late June.  Yellow lines were painted on the road at 10th Street in front of the hall entrance to remind motorists not to stop in this area in case fire crews need to get in and out of the hall quickly.

C. MUNICIPAL INFRASTRUCTURE 1. Planning & Development a) Tree Protection Protocol - There are numerous large trees on Town land between roads and private property. These trees may have grown naturally or been planted by residents, but are on public land, and therefore are public trees. In some cases residents would like these trees removed, but we do not have a guiding process for a consistent response. The Planning and Parks departments are working together to create a more consistent and transparent approach. The draft approach will be that trees on public land, but adjacent to private land / development proposals must be identified and protected. In the event that trees must be removed to accommodate development, a replacement plan of equivalent “diameter” will be required (1 large tree with a trunk of 30 cm diameter would require replacement trees of an equal diameter; e.g. 4 x 7.5 cm diameter trees). Administration will report back to Council with the intent of formalizing this protocol later this summer / fall.

5 June 13, 2017 Committee of the Whole 1 p.m. Page 89 of 128 Service Area Reports Page 6 of 8

2. Engineering Services a) Capital Projects  Spring Creek Drive – Construction progressing well. Deep utility work 50% complete, shallow utility work 20% complete, surface works 10% complete. On-schedule for Main Street opening to traffic by Canada Day. Remainder of corridor scheduled to open to traffic after Labour Day.  CPR crossing improvements to Bow Valley Trail – Work initiated and scheduled to be substantially complete in July.  Dyrgas Gate Sinkhole – contract awarded for surface mitigation option. Work scheduled to begin in July or August with notice to adjacent residents provided in advance. 2-3 week construction timeframe for mitigation work with landscape and pathway restoration to follow later.  Cap #1637 Benchlands Trail Rehabilitation and Cap #1732 Crossing Improvements – road rehabilitation on Benchlands planned for summer. The scope of project is to mill and overlay asphalt from the new roundabout down to the mountain bike skills park, some minor sub-base repair will also be needed. Further, improvements to three crossings of Benchlands Trail and two crossings of Cougar Creek Drive are planned. These improvements include narrowing of lanes, and enhanced crossings to encourage Transit use, walking and cycling, help with safety and improve traffic flow by making speeds more consistent, and within the speed limit. Concepts are appended to this report for information.  School Travel Planning (STP) project concepts developed with STP working group. Impactful improvements using paint, bollards, gravel paths, paved paths, curb modifications, and modular concrete blocks on 7th Avenue, at the Bow Valley Trail roundabout, Rundle Drive crossings. Notably, a single track bike trail has been proposed by the school and supported by the consultant along Bow Valley Trail between the paved pathway and the roadway from the Kananaskis Way to the Roundabout. This path will allow students to avoid dog walkers with extendable leashes (one of students’ top complaints), be in sight of drivers, and slow speeds coming into the roundabout by avoiding the steep paved ramp. We hope to complete the path economically with support of volunteers. Concepts are appended to this report for information, and will be implemented ahead of school in September. Not all changes suggested by the consultant at the Bow Valley Trail roundabout are within the scope and available budget of this project; it is planned that priority be placed on portions of the roundabout that benefit student use with remaining work to be considered with future pathway improvements along Bow Valley Trail.  Cougar Creek path, parking lot and landscaping work under way. Work will continue into July.  Engineering has initiated work on the Complete Street Project Planning project. This work will inform the Railway Avenue design. It is proposed that the work is completed over the summer and presented to council for planning purposes prior to moving forward with engagement and design for Railway Avenue and other projects that will be informed by this work.

6 June 13, 2017 Committee of the Whole 1 p.m. Page 90 of 128 Service Area Reports Page 7 of 8

b) Flood Recovery and Mitigation Projects  Seasonal updates on flood conditions are now being provided to the public through the Town website.  Bow River Emergency Preparedness – An update will be brought to Council in June for this project.

3. Facilities a) Elevation Place LEED Silver Confirmation  We are pleased to report that we achieved the goal of LEED Silver for the construction of Elevation Place, and are aligned with the Town’s Green Building Policy. The plaque will be delivered this summer, and mounted in the space already reserved in the atrium by the main entrance. Details of the project can be found here on the Canada Green Building Council: http://leed.cagbc.org/leed/projectprofile_en.aspx?id=41162 b) Civic Centre Solar Voltaic Installation  The project continues to run on schedule, and we expect the system to get energized in June/July  Mr. Westhead, MLA for Banff-Cochrane attended a ‘Municipal Solar Panel Celebration’ on May 26th at the Civic Centre, to profile the project and promote the provincial support for solar initiatives.

4. Public Works a) The 2016 Public Works Annual Report is complete and has been provided to Council under a separate cover.

b) Parks  The Cemetery gates will now remain open between April 15 and October 15th to allow residents and visitors better access for persons with disabilities. Previously the gates had been locked and access was by “walk in” only.  Vault Washroom Riverside Park Capital Project: The project is intended to locate a washroom within Riverside Park. In the planning stages it was identified that proposed location in Riverside Park is owned by the province, not the Town. The project will be delayed until a land survey / disposition with the province can be completed.  Off Leash Dog Park Capital Project: The project included the installation of up to 3 new off leash dog parks. At this point there are three potential locations being considered. All three are known to have high incidences of off leash dogs and are in close proximity to wildlife habitat patches or corridors. They are also proposed for locations where a high number of licensed dogs reside. Public engagement is to follow shortly for the following locations:  Three Sisters  Palliser Area  Spring Creek  Legacy Trail Maintenance: As part of the opening day preparations a formal inspection was completed and a large subsidence was noted. Staff marked the hazard. The location was adjacent to the Harvie Height Pumphouse (by the TCH) and caused by a

7 June 13, 2017 Committee of the Whole 1 p.m. Page 91 of 128 Service Area Reports Page 8 of 8

previous sewer line break/repair. The MD of Bighorn has fixed the sewer leak and temporarily filled the hole with recycled asphalt with a pavement patch planned for the next few weeks.

c) Streets & Roads  The spring Street Sweeping program recovered an estimated 400 tonnes of sweepings from Canmore streets which were hauled to the landfill for use as clean fill cover. The program is expected to be completed by the end of May. Once completed, weekly maintenance sweepings are planned for every Thursday or Friday and as needed.  Annual Line Painting program: During the week of May 8, a total of 51,000 linear meters of yellow center and white shoulder lines were repainted.  Spring gravel laneway maintenance is under way. Recycled asphalt millings are being used to fill potholes and resurface laneways where needed.

d) Solid Waste Services  Community Clean Up: A litter picking campaign began at the start of May and will run until the end of June. In place of a community breakfast event, this year volunteers are being asked to contact the Public Works office to register their group/family, identify a location and collect litter picking equipment (gloves, bags and litter reachers).

e) Utilities  Regulatory: No reportable contraventions.  Service Disruptions: There were 4 service disruptions o May 2: Sewer main blockage on 14th Street. Blockage was cleared using a vactor truck. o May 4: Water was shut off for 5 hours for the installation of a new section of water line on Main Street (as part of the capital project near Spring Creek Drive). o May 11: A curb stop on 6th Street was nonfunctional and could not be closed. Water was shut off on the 800 block for 1 hour (7pm-8pm) to allow the plumber to complete the repair to the residential service line. o May 14: Water main break on 5th Street that was repaired by noon the following day.

8 June 13, 2017 Committee of the Whole 1 p.m. Page 92 of 128 CBEC - Data Tables Table 1. Q1. GENDER by BANNER Appendix A-1(a) GENDER AGE REGION

Column % Total Male Female 18-24 25-34 35-54 55+ Calgary Banff Canmore Cochrane

Female 50% 0% 100% 50% 50% 50% 50% 50% 50% 50% 50%

Male 50% 100% 0% 50% 50% 50% 50% 50% 50% 50% 50%

Column n 1949 952 997 156 293 785 715 1223 201 303 222

Total sample; Weight: TOTAL Weight; base n = 1949; total n = 2004; 55 missing; effective sample size = 1197 (61%)

Table 2. Q2. Which of the following age ranges do you belong to? by BANNER

GENDER AGE REGION

Column % Total Male Female 18-24 25-34 35-54 55+ Calgary Banff Canmore Cochrane

18-24 years 12% 12% 12% 100% 0% 0% 0% 12% 19% 9% 11%

25-34 years 21% 21% 21% 0% 100% 0% 0% 21% 31% 20% 17%

35-44 years 20% 20% 20% 0% 0% 50% 0% 20% 19% 20% 20%

45-54 years 20% 20% 20% 0% 0% 50% 0% 20% 14% 21% 23%

55-64 years 14% 14% 14% 0% 0% 0% 53% 14% 9% 17% 16%

65 years or older 13% 13% 13% 0% 0% 0% 47% 13% 7% 12% 13%

Column n 1949 952 997 156 293 785 715 1223 201 303 222

Total sample; Weight: TOTAL Weight; base n = 1949; total n = 2004; 55 missing; effective sample size = 1213 (62%)

June 13, 2017 Committee of the Whole 1 p.m. Page 93 of 128 Table 3. Q3. Which of the following best describes the community you live in? by BANNER

GENDER AGE REGION

Column % Total Male Female 18-24 25-34 35-54 55+ Calgary Banff Canmore Cochrane

A community in or immediately adjacent to downtown Calgary 26% 28% 24% 20% 34% 26% 23% 27% 0% 0% 0%

Another community within the city of Calgary (not adjacent to downtown) 71% 69% 72% 77% 63% 71% 74% 73% 0% 0% 0%

Banff 1% 1% 1% 1% 1% 1% 0% 0% 100% 0% 0%

Canmore 1% 1% 1% 1% 1% 1% 1% 0% 0% 100% 0%

Cochrane or another community in the Bow Valley Corridor 1% 1% 1% 1% 1% 1% 1% 0% 0% 0% 100%

Column n 1949 952 997 156 293 785 715 1223 201 303 222

Total sample; Weight: TOTAL Weight; base n = 1949; total n = 2004; 55 missing; effective sample size = 1245 (64%)

Table 4. Q5. Before now, were you aware that Calgary is considering submitting a bid for the 2026 Olympic and Paralympic Winter Games? by BANNER

GENDER AGE REGION

Column % Total Male Female 18-24 25-34 35-54 55+ Calgary Banff Canmore Cochrane

Yes 82% 85% 79% 59% 78% 85% 91% 82% 73% 89% 85%

No 18% 15% 21% 41% 22% 15% 9% 18% 27% 11% 15%

Column n 1949 952 997 156 293 785 715 1223 201 303 222

Total sample; Weight: TOTAL Weight; base n = 1949; total n = 2004; 55 missing; effective sample size = 1200 (62%)

June 13, 2017 Committee of the Whole 1 p.m. Page 94 of 128 Table 5. Q6. Based on your initial impressions and anything you may have seen, read or heard, to what extent do you oppose or support the Calgary region bidding for the 2026 Olympic and Paralympic Winter Games? by BANNER

GENDER AGE REGION

Column % Total Male Female 18-24 25-34 35-54 55+ Calgary Banff Canmore Cochrane

Strongly oppose 8% 9% 7% 2% 6% 6% 15% 8% 5% 7% 4%

Oppose 9% 12% 6% 5% 8% 10% 10% 9% 1% 9% 7%

Neither support nor oppose 15% 12% 17% 15% 13% 14% 18% 15% 9% 11% 13%

Support 32% 31% 33% 43% 30% 31% 29% 32% 35% 25% 30%

Strongly support 32% 34% 31% 29% 37% 37% 23% 32% 44% 41% 37%

I’m not sure 4% 3% 6% 7% 6% 3% 5% 4% 6% 7% 9%

Column n 1949 952 997 156 293 785 715 1223 201 303 222

Total sample; Weight: TOTAL Weight; base

June 13, 2017 Committee of the Whole 1 p.m. Page 95 of 128 Table 6. Q7. Many issues and considerations are important to people living in the Calgary region. When it comes to the possibility of bidding for or hosting the 2026 Games, which of the following are most important to you? by BANNER

GENDER AGE REGION

Column % Total Male Female 18-24 25-34 35-54 55+ Calgary Banff Canmore Cochrane

Infrastructure needs (transportation, housing, etc.) 52% 56% 48% 51% 50% 53% 53% 52% 53% 48% 53%

The economic health of the region 52% 53% 51% 44% 52% 55% 52% 52% 34% 43% 52%

Government financial stability/debt levels 51% 50% 52% 43% 46% 52% 58% 52% 27% 31% 40%

Cultural, recreation and sports facilities and programs 28% 31% 26% 32% 23% 31% 28% 28% 26% 37% 32%

Social issues (poverty, homelessness, crime, etc.) 25% 21% 29% 27% 29% 22% 26% 25% 25% 27% 19%

The environment 17% 13% 21% 29% 19% 13% 16% 16% 44% 42% 24%

Calgary’s reputation 18% 20% 17% 15% 25% 16% 18% 19% 13% 8% 11%

Cultural and creative vibrancy 12% 11% 13% 13% 17% 12% 8% 12% 13% 14% 12%

Don't know 1% 1% 1% 0% 1% 1% 2% 1% 3% 2% 1%

Column n 1949 952 997 156 293 785 715 1223 201 303 222

Total sample; Weight: TOTAL

June 13, 2017 Committee of the Whole 1 p.m. Page 96 of 128 Table 7. Q8. And in your opinion, would you say that a potential 2026 Games would have a positive impact, negative impact, both positive and negative impact or no impact on ... (flattened) by BANNER

GENDER AGE REGION

Column % Total Male Female 18-24 25-34 35-54 55+ Calgary Banff Canmore Cochrane

The economic health of the region Positive impact 54% 56% 53% 54% 57% 61% 43% 54% 82% 61% 69%

Negative impact 15% 17% 12% 9% 15% 13% 21% 15% 4% 14% 10%

Both positive and negative impact 28% 23% 33% 34% 28% 25% 31% 28% 14% 20% 18%

No impact 1% 2% 1% 0% 1% 1% 3% 1% 0% 2% 0%

Don’t know/Refused 1% 2% 0% 3% 0% 1% 2% 1% 0% 3% 3%

Infrastructure needs (transportation, housing, etc.) Positive impact 56% 66% 45% 62% 55% 58% 51% 56% 52% 59% 56%

Negative impact 15% 13% 17% 14% 17% 14% 16% 15% 8% 14% 9%

Both positive and negative impact 26% 18% 35% 23% 27% 25% 27% 26% 32% 22% 34%

No impact 2% 2% 2% 2% 1% 1% 3% 2% 7% 2% 1%

Don’t know/Refused 1% 1% 1% 0% 0% 1% 3% 1% 1% 4% 0%

The environment Positive impact 18% 20% 17% 20% 18% 17% 19% 19% 16% 9% 8%

Negative impact 37% 32% 39% 39% 40% 36% 33% 36% 49% 56% 50%

Both positive and negative impact 37% 35% 38% 34% 33% 41% 40% 38% 30% 27% 25%

No impact 6% 11% 4% 4% 9% 6% 6% 6% 6% 5% 12%

Don’t know/Refused 1% 1% 1% 4% 0% 0% 2% 1% 0% 3% 5%

June 13, 2017 Committee of the Whole 1 p.m. Page 97 of 128 GENDER AGE REGION

Column % Total Male Female 18-24 25-34 35-54 55+ Calgary Banff Canmore Cochrane

Government financial stability/debt levels Positive impact 15% 11% 18% 13% 14% 18% 11% 15% 36% 17% 16%

Negative impact 48% 53% 44% 44% 44% 46% 56% 49% 30% 41% 36%

Both positive and negative impact 34% 32% 36% 43% 40% 33% 28% 34% 26% 37% 37%

No impact 2% 3% 2% 0% 2% 2% 3% 2% 2% 1% 7%

Don’t know/Refused 1% 1% 0% 0% 0% 1% 2% 1% 6% 4% 5%

Cultural and creative vibrancy Positive impact 88% 88% 89% 84% 87% 92% 86% 89% 98% 77% 78%

Negative impact 1% 2% 0% 0% 3% 0% 0% 1% 2% 5% 0%

Both positive and negative impact 9% 8% 9% 16% 8% 4% 13% 8% 0% 18% 20%

No impact 1% 0% 2% 0% 2% 2% 0% 1% 0% 0% 0%

Don’t know/Refused 1% 2% 0% 0% 0% 2% 0% 1% 0% 0% 2%

Calgary’s reputation Positive impact 90% 93% 86% 100% 87% 96% 81% 90% 93% 91% 97%

Negative impact 0% 1% 0% 0% 0% 0% 1% 0% 7% 2% 0%

Both positive and negative impact 8% 5% 12% 0% 11% 4% 13% 8% 0% 7% 3%

No impact 0% 0% 0% 0% 0% 0% 1% 0% 0% 0% 0%

Don’t know/Refused 1% 1% 2% 0% 2% 0% 3% 1% 0% 0% 0%

June 13, 2017 Committee of the Whole 1 p.m. Page 98 of 128 GENDER AGE REGION

Column % Total Male Female 18-24 25-34 35-54 55+ Calgary Banff Canmore Cochrane

Social issues (poverty, homelessness, crime, etc.) Positive impact 20% 25% 16% 20% 15% 22% 21% 20% 33% 19% 11%

Negative impact 33% 37% 31% 23% 25% 36% 43% 34% 24% 30% 37%

Both positive and negative impact 35% 31% 39% 45% 41% 34% 27% 36% 30% 28% 34%

No impact 9% 6% 12% 11% 17% 7% 5% 9% 7% 13% 14%

Don’t know/Refused 2% 1% 3% 0% 2% 1% 3% 2% 5% 11% 4%

Cultural, recreation and sports facilities and programs Positive impact 89% 89% 88% 88% 88% 93% 83% 89% 85% 94% 89%

Negative impact 1% 2% 0% 0% 2% 1% 2% 1% 0% 2% 1%

Both positive and negative impact 10% 8% 11% 12% 9% 6% 14% 10% 15% 3% 9%

No impact 1% 1% 1% 0% 1% 0% 1% 1% 1% 0% 1%

Total sample; Weight: TOTAL Weight; base n = from 224 to 1010;

June 13, 2017 Committee of the Whole 1 p.m. Page 99 of 128 Table 8. Q9. Based on what you have just read, please indicate the extent to which you agree or disagree with the following: (flattened) by BANNER

GENDER AGE REGION

Column % Total Male Female 18-24 25-34 35-54 55+ Calgary Banff Canmore Cochrane

I think that the cost of submitting a bid for the 2026 Games is a worthwhile investment even if the Calgary region does not win the bid. Strongly agree 15% 20% 10% 9% 21% 15% 12% 15% 12% 11% 11%

Agree 43% 40% 45% 46% 35% 46% 42% 42% 66% 54% 58%

Neither agree or disagree 15% 11% 19% 24% 16% 13% 12% 15% 5% 5% 9%

Disagree 18% 17% 19% 19% 17% 17% 21% 18% 11% 21% 18%

Strongly disagree 9% 11% 6% 3% 10% 8% 12% 9% 5% 8% 4%

Don’t know/Refused 0% 0% 1% 0% 0% 0% 1% 0% 2% 1% 1%

I am confident the bid process will be cost conscious and budgets will be managed well. Strongly agree 10% 12% 7% 9% 12% 9% 9% 10% 9% 9% 9%

Agree 44% 42% 45% 46% 41% 46% 40% 43% 60% 50% 52%

Neither agree or disagree 18% 15% 21% 26% 19% 17% 14% 18% 12% 12% 14%

Disagree 20% 19% 21% 14% 19% 19% 25% 20% 15% 22% 17%

Strongly disagree 9% 11% 6% 3% 9% 8% 11% 9% 4% 5% 5%

Don’t know/Refused 1% 0% 1% 2% 0% 0% 1% 1% 1% 3% 3%

June 13, 2017 Committee of the Whole 1 p.m. Page 100 of 128 GENDER AGE REGION

Column % Total Male Female 18-24 25-34 35-54 55+ Calgary Banff Canmore Cochrane

Regardless if they are successful or not, bids like this are good ways to promote Calgary and attract business activity. Strongly agree 21% 24% 18% 15% 25% 22% 19% 21% 15% 20% 16%

Agree 50% 47% 53% 62% 45% 52% 45% 50% 67% 52% 59%

Neither agree or disagree 13% 11% 14% 17% 12% 12% 11% 13% 7% 9% 11%

Disagree 12% 13% 12% 7% 12% 10% 18% 12% 7% 16% 12%

Strongly disagree 4% 5% 3% 0% 5% 3% 6% 4% 3% 2% 1%

Don’t know/Refused 0% 0% 0% 0% 0% 0% 1% 0% 0% 1% 0%

I think negative economic impacts to the Calgary region will outweigh the economic benefits. Strongly agree 10% 12% 8% 5% 13% 8% 12% 10% 6% 6% 3%

Agree 23% 23% 23% 20% 18% 25% 25% 23% 25% 26% 28%

Neither agree or disagree 17% 13% 21% 23% 22% 13% 16% 17% 6% 7% 11%

Disagree 40% 37% 43% 48% 37% 42% 35% 40% 56% 49% 46%

Strongly disagree 10% 14% 5% 4% 10% 11% 9% 10% 6% 11% 11%

Don’t know/Refused 1% 0% 1% 0% 0% 0% 3% 1% 1% 1% 1%

June 13, 2017 Committee of the Whole 1 p.m. Page 101 of 128 GENDER AGE REGION

Column % Total Male Female 18-24 25-34 35-54 55+ Calgary Banff Canmore Cochrane

I think the money that might be put towards the 2026 Games would be better spent on other things. Strongly agree 15% 16% 14% 4% 17% 15% 19% 15% 10% 13% 8%

Agree 24% 23% 25% 33% 22% 21% 25% 24% 18% 23% 21%

Neither agree or disagree 25% 23% 27% 35% 30% 24% 18% 25% 15% 13% 18%

Disagree 29% 28% 30% 26% 25% 33% 29% 29% 52% 44% 43%

Strongly disagree 6% 9% 4% 2% 7% 7% 7% 6% 5% 6% 9%

Don’t know/Refused 0% 0% 1% 0% 0% 0% 2% 0% 0% 1% 1%

Column n 1949 952 997 156 293 785 715 1223 201 303 222

Total sample; Weight: TOTAL Weight; base n = 1949; total n = 2004; 55 missing; effective sample size = 1252 (64%)

June 13, 2017 Committee of the Whole 1 p.m. Page 102 of 128 Table 9. Q10. Based on what you have just read, please indicate the extent to which you agree or disagree with the following: (flattened) by BANNER

GENDER AGE REGION

Column % Total Male Female 18-24 25-34 35-54 55+ Calgary Banff Canmore Cochrane

I think that hosting the 2026 Games would be harmful to our environment. Strongly agree 4% 5% 4% 4% 5% 4% 5% 4% 6% 9% 2%

Agree 16% 14% 18% 26% 18% 13% 16% 16% 22% 29% 18%

Neither agree or disagree 21% 17% 24% 27% 24% 20% 17% 21% 12% 10% 13%

Disagree 47% 49% 45% 41% 41% 51% 48% 47% 53% 41% 53%

Strongly disagree 12% 15% 9% 2% 12% 13% 15% 12% 7% 9% 12%

Don’t know/Refused 0% 0% 0% 0% 0% 0% 0% 0% 1% 1% 2%

I believe hosting the 2026 Games would provide the opportunity to take positive steps forward on environmental matters that would not otherwise be pursued. Strongly agree 10% 11% 8% 8% 12% 9% 9% 10% 11% 13% 7%

Agree 42% 42% 42% 48% 43% 44% 36% 42% 57% 41% 56%

Neither agree or disagree 23% 19% 26% 26% 23% 23% 21% 23% 8% 11% 11%

Disagree 20% 21% 20% 16% 17% 21% 24% 20% 20% 25% 20%

Strongly disagree 5% 6% 4% 3% 5% 3% 8% 5% 4% 9% 3%

Don’t know/Refused 1% 0% 1% 0% 0% 1% 1% 1% 1% 1% 2%

June 13, 2017 Committee of the Whole 1 p.m. Page 103 of 128 GENDER AGE REGION

Column % Total Male Female 18-24 25-34 35-54 55+ Calgary Banff Canmore Cochrane

I worry that the organizers of a 2026 Games would care more about business and tourism than they would about long-term environmental impacts. Strongly agree 12% 10% 13% 15% 16% 9% 13% 12% 12% 17% 8%

Agree 30% 28% 32% 44% 36% 25% 27% 30% 44% 35% 31%

Neither agree or disagree 19% 19% 18% 21% 19% 18% 18% 19% 8% 8% 8%

Disagree 33% 33% 33% 17% 24% 42% 34% 33% 33% 32% 45%

Strongly disagree 6% 8% 4% 3% 6% 6% 8% 6% 2% 7% 6%

Don’t know/Refused 0% 0% 0% 0% 0% 0% 0% 0% 1% 1% 3%

I trust that there would be controls in place to make sure Calgary (and surrounding area) was an environmentally responsible Olympic host city. Strongly agree 18% 20% 16% 19% 20% 18% 18% 19% 16% 19% 14%

Agree 58% 57% 60% 56% 55% 62% 57% 58% 69% 57% 71%

Neither agree or disagree 13% 13% 13% 18% 13% 12% 12% 13% 4% 7% 5%

Disagree 8% 7% 9% 8% 7% 6% 11% 8% 8% 12% 9%

Strongly disagree 2% 3% 2% 0% 4% 2% 2% 2% 2% 4% 1%

Don’t know/Refused 0% 0% 1% 0% 0% 1% 1% 0% 1% 0% 0%

Column n 1949 952 997 156 293 785 715 1223 201 303 222

Total sample; Weight: TOTAL Weight; base n = 1949; total n = 2004; 55 missing; effective sample size = 1259 (65%)

June 13, 2017 Committee of the Whole 1 p.m. Page 104 of 128 Table 10. Q11. Based on what you have just read, please indicate the extent to which you agree or disagree with the following: (flattened) by BANNER

GENDER AGE REGION

Column % Total Male Female 18-24 25-34 35-54 55+ Calgary Banff Canmore Cochrane

I believe that hosting the 2026 Games would provide an important opportunity to showcase cultural groups and provides these groups with skill development and employment opportunities. Strongly agree 20% 20% 20% 17% 27% 19% 17% 20% 17% 19% 16%

Agree 51% 51% 51% 60% 42% 56% 46% 51% 70% 56% 62%

Neither agree or disagree 15% 14% 16% 15% 17% 14% 15% 15% 4% 6% 9%

Disagree 11% 12% 10% 7% 9% 9% 17% 11% 6% 14% 12%

Strongly disagree 3% 3% 3% 1% 4% 2% 5% 3% 2% 4% 1%

Don’t know/Refused 0% 0% 1% 0% 0% 0% 1% 0% 1% 2% 0%

I am worried social issues like homelessness, poverty, crime and others would be neglected by focusing on a Games bid. Strongly agree 9% 9% 9% 7% 10% 7% 11% 9% 7% 8% 4%

Agree 25% 23% 27% 34% 28% 20% 25% 25% 25% 29% 22%

Neither agree or disagree 15% 14% 16% 19% 17% 14% 12% 15% 11% 6% 10%

Disagree 42% 43% 42% 35% 37% 47% 42% 42% 51% 48% 55%

Strongly disagree 9% 11% 6% 4% 8% 10% 9% 9% 6% 8% 8%

Don’t know/Refused 0% 0% 0% 0% 0% 0% 0% 0% 0% 1% 0%

June 13, 2017 Committee of the Whole 1 p.m. Page 105 of 128 GENDER AGE REGION

Column % Total Male Female 18-24 25-34 35-54 55+ Calgary Banff Canmore Cochrane

Potentially hosting the 2026 Games could help address social issues by creating needed social infrastructure (such as affordable housing). Strongly agree 12% 13% 10% 10% 15% 10% 12% 12% 9% 11% 10%

Agree 45% 42% 48% 50% 41% 49% 39% 45% 63% 53% 55%

Neither agree or disagree 16% 16% 16% 20% 17% 16% 14% 16% 6% 10% 6%

Disagree 21% 21% 21% 17% 21% 19% 25% 21% 18% 20% 27%

Strongly disagree 6% 7% 5% 3% 6% 4% 9% 6% 3% 5% 2%

Don’t know/Refused 1% 0% 1% 0% 1% 0% 1% 1% 1% 1% 0%

I worry that programs and services provided to those living in the Calgary region would be disrupted during a potential 2026 Games. Strongly agree 7% 7% 6% 5% 8% 6% 7% 7% 5% 5% 4%

Agree 28% 29% 26% 37% 28% 26% 25% 28% 39% 38% 37%

Neither agree or disagree 18% 16% 19% 18% 19% 18% 16% 18% 12% 10% 10%

Disagree 40% 39% 42% 38% 36% 41% 43% 40% 39% 42% 42%

Strongly disagree 7% 9% 6% 1% 9% 8% 7% 7% 3% 6% 5%

Don’t know/Refused 0% 0% 1% 0% 0% 0% 1% 0% 1% 0% 2%

Column n 1949 952 997 156 293 785 715 1223 201 303 222

Total sample; Weight: TOTAL Weight; base n = 1949; total n = 2004; 55 missing; effective sample size = 1253 (64%)

June 13, 2017 Committee of the Whole 1 p.m. Page 106 of 128 Table 11. Q12. Based on what you have just read, please indicate the extent to which you agree or disagree with the following: (flattened) by BANNER

GENDER AGE REGION

Column % Total Male Female 18-24 25-34 35-54 55+ Calgary Banff Canmore Cochrane

Regardless of whether a bid goes forward, investment is needed to bring existing facilities up-to-date and usable for future international events. Strongly agree 20% 24% 16% 13% 27% 20% 17% 20% 18% 22% 21%

Agree 58% 56% 61% 63% 49% 63% 57% 58% 65% 62% 62%

Neither agree or disagree 12% 11% 14% 17% 16% 10% 11% 13% 4% 7% 8%

Disagree 8% 7% 8% 6% 6% 6% 12% 8% 9% 6% 7%

Strongly disagree 1% 1% 1% 1% 1% 1% 2% 1% 1% 0% 0%

Don’t know/Refused 1% 1% 0% 0% 0% 0% 2% 1% 3% 3% 1%

Maintaining facilities and venues after the Games is just one more cost that Calgary shouldn’t have to worry about. Strongly agree 9% 12% 7% 2% 10% 9% 13% 10% 4% 5% 3%

Agree 29% 31% 27% 31% 27% 27% 32% 29% 22% 27% 27%

Neither agree or disagree 18% 15% 20% 29% 18% 15% 16% 18% 8% 6% 10%

Disagree 37% 34% 40% 34% 40% 41% 31% 37% 58% 54% 53%

Strongly disagree 7% 9% 6% 4% 5% 8% 8% 7% 6% 8% 8%

Don’t know/Refused 0% 0% 0% 0% 0% 0% 0% 0% 1% 1% 1%

June 13, 2017 Committee of the Whole 1 p.m. Page 107 of 128 GENDER AGE REGION

Column % Total Male Female 18-24 25-34 35-54 55+ Calgary Banff Canmore Cochrane

It’s important that steps are taken to maintain Calgary’s position as a leader in winter sport. Strongly agree 18% 22% 14% 13% 23% 19% 16% 18% 23% 25% 19%

Agree 51% 49% 52% 54% 46% 55% 46% 51% 61% 50% 60%

Neither agree or disagree 16% 13% 20% 21% 19% 14% 15% 16% 6% 7% 8%

Disagree 12% 12% 12% 10% 9% 10% 18% 12% 7% 14% 12%

Strongly disagree 3% 3% 2% 1% 3% 2% 4% 3% 3% 3% 0%

Don’t know/Refused 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%

I am concerned that any new infrastructure would not be well- used or accessible to the general public after the Games. Strongly agree 8% 9% 7% 7% 12% 6% 10% 8% 3% 2% 4%

Agree 22% 22% 21% 30% 19% 21% 20% 22% 18% 17% 13%

Neither agree or disagree 12% 11% 13% 14% 15% 12% 10% 13% 4% 6% 6%

Disagree 44% 42% 47% 44% 43% 44% 45% 44% 62% 55% 57%

Strongly disagree 13% 15% 11% 6% 11% 17% 13% 13% 12% 19% 20%

Don’t know/Refused 0% 0% 0% 0% 0% 0% 0% 0% 1% 1% 1%

June 13, 2017 Committee of the Whole 1 p.m. Page 108 of 128 GENDER AGE REGION

Column % Total Male Female 18-24 25-34 35-54 55+ Calgary Banff Canmore Cochrane

We really don’t need any more facilities, in Calgary – the city is fine the way it is. Strongly agree 4% 5% 4% 2% 5% 5% 4% 5% 2% 4% 0%

Agree 16% 18% 14% 16% 14% 14% 21% 16% 16% 18% 11%

Neither agree or disagree 17% 16% 19% 26% 21% 15% 15% 18% 7% 12% 7%

Disagree 46% 43% 50% 49% 40% 51% 43% 46% 60% 53% 64%

Strongly disagree 16% 18% 13% 6% 20% 15% 16% 16% 12% 10% 17%

Don’t know/Refused 1% 0% 1% 1% 0% 0% 1% 0% 3% 4% 0%

We should decommission (stop supporting) the legacy assets from the 1988 Olympics that need further investment. Strongly agree 3% 4% 3% 1% 4% 3% 3% 3% 2% 1% 3%

Agree 17% 19% 14% 13% 20% 15% 17% 16% 29% 14% 16%

Neither agree or disagree 22% 16% 28% 33% 26% 21% 15% 22% 9% 9% 11%

Disagree 44% 43% 45% 43% 36% 46% 48% 44% 46% 53% 55%

Strongly disagree 13% 17% 9% 10% 14% 12% 13% 13% 12% 16% 12%

Don’t know/Refused 2% 1% 3% 1% 1% 2% 3% 2% 3% 7% 2%

June 13, 2017 Committee of the Whole 1 p.m. Page 109 of 128 GENDER AGE REGION

Column % Total Male Female 18-24 25-34 35-54 55+ Calgary Banff Canmore Cochrane

Calgary’s Olympic legacy from 1988 is important and goes beyond sport but needs revitalization. Strongly agree 18% 21% 16% 12% 22% 20% 17% 18% 15% 21% 19%

Agree 53% 53% 53% 55% 49% 55% 52% 53% 66% 55% 59%

Neither agree or disagree 17% 13% 20% 18% 19% 16% 14% 17% 7% 7% 12%

Disagree 9% 10% 9% 14% 7% 7% 12% 9% 10% 14% 8%

Strongly disagree 2% 2% 2% 0% 3% 1% 3% 2% 0% 0% 0%

Don’t know/Refused 1% 0% 1% 0% 0% 1% 1% 0% 3% 2% 1%

Column n 1949 952 997 156 293 785 715 1223 201 303 222

Total sample; Weight: TOTAL Weight; base n = 1949; total n = 2004; 55 missing; effective sample size = 1263 (65%)

June 13, 2017 Committee of the Whole 1 p.m. Page 110 of 128 Table 12. Q13. Now I would like you to think more generally about the possibility of the Calgary region bidding on or hosting the 2026 Olympic and Paralympic Winter Games. Overall, to what extent do you agree or disagree with the following…? (flattened) by BANNER

GENDER AGE REGION

Column % Total Male Female 18-24 25-34 35-54 55+ Calgary Banff Canmore Cochrane

I would be proud if the Calgary region submitted a bid for the 2026 Olympic and Paralympic Winter Games. Strongly agree 24% 28% 21% 25% 29% 25% 19% 25% 20% 22% 20%

Agree 44% 42% 46% 55% 41% 46% 38% 44% 58% 47% 60%

Neither agree or disagree 15% 12% 19% 15% 17% 15% 15% 15% 11% 11% 7%

Disagree 11% 13% 9% 2% 7% 10% 19% 11% 7% 14% 12%

Strongly disagree 5% 5% 5% 3% 6% 4% 8% 5% 4% 4% 1%

Don’t know/Refused 0% 0% 1% 0% 0% 0% 1% 0% 1% 2% 0%

The citizens of Calgary and the surrounding area would be better off if Calgary did not go through with submitting a bid for the 2026 Games. Strongly agree 8% 11% 6% 4% 10% 7% 11% 9% 4% 7% 3%

Agree 16% 17% 14% 11% 14% 14% 21% 16% 10% 16% 16%

Neither agree or disagree 18% 14% 21% 29% 21% 16% 13% 18% 8% 9% 10%

Disagree 43% 39% 46% 46% 37% 47% 40% 42% 68% 50% 55%

Strongly disagree 15% 18% 12% 9% 19% 15% 14% 15% 10% 15% 14%

Don’t know/Refused 1% 0% 1% 2% 0% 0% 1% 1% 1% 2% 2%

June 13, 2017 Committee of the Whole 1 p.m. Page 111 of 128 GENDER AGE REGION

Column % Total Male Female 18-24 25-34 35-54 55+ Calgary Banff Canmore Cochrane

The Calgary region shouldn’t be associated with organizations like the International Olympic Committee (IOC). Strongly agree 6% 7% 5% 3% 5% 6% 8% 6% 4% 1% 2%

Agree 12% 15% 9% 10% 9% 12% 16% 12% 9% 13% 11%

Neither agree or disagree 18% 16% 21% 17% 22% 19% 15% 19% 6% 8% 10%

Disagree 44% 41% 48% 50% 42% 45% 42% 44% 63% 59% 61%

Strongly disagree 19% 21% 16% 20% 22% 18% 17% 19% 16% 17% 15%

Don’t know/Refused 0% 0% 1% 0% 0% 0% 2% 0% 2% 1% 1%

The Calgary region has been through some tough times in recent years and bidding on the 2026 Games would be a much needed boost. Strongly agree 15% 17% 13% 11% 21% 14% 13% 15% 15% 15% 16%

Agree 48% 46% 49% 55% 42% 53% 41% 47% 60% 51% 58%

Neither agree or disagree 15% 12% 18% 23% 21% 13% 11% 15% 7% 9% 8%

Disagree 16% 17% 15% 8% 10% 15% 26% 16% 14% 22% 17%

Strongly disagree 6% 7% 5% 2% 7% 5% 9% 6% 3% 3% 2%

Don’t know/Refused 0% 0% 0% 1% 0% 0% 0% 0% 0% 0% 0%

June 13, 2017 Committee of the Whole 1 p.m. Page 112 of 128 GENDER AGE REGION

Column % Total Male Female 18-24 25-34 35-54 55+ Calgary Banff Canmore Cochrane

Initiatives such as this are a waste of time, we have other problems to worry about. Strongly agree 8% 10% 7% 4% 9% 8% 11% 9% 4% 6% 2%

Agree 17% 17% 16% 14% 14% 16% 21% 17% 14% 16% 17%

Neither agree or disagree 17% 14% 21% 24% 20% 16% 14% 17% 9% 8% 13%

Disagree 42% 40% 45% 47% 39% 45% 40% 42% 60% 52% 53%

Strongly disagree 15% 19% 12% 12% 18% 16% 14% 15% 14% 17% 15%

Don’t know/Refused 0% 0% 0% 0% 0% 0% 0% 0% 0% 1% 0%

Column n 1949 952 997 156 293 785 715 1223 201 303 222

June 13, 2017 Committee of the Whole 1 p.m. Page 113 of 128 Table 13. Q15. How long have you lived in the general Calgary area (including Banff, Canmore, Cochrane, etc)? by BANNER

GENDER AGE REGION

Column % Total Male Female 18-24 25-34 35-54 55+ Calgary Banff Canmore Cochrane

Less than 1 year 1% 1% 0% 2% 1% 0% 0% 0% 4% 1% 2%

1-4 years 10% 10% 9% 11% 24% 7% 2% 10% 14% 11% 5%

5-9 years 11% 9% 12% 10% 24% 10% 2% 11% 20% 12% 13%

10-14 years 12% 11% 12% 11% 13% 16% 5% 12% 11% 16% 13%

15-19 years 11% 13% 9% 30% 4% 13% 5% 11% 10% 11% 14%

20-24 years 13% 12% 13% 36% 7% 11% 9% 13% 14% 13% 12%

25 years or more 43% 43% 44% 0% 28% 43% 76% 44% 25% 36% 41%

Don’t know/Refused 0% 0% 0% 0% 0% 0% 1% 0% 1% 0% 0%

Column n 1949 952 997 156 293 785 715 1223 201 303 222

Total sample; Weight: TOTAL Weight; base n = 1949; total n = 2004; 55 missing; effective sample size = 1244 (64%)

June 13, 2017 Committee of the Whole 1 p.m. Page 114 of 128 Table 14. Q16. We all live in Canada but our ancestors come from all over the world. What is your ethnic background? by BANNER

GENDER AGE REGION

Column % Total Male Female 18-24 25-34 35-54 55+ Calgary Banff Canmore Cochrane

Canadian 31% 29% 34% 30% 27% 34% 30% 31% 22% 28% 31%

English/Scottish/Irish/Welsh 27% 25% 28% 23% 24% 24% 34% 26% 36% 37% 33%

European 28% 29% 28% 36% 22% 28% 31% 28% 32% 34% 33%

Chinese 7% 8% 6% 11% 11% 5% 3% 7% 1% 1% 0%

Scandinavian 5% 4% 5% 4% 4% 4% 6% 4% 7% 4% 5%

French Canadian 4% 4% 4% 3% 6% 4% 4% 4% 6% 4% 1%

South Asian (East Indian/Pakistani, Sri Lankan, etc.) 4% 5% 4% 4% 7% 5% 2% 4% 4% 0% 0%

Canadian Aboriginal (First Nations, Metis, Inuit) 3% 3% 3% 4% 6% 2% 2% 3% 2% 2% 3%

American 2% 2% 2% 1% 3% 2% 3% 2% 1% 2% 1%

African/South African 2% 3% 1% 5% 3% 3% 0% 2% 1% 1% 1%

Filipino 2% 2% 2% 3% 2% 2% 1% 2% 6% 1% 0%

Southeast Asian (Vietnamese, Cambodian, Malaysian, Laotian, etc.) 2% 3% 2% 6% 3% 2% 0% 2% 1% 0% 1%

Australian/New Zealander 1% 0% 1% 1% 1% 1% 1% 1% 5% 1% 1%

Central/South American 1% 1% 1% 1% 1% 1% 2% 1% 0% 1% 0%

Japanese 1% 1% 0% 0% 1% 1% 1% 1% 0% 0% 1%

Korean 0% 0% 1% 2% 1% 0% 0% 0% 2% 0% 0%

West Asian (Iranian, Afghan, etc.) 1% 2% 0% 1% 2% 1% 0% 1% 1% 0% 0%

Arab 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%

Other 4% 4% 5% 7% 5% 4% 3% 4% 4% 4% 3%

Prefer not to say 2% 2% 2% 3% 2% 2% 0% 2% 0% 0% 0%

Don’t know 2% 2% 1% 2% 2% 1% 2% 1% 3% 3% 3%

Column n 1949 952 997 156 293 785 715 1223 201 303 222

Total sample; Weight: TOTAL Weight; base n = 1949; total n = 2004; 55 missing; effective sample size = 1177 (60%)

June 13, 2017 Committee of the Whole 1 p.m. Page 115 of 128 A

Appendix C-2(a)

SIGN

CONCRETE

SIGN ASPHALT

LANDSCAPING

E STAMPED CONRETE

C MIS MODULAR ISLAND

C MIS

SIGN BENCHLANDS TRAIL: June 13, 2017 Committee of the Whole 1 p.m. Page 116 of 128 AT EAST COUGAR CREEK DRIVE LP LP

SIGN

SIGN LP

T T T

CONCRETE

ASPHALT

LANDSCAPING

MODULAR ISLAND

BENCHLANDS TRAIL: June 13, 2017 Committee of the Whole 1 p.m. AT BENCHLANDS TERRACEPage 117 of 128 SIGN

SIGN 69 LP

SIGN

CONCRETE 70 ASPHALT LANDSCAPING

MODULAR ISLAND

BENCHLANDS TRAIL: PP LPL June 13, 2017 Committee of the Whole 1 p.m. LLP AT WEST COUGAR CREEKPage 118 of 128 DRIVE 71 Spring Creek Roundabout Appendix C-2(a)

June 13, 2017 Committee of the Whole 1 p.m. Page 119 of 128 164 (1-29) 5 1 157

158 A 125 2 22 158 B 4 21 3 Rundle Cr

122 1

123 Rundle Dr

161

0 10 20

Meters

June 13, 2017 Committee of the Whole 1 p.m. Page 120 of 128 817-4 818-4 817 818

813 (101-103, 814 814-4 813-4 (1-4) 201,202)

809-4 810 809-4 810-4

801

6 ST 6 5 ST 5 1

805 806 2 806

5 6 801-4 802 4 802

7 AVE 618

602

606A 606B

SCHOOL BOARD SCHOOL

LAWRENCE 0 10 20 GRASSI SCHOOL GRASSI Meters

June 13, 2017 Committee of the Whole 1 p.m. Page 121 of 128 Seattle, WA Hazel Wolf School

June 13, 2017 Committee of the Whole 1 p.m. Page 122 of 128 Council Resolution Action List - Outstanding Resolutions # Agenda Item Resolution Council Mtg Date Service Area Action Status Last Update DATE Complete

307‐2011 Request for Direction – Employee Housing Program That Council direct Administration to work with CCHC to develop an assessment based policy for the 16‐Aug‐11 P&D Planning is working on this and with the new staff we will try to have something for 24‐1‐2017 provision of employee housing. Council in fall 2017.

119‐2014 Sustainability Screening Process Revisions that council direct administration to engage in a process with representatives of the Bow Valley 5‐May‐14 Planning The following motion was passed on July 7, 2015: that council direct administration to 27‐Jan‐17 Builders and Developers Association to develop and/or enhance mutually agreeable policies or bylaws implement option 3 as presented in the staff report: to develop policies within the to achieve all of the Sustainability Screening Process objectives, which policies or bylaws would align Municipal Development Plan and Land Use Bylaw that could replace the Sustainability with the new municipal development plan and be presented to Council for approval by June 30, 2016. Screening Process Policy.The MDP has provided some direction, but the details will beworked out in the LUB. Department resources and priorities are proposed for this in later 2017 or early 2018.

192‐2014 Bow Valley Trail Annual Limits for the Conversion of Visitor that council postpone consideration of the Bow Valley Trail Annual Limits for the Temporary 19‐Aug‐14 Planning Administration had been working with CCHC on this but there were a number of concerns 27‐Jan‐17 Accommodation Units Policy Conversion of Visitor Accommodation Units Policy until administration returns with a revised policy. from CCHC. Recent priorities have been on other housing initiatives (Daycare Site, Palliser Lands, Secondary Suites). This initative has not seen enquiries from the public to date and may be less appealing given the high hotel occupancies this summer. A Visitor Accommodation Review is schedu;led in 2017/2018 and could inform this further.

233‐2014 Bylaw 2014‐014 Land Use Amendment for Stewart Creek that council direct administration to continue to work with the owner of the property and the Province 29‐Sep‐14 Planning The status of this is on hold until the Smith Creek ASP has been presented to Council as 27‐Jan‐17 Residential of Alberta to find a mutually agreeable conservation arrangement to protect the 70‐metre wildlife these lands may be subject of a new proposal.This is part of larger discussions on wildlife corridor buffer along the western edge of the realigned Stewart Creek Across Valley Wildlife Corridor, corridors on the Three Sisters lands and is unlikely to be resolved until other TSMV and ensure that there is no development of said lands whatsoever beyond that which is allowed corridor discussions finalize ‐ later in 2017. pursuant to Wildlands Conservation zoning, other than a potential future access road to Lots 7, 8, and 9. 157‐2015 Tourist Accommodation Options that council direct administration to amend the Land Use Bylaw to remove the ability for future mixing 26‐May‐15 Planning May form part of a LUB amendment. This is planned for 2017/2018. 27‐Jan‐17 of tourist homes, visitor accommodation and residential uses within a single building.

158‐2015 Tourist Accommodation Options that council direct administration to undertake a public consultation process to determine if the Land 26‐May‐15 Planning This will require a significant significant community consultation and has been resourced 27‐Jan‐17 Use Bylaw should be amended to allow residential dwellings to be used for short‐term/tourist home for 2017/2018. rentals subject to clear regulations. 160‐2015 Tourist Accommodation Options that council direct administration to explore a new approach for licensing and permitting tourist 26‐May‐15 Planning This will require a significant significant community consultation and has been resourced 27‐Jan‐17 homes, and determine resource and budget requirements to proactively undertake bylaw for 2017/2018. enforcement of illegal short‐term rentals. 103‐2016 Lot 1, Block 7, Plan 9711867 ‐ 990 Wilson Way that Council direct administration to review existing Town policies to ensure any offers to the 19‐Apr‐16 policy review Land Sales Policy 207‐2012 has been reviewed by the policy review working group and will 3‐Jan‐17 municipality of land must come to Council for decision, and bring back recommendations to Council as working group be brought to council in Q2. soon as practicable if any changes to existing policies or a new policy are needed to give effect to the necessity of any such offers coming to Council. 167‐2016 Lot 1, Block 7, Plan 9711867 ‐ 990 Wilson Way that Council direct administration to pursue selling a portion of MR dedication in Stewart Creek Phase 25‐May‐16 GMMI Work is underway on this, although is waiting on other issues to be resolved relating to 24‐Jan‐17 3, the proceeds of which would go to the cash in lieu municipal reserve account. Three Sisters and Community Land. A Bylaw amendment is anticipated in early 2017. There is no urgency as the site for sale is not anticipated to be serviced until at mid‐2017 at earliest. 168‐2016 Lot 1, Block 7, Plan 9711867 ‐ 990 Wilson Way that Council direct administration to create a plan to ensure that all publicly owned lands within the 25‐May‐16 Planning Admin determined that the work to produce a plan was commesurate with the work to 30‐Jan‐17 town of Canmore limits are zoned as they are intended and to return the plan to council with the cost implement it and therefore a mapping update and review will be incorporated in to the of implementation for approval in time for 2017 budget process in November. LUB update planned for 2017.

18‐2017 Policy Review that Council direct the policy review working group to provide the following to Council on or before 10‐Jan‐17 policy review Policy recommendations are being finalized and are on track for presentation at the June 5‐Apr‐17 the July 4, 2017 regular meeting: final Policy Development Guidelines and a list of policies indication working group 27 special meeting. which are recommended for repeal, amendment, review, and status quo.

111‐2017 2017 Municipal Election Process Approvals that Council direct administration to return with an amendment to the Land Use Bylaw to prohibit or 4‐Apr‐17 municipal clerk First reading of LUB Amendment given on May 16, 2017, and a public hearing scheduled 16‐May‐17 16‐May‐17 limit the placement of campaign signs on public property for Council’s consideration by May 16, 2017. for June 21.

June 13, 2017 Committee of the Whole 1 p.m. Page 123 of 128 Page 1 of 1 G:\Governance\Resolution_Tracking\Council_Resolution_Action_List 6/8/2017 5:03 PM H-1

Monthly Bulletin June 2017

ACTIVE INITIATIVES  This is Home Phase 3 CAO has submitted proposals to the Government of Alberta for the next phase. This is an idea that we have asked Alberta Seniors and Housing to consider for both approval and seed funding; without which we can not establish timing. In the meantime we are looking into the development of a Master Site Plan for the entire Bow River Lodge site, which may impact Phase 3 planning.  The project consists of multiple facets: o Conversion of the Southeast wing of BRL into independent seniors’ accommodation, making efficient use of our available spaces to expand our capacity to meet the housing needs of independent seniors in the region. o Relocate the tenants from buildings A and B of Bow River Homes into the converted spaces (leaving three units available to help address our large waitlist). o The redevelopment on the site of Bow River Homes Buildings A and B, which are aged, facing obsolescence and lacking sprinkler systems, creating 30 modern, mixed-income seniors apartments, with other types of housing to be considered. o Timing is important and will ideally coincide with phase 2.

 Housing Needs Study CAO has posted a public tender Request for Proposals seeking qualified bids on the project. The project schedule anticipates completion this fall.

RATES OF OCCUPANCY Bow River Lodge 100% occupancy Cascade House 90% occupancy Bow River Homes 100% occupancy Mount Edith House 100% occupancy Community Housing 100% occupancy Rent Supplement 100% subscription

SPECIAL PROJECTS  Temporary Flood relief housing BVRH continues to assist the Government of Alberta with their efforts to house local victims of the southern flooding. This program is winding down; just one tenant remains in place.

 Bow River Lodge Redevelopment “This is Home” Schedule:

June 13, 2017 Committee of the Whole 1 p.m. Page 124 of 128  Phase 1: Deficiency work is underway. If all goes as well as possible The perceived schedule indicates: o Handover from the Contractor to Alberta Seniors and Housing in Q3 2017. o Handover from Alberta Seniors and Housing to BVRH shortly in Q3 2017. o Commissioning period of 6 to 8 weeks.

 Phase 2: Substantial planning will commence shortly following the recent announcement of project approval. Construction on this phase cannot start until Phase 1 is fully operational.

Design:  Phase 1: The design includes 63 new residential lodge units, replacing 43 aging units and giving us 20 more, maximizing the available space in anticipation of the looming needs of our aging population in the region. This design means that all of our seniors will be housed in safe, new and fully functional spaces ensuring more effective and efficient accommodation along with much improved ability to increase care services in the future. The area currently taken up by the old parts of the original lodge will be used to bring higher levels of supportive living to the region for true aging in place in Phase 2.

 Phase 2: This facility will be designed to meet the needs of designated supportive living level 4 and dementia operations, including enhanced safety and care- provision considerations. Alberta Health Services (AHS) has provided design guidelines that the facility must consider to secure a Designated Supportive Living (DSL) agreement, which is the goal to meet the current and future needs of the people of the region. Next steps include Project Approvals, Project Coordination, and negotiation of an Agreement with AHS. A Request for Proposals (RFP) for architectural services has been developed for release once all required approvals are in place.

Economics:  Phase 1: Alberta Seniors’ Housing has paid 100% of the capital project costs. BVRH will furnish, equip and maintain the facility at a cost of approximately $200,000. The current total project cost estimate is $13.2 million.

 Phase 2: The current capital cost range is estimated between $16 million and $19 million; the Government of Alberta has committed $16 million to date. BVRH is responsible for the furniture and equipment for the facility, which we will fund through a combination of fundraising and financing, including municipal requisition. It is expected that this development will improve our operating model to the point that we are able to achieve much greater economies of scale, thereby significantly reducing the need to requisition for operating costs at Bow River Lodge in the future.

June 13, 2017 Committee of the Whole 1 p.m. Page 125 of 128 ABOUT BOW VALLEY REGIONAL HOUSING Bow Valley Regional Housing (BVRH) is a Housing Management Body (HMB) for the Government of Alberta. The Provincial Government created HMBs to serve as operators and administrators of provincially owned social housing facilities. The Province owns a large portfolio of these facilities through the Alberta Social Housing Corporation (ASHC), serving many needy and vulnerable Albertans. Each HMB is self-governing under the Alberta Housing Act, managing the ASHC assets in a particular region. Each region is comprised of multiple municipalities, improvement districts, etc. HMBs may operate other kinds of housing and may own buildings that house accommodation programs.

Every municipality in Alberta is a contributing member of their regional HMB. They are required to have at least one appointee on the governing board, which is responsible for acting in the best interests of the HMB. The board must consider the needs of each contributing municipality in its governance of the HMB.

HMB operations are funded through various means. Tenants pay rent and/or lodge fees, however since these are set at affordable rates the revenues cannot cover the costs of operations. Seniors Lodge deficits are funded through municipal ratepayer requisitions and provincial grants. Social Housing deficits (including independent seniors housing and community housing) are funded by Alberta Seniors and Housing.

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

The BVRH Mission Statement

Bow Valley Regional Housing commits to provide accommodation services for the Bow Valley region seniors and residents of modest means who struggle to secure and maintain appropriate housing.

We manage:  seniors’ lodges in Canmore and Banff that currently house up to 85 residents  an expansion project underway at our lodge in Canmore will increase capacity and greatly improve the standard of living for the residents of the lodge  a second phase of the expansion project that will introduce designated supportive living to the region by way of approximately 60 beds that will provide appropriate accommodations to our vulnerable seniors while alleviating pressures in local hospitals

June 13, 2017 Committee of the Whole 1 p.m. Page 126 of 128  seniors’ independent housing buildings in Canmore and Banff that include 62 one-bedroom apartments  58 family housing residences in Canmore  Interim relief housing for one household displaced by the June 2013 flooding  the Rent Supplement Program in the region that currently provides financial assistance to approximately 40 Bow Valley households

We are building!  Construction is nearing completion on a new lodge addition in Canmore with 63 residential units, new kitchen facilities, and more  Planning is underway for a high level care facility in Canmore with 60 care units and all required amenity spaces  Planning is underway for the conversion of a 15-unit wing from lodge accommodation to seniors’ self-contained housing for low-income independent seniors.  Planning is underway for the re-profiling of a part of the Bow River Lodge site to increase the number of senior’s self-contained units, while adding other affordable housing options.

All told, we currently house, or help to house approximately 425 residents of the Bow Valley in eight permanent and one interim housing projects encompassing 36 separate buildings between three separate communities.

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

The BVRH Vision Statement

Bow Valley Regional Housing aspires to collaborate with relevant agencies to ensure that suitable programming that will mitigate the housing needs of our client base is available. We will:  Make decisions and recommendations using relevant and valid data regarding community trends and housing needs.  Obtain funding to develop infrastructure that meets identified needs for social and senior’s affordable housing programs.  Embrace operating principles that incorporate innovation, service excellence and best practices.  Attract and retain highly qualified and caring staff.

BVRH has approximately 39 employees based in either Bow River Lodge (Canmore) or Cascade House (Banff). Our Administration and Maintenance Teams are based in Canmore but serve all of our operations. We have Housekeeping and Food Service Teams in both of our lodges.

June 13, 2017 Committee of the Whole 1 p.m. Page 127 of 128

BVRH Values

Service: client-focus; empathy; caring; commitment to quality and; a guiding philosophy of serving our clients in their homes.

Integrity and Accountability: high ethics; professionalism; transparency; accountability and; inclusiveness.

Efficacy: sustainability; innovation; versatility; collaboration; communication; vision and; resourcefulness.

Information is available on our website at www.bvrh.ca

June 13, 2017 Committee of the Whole 1 p.m. Page 128 of 128