Agenda Packages Outlines in Detail How the Applicant Is Proposing to Address the Regulations As Required

TOWN OF BANFF ORDER OF BUSINESS Regular Council Meeting Town of Banff Council Chambers Tuesday, October 14, 2014 at 2:00 p.m.

1.0 CALL TO ORDER

2.0 APPROVAL OF AGENDA 2.1 Regular Meeting Agenda Recommendation: That council approve the agenda for the October 14, 2014 regular meeting of council.

2.2 For Information: 2014 Council Priorities and Workplan

3.0 ADOPTION OF PREVIOUS COUNCIL MINUTES 3.1 Minutes of the September 22, 2014 Regular Meeting of Council Recommendation: That council adopt the minutes of the September 8, 2014 regular meeting of council.

3.2 Minutes of the September 29, 2014 Special Meeting of Council Recommendation: That council adopt the minutes of the September 15, 2014 special meeting of council.

4.0 DELEGATIONS 4.1 Heidi Widmer

4.2 Bow Valley Regional Transit Services Commission Update–Sean D. Krausert

5.0 PUBLIC INPUT ON AGENDA ITEMS

6.0 UNFINISHED BUSINESS

7.0 BYLAWS AND STAFF REPORTS 7.1 Request for Decision: Bow Valley Regional Transit Services Commission Budget Recommendation: i. That council receive the BVRTSC budget and capital plan as information. ii. That council direct administration to provide the comments included in the report to council to the BVRTSC for consideration and incorporation prior to approval of the documents at the Annual General Meeting.

7.2 Request for Decision: New Year’s Eve Additional Policing Recommendation: i. That council approve an increase in the number of RCMP staff for New Year’s Eve 2015 based on a new operational plan for the additional cost of $6,400. ii. That council approve a formal road closure on New Year’s Eve 2015 of Banff Avenue 100 to 300 blocks from 11:30 p.m. to 1:30 a.m. at a cost of $1,250.

7.3 Request for Decision: Water, Sanitary and Storm Sewer Utility Operation and Maintenance Recommendation: That council provide direction to administration on how to proceed with the operation and maintenance of the Town of Banff’s water, sanitary (including waste water treatment plant) and storm systems from one of the following options: i. That council direct administration to finalize negotiations with EPCOR to secure an agreement for a new 10 year contract* to operate and maintain the Town’s water, sanitary (including the waste water treatment plant) and storm utility with a possibility of a 10-year extension. And further that council direct administration to return with a budget amendment, and utility fee increases to cover the additional $345,355 required, together with a cost estimate associated with the provision of EPCOR’s operation/administration and fleet space. *the first 10 year agreement may combine a 3 and 7 year component ii. That council direct administration to continue directly operating the Town’s current water, sanitary and storm systems combined with reassigning the operation of the waste water treatment plant from EPCOR to the Town of Banff.

8.0 COMMITTEE REPORTS 8.1 For Information: Draft Minutes of the September 4, 2014 Meeting of the Development Appeal Board

8.2 For Information: Calgary Regional Partnership Council Update – September 2014

8.3 For Information: Minutes of the August 21, 2014 Meeting of the Bow Valley Regional Housing Board

9.0 CORRESPONDENCE

10.0 NEW BUSINESS

11.0 PUBLIC INPUT ON AGENDA ITEMS

12.0 ADJOURNMENT

Agenda prepared by: Tara Johnston-Lee

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

2014 Council Priorities & Workplan Agenda #2.2

October 14, 2014 2014 Council Priorities

1. A Place to Call Home – focus on the recommendations of the community housing task force and work with partners in the private sector and other levels of government to facilitate new and refurbished housing stock, right-sized and right-priced for newcomers, temporary workers and permanent residents of all ages. 2. We are Community – A Re-Affirmation of Words to Live By – focus to rekindle the conversation about taking pride in our community and leading by example: taking care of each other and being courteous; keeping our town clean and litter-free; respecting the wildlife; protecting the precious environment; celebrating and building on our success, every day. 3. Park and Walk - A Walkable Community – focus is to continue to explore options to increase parking capacity, preferably without making our residential taxpayer bear the brunt of costly new infrastructure. We will continue to pilot programs that increase parking availability and improve parking stall turnover, and commit to those that prove successful. We will continue to encourage residents and employees to commute more sustainably, and leave their vehicles at home. 4. Toward Economic Prosperity – The Strategy – focus for 2014 is to adopt the strategy and consider the implementation of specific strategies and tactics. 5. Toward a Sustainable Transportation System - Managing Our Expectations - focus is to implement the strategies of the integrated Transportation Master Plan adopted in 2013. We will continue to educate on and encourage the use of alternative modes of transportation.

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

1st Quarter 2014 Original New Due Council Finance Action/Status/Next Due Date Date Meeting Meeting Steps

Outdoor Merchandise Display Policy Planning Complete Policy Adopted Residential Apartment Housing/Off- Planning Complete street Parking and Alternative Policy Adopted Transportation Standards Policy

Rickshaw/Pedi-cab Appropriateness Planning Complete Policy Approved

Successful Execution of Alberta Winter All Departments Complete *Debrief from

Games AWG QMP Update Planning Complete Plan Adopted 2013 Social Assessment Community Services Complete Adopted as planning tool Street and Public Bylaw Amendments Planning Complete Bylaw Passed (re: Outdoor Merchandising)

2014 Council Priorities & Workplan Agenda #2.2 2nd Quarter 2014 Original New Due Council Finance Action/Status/Next Due Date Date Meeting Committee Steps Housing Affordability Metric as part of Corporate Services Complete  Strategy Adopted Economic Prosperity Strategy1 4 Economic Prosperity Strategy Corporate Services Complete  Strategy Adopted Debrief 2014 Budget Process Corporate Services Complete Recommendations to  be incorporated in 2015 budget process Finance Committee First Quarter Forecast Corporate Services Complete  Review Long Term Funding Mechanisms of Corporate Services Complete  Capital Reserves 2014 Service Review with Benchmarks Legislative May Q3  Consider Adoption Bylaw Enforcement Workshop Bylaw Services May Q3  Workshop Implementation N-viro Expansion to Canmore Operations June Q3  Update Wastewater/Utilities contact Operations Q3-2013 Oct 14 May 28 Workshop Sept 8 Meeting with proposal  EPCOR Ongoing Action Request Standards Communications Complete Standards  Established Solar Electricity Incentive Program Environmental Complete Approved further Management  research and program design

rd Council Finance Action/Status/Next 3 Quarter 2014 Original New Due Meeting Committee Steps Due Date Date BHC 338-340 Banff Avenue Sept Banff Housing  Update Conceptual Design1 Finance Committee 2015 Financial Plan Corporate Services Complete  Recommendations Second Quarter Forecast Corporate Services Complete  Finance Committee Review Asset Management for Facilities Engineering/Facilities/ Sept 22 Oct 27 Finance Committee  Corporate Services Recommendation Green Fleet Policy Operations Q3-2013  Consider Adoption Waste Bylaw Amendment Operations 2012 Q4  Consider Adoption Taxi Bylaw Amendments (Efficiencies) Corporate Services Q3-2013 Q4 Environmental  Consider Adoption Coordinator Roam Performance Metrics Engineering Sept  Review Commercial Business Recycling Operations Sept  Consider Options Opportunities Grease Trap Inspection Program Operations Aug  Update Population Report Municipal Census Report Corporate Oct 27  Received

2014 Council Priorities & Workplan Agenda #2.2 Services/Planning Next: Data Analysis Report Committee Appointment Policy Corporate Services Complete  Consider Adoption Eligibility Amendment Water System Bylaw Section 11 Operations Complete June - Direction Amendment  Provided Consider Adoption Survey Options – User Pay Parking Engineering Q3  Consider Options Trial User Pay Parking – Community Engineering Q3  Consider Options Consultation Communications

th New Council Finance Action/Status/Next 4 Quarter 2014 Original Due Meeting Committee Steps Due Date Date 1 Community Housing Strategy Banff Housing Oct 27  Consider Adoption Bear Street Parkade Basement Engineering Oct  Consider Options Options – Scramble Parking Stalls3 Long-Term Parking Management Engineering Oct Tactics3  Consider Options Cost Estimates/Implementation Options “Words to Live By” Communication Communications July 21 Q4 July Council Strategy and Tactics2 Budget  direction to bring back during budget deliberation Short Term Parking Management Engineering June 23 Q4 Tactics3 - Part 2 Budget Part 1 Complete  Behaviour – Budget Cost Estimates/Implementation Transit – Budget Options Parking Improvements3 Engineering/Streets Work Q4  Update (Spray/Buffalo/Central Park) Complete Update Bow Avenue Angle Parking Trial3 Engineering/Streets Work Q4 May Complete Update  Implementation Update 5 Legacy Trail West Connection Engineering Work Q4 Implementation  Complete Update Update Scramble Crosswalks5 Engineering/Streets Work Q4 May Complete Update  Implementation Update Yellow curb/sidewalks Operations Complete  Council Updated Fruit Tree Incentives Planning Nov  Consider Options Finance Committee Out-of-Town Utility Agreements Corporate Services Oct  Recommendation Water, Sewer and Solid Waste Corporate Services Finance Committee Oct  Reserve Analysis Recommendation

2014 Council Priorities & Workplan Agenda #2.2 Town Owned Lands Cost Recovery Corporate Services Finance Committee Nov 10  Model Review Finance Committee Third Quarter Forecast Corporate Services Nov 10  Review Finance Committee Pre-Audit Planning Corporate Services Nov 10  Review Council Chamber/Front Counter Corporate Services Implementation Oct  Improvements Update 10 Year Urban Forest Plan Operations Nov  Consider Adoption

Recreation Grounds Redevelopment Community Services Nov  Update

Plan Trails Master Plan Update Community Services Nov  Consider adoption Banner Policy Amendments Destination Events Nov  Consider Adoption /Streets

Senior’s Utility Rate Discount - Corporate Services Service Finance Committee Recommendations for Phase-Out and Review  Review Complete Replacement Programs Consider Options Recreation Master Plan - Programs Community Services Nov  Update and Services Cemetery Policy 2014 Nov Administrative process update Operations/Corporat  complete e Services Consider Adoption 2013 Nov Memorial benches, trees, and graves Operations Update 2012 Dec Sewer Bylaw Operations  Consider Adoption

Regular Town of Banff Council Meeting Item 3.1 September 22, 2014 Unapproved Page 85

MINUTES OF THE REGULAR MEETING OF COUNCIL of the Town of Banff in the Province of Alberta Town Hall Council Chamber Monday, September 22, 2014 at 2:00 pm

COUNCIL MEMBERS PRESENT Stavros Karlos Councillor Grant Canning Councillor and Acting Mayor Ted Christensen Councillor Corrie DiManno Councillor

COUNCIL MEMBERS ABSENT Karen Sorensen Mayor Brian Standish Councillor and Deputy Mayor Chip Olver Councillor

ADMINISTRATION PRESENT Kelly Gibson Acting Town Manager Adrian Field Manager of Engineering Chad Townsend Environmental Coordinator Brennan David Engineering Coordinator Paul Godfrey Operations Manager Barbara King Manager Human Resources Lisa Lee Recording Secretary

1.0 CALL TO ORDER The Acting Mayor called the September 22, 2014 regular meeting of council to order at 2:00 p.m.

2.0 APPROVAL OF AGENDA 2.1. Meeting Agenda COU14-282 Moved by Councillor Dimanno that council approve the agenda of the September 22, 2014 regular meeting of council as presented. CARRIED

2.2 2014 Council Priorities and Workplan Received as information.

3.0 ADOPTION OF PREVIOUS COUNCIL MINUTES 3.1. Minutes of the September 8, 2014 Regular Meeting of Council COU14-283 Moved by Councillor DiManno that council approve the minutes of the September 8, 2014 regular meeting of council as presented. CARRIED

Minutes approved by:

Regular Town of Banff Council Meeting Item 3.1 September 22, 2014 Unapproved Page 86

3.2. Minutes of the September 15, 2014 Special Meeting of Council COU14-284 Moved by Councillor DiManno that council approve the minutes of the September 15, 2014 special meeting of council as presented. CARRIED

4.0 DELEGATIONS There were no delegations.

5.0 PUBLIC INPUT ON AGENDA ITEMS None received.

6.0 UNFINISHED BUSINESS No unfinished business was considered.

7.0 BYLAWS AND STAFF REPORTS 7.1. Solar Incentives

COU14-285 Moved by Councillor Karlos to direct administration to continue exploring the solar incentive program with a target spending of $300,000 from the Environmental Reserve and targeted payback period of seven (7) years. CARRIED

COU14-286 Moved by Councillor DiManno that council approve an allocation of $5,000 from the Environmental Reserve for further consultant research and program design of a community solar electricity production incentive. CARRIED

7.2 Environmental Upgrade Opportunities for New Central Park Washroom COU14-287 Moved by Councillor Karlos that council fund $26,300 in building component upgrades to improve the energy and water efficiency of the new Central Park washroom, from the Environmental Reserve. CARRIED

7.3 Emergency Generator Project – Expanded Scope COU14-288 Moved by Councillor Karlos that council direct administration to complete the emergency generator project as outlined in the report for a total project cost of $928,760. The project consists of grant funding of $778,760 plus $150,000 from the already approved $500,000 capital expenditure. The remaining $350,000 would be returned to general capital reserve.

CARRIED

7.4 Personnel Policy C002 COU14-289 Moved by Councillor Canning that Council repeal Personnel Policy C002, and be replaced by Administrative Procedure A110-your.Guide – Employee Handbook and delegate personnel matters to the Town Manager. CARRIED

Minutes approved by:

Regular Town of Banff Council Meeting Item 3.1 September 22, 2014 Unapproved Page 87

8.0 COMMITTEE REPORTS 8.1. Bow Valley Regional Housing Board September Bulletin Received as information.

8.2. Draft Minutes of the September 4, 2014 Meeting of the Development Appeal Board Received as information.

9.0 CORRESPONDENCE None received.

10.0 NEW BUSINESS There was no new business considered.

11.0 PUBLIC INPUT ON AGENDA ITEMS None received.

12.0 ADJOURNMENT COU14-290 Moved by Councillor DiManno that council adjourn the September 22, 2014 regular meeting of council at 3:23 p.m. CARRIED

______Grant Canning Lisa Lee Acting Mayor Recording Secretary

Minutes approved by:

Special Town of Banff Council Meeting Item 3.2 September 29, 2014 Unapproved Page 88

MINUTES OF THE SPECIAL MEETING OF COUNCIL of the Town of Banff in the Province of Alberta Town Hall Council Chamber Monday, September 29, 2014 at 2:00 pm

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

COUNCIL MEMBERS ABSENT Chip Olver Councillor

ADMINISTRATION PRESENT Kelly Gibson Acting Town Manager Tara Johnston-Lee Municipal Clerk (Recording Secretary)

1.0 CALL TO ORDER The Mayor called the September 29, 2014 special meeting of council to order at 2:00 p.m.

2.0 APPROVAL OF AGENDA 2.1. Meeting Agenda COU14-291 Moved by Councillor Canning that council approve the agenda of the September 29, 2014 special meeting of council as presented. CARRIED

3.0 BYLAWS AND STAFF REPORTS 3.1. Bylaw 340 – Parking Initiatives Petition Bylaw COU14-292 Moved by Mayor Sorensen that council give second reading to Parking Initiatives Petition Bylaw 340. CARRIED

COU14-293 Moved by Councillor Standish that council give third reading to Parking Initiatives Petition Bylaw 340. CARRIED

4.0 ADJOURNMENT COU14-294 Moved by Councillor DiManno that council adjourn the September 29, 2014 special meeting of council at 2:12 p.m. CARRIED

______Karen Sorensen Tara Johnston-Lee Mayor Municipal Clerk

Minutes approved by:

Delegation to Council Request Form

P.O. Box 1260, Banff, Alberta T1L 1A1 www.banff.ca

Name of person or group requesting to appear. Heidi Widmer

Council Meeting Date Requested: October 14, 2014

Topic To show my gratitude to for the support of the Banff community, I would like to present a framed Olympic race bib to the Banff Town Council at the next town council meeting on Monday.

Purpose Purpose of presentation Information only

Desired resolution None Activities to date relative the matter NA

Contact Information

Contact Person Diana Waltmann Address

Town Postal Code

Phone Cell

Email [email protected]

Office Use Only Approved Declined Date Scheduled: Applicant Informed

Appearing Before Council as a Delegation

1. Persons or organizations wishing to appear before council as a delegation must submit this completed form. 2. All requests must be received by the Municipal Clerk prior to noon on the Monday of the week preceding the council meeting. 3. Delegations who miss the Monday deadline, and who wish to address the next regular meeting of council, must still fill out this form. Under special circumstances, council may pass a motion agreeing to hear the delegation, but there is no obligation on council’s behalf to guarantee that his will happen. The onus is on the applicant to show on this form why the delegation cannot wait for the next regular council meeting, and what additional information the delegation has that would be of interest to council. 4. Include all pertinent background and related documents so that all necessary details may be considered. The information clarifies the purpose of the delegation for council and allows council members to become familiar with the topic and obtain any necessary information prior to the meeting. 5. You may forward your request using any of the following methods: • email: [email protected] • fax: 403.762.1260 • mail or hand deliver: Town of Banff, Box 1260, 110 Bear Street, Banff AB, T1L 1A1 6. All delegations must be approved by the Mayor prior to being heard. 7. If you will be providing supporting documentation, such as a Powerpoint presentation or handouts, you must submit the documents no later than noon on the Wednesday prior to the meeting if it is to be included in the agenda. 8. Delegations must be in attendance when their agenda item is called. 9. If your material is not published in the agenda, bring ten (10) copies with you to the meeting. Note: distributed documents become part of the public record. 10. Delegations are permitted 5 minutes for their presentation. Council may ask questi ons after the presentation for clarification. 11. Delegations are to present information to council. Council will not enter into debate with the delegations. 12. Do not expect an immediate answer. Council will receive the information and may refer your issue to staff for more information or to another meeting for further consideration. 13. Council usually hears from a maximum of two delegations per meeting. Delegations are scheduled on a first come/first serve basis.

Note: The Delegation Request form and related documents become part of the public record and will be released/published in the agenda and minutes that are available to the public in a variety of methods.

This personal information is being collected under the authority of Section (c) of the Freedom of Information and Protection of Privacy Act and will be used in scheduling you as a delegation before Town Council. If you have any questions about the collection of this information, please contact the FOIP Coordinator at 403.762.1209. Item 4.2

September 22, 2014

Greetings Honourable Members of Council,

RE – BVRTSC Update Presentation

Thank‐you for the opportunity to present to you about our Bow Valley Regional Transit Services Commission (“BVRTSC”), or as it is fondly known by the public . . . Roam Transit.

During the course of my verbal presentation, I will address the following items:

 A brief overview of BVRTSC’s history and objectives, a description of current operations and achievements, and a look ahead as to what is to come in the near future;

 Introduction of our new Acting General Manager, Mr. Steve Nelson; and

 Touching upon the proposed 2015 Operating and Capital Budgets (attached).

At the conclusion of the above presentation, I will gladly answer any questions whatsoever you have with respect to BVRTSC, and especially welcome any questions or comments regarding the proposed 2015 budgets.

For those of you who are in your first year on Council, or for those who want to refresh their memories, you can read BVRTSC’s 2014‐2016 Business Plan by going to the following link ‐ http://roamtransit.com/about/commission, and then scrolling down the page to click on the PDF of the business plan.

Respectfully yours,

Sean D. Krausert Chair

221 Beaver Street, Box 338 Banff, Alberta, Canada T1L 1A5 | T: 403.762.0606 | roamtransit.com BVRTSC Proposed 2015 Operating Budget

2014 Proposed Approved 2015 Projected Projected sept 10, 2015 version Budget Budget 2016 2017 Ordinary Income/Expense Income 4100 · Farebox 1-4100 · Banff Local 334560 351750 358785 365961 2-4100 · Canmore Banff Regional 255000 286200 291924 297,762 4100 · Farebox - Other 6100 6200 6300 Total 4100 · Farebox 589560 644050 656909 670023 4200 · Advertising & Marketing Revenue 1-4200 · Banff Local 35000 36000 39000 40000 2-4200-Canmore Banff Regional 12500 12700 12900 13100 Total 4200 · Advertising & Marketing Revenue 47500 48700 51900 53100 4300 · Partner Programs 1-4300 · Banff Local 375270 382775 390431 398239 2-4300 · Canmore Banff Regional 22500 0 0 0 Total 4300 · Partner Programs 397770 382775 390431 398239 4400 · Requisition Recoveries 1-4400 · Banff 1-4420 · TOB - Operating 660219 517194 543492 565482 Total 1-4400 · Banff 660219 517194 543492 565482 2-4400 · Canmore 2-4420 · TOC - Operating 149500 116778 129953 137980 Total 2-4400 · Canmore 149500 116778 129953 137980 5-4400 · ID 9 5-4420 · ID 9 - Operating 20000 20000 20000 20000 Total 5-4400 · ID 9 20000 20000 20000 20000 Total 4400 · Requisition Recoveries 4500 · Other Recoveries - C&B, charters, sp sales 35000 35000 36000 4600 · Passes 1-4600 · Banff Local Pass 35000 45000 45900 46818 2-4600 · Canmore Regional Bus passes 50000 70000 71400 73000 Total 4600 · Passes 85000 115000 117300 119818

Gross Income 1949549 1879497 1944985 2000642 Expense 5100 · Salary 227000 237000 245000 251000 5170 · Training, Conferences, related expenses 13000 15000 15300 15606 5180 · Mileage Expense 8000 8160 8323 8490 5190 · 5200 · Operating Costs, Contracts 5210 1-5210 · Banff Local - direct 668000 572000 595000 615000 3-5210 other services 17000 17000 17000 2-5210 · Canmore Banff Regional 277000 204000 213000 221000 5210 · service - Other operating Total 5210 945000 793000 825000 853000 5250 · Parts 1-5250 · Banff Local 55000 60000 61200 62424 2-5250 · Canmore Regional 25000 30000 30600 31212 5250 · Parts - Other -C&B Total 5250 · Parts 90000 91800 93636 5260 · Maintenance 1-5260 · Banff Mechanic 70000 72000 74263 75748 2-5260 · Canmore Regional - Mechanic 30000 30900 31827 32464 5260 · Maintenance - Other 102900 106090 108212 Total 5260 · Maintenance 180000 192900 197890 201,848 Total 5200 · Operating Contracts 5300 · Insurance Expense 5310 · General Liability Insurance 8000 8500 8670 8843 5320 · Banff build & fleet insurance 9000 9190 9548 9739 Total 5300 · Insurance Expense 17000 17690 18218 18582 5350 · General Operating Expenses 5351 · Office Supplies and equipment 10000 10000 10000 11000 5352 · Bank Service Charges 1600 3000 3100 3200 5353 · Janitorial Supplies & Services 5200 5356 5517 5682 5354 · Postage and Delivery 1000 700 714 735 5355 · volunteer recognition 4800 4935 5092 5245 5356 · Memberships 4000 2500 2500 2500 5357 · Cell Phone 4200 4500 4845 5000 5358 · Office Phone 3400 3502 3600 3700 5359 · Board meeting expense 1249 1000 1000 1000 5350 · General Operating Expenses - Other Total 5350 · General Operating Expenses 35449 35493 36368 38063 5390 · Interest Expense 5391 · Interest & Penalties 5400 · Lease Expense 1-5400 · Banff Local 1-5410 · Bus Lease 79000 79000 79000 79000 1-5420 · Bus Storage 24000 24000 24000 24000 Total 1-5400 · Banff Local 103000 103000 103000 103000 2-5400 · Canmore Banff Regional 2-5420 · Regional - Bus Storage 9600 9600 9600 9600 Total 2-5400 · Canmore Regional 9600 9600 9600 9600 Total 5400 · Lease Expense 112600 112600 112600 112600 5600 · Professional/contractual fees 5611 · Accounting Fees 14000 22000 22440 22889 5612 · Payroll 4000 4120 4300 4500

5615 · Legal Fees 1600 1648 1697 1700 5616 · Recruitment Costs 1600 1000 1000 1000 5617 · Website 1200 1236 1273 1300 5618 · Casual Services 11000 12700 13000 13200 5619 · Business Hosting Expenses 3000 3100 3200 3300 5621 · coin rolling fees 5622 · Nextbus Banff local 15000 18000 18000 19000 Next bus regional 4000 5000 5000 5000 Fare logistics Banff 3000 16000 17000 17000 Fare logistics regional 1000 6000 7000 7000 5623 · Security Fee 1-5623 · Banff Local Security shift 20000 20000 20000 21000 2-5623 · Canmore Regional Security 2000 3000 4000 4000 Total 5623 · Security Fee 5624 · IT Support 5200 6000 7000 7000 cust centre support 8500 17,100 17442 17791 infrastructure maintenance 5000 7000 7000 7000 5625 contracted services - banff local contracted services - regional 5626 · Office rent 42000 36000 36000 36000 5627 · Copier 600 600 600 700 5628 · Bus wrap repair local wrap repair 2000 2000 2000 2000 2-5628 · Regional - Bus wrap repair 2000 2000 2000 2000 Total 5628 · Bus wrap repair 5630 Utilities 3000 4000 4000 4000 5629 · Professional/contractual fees 17000 20000 20000 20000 1-5629 Special project costs - Canmore Local work Total 5600 · Professional/contractual fees 166700 208504 213953 217380 5700 · Advertising and Marketing 1-5700 · Banff Local 1-5710 · Banff Local Bulk Discount 1-5700 · Banff Local - Other Total 1-5700 · Banff Local 15000 15500 17500 17500 2-5700 · Canmore Regional 2-5710 · Regional Bulk Pass Discount 2-5700 · Canmore Regional - Other Total 2-5700 · Canmore Regional 19800 20000 20000 20000 5700 · Advertising and Marketing - Other Total 5700 · Advertising and Marketing 34800 35500 37500 37500 5800 · Fuel 1-5800 · Banff Local 130000 136500 143325 150491 2-5800 · Canmore Regional 80000 84000 88200 92610 Parks C&B 3150 3308 3473 Total 5800 · Fuel 210000 223650 234833 246574 5900 · Amortization Expense Total 5900 · Amortization Expense 141607 141607 141607 141607 5999 · Uncategorized Expenses Total Expense 1949549 1879497 1944984 2000642 Net Ordinary Income 0000 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 BVRTSC Capital Plan (proposed re 2015) Partners

Project ID# Banff Proposed Annual Banff Contributions 45,000 188,000 188,000 225,000 247,000 247,000 247,000 247,000 247,000 247,000 247,000 247,000 247,000 247,000 247,000 carry over from previous year 40,380 133,065 263,955 415,655 563,795 668,495 768,255 937,055 1,070,805 944,505 1,078,205 1,179,465 1,183,415 1,307,915 total unspent start of year 228,380 321,065 488,955 662,655 810,795 915,495 1,015,255 1,184,055 1,317,805 1,191,505 1,325,205 1,426,465 1,430,415 1,554,915 Banff Projects Life Cycle B1 Banff Bus Replacement 22 yrs Banff Hybrid Bus Battery Pack replacement 11 yrs 80,000 B2 Banff Smart Card Equipment 10years 0 100,000 B3 Banff Next Bus Sign for Regional Service initial install 8years 0 4,000 B4 Banff Next Bus Sign for Regional Service Replacement 8years 0 50,000 B5 Banff Smart Card Upgrade phase1 4 years 0 40,000 B7 Banff Smart Card Upgrade phase2 4 years 0 40,000 B8 Banff Smart Card Stock phase 1 5years 40,000 B9 Banff Smart Card Stock Phase 2 5years 50,000 B10 Banff Smart Card Stock Phase 3 5years 50,000 B11 Banff Transit Exchange ‐ Initial Setup 1,000 B12 New cedar Bus sign posts 60,000 B13 Hybrid bus three engine replacement 8 yrs 75,000 0 100,000 B14 Banff Bus Zone Improvements ‐ bus sign changes 0 10,000 10,000 B15 Banff Bus Zone Improvements ‐ Bench improvements 0 10,000 B16 Bus security camaera installs 0 25,000 B17 Banff fare technology, related enhancement 0 40,000 B20 Wrap replacement 5years 0 16,000 B21 Wrap replacement 2 5years 60,000 60,000 General bus lifecycle refurbishment ‐ outer skin repairs, seat replacements etc 60,000 B22 Bus transmission replacement 2 per year 10 yrs 0 25,000 25,000 Banff Planned Expenditures 0 81,000 30,000 60,000 85,000 90,000 75,000 60,000 80,000 40,000 110,000 50,000 160,000 110,000 0 regional capital 0 12,500 5,000 10,000 0 32,500 30,000 5,000 25,000 0 0 70,000 55,000 12,500 163,000 Commision Capital 4,620 1,815 22,110 3,300 13,860 19,800 42,240 13,200 8,250 333,300 3,300 25,740 28,050 0 3,300 total annual capital commitment 4,620 95,315 57,110 73,300 98,860 142,300 147,240 78,200 113,250 373,300 113,300 145,740 243,050 122,500 166,300 remaining unspent end for year 40,380 133,065 263,955 415,655 563,795 668,495 768,255 937,055 1,070,805 944,505 1,078,205 1,179,465 1,183,415 1,307,915 1,388,615

Canmore Canmore Contributions 30,000 27,000 27,000 20,000 110,000 110,000 110,000 110,000 110,000 110,000 110,000 110,000 110,000 110,000 110,000 carryover from previous year 25,380 33,065 0 2,700 78,840 111,540 139,300 231,100 272,850 39,550 106,250 120,510 137,460 184,960 total unspent start of year 52,380 60,065 20,000 112,700 188,840 221,540 249,300 341,100 382,850 149,550 216,250 230,510 247,460 294,960 Canmore Projects Canmore local buses and equipment unbudgeted (pending C1 Canmore approval) 0 C2 C3 Canmore Next Bus Sign for Regional Service initial 8years 0 8,000 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025

C4 Canmore Next Bus Sign for Regional Service replacement 8years 0 30,000 C5 Canmore Next Bus Install ‐ Local 0 C7 Canmore Bus Zones Phase 1 0 5,000 C8 Canmore Bus Zones Phase 2 0 4,000 C9 Canmore Bus Zones Phase 3 0 10,000 C10 Canmore Bus Zones Phase 4 0 10,000 C11 Canmore Bus Zones Phase 5 0 10,000 C12 Canmore Bus Zones Phase 6 0 10,000 C13 Canmore Bus Zones Phase 7 0 10,000 C14 Canmore Smartcard stock ‐ Phase 1 10,000 C15 Canmore Smartcard stock ‐ Phase 2 10,000 C16 Canmore passenger shelters, benches Phase 1 25,000 25,000 C17 Canmore passenger shelters, benches phase 2 0 25,000 50,000 Canmore Planned Expenditures 0 5,000 33,000 4,000 20,000 25,000 10,000 0 35,000 10,000 40,000 0 10,000 50,000 0 Regional Capital 0 12,500 5,000 10,000 0 32,500 30,000 5,000 25,000 0 0 70,000 55,000 12,500 163,000 Commission Capital 4,620 1,815 22,110 3,300 13,860 19,800 42,240 13,200 8,250 333,300 3,300 25,740 28,050 0 3,300 total annual commitment 4,620 19,315 60,110 17,300 33,860 77,300 82,240 18,200 68,250 343,300 43,300 95,740 93,050 62,500 166,300 remaining unspent end for year 25,380 33,065 (45) 2,700 78,840 111,540 139,300 231,100 272,850 39,550 106,250 120,510 137,460 184,960 128,660 ID#9 ID#9 Contributions 40,000 40,000 40,000 40,000 40,000 40,000 40,000 40,000 40,000 40,000 40,000 40,000 40,000 40,000 40,000 carryover from previous year 0 35,380 73,565 91,455 128,155 154,295 174,495 172,255 199,055 230,805 (62,495) (25,795) (11,535) 415 40,415 Commission Capital 4,620 1,815 22,110 3,300 13,860 19,800 42,240 13,200 8,250 333,300 3,300 25,740 28,050 0 3,300 remaining unspent end for year 35,380 73,565 91,455 128,155 154,295 174,495 172,255 199,055 230,805 (62,495) (25,795) (11,535) 415 40,415 77,115 Regional Regional Projects R1 Regional Bike Trailers ‐ Initial 5 Years 20,000 R2 Regional Bike Trailers ‐ Replacement 5 Years 25,000 R3 Regional Bus Wrap Replacement 1 5 Years 60,000 R4 Regional Bus Wrap Replacement 2 5 Years 60,000 R5 Regional Bus Replacement ‐ Nova 22 yrs R6 Regional Bus Replacement ‐ Cutaway 12 yrs 326,000 R13 Regional Bus engine lifecycle replacement 7 yrs 50,000 R14 Regional Bus transmission lifecycle replacement 10 yrs 50,000 R15 General bus lifecycle interior, exterior refurbishment 30,000 R7 Regional Smart Cards stock (initial) 5 Years 15,000 R8 Regional Smart Cards stock ‐ Replenish 1 5 Years 10,000 R9 Regional Smart Cards stock ‐ Replenish 2 5 Years 10,000 R10 Regional Smart Cards stock ‐ Replenish 3 5 Years 10,000 R11 Regional Smartcard software, hardware install initial 10,000 Regional QR code scanning fare technology 5 years 40,000 Regional Smartcard equipment replacement 10yrs 100,000 R12 Regional bus security cameras 8 yrs 25,000 Regional Planned Expenditures 0 25,000 10,000 20,000 0 65,000 60,000 10,000 50,000 0 0 140,000 110,000 25,000 326,000 Proposed grants and other resources 0 Net Commission related total after other resources 0 25,000 10,000 20,000 0 65,000 60,000 10,000 50,000 0 0 140,000 110,000 25,000 326,000 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Commission related

Proposed Capital Grants (ie GreenTrip, Build Canada Fund) 0 0 30,000 192,000 50,000 2,000,000 00000000000 proposed available funds 0000030,000 192,000 0 50,000 2,000,000 0 0 0 G1 Commission ‐ Office space reno, upgrading Phase 1 48,000 G2 Commission ‐ Office space reno, upgrading Phase 2 20,000 G3 Commission ‐ Office space reno, upgrading Phase 3 60,000 G3 Commission ‐ Office furniture & equipment Phase 1 1,000 G4 Commission ‐ Office furniture & equipment Phase 2 9,000 G5 Commission ‐ Office furniture & equipment Phase 3 10,000 G6 Commission ‐ Office furniture & equipment Phase 4 15,000 G7 Commission ‐ Office furniture & equipment Phase 5 10,000 G8 Commission ‐ Office furniture & equipment Phase 6 10,000 10,000 10,000

G9 Main transit exchange (located in Banff) Engineering Study 0 30,000 G10 Main transit exchange (located in Banff) construction 200,000 G10 Bus Storage Facility ‐ feasibility/ engineering study 50,000 Temp Bus storage facility/location 100,000 G11 Bus Storage Facility ‐ Permanent 3,000,000 Commission ‐ Office IT, computers, wiring, telephones, etc. G12 Phase 1 1,000 Commission ‐ Office IT, computers, wiring, telephones, etc. G13 Phase 2 3,000 Commission ‐ Office IT, computers, wiring, telephones, etc. G14 Phase 3 10,000 Commission ‐ Office IT, computers, wiring, telephones, etc. G15 Phase 3 15,000 Commission ‐ Office IT, computers, wiring, telephones, etc. G16 Phase 4 10,000 10,000 10,000 Commission ‐ Office IT, computers, wiring, telephones, etc. G17 Phase 5 Commission ‐ Office IT, computers, wiring, telephones, etc. G18 Phase 6 20,000 10,000 G19 Commission ‐ Web, work ‐ Phase 1 5 years 12,000 G20 Commission ‐ Web, work ‐ Phase 2 2,500 G21 Commission ‐ Web work ‐ Phase 3 4 yrs 12,000 15,000 15,000 Driver shift changeover vehicle 6yrs 8,000 8,000

G22 Fleet Next Bus system Replace/ upgrade ‐ Phase 1 older fleet 52,000 G23 Fleet Next Bus Replacement ‐ Phase 2 Diesels 60,000 Commission related annual total 14,000 5,500 67,000 10,000 42,000 90,000 320,000 40,000 75,000 3,010,000 10,000 78,000 85,000 0 10,000 Proposed capital grants and other resources 0000030,000 192,000 0 50,000 2,000,000 0 0000 Net Commission related total after other resources 14,000 5,500 67,000 10,000 42,000 60,000 128,000 40,000 25,000 1,010,000 10,000 78,000 85,000 0 10,000

BVRTSC At a Glance . . .

• Created by Province of Alberta Regulation 59/2011 and governed by Part 15 of the Municipal Government Act , the Bow Valley Regional Transit Services Commission is the FIRST and currently ONLY regional transit commission in Alberta.

• BVRTSC has three member municipalities:

• Wherever it operates in the Bow Valley, BVRTSC is known to the public as Roam Transit. BVRTSC History

• The Town of Banff started Roam Transit in 2008, and was the first Canadian municipality to introduce an all-hybrid electric transit fleet. The Town of Banff remains the owner of the Roam brand, which has been licensed for use by BVRTSC throughout the Bow Valley.

• As a result of the efforts of the three municipalities, BVRTSC was established by the Province of Alberta in 2011.

• BVRTSC took over operation of the Banff Local service early in 2012, and launched the Banff-Canmore Regional service at the end of 2012. BVRTSC Objectives, Mission & Rationale

• Pursuant to the BVRTSC Operating Bylaw, the objectives of the Commission are:

(a) to provide and/or coordinate local and regional transit services within the service area; (b) to attract more transit users; and (c) to contribute towards improving air quality and the reduction of greenhouse gas emissions.

• Pursuant to the BVRTSC Strategic Plan, the mission of the Commission is to “Plan, build and operate a regional transit system to ensure that residents and visitors are able to live, work and play within the Bow Valley Region without the use of a private vehicle.” BVRTSC Objectives, Mission & Rationale

• The underlying rationale for the Commission is that, upon maturity, the municipal partners will benefit from:

(a) economies of scale; (b) consistency of service throughout the Bow Valley; and (c) achieving shared goals of reducing vehicle congestion, infrastructure demands and greenhouse emissions. BVRTSC Governance

Province of Alberta Sean Krausert – Chair MGA & Reg. 59/2011 Stavros Karlos – Vice-Chair Dave Schebek Joanna McCallum Grant Canning BVRTSC Davina Bernard

Commission Bylaws Steve Nelson – Acting GM Steve Nelson – Operations Mgr Tomoe Yamagata - Logistics Coord. Board of Directors Drivers Casual Office Support (P/T) Accounting Support (Outsourced) BVRTSC Administration Marketing Support (Outsourced) Where do municipalities fit into the governance?

Two Roles for the Member Municipalities:

(1) Each municipality appoints two (2) directors to the BVRTSC Board of Directors . . . BUT directors must then act in the best interests of the BVRTSC.

(2) Each municipality is a CUSTOMER of the BVRTSC, and pays for the services they receive pursuant to the Commission Bylaws.

By supporting BVRTSC, the municipality removes cars from the road, prolongs the life of infrastructure, reduces need for additional infrastructure, enhances affordability for residents, provides a service for visitors and reduces its greenhouse emissions. BVRTSC Achievements to Date

Use of Technology for Efficiency Assuming Roam Transit Service in Banff: & Customer Service: • NextBus • Route 1 – Sulphur Mountain • GPS (all along Banff Avenue and up to Sulphur Mtn.) • SmartCard Fare Boxes • Route 2 – Tunnel Mountain (Tunnel Mtn. campground to Banff Springs Hotel via Banff Avenue)

• Route 4 – Cave & Basin (Summer Only) (additional service on Banff Avenue and Sulphur Mountain plus Cave & Basin)

Launching Roam Banff – Canmore Regional Service:

• Route 3 – Banff – Canmore Regional (Banff High School and several stops in Canmore) BVRTSC Achievements to Date

Roam Transit Service in Banff:

2012 Fare & Pass Revenue - $346,904 These year over year revenue 2013 Fare & Pass Revenue - $364,062 increases have been achieved WITHOUT any fare changes. 2014 Fare & Pass Revenue - $388,426*

Projected 12.8% increase Year over year in fare and pass revenue INCREASE in 2014 over 2012. in paid ridership.

*Conservative projection based upon current revenue, which is 7.6% above budget, and simply meeting budget for rest of the year. If continue to be 7.6% above budget then fare and pass revenue could reach almost $400,000. BVRTSC Achievements to Date

Roam Banff-Canmore Regional Service:

Currently 39.3% increase Currently 67.2% increase in fare and pass revenue in ridership in 2014 over 2013. in 2014 over 2013.*

*The reason revenue has not increased at the same rate as ridership is due to increased percentage of passes bought as part of the overall fare and pass revenue, i.e. paying less and riding more.

In 2013, passes represented 29.9% of overall fare and pass revenue, but in 2014 passes increased to 37.1% of overall fare and pass revenue. BVRTSC Achievements to Date

Revenue Cost Recovery:

In 2015, BVRTSC is projected to recover 65.2% of expenses from revenues.

National Average = 55%

Alberta Average = 46% Best in Canada (Toronto) = 71% The Future of BVRTSC

Roam Transit Service in Canmore

STATUS – Feasibility study and plan nearing completion. Decision to be made this Fall. If approved, start-up in 2016.

Roam Transit Service in Lake Louise

STATUS – Discussions in progress with Parks Canada and ID #9. Decision could be made in 2015. If approved, start-up in 2016 – 2017?

Roam Banff –Lake Louise Regional Service

STATUS – To be determined based upon the above. BVRTSC Proposed 2015 Budgets Operating Budget: • Funding Principles – (i) each municipality pays proportionate share of service from which it benefits; and (ii) administrative costs shared by municipalities based upon service hours.

• Items of Note – (i) revenues going up; (ii) costs decreasing (mostly due to in-house drivers); and (iii) generally requisitions going down.

• Potential upcoming addition to proposed operating requisitions due to recruitment costs. BVRTSC Proposed 2015 Budgets Capital Budget: • Funding Principles – (i) each municipality pays proportionate share of capital costs pertaining to service from which it benefits; and (ii) Commission capital projects are shared equally by municipalities.

• Item of Note – generally requisitions have gone up due to correcting inadequate amounts projected in previous years. QUESTIONS? REQUEST FOR DECISION Subject: BVRTSC Budget

Presented to: Council Date: October 14, 2014

Submitted by: Adrian Field, Manager of Agenda #: 7.1 Engineering

RECOMMENDATION That Council: 1. Accept the Bow Valley Regional Transit Services Commission operating budget and capital plan as information 2. Direct administration to provide the comments included in this RFD to the BVRTSC for consideration and incorporation prior to approval of the documents at the AGM.

BACKGROUND The Bow Valley Regional Transit Services Commission (BVRTSC) has been established to develop, manage and operate an integrated public transit system throughout the Bow Valley. The operating budget and capital plan are presented here for council’s consideration.

Reason for Report To provide council with the opportunity to comment on the operating budget and capital plan prior to the BVRTSC Annual General Meeting (AGM) on October 20.

Summary of Issue The operating budget and capital plan are attached here for council’s review. For the Town of Banff, the operating requisition is proposed to decrease by $143,025 from 2014 while the capital requisition is proposed to increase by $22,000 from 2014—resulting in an overall proposed requisition of $764,194 in 2015. This represents an overall reduction from the previous year in the amount of $121,025. The decreased proposed requisition is largely due to revenues surpassing projections and bringing Banff local service drivers in house.

Administration recommends that the following comments should be considered by council when reviewing the documents and that council direct administration to provide the comments to the BVRTSC for consideration and incorporation prior to approval of the documents at the AGM.

1. Establish ridership targets per hour (a range) for 2015-2017 for each of the two Banff routes and the regional route 2. Establish costs per service hour (including overhead) for 2015-2017 for each of the two Banff routes and the regional route 3. Request that the BVRTC establish a spare ratio policy

Response Options Council could: 1. Accept the operating budget and capital plan as information 2. Direct administration to provide the comments included in this RFD to the BVRTSC for consideration and incorporation prior to approval of the documents at the AGM.

2 of 2 IMPLICATIONS OF DECISION Budget Once approved at the AGM, the documents will be integral to the operation of the BVRTSC. Operating and capital budget amounts based on the documents approved by the BVRTSC will be requisitioned during the budget process.

Internal Resources Internal resources in administration act in an advisory capacity for the BVRTSC

Council Strategic Priorities 1. The continued development of a sustainable transportation system relates to two of council’s number top five priorities for 2014:

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

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

ATTACHMENTS Attachment #1 – Approved 2015 BVRTSC operating budget and capital plan

Circulation date: Sept 24, 2014

Submitted By: Adrian Field, Manager of Engineering

Reviewed By: Robert Earl, Town Manager

Council: Bow Valley Regional Transit Services Commission Agenda #7.1 Budget

BVRTSC Proposed 2015 Operating Budget

Presented to: Council Date: October 14, 2014

Submitted by: Connie Grace, Visitor Agenda #:7.2 Experience Coordinator

RECOMMENDATION:

That council approve an increase in the number of RCMP staff for New Year’s Eve 2015 based on a new operational plan for the additional cost of $6,400.

That council approve a formal road closure of Banff Avenue 100 to 300 blocks for two hours from 11:30 p.m. – 1:30 a.m. on New Year’s Eve for a cost of $1,250.

BACKGROUND

Reason for the Report The RCMP is requesting additional funding for increased staffing on New Year’s Eve, December 31/January 1 to enhance public safety during the annual fireworks display. Alternatively, they recommend that the Town move the New Year’s Eve fireworks display to 10 p.m. to reduce the potential of public safety concerns.

Summary of Issue The Town of Banff has coordinated a fireworks display each New Year’s Eve at midnight. Crowds begin to gather downtown at the corner of Banff Ave. and Caribou Street to view the display around 11:30 p.m. Over the years, the crowd numbers have surged to 10,000 people or more by midnight. The road is not formally closed, but in the past, staff have placed road barricades in alleys and RCMP officers have quickly positioned the barricades when crowd begins to spill onto the street. After the fireworks display, the crowds slowly disperse. The Town’s street sweeper is used to assist RCMP to get the crowd off the street and reopen the road, usually by 1:30 a.m.

The RCMP’s concerns about the Banff Avenue crowds at New Year’s Eve have been growing, and after witnessing some worrying behaviour on New Year’s Eve 2014, the Town has been asked to consider increasing the RCMP presence to more effectively manage crowd control. A letter from the RCMP is attached. The RCMP have indicated they require an increase of 10 officers, at a cost of $6,400. A new operating plan would be developed.

Parks Canada enforcement personnel further expressed concerns about public safety along the Bow River, and have informally suggested moving the display time to assist with crowd control and public safety.

Parks Canada enforcement personnel has expressed concerns about public not taking due care and falling through the ice into the river. They have also expressed concerns about garbage, such as empty drink cans, tossed over the bridge railing by revellers.

The Town hosted a stakeholder meeting in first quarter to discuss the issue. Banff Lake Louise Tourism and Banff Hotel Motel Association perceived no (other) problems with the fireworks being 2 of 3 held at the traditional midnight time frame. Neither agency would not support an earlier fireworks show.

Alternatively, if council does not wish to increase staffing levels of the RCMP for this event, the RCMP suggest moving the time of the fireworks display to 10 p.m.

Regardless of when the fireworks display takes place, administration recommends a formal road closure to increase public safety. A formal road closure means announcing the closure period ahead of time, ensuring barricades are in place and staffed appropriately at an appointed time. The cost for a formal road closure of the 100 to 200 blocks of Banff Avenue for two hours is $1,250.

Response Options Option 1. Council could keep the fireworks display time at midnight and approve an increase the number of RCMP staff for December 30/January 1 based on a new operational plan for $6,400, and approve a formal road closure from 11:30 p.m. – 1:30 a.m. for $1,250. The total cost is $7,650, not including the fireworks display.

Option 2. Council could approve to move the fireworks display time to 10 p.m. and approve the formal road closure from 9:30 p.m. to 11:30 p.m. for a budget of $1,250, not including the fireworks display.

Option 3. Cancel the fireworks show

IMPLICATIONS OF DECISION

Budget The additional costs for the road closure would come from surplus revenues generated by special event permits in 2014.

The additional costs for the enhanced police services would come from budget stabilization fund.

Internal Resources New Year’s Eve fireworks display and road closure is coordinated by the destination events coordinator (communications department). Streets staff assist by delivering the barricades to the drop off points during their regular shifts. Streets staff also assists RCMP after midnight to run the street sweeper on Banff Ave which helps break up the crowd.

Communication: If Council opts to approve the formal road closure and increased policing, Town of Banff will communicate the official road closures through usual avenues.

Banff Community Plan A safe and caring town is a community value and public safety is council’s top priority.

Visitor experience goals are creating memorable national park experiences and showcasing Banff as a leader in environmental practices and hospitality. A safe and enjoyable New Year’s Eve show will offer enhanced experience, especially for families, and encourage repeat visitation to Banff.

Council: NYE Additional Policing Agenda #7.2

3 of 3

ATTACHMENT: 1. Letter from the Banff RCMP Detachment

Circulation date:

Submitted By: Connie Grace, Visitor Experience Coordinator

Reviewed By: Robert Earl, Town Manager

Council: NYE Additional Policing Agenda #7.2

Attachment 1

Security Classification/Designation

FROM NCO i/c Banff Detachment (Address)

Your File

TO Town of Banff (Address) Our File

Date 2014-08-21

Salutation

Subject New Years Eve - Banff

This letter is provided as a result of discussions I have had with Town of Banff staff regarding New Year's Eve celebrations in Banff.

I transferred to Banff Detachment in October, 2013 and had the opportunity to work the nightshift on December 31, 2013. As the member in charge of the police response that evening I was a little surprised at what I would call the "anything goes" attitude that prevailed.

Every available member at Banff Detachment (outside of 2 dayshift members) was scheduled to work New Year's Eve and we brought in 10 members from other detachment areas in an enhanced role to ensure we had enough police presence to manage this event.

In preparation for the fireworks at midnight there were barricades placed on the streets to block traffic from travelling on Banff Avenue from Wolf to Buffalo Streets. These barricades were placed by town staff with assistance of the RCMP members. This did not appear to be an official road closure and I assigned members to stay near these barricades to make sure no vehicles passed through. People were allowed to walk on Banff Avenue and a large number congregated at the intersection of Banff Avenue and Caribou Street to watch the fireworks. I would estimate the crowd that gathered in that intersection and the surrounding area to be well over 1000 people. I saw bottles flying in the crowd and fireworks were being shot off as well. Many of these fireworks malfunctioned and dropped immediately back into the crowd while still burning. A number of RCMP members in the area tried to enter the crowd to find the people who were putting others at risk, but had no chance of locating the culprits and actually put themselves in danger by entering that environment.

There was a large amount of open liquor being transported by people on Banff Avenue and many people thought they were allowed to do so because it was New Year's Eve. Members were not able to effectively enforce provincial liquor statutes and instead were disposing of open liquor and moving people on.

Page 1 of 2

RCMP GRC 2823e (2011-12) PROS (2005-11) Security Classification/Designation

If the cause of the large gathering of people at Caribou Corner is the fireworks at midnight, then moving the fireworks to 10:00 p.m. has the potential to make the event safer for all involved for the following reasons:

- More family friendly event, both locals and visitors would be more likely to bring their children at 10:00 as compared to midnight. - There should not be as many intoxicated people at 10:00 as compared to midnight. - Depending on the location of the fireworks there would not be the need to congregate at Caribou Corner, where the highest risk activities occur - Regular traffic flow could continue on Banff Avenue throughout the night

If the fireworks were to continue at midnight there are some steps that need to be taken to make sure we manage this event better. These include:

- Official road closure, barricades manned by trained staff. May require the roads to be closed for a longer period of time - communication with hospitality industry to ensure they are doing their best to help visitors understand that open liquor is not allowed on the street. - People descended on Banff Avenue at midnight from hotels, bars and local residences so this is a more complex issue than just asking the bars to make sure patrons don't take liquor with them when going out at midnight. - A more directed operations plan prepared by the Banff RCMP Detachment to focus enforcement on the areas required.

The intention of the Banff RCMP Detachment is to establish an effective policing model to properly manage this event. It is understood that New Year's Eve is a big event for the town and I am confident we can work together with all stakeholders to ensure it's continued success while at the same time providing a safe environment for all involved.

Regards,

Sgt. Stan Andronyk Banff RCMP Detachment

Page 2 of 2

RCMP GRC 2823e (2011-12) REQUEST FOR DECISION Subject: Water, Sanitary and Storm Utility Operation and Maintenance Presented to: Council Submitted by: Paul Godfrey, Manager of Operations

Date: October 14, 2014 Agenda #: 7.3

RECOMMENDATION That council provides direction to administration on how to proceed with the operation and maintenance (O&M) of the Town of Banff’s water, sanitary (including waste water treatment plant or WWTP) and storm systems from one of the following options: 1. That council direct administration to finalize negotiations with EPCOR to secure an agreement for a new 10 year* contract to operate and maintain the Town’s water, sanitary (includes WWTP) and storm utility with a possibility of a 10-year extension. And further that council direct administration to return with a budget amendment, and utility fee increases to cover the additional $345,355 required, together with a cost estimate associated with the provision of EPCOR’s operation/administration and fleet space.

2. That council direct administration to continue directly operating the Town’s current water, sanitary and storm systems combined with reassigning the operation of the WWTP from EPCOR to the Town of Banff. *The first 10 year agreement may combine a 3 year and a 7 year component. Details below in Sustaining Capital section.

BACKGROUND Reason for Report Council is being asked to choose an operator for the Town’s water, sewer and storm systems; the Town of Banff or EPCOR. The Town has proven itself in the effective and efficient operation and maintenance of its water treatment, water distribution, sanitary collection and storm water systems for 24 years. It is understood that EPCOR too would be more than capable of performing this service.

The WWTP is a complex facility to operate given its biological nutrient removal treatment technology. In this case, EPCOR is better prepared and more qualified given their experience operating it since 2009. However, the Town of Banff is also capable of performing this service.

Operation of the Town’s WWTP has always been contracted out and operated by the private sector. This was a legacy arrangement that predates the Town’s incorporation. Companies that have operated the plant include: Aquatrol, JMM, United Water, Earth-Tech and EPCOR. The original contract with EPCOR was scheduled to expire June 30, 2011. The Town exercised its option twice to extend the term of the contract an additional year effectively extending the contract expiration date to June 2013.

In June 2011, administration posted a “Request for Qualifications” for the O&M of the Banff WWTP on the Alberta Purchasing Connection website. The intent was simple—find the potential players capable of operating a complex WWTP. Page 1 of 15 Although a large number of companies viewed the RFQ, only three submitted packages for consideration.

Due to that fact Paul Godfrey, manager of operations, has a history with EPCOR prior to his employment with the Town, potential bias may have existed which could have impacted the analysis of the submissions. For that reason Associated Engineering was requested to conduct an independent review and provide the Town with written feedback and a recommendation. Their analysis determined that EPCOR was the leading proponent and they recommended that if negotiations were to take place that those negotiations should be with EPCOR.

On September 11, 2011, council directed administration (COU11-206) to seek pricing from EPCOR for a new 10-year contract to operate the Banff WWTP (with a possibility of a 10-year extension) to compare against the in-house provision of service.

As negotiations between the parties progressed, discussions evolved around the potential for greater operational efficiencies if the operation and maintenance of the water, sanitary and storm systems were integrated into one service agreement. This option was offered up to council for their consideration.

On December 10, 2012, council directed administration to enter into negotiations with EPCOR to seek pricing for a new 10-year contract to operate and maintain the Town of Banff’s water, sanitary (including WWTP) and storm utility, with a possibility of a 10-year extension, to compare to in-house provision of the services (COU12-388).

On June 2013, an interim agreement for a period of six months was executed between the Town and EPCOR to cover the anticipated negotiation period. However, given the complexity of the scope of work, coupled with the intensity of due diligence required, another interim agreement was required by both parties. This agreement expires December 31, 2014.

Summary of Issue Fee for Operations and Maintenance As directed by Council, the Town and EPCOR established a detailed scope of work from which to price out respective proposals for comparison. It is important to note that the scope of work included optional net new level of service, primarily a preventive maintenance program and modeling, which is described in greater detail in the “Scope of Work” section later in this report.

Town of Banff Proposal 2014 EPCOR Proposal 2014 Water System $1,058,615 28.9% Water System $1,085,896 27.6% Sanitary System $2,482,934 67.7% Sanitary System $2,750,589 69.8% Stormwater System $126,353 3.4% Stormwater System $101,771 2.6% Total $3,667,901 Total $3,938,256

The evaluation indicates that EPCOR’s proposed fee for O&M is $270,355 or 7.4% more expensive than the Town of Banff’s proposed fee for O&M. The Town’s approved 2014 Utilities budget is $3,666,847.

Page 2 of 15 Capital Program Delivery Cost Under the current WWTP O&M agreement with EPCOR, delivery of the capital program is provided by EPCOR for a management fee of 15%. Delivery of the capital program includes: project planning, budgeting and cost control, grant applications, procurement, contract management and safety program implementation.

Historically. the annual capital budget for the WWTP is approximately $1,100,000, inclusive of management fees totaling $165,000. The balance of the annual water, sanitary and storm capital program, exclusive of linear infrastructure (i.e. deep utilities), is approximately $500,000 inclusive of potential management fees totaling $75,000. Capital program delivery by EPCOR of utility linear infrastructure is not included in this scope of work.

The proposed cost for EPCOR to deliver the utility’s $1,600,000 annual capital program is $200,000. It is estimated the Town could provide the same service for $125,000. This would include 1 FTE with benefits and fully equipped work station at the WWTP. The difference in the two proposals is $75,000, or 60%.

Unaccounted For Expenses Should council direct administration to finalize negotiations with EPCOR (response option #1) to secure an agreement for a new 10-year contract to operate and maintain the Town’s water, sanitary (includes WWTP) and storm utility with a possibility of a 10-year extension extra, additional expenses, currently unaccounted for would be incurred.

These expenses would be required for the provision of EPCOR’s operation/administration and fleet space. Currently the EPCOR team is based out of the WWTP and could be an ideal place to base the entire team and fleet should it meet Parks Canada’s approval. The access road is subject to a seasonal restricted use closure. However the operations/administration area at the WWTP is currently undersized and there is no area for seasonal storage (heated or otherwise) of emergency response equipment such as the Vactor truck or the hotsy as the proposal includes their sale to EPCOR. An addition would be required.

Should this location not be acceptable, an alternate location within the town site for EPCOR to house their operation would be required. It is understood by both parties that this cost would be borne by the Town. This capital cost would be amortized over the life of the asset.

Administration does not recommend a shared facility between the Town and EPCOR.

Total Cost

Town of Banff Proposal 2014 EPCOR Proposal 2014 Fee for O&M $3,667,901 Fee for O&M $3,938,256 Capital program delivery $125,000 Capital program delivery $200,000 Total $3,792,901 Total $4,138,256

The costing between the competing comprehensive proposals demonstrates that the Town of Banff is able to deliver the provision of operations, maintenance and capital program delivery $345,355 or 9.11% less than EPCOR.

Page 3 of 15 EPCOR’s Reputation EPCOR is a highly respected corporation winning many awards for its corporate citizenship, employee recognition, best employer, etc. Within their field of expertise, particularly water and wastewater treatment and water distribution, they are considered industry leaders. In 2011, when the Town contracted a third party consulting firm to conduct a WWTP operations review and evaluate the suitability of qualified proponents for the operation and maintenance of the Town’s WWTP, the consultant’s recommendation was: “…if the Town chooses to exercise their stated right to negotiate with only one proponent, we would only recommend EPCOR in this regard”.

Since March 2009, when EPCOR assumed the operation and maintenance of the Town’s WWTP, they have performed their duties responsibly. administration has found them to be a capable and competent operator and service provider, as have neighboring communities. EPCOR operates and provides capital program delivery in the towns of Canmore, Evans Thomas, Okotoks, Strathmore, Chestermere, Taber, and Red Deer County as well as SUNCOR and a number of communities in BC and the United States.

Since negotiations began in late 2011, EPCOR has been cooperative and patient during the extended rounds of due diligence and analysis required by the Town, providing the requested information in a timely manner, without reservation. Their client service in this has been outstanding.

Without question EPCOR is a first in class operator that provides premium service. Apart from their access to a deep pool of certified operators, they also provide access to various industry experts including: environmental, maintenance, SCADA/PLC professionals, engineering, communications, process and technical support.

Scope of Work To achieve the objective directed by Council to seek pricing from EPCOR to compare to in-house provision of services, it is imperative to establish a scope of work that is both comprehensive in range and representative of value; whether in financial terms, risk allocation, efficiency gains or operational excellence. Once the scope of work is clearly defined, a thorough pricing mechanism can be created by both parties to produce a financial proposal for comparison.

A summary of the agreed upon scope of work:  Operation of water, wastewater and storm systems, including those currently operated outside of Town boundaries.  All staff, contractors, materials, supplies (includes chemicals) and support to work.  Meeting the minimum Alberta Environment regulatory requirements for water treatment, water distribution, wastewater collection and wastewater treatment. . Effective May 1, 2013, the new Approval to Operate for the Town’s Wastewater system required:  An additional Level III WWT operator. The total number certified operators remains at four, but the certification level has increased from two Level IIs to two Level IIIs. This is a net new deliverable. Not optional.  More stringent effluent requirements for phosphorus and total suspended solids. This is a net new deliverable. Not optional.  Additional effluent testing—Total Nitrogen or TKN and Rainbow Trout Fish

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Toxicity. This is a net new deliverable. Not optional.  Approval to Operate “maintenance”, renewals and applications relative to the approval itself.  Striving to meet the more stringent Parks Canada Leadership targets for the WWTP effluent quality. This is a net new deliverable. Not optional.  Required CCME (Canadian Council of the Ministers of the Environment) testing of legacy compost pile at the Castle Junction Landfill.  Inclusion of a complete fleet. Required fleet vehicles owned and operated by the Town (Vactor truck, WWTP tandem and loader, hotsy and assorted service vehicles) will be given an assigned value based on TCA amortization rates and purchased by EPCOR. The elimination of the internal transfer amount of $211,600 for Fleet Services related to Utilities has been factored into the EPCOR proposal.  All fleet fuel, maintenance and life cycle costs.  Hydraulic modeling for distribution and collection systems. Modeling is an effective way to gain efficiencies and test scenarios in order to optimize a system. Currently the Town has fundamental models for both distribution and collection systems, however neither have been calibrated or field tested. Additionally, there is no in-house expertise within the Town to actively administer these models. This is a net new deliverable. Optional.  Reactive and corrective maintenance.  Environmental Protection Plan (EPP) annual maintenance. (see below in Exclusions)  Preventative maintenance. Historically, a rudimentary preventative maintenance program for some infrastructure and systems has been in place and provided a basic level of asset management, excluding the WWTP. The current WWTP O&M agreement with EPCOR, in place since March 2009, has had no provision of a preventative maintenance program and there is no evidence of an effective program being in place prior to EPCOR’s tenure. The 2014 TCA value of the WWTP infrastructure alone is valued at $80,640,000. Administration recommends adopting a more robust preventive maintenance program as a best management practice. Additionally, a preventive maintenance program is recommended to enable the operator to closely assess the condition of the assets in order to formulate a sustaining capital program. This concept is discussed further in the “Sustaining Capital” section later in this report. This is a net new deliverable. Optional.

Net new optional deliverables. It is important for council to understand that both competing proposals include the optional net new deliverables in their respective proposals. The estimated Town of Banff proposal cost for the inclusion of these is approximately $370,000.

Exclusions Exclusions are as important as inclusions. The following are the agreed upon exclusions:  Studies related to new Approval to Operate. The new approval requires an Environmental Protection Plan (EPP) be submitted to Alberta Environment Sustainable Resources and Development (AESRD) on an annual basis and shall:

(a) document the approval holder’s continuous improvement plans for operation of the wastewater system to:

(i) reduce substance releases from the wastewater system to the environment,

(ii) reuse and recycle substances that were previously released from the wastewater system to the environment, and Page 5 of 15

(iii) reduce the chemical, energy and other inputs into the wastewater system; and

(b) include at a minimum the following information:

(i) a summary of any changes made to the EPP during the year covered by the current EPP, and

(ii) a summary of stakeholder engagement, if any, with the EPP during the year covered by the current EPP.

The Town has already submitted the base EPP which has been accepted by Alberta Environment. If the regulator were to require a study, such as a downstream user study, for example, this would be considered out of scope.  Water meter inventory (for repairs, replacement or new installs).  Water billing, software, license and purchase.  Building envelopes maintenance (i.e. foundation, roof, walls, doors and windows) except housekeeping.  Power and Gas. The Town is best equipped to obtain the most favorable commodity pricing due it its volume and purchasing ability to purchase forward contracts on the spot market. There will be provisions in the agreement however that would incent EPCOR to be accountable for consumption but strip out variables like weather and demand.  Capital investments required to:  Upgrade the SCADA system to integrate the WWTP’s system with the Town’s system.  Provide heated Vactor truck storage. EPCOR would be taking over (through a purchase arrangement) the required fleet as part of the agreement. Heated storage for temperature sensitive vehicles-hybrid buses, garbage trucks and the Vactor truck—is over capacity. EPCOR will be required to store the unit so that it is available for service 24/7/365. A heated storage upgrade would be required regardless of the option approved, and a proposal will be presented during future capital budget deliberations.  Administration building expansion/office renovations at the WWTP or elsewhere to house the integrated utility staff. The capital upgrade of 300 Hawk Avenue could be a suitable location for this and the heated parking required.

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Fee for Service It was agreed by both parties that high value items with the potential for high or unknown risk, such as power and gas and facility maintenance, would be left out of the scope of work. The resulting negotiations were based on a more traditional operation and maintenance service agreement.

Had the scope of work been structured in such a way that when any unforeseen expenses arise, for example; cost escalation, construction defects, unexpected maintenance requirements, etc. that scope could have been bundled into a fixed fee contract resembling more of a traditional Public Private Partnership (P3) agreement.

A typical P3 is a long-term performance-based approach where the private sector assumes a major share of the risks in terms of financing and construction and ensuring effective performance of the infrastructure, from design and planning, to long-term maintenance. A P3 was not contemplated for this procurement, as new infrastructure or transfer of infrastructure ownership is not part of this consideration. Details below in Sustaining Capital section.

Town Of Banff 2014 Fee for Service EPCOR 2014 Fee for Service Wages $1,029,746 EPCOR O&M Fee $2,967,571 Out of Scope Benefits $215,544 Expenses Overtime $79,306 Power & Gas $518,500 Training $40,900 Insurance $68,000 Postage $5,000 N-Viro/Compost $385,000 Insurance $68,000 BF & Greasetrap $5,000 Professional $64,000 Fleet internal transfer -$211,600 Contracted Svcs $931,600 Meter Reading $8,000 Materials $393,606 Facility Maintenance $197,786 Utilities $518,500 sub-total $3,938,257 Capital Program Internal Chargebacks $321,700 Delivery $200,000 Capital Program Delivery $125,000 Total $4,138,257 Total $3,792,901

The two options for service delivery, shown above, present the cost to deliver an equivalent scope of work as well as the cost to deliver (project manage) an annual capital program of approximately $1,600,000 for the entire water, sanitary and storm utility.

The Town’s proposals include all direct and indirect costs. It does not include corporate overhead allocation as it is highly fixed and there would likely not be a material change whether the utility is brought fully in house or if it is contracted out to EPCOR.

Sustaining Capital One enhancement to the contract explored early in the process was instituting a comprehensive and long-term "Sustaining Capital" plan. The concept of sustaining capital could best be described as the periodic addition of capital which is required to maintain operations, including infrastructure, at existing levels. This means that as part of the contract, EPCOR would implement, for a pre-determined, guaranteed price, a 10-year sustaining capital plan. This would transfer much of the capital risk of operating and maintaining the utility away from the Town of Banff and to EPCOR. Page 7 of 15

EPCOR drafted a team of internal and external subject matter experts in the fields of; operations, maintenance, engineering, process optimization and cost estimation to conduct a comprehensive life cycle analysis of the Town’s water and sanitary infrastructure assets.

The life-cycle analysis and approach used to develop the Sustaining Capital forecast is based upon the first four steps of the Asset Management Planning Steps developed by the Water Environment Research Foundation and the Water Research Foundation in their tool SIMPLE (WaterRF et al., 2008).

The approach used to develop the sustaining capital model followed the first four steps of this methodology: o development of an asset registry o determination of the assets’ condition o categorization of the assets to determine an expected design life & in turn the residual life o estimation of the replacement costs

Step 1: Develop Asset Registry A complete registry was developed as part of this analysis by examining as-built drawings to ensure all assets are accounted for. The assets are then categorized and further broken down into components due to differences in life expectancies. A physical confirmation of the asset list was established through site visits where additional data was gathered through nameplate verification and photographic record. Prior to this, the Town’s asset registry was a considerably less detailed version used for the TCA (tangible capital asset) reporting.

Step 2: Assess Condition At the highest level, a substitute for condition is the asset’s age. Recently, however, the trend has been moving away from predicting asset failure based on age towards predicting asset failure based on condition. This is due to the fact that most equipment types fail based on usage/condition versus age-based.

Based on photographs and familiarity with the facility, EPCOR maintenance specialists determined a high level condition rating for each asset using the following standards:

Level 1 Condition Ratings

Level 1 Conditions Rating Life Remaining Unknown 0 30% New or Excellent Condition 1 90% Minor Defects Only 2 70% Moderate Deterioration 3 50% Significant Deterioration 4 30% Unserviceable 5 5%

It was also noted that many of the assets at the Waste Water Treatment Plant had not had a high level of preventative maintenance work done. It is expected that this would affect the life of the asset. The USEPA Advanced Asset Management Training Workshop suggests the use of an adjustment factor, as shown below. For the purpose of this assessment, it was deemed to be a useful addition, as the calculated numbers corresponded better to the EPCOR maintenance specialists’ estimates of residual life remaining. Many of the assets at the Waste Water Treatment Plant were Page 8 of 15 given an adjustment factor of 4 for Maintenance History, and the Distribution & Collection assets were deemed to have encountered Average practices and hence given an adjustment factor of 3, resulting in no adjustment.

Adjustment Factors Factor 1 - Best Practice 2 - Good Practice 3 - Average 4 - Poor Practice 5 - Bad Practice Design Standards 20% 10% 0% -10% -20% Construction Quality 20% 10% 0% -10% -20% Material Quality 20% 10% 0% -10% -20% Operational History 20% 10% 0% -10% -20% Maintenance History 20% 10% 0% -10% -20% Operating Environment 20% 10% 0% -10% -20% External Stresses 20% 10% 0% -10% -20%

Step 3: Determine Residual Life To determine the expected (residual) life of the assets, EPCOR categorized them and applied the appropriate depreciation in accordance with the IFRS (International Financial Reporting Standards) requirements. This approach is consistent with PSAB (Public Sector Accounting Board) methods employed by the Town for TCA accounting although actual useful lives may differ. The asset lives were further reviewed by an external consultant, Gannett Fleming, to ensure they were consistent with industry norms.

Residual life of each asset was calculated using two methods. The first was simply Design Life – Age = Residual Life (theoretical). In the second, more rigorous ranking the condition rating and adjustment factors were considered.

The results from the second round of ranking were used to determine a replacement or refurbishment year for the Town of Banff Sustaining Capital Plan.

Step 4: Determine Life Cycle & Replacement Costs For the purposes of the Sustaining Capital Model, regular O&M costs have been excluded, only refurbishment costs have been included. The estimates were classified based on the guidance of the Association for the Advancement of Cost Engineering guidelines which include the application of contingency and contractor mark-up.

Outcome of Sustaining Capital Model EPCOR produced a life cycle analysis report and model for both the WWTP (in January 2012) and distribution/collection system (in early 2013). Initially a 20-year model was created to predict life cycle costs for all assets in these systems. Considerable time and effort by both parties was expended to refine the model and its inputs. Further inspection of the assets was required in some instances to ensure the referenced condition was accurate. Determination of residual life, refurbishment frequency and replacement costs were also challenged and further refined.

The Town contracted an independent project estimator to provide future pricing estimates for 25 unique assets (pieces of equipment) with replacement dates ranging from 1, 3, 5, 10 and 20 years to directly compare against EPCOR’s estimates in the model. The results demonstrated consistency in the estimates proved by both parties.

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The 20-year model was extended to 100 years, by request of the Town, and included various modifications to try to predict the impact of, most notably, preventative maintenance and to test the value of refurbishment frequencies and replacement cost estimates.

While every attempt was made to calibrate and modify the model to include these enhancements, it became clear that the model in its present form was never intended to perform these functions and therefore could not provide the information to the Town that would be required to accurately assess the sustaining capital program in its entirety and in the longer term, including its impact on rates.

One outcome from the analysis that was apparent to both parties was that infrastructure operated and maintained directly by the Town of Banff was in much better condition than infrastructure operated and maintained by an operator, EPCOR or others.

In early 2014, EPCOR proposed that rather than including this Sustaining Capital program in the new 10+10 year contract in year 1 of the agreement, it may be included after year 3. The first 3 years of the agreement would both provide EPCOR time to further develop the model (and gain more experience with the assets) as well as to become more directly familiar with the operation of the distribution and collection system. After three years, EPCOR would re-present to the Town a new model and Sustaining Capital program, and if acceptable, implement it for the remaining 7+10 years of the agreement.

Risk Transference Risk transference refers to the shifting of the burden of loss for a risk to another through contractual agreement. When negotiating risk transference, specific risk is typically assigned to the party that can best mitigate it.

The primary risks associated with utility operations for the Town would be connected to health, safety, environmental and reputation and their interrelationship to each other.

Given that the Province of Alberta’s Environmental Protection and Enhancement Act’s Approval to Operate lists the approval holder as the Town of Banff and that the entire water, sewer and storm infrastructure is wholly owned by the Town, the ability to transfer specific risk to EPCOR is limited. However, it is normally the operator of the system that the regulators look to in order to ensure proper operation and accountability for the performance of the system. Therefore, it would not be unusual for the operator to be under scrutiny during a regulatory investigation as they have most control over an operation during the time of a contravention.

EPCOR would hold the health and safety risk as they would be assigned prime contractor as well as labour cost escalation due to the annual increases being tied to CPI.

Risk transference is further constrained by excluding an integrated Sustaining Capital program from the scope of work. If, in year four as described above, a new model and Sustaining Capital program is accepted, the Town and EPCOR would implement all operations, maintenance and sustaining capital for a pre-determined, guaranteed price, effectively transferring that O&M risk to EPCOR. Currently, there is limited ability to transfer risk to EPCOR outside of labour.

Although the responsibility of providing labour to perform the service would be assigned to EPCOR, the ultimate accountability to the Province would continue to reside with the Town of Page 10 of 15

Banff. Council should realize and understand the significance labour risk could present to an operation.

Labour The primary drivers leading up to the December 10, 2012 Request for Decision presented to council seeking approval to negotiate pricing with EPCOR to operate an integrated utility to compare against in house provision were twofold:

1. Greater operational efficiencies and savings could be gained if the operation and maintenance of the water, sanitary and storm systems were integrated into one service agreement. This assumption remains valid.

2. The Town had not considered the possibility of taking the operation and maintenance of the WWTP in-house as a viable option. The Town has never operated the Banff WWTP, currently lacks in-house expertise and would be challenged to staff up to the Level IV WWTP regulatory requirement, effectively making this option challenging. The task of staffing up to operate the WWTP would be difficult. However, after extensive analysis and thorough consideration, the option for the Town to continue operating the water, sanitary (including integration the WWTP) and storm systems has become a viable option. Regarding operation of the WWTP, EPCOR is better prepared and more qualified given their experience operating it since 2009. However, the Town of Banff is capable of performing this service.

Local labour conditions leading into December 2012 had created a significant period of time that witnessed repeated turnover of key personal including utilities supervisors and certified operators. Early in 2012, as part of the compensation review, a new system of job grades was created that recognized certification levels for Town utility operators. The new system incented them to achieve higher levels of certification. This played a part in enabling the Town to attract, retain and develop its utility staff to the point of having certified staffing levels that are unconditionally compliant with the Province of Alberta’s Environmental Protection and Enhancement Act’s Approval to Operate. The Town’s utility department now has the highest level of certification ever achieved and the workforce has been stable for almost 2 years.

Supply and demand economics continue to impact staffing levels and the Town of Banff, EPCOR, other municipalities or private contractors will continue to be challenged to maintain certified staff in the future.

The Province of Alberta’s Environmental Protection and Enhancement Act is demanding a higher level of certification for systems across the province. An example of this can be seen in the Town’s new (2013) Wastewater Approval to Operate requiring the following level of certification at the WWTP:  One Level IV WWT  Two Level III WWT  One Level II WWT

This required a net increase of one Level III WWT certification.

The Town’s water distribution system was also re-rated to a Level III WD, up from a Level II WD, requiring an operator with a Level III WD certification. This is based on a population Page 11 of 15 equivalent of 15,000 people or more and is consistent with the Level III WWC rating that had been in place for many years.

The demographics of the water and wastewater operator industry suggests more and more certified operators are retiring with fewer people entering the system to replace them. The enormous demand from the petroleum sector, particularly the lucrative oilsands, which has constructed camps the size of towns, all being serviced by complete water and sanitary systems requiring certified operators, is also straining the system. The AWWOA (Alberta Water and Wastewater Operator’s Association) career listings (https://awwoa.ab.ca/careers) offer a never ending list of job opportunities for certified operators.

Operators are trained professionals with an enormous amount of responsibility for safeguarding the public health and the environment. We depend on them to provide clean, safe drinking water to our community and treat our wastewater so that it can be safely released back into the receiving waterway, in Banff’s case, the Bow River. Their efforts ensure that we have the amount of water we need, when we need it, nonstop, around-the-clock.

Recently, EPCOR posted employment opportunities for three key positions (lead hands) for their operations in the towns of Taber, Okotoks and Strathmore. Though well-paid, stable positions with an industry-leading organization, they remained vacant for an extended period of time.

Positions for certified operators at the Banff WWTP also remain vacant. A Level III WWTP operator position has been vacant for one year. More recently, a Level IV operator departed. EPCOR remains compliant by using Level III WWTP operators from other sites. These operators are identified in the regulatory monthly report as an operator on record and Alberta Environment Sustainable Resources and Development (AESRD) is satisfied with this arrangement.

Scenarios like this are not uncommon and EPCOR has made a request to the certification advisory committee to review their proposal to formally allow their "regional certification" concept. EPCOR is a regional operator with shared knowledge and feel that this model is in the best interests of AESRD and the communities in which they serve.

This key point should be emphasized. With regards to labour risk, EPCOR has a competitive advantage over the Town. Their regional presence and pool of certified and qualified labour is a strong factor in their favour. It can be the reason why the Banff WWTP has always been operated by a private contractor, albeit with varying levels of success.

Should a scenario unfold in which an extraordinary demand is placed on the ongoing operation of the WWTP, such as the H1N1 pandemic or environmental circumstances, EPCOR would be able to meet the demand by parachuting in certified operators from their pool. This was demonstrated in 2009 when EPCOR assumed operations of the WWTP on short notice and more recently during the 2013 flood. During the flood, the Banff WWTP required operators onsite 24 hours a day for an extended period. EPCOR drew on their resources from operations outside the affected areas to support the requirements in Banff.

Should council approve option 1, whereby EPCOR assumes the operation of the entire utility, the agreement would be conditional on all current Town of Banff utility operators being offered positions by EPCOR for their operations within the town. Basically, Town staff would transfer to EPCOR.

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The same is not true should Council approve option 2, whereby the Town continues operations of the existing utility as well as assumes operation of the WWTP. There is nothing in the existing contract that would require EPCOR to transfer the WWTP operators to the Town. The current operators at the WWTP have gained/maintained their certification and comprehensive training under the facilitation of EPCOR. EPCOR has made it clear to the Town that should council choose not to select EPCOR, their intention would be to redeploy the WWTP operators elsewhere. The Town would advertise to recruit individuals with relevant experience, including interested EPCOR employees.

The Town has demonstrated success in attracting, developing and retaining a full complement of highly certified operators running the balance of the utility and believes this approach could be extended to the operation of the WWTP. We offer an attractive career choice for a utility operator and have plans to cultivate a system to support operators in training. This will satisfy the lower level certification requirements. Highly certified operators with multiple years of experience and training and a prerequisite post-secondary education will have to be recruited from outside the organization, where competition for them will be fierce.

At times in the past when the Town could not meet AESRD’s certification requirements, we retained a contract operator until a permanent employee was hired. The same scenario has occurred at the WWTP. While not a preferred solution, the use of temporary contract operators provides a rudimentary safety net in meeting operation requirements.

Council Workshop At an information workshop on September 8, 2014, Council was able to engage with senior members of EPCOR’s team to gain a deeper understanding of EPCOR’s corporate values, operating philosophy and benefits.

At that time, Council was informed that there is a gap between the two proposed prices. The cost to deliver the agreed-upon service by EPCOR is more than the cost to deliver the same service in- house. EPCOR was to provide context as why council may wish to pay a higher price.

Topics discussed in detail were:  Regulatory Leadership  Operator and Staffing Resources  Asset Management  Bow Valley Environmental Sensitivity  Emergency Response  Project Management and Innovation  A Partnering Approach to Service

Please find attached two reference documents from the workshop. 1. Water, Wastewater and Stormwater Utility Services Proposal, Town of Banff, August 2014 2. Water, Wastewater and Stormwater Utility Services Presentation, Town of Banff, September 8, 2014 3. October 6 2014 Letter Steve Stanley to Mayor and Council Town of Banff

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Core Services The Town of Banff, like all other municipalities, is mandated to provide the essential core services to the community. These are the services that people use every day and depend on their efficacies. Critical services such as fire protection, disaster and emergency services, along with the provision of safe water and sanitary services form the mainstay of what many believe to be the sole responsibility of the municipality.

Scenario One Execute agreement between parties for EPCOR to assume responsibility of the entire Town of Banff utility operation. Existing Town utility operators are offered employment with EPCOR for their operations. EPCOR and the Town jointly establish the location of the operation base.

Scenario Two Execute Termination upon Expiry of Extended Term clause in the O&M Agreement and initiate the Termination and Transitional Procedures outlined in Schedule C-6. The expectation is this transition could be complete by December 31, 2014 in alignment with expiry date of the current agreement. Should additional time be required for the transition period, provisions are present in the existing contract.

RESPONSE OPTIONS 1. That council direct administration to finalize negotiations with EPCOR to secure an agreement for a new 10-year* contract to operate and maintain the Town’s water, sanitary (includes WWTP) and storm utility with a possibility of a 10-year extension.

2. That council direct administration to continue operating the Town’s current water, sanitary and storm systems and reassign the operation of the WWTP from EPCOR to the Town of Banff. *The first 10 year agreement may combine a 3 year and a 7 year component.

IMPLICATIONS OF DECISION

Budget Water, Sanitary & Storm Budget (Capital Mgmt. Fee Not Included) 2014 2015 2016 2017* ToB Approved $ 3,666,847 $ 3,751,272 $ 3,867,082 NA ToB Proposed $ 3,667,901 $ 3,752,263 $ 3,868,583 NA Difference $ (1,054) $ (991) $ (1,501) NA

ToB Approved $ 3,666,847 $ 3,751,272 $ 3,867,082 NA EPCOR Proposed $ 3,938,256 $ 4,028,836 $ 4,153,730 NA Difference $ (271,409) $ (277,564) $ (286,648) NA *The proposed budgets presented within this proposal are based on 2014 estimates. The 2017 budget has yet to be presented to Council for approval.

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Internal Resources Involvement will be required from Town Manager, Operation Manager, Corporate Services Manager, Senior Accountant, Human Resources and Utility Supervisor at various stages of negotiations related to both options. However it is anticipated that option 1 would require greater contributions of resources.

Banff Community Plan Environmental A goal within the Banff Community Plan is to be a model community in environmental management. How the Town manages its water services plays a key role in achieving that goal. The natural environment is extremely important to Banff residents, who take pride in their community’s national park status.

Circulation date: September 23, 2014

Submitted By: ______Paul Godfrey, Manager of Operations

Reviewed By: ______Robert Earl, Town Manager

Page 15 of 15 epcor.com

WATER, WASTEWATER AND STORMWATER UTILITY SERVICES PROPOSAL TOWN OF BANFF

August 2014

Submitted by: EPCOR Suite 1210, 401-9 Ave SW Calgary, Alberta T2P 3C5 403-717-4600 [email protected] epcor.com

TABLE OF CONTENTS

EXECUTIVE SUMMARY ...... 1 1. REGULATORY LEADERSHIP ...... 5 2. OPERATOR AND STAFFING RESOURCES ...... 6 3. ASSET MANAGEMENT ...... 7 4. BOW VALLEY ENVIRONMENTAL SENSITIVITY ...... 9 5. EMERGENCY RESPONSE ...... 10 6. PROJECT MANAGEMENT AND INNOVATION ...... 11 7. A PARTNERING APPROACH TO SERVICE ...... 11

Town of Banff Water, Wastewater and Stormwater Utility Services Proposal © EPCOR Water Services Inc. August 2014

EXECUTIVE SUMMARY

EPCOR’s Management Advantage

The Town of Banff has clearly articulated its goals and needs as they relate to securing a long- term, sustainable Partner to provide water, wastewater and storm water utility services. EPCOR is proud to currently provide wastewater treatment services to the community and would like to continue to be a valued Partner with the Town of Banff through an expanded offering of the integrated utility services. By working with EPCOR, the Town of Banff will continue to receive a series of benefits which sets EPCOR apart in the market.

Value and Resiliency

EPCOR has the unique ability to support Banff’s water, wastewater and storm water utility needs by providing expertise and value to the Town as it adapts to evolving varying industry, regulatory and environmental conditions.

EPCOR is currently running a pilot of a new asset management application at its Edmonton location. Based on this new tool, we are offering Banff an opportunity to collaborate with EPCOR to implement an integrated asset management program over a three year period that would link asset operation, preventive maintenance, repair and refurbishment processes with an overall sustaining capital plan to optimize capital and operating monies needed to operate and maintain the Banff utilities.

EPCOR’s Key Differentiators

The cornerstone for EPCOR’s value comes from the differentiators that set it apart as one of the largest privately owned water utility operators in Alberta. These differentiators come from the historic perspective that EPCOR brings to the table, one of being an owner and continuing to think like an owner in our commercial operations. This thinking like an owner and an operator mentality means looking at the lifecycle of an asset and figuring out how best to operate and maintain the asset to ensure the most cost-effective lifecycle. That may mean investing more capital if the business case should prove that the investment of more capital up front means a lower overall cost in the long run.

Town of Banff Water, Wastewater and Stormwater Utility Services Proposal Page 1 © EPCOR Water Services Inc. August 2014

The list of key differentiators includes:

 Leadership in Environmental and Public Health Regulation in an evolving regulatory landscape;

 Local and Regional Resources for Operator Training, Certification and Staff Retention;

 A Focus on Asset Management in alignment with the Town of Banff’s strategy;

 An Understanding of the Environmental Sensitivity of the Bow Valley;

 An Established Emergency Response approach;

 Project Management and Innovation; and

 A Partnering Approach to Service.

A Track Record of Leadership as Environmental Regulations Evolve

Ever-evolving environmental regulations on both the Federal and Provincial levels pose significant regulatory and reputational risk for municipal utilities, especially for a municipality like Banff with an international reputation. EPCOR team members are consulted regularly during the development and implementation of these regulations. Involving EPCOR in its utility operation will allow The Town of Banff to benefit from this participation and reduce its risk by transferring operating risk to EPCOR. EPCOR brings to the Town of Banff positive working relationships with all provincial and federal regulatory agencies in Alberta.

EPCOR offers Substantial Local and Regional Resources for Operator Training, Certification and Staff Retention

EPCOR offers substantial support to the Town as one of the largest operators of water and wastewater systems in Alberta. This benefits the Town of Banff in the ongoing staffing of operators for the Banff utility operations. Hiring staff in the Bow Valley has often been a challenge for municipalities and utilities as low vacancy rates and high housing prices have often deterred interested candidates from outside of the community. EPCOR has been able to provide regional certification support through our Bow Valley sites (Banff, Canmore, Kananaskis and the Southern Alberta management team) while developing a pool of 20 trained operators that currently live in the Bow Valley. This is despite there being a continued province-wide shortage of certified operators. EPCOR provides additional training, support and work experience to allow these operators to progress through higher and higher levels of certification, while maintaining their local residency in the Bow Valley.

Town of Banff Water, Wastewater and Stormwater Utility Services Proposal Page 2 © EPCOR Water Services Inc. August 2014

A Focus on Asset Management in Alignment with the Town of Banff’s Strategy

EPCOR and the Town of Banff share a vision and a commitment to overall asset management through the use of best practices in operations, maintenance, and sustaining capital. These best practices are implemented through a proposed program for an integrated asset management plan that would feed into the Town’s overall capital plan and rate models. This integrated approach allows the Town to ensure best value for its capital and operating dollars spent.

Understanding of the Environmental Sensitivity of the Bow Valley

EPCOR has been recognized by the Province of Alberta Environment and Sustainable Resources Department (ESRD) as an EnviroVista Champion for its Edmonton Water Facilities, which recognizes environmental excellence for over five years. This environmental excellence is rooted in a strong understanding of the watersheds in which we operate. EPCOR is seen as a leader in Southern Alberta through our development of Environmental Protection Plans and Drinking Water Safety Plans for all of our facilities with Alberta Environment and Sustainable Resource Development. Given the sensitive nature of the Bow Valley, understanding the watershed is crucial to negotiating any changes in regulatory approvals for the Town of Banff water and wastewater/storm facilities.

As part of our ongoing commitment to environmental excellence, EPCOR’s Environmental Management system is registered to ISO 14001:2004 at the Gold Bar WWTP (2013), and will be so at the Edmonton Water Treatments Plants in 2014 and Evan Thomas in 2015.

An Established Emergency Response Approach to Support the Town of Banff

The historic flood of 2013 has taught EPCOR and all impacted municipalities to prepare for the impact of extreme weather on our utility operations. The EPCOR team offers a local solution, with the depth and breadth of regional resources to foster success in good or challenging times. This is supported with access to 20 operators in the Bow Valley, 55 in Southern Alberta, and 450 water and wastewater utility professionals within Canada. These resources came to bear in 2013 when four of our Southern Alberta sites were impacted by flooding – Banff, Canmore, Kananaskis and Okotoks.

A Record of Fiscal Discipline and Value Creation through Project Management and Innovation

Recognizing the sustaining capital needs of the Town of Banff, EPCOR has adapted its project management approach to focus on the major asset classes, in particular the Wastewater Treatment Plant. As part of our capital delivery model for the Town of Banff, we regularly evaluate vendors and consider options – whether they are local service providers, EPCOR services or other alternatives to achieve the best value for the community.

Town of Banff Water, Wastewater and Stormwater Utility Services Proposal Page 3 © EPCOR Water Services Inc. August 2014

A Partnering Approach to Service

EPCOR’s projects and operational services create a lasting legacy of which communities are proud. As such, EPCOR’s offering involves a total package of other value-added services provided as a matter of course (Stakeholder Engagement, Community Investment, Integrated Health and Safety, Supply Chain Management, etc.). By hiring EPCOR, the Town of Banff receives the added benefit of a large service provider who has these experts available in-house as part of the service offering, instead of having to employ separate contractors or consultants to support the Banff Utility Operations.

Town of Banff Water, Wastewater and Stormwater Utility Services Proposal Page 4 © EPCOR Water Services Inc. August 2014

1. REGULATORY LEADERSHIP

In order to effectively mitigate the risk of regulatory change, it’s important to stay ahead of ongoing changes in the regulatory regimes and understand the issues driving these changes. Our relationships with regulators in multiple provinces have helped us manage complex issues and have also helped our client communities protect themselves from regulatory risk which could impact their reputation or consume their management team’s resources. Because EPCOR currently operates the wastewater treatment plant, we absorb the regulatory risk in the place of the Town of Banff. Transferring this risk to EPCOR through the contractual relationship has helped a number of our clients avoid negative reputational impacts associated with problems in water/wastewater management, such as boil water advisories related to flooding, inherited infrastructure problems or third-party contractor infractions. While the Town of Banff remains the owner and approval holder of the system, it is normally the operator of the system that the regulators look to in order to ensure proper operation and accountability for the performance of the system.

As water quality changes and reporting requirements increase, EPCOR invests and maintains an important and close relationship with regulators, including Alberta Environment & Sustainable Resources Development (ESRD) and Federal Authorities (Environment Canada – EC). The relationship with ESRD and EC is based upon a consultative approach whereby EPCOR continues to practice early and frequent consultation throughout the operations it manages. EPCOR has been tremendously successful with this approach and has efficiently responded to potential quality problems through well-executed response plans.

EPCOR’s leaders have acted as advisors in the regulatory development process and also participate as leaders on boards focused on environmental stewardship. Dr. Stephen Stanley has been called upon to act as an expert witness on operational practices in the Walkerton case and sits on the board of various environmentally-based resource and watershed organizations in Alberta and Canada. He has been called on as a water expert to consult with large municipalities including Vancouver and New York. Dr. Steve Craik is EPCOR’s foremost water quality assurance expert and he works closely with Alberta Health Services and ESRD for the eight (8) facilities EPCOR operates in Southern Alberta. Both individuals have a strong understanding of how these organizations are evolving and how the regulations are evolving in our ever-changing (and often more litigious) world.

EPCOR will ensure that with these relationships, it can prepare the Town for pending regulatory changes that will impact operations or approval requirements. It should be noted that from a facility classification point of view (based on ESRD Standards which look at not just facility side, but more importantly complexity), the Banff WWTP for example is rated a IV (the highest level), which is the same as the large WWTP’s in Calgary or Edmonton. The operating, reporting and performance requirements are much the same as these much larger facilities. EPCOR already works actively on the Town’s behalf to operate and maintain your Wastewater treatment plant at optimal levels and will continue to recommend improvements or modifications to keep the system in compliance. By operating a system to a standard that not only meets, but often

Town of Banff Water, Wastewater and Stormwater Utility Services Proposal Page 5 © EPCOR Water Services Inc. August 2014 exceeds regulatory standards, EPCOR will also protect the Town’s interests and public health of its residents and customers, with the expansion of our service offering beyond the wastewater treatment plant to the water distribution and wastewater collection systems.

2. OPERATOR AND STAFFING RESOURCES

The Banff EPCOR Team has been in place for five (5) years. As part of this new contract, EPCOR will continue to bring its operational and maintenance experts to help staff the Banff facilities and will also support the Banff team as the need arises.

Figure 1 - EPCOR Operators in Southern Alberta

To lead these team members, EPCOR will provide management staff with specific expertise in water and wastewater to support the town with its utility plans, and also collaborate with the town’s operational experts to find the best solutions to local operational and maintenance challenges.

Town of Banff Water, Wastewater and Stormwater Utility Services Proposal Page 6 © EPCOR Water Services Inc. August 2014

EPCOR’s operations management team has managed the resourcing of experienced operators in Southern Alberta by using a regional approach to developing and sharing operations resources. Part of this is due to the caliber of employees we hire but also the investment we make in their training and development. Employees appreciate the ability to build their career and take on challenges in an organization with the kind of depth that allows them to continue to grow their skill sets. Finding the right staff locally will be a priority for EPCOR, given the cost to live in the Bow Valley is high and vacancy rates are low. EPCOR has an advantage due to its size. Additionally, with a water and wastewater focus, EPCOR is able to properly invest in and develop young operators who are early in their career and enjoy the lifestyle in the area, by also giving them exposure to the breadth of expertise in water and wastewater management in our organization. This exposure helps the young operator to prepare them for future challenges at a local level and thereby accelerate their professional development.

Better trained and skilled employees understand the need to support contract and environmental performance, while protecting the facility assets. EPCOR encourages employees to practice lifelong learning and provides tools to help reach that goal. The staff development program consists of the following elements:

 Staff Evaluation

 Personnel Career Development

 Staff Training

The training prepares all employees for successful operation of the new or inherited facility while ensuring employees have the skill sets and decision tools they need for effective facility performance in changing conditions.

3. ASSET MANAGEMENT

In order for Banff customers to receive superior services at affordable rates, it is important to operate and maintain the assets in a sustainable manner. EPCOR commends the Town of Banff for making asset management a focus of its 100 year model.

EPCOR is currently running a pilot of a new asset management application which will answer some of the questions the Town has contemplated about its assets. The potential capabilities of the application are illustrated in Figure 2. Asset management applications of the sophistication that EPCOR is piloting require a large investment which would typically be out of reach for a town of Banff’s size. Due to the breadth of EPCOR’s organization, we’re able to leverage tools such as this across our operations in Western Canada and the US to maximize the benefit for all of our clients.

This application will allow EPCOR (and EPCOR’s clients) to find the right balance between the allocation of capital and operation maintenance dollars, and incorporate fact-based decision making in asset management processes. The modelling capabilities will allow EPCOR to

Town of Banff Water, Wastewater and Stormwater Utility Services Proposal Page 7 © EPCOR Water Services Inc. August 2014 develop and optimize long-term asset related budgets and will support decision making with respect to allocation of Town resources, allowing the most effective use of resources while still maintaining the level of service customers expect.

EPCOR’s Asset Management Office is comprised of a team of experts who will review the available data and any constraints or restrictions. They will recommend the best approach to identifying, developing, optimizing and documenting asset management models that can be used to determine the best asset management strategy for the Town.

Figure 2 - Asset Management Application Capabilities

Town of Banff Water, Wastewater and Stormwater Utility Services Proposal Page 8 © EPCOR Water Services Inc. August 2014

4. BOW VALLEY ENVIRONMENTAL SENSITIVITY

EPCOR participates in a number of watershed alliances, projects and initiatives within the Bow Valley to learn, influence and improve the water sources by which the Town of Banff is directly impacted. This participation and engagement is critical in the knowledge of upstream, downstream and groundwater sources that directly impact how the water and wastewater systems are influenced in the area. This involvement provides important knowledge to predict, plan and mitigate environmental influences. The information shared is used as a tool for the Town of Banff Administration to understand the watershed and forecast needs for long-term planning. EPCOR’s alliance participation ensures an active presence in the water management for the Town of Banff.

EPCOR’s philosophy is to meet or exceed the requirements of all relevant environmental regulations, policies, initiatives and legislation. In fact, EPCOR is one of only four companies in Alberta (and the only municipal water provider) to be recognized with EnviroVista Champion Status by Alberta Environment and Sustainable Resources Development (ESRD) for its Edmonton Water Treatment Plants. This award recognizes environmental excellence through the use of sophisticated process control, asset management, certified laboratory and environmental management systems. This approval requires ongoing due diligence to continue retaining the designation.

As water quality changes and reporting requirements increase, EPCOR invests and maintains an important and close relationship with regulators, which include Alberta Environment & Sustainable Resources Development (ESRD) and Federal Authorities (Environment Canada – EC). The relationship with ESRD and EC is based upon a consultative approach whereby EPCOR continues to practice early and frequent consultation throughout the operations it manages. EPCOR has been tremendously successful with this approach and has efficiently responded to potential quality problems through well-executed response plans.

EPCOR will ensure that with this relationship, it can prepare the Town for pending regulatory changes that will impact operations or approval requirements. A successful approach requires working in partnership with the Town to address all water/wastewater system issues, especially compliance. EPCOR already works actively on the Town’s behalf to operate and maintain the wastewater treatment plant at optimal levels and will continue to recommend improvements or modifications to keep the system in compliance.

Town of Banff Water, Wastewater and Stormwater Utility Services Proposal Page 9 © EPCOR Water Services Inc. August 2014

5. EMERGENCY RESPONSE

The Bow Valley Region flood of 2013 took many communities by surprise. EPCOR was able to respond quickly and support its client communities through its risk management preparedness and established process and procedures to manage emergency events (e.g. contamination events, natural gas leaks, shelter in place, cave-in events, etc.) and was proud to support Banff during this time as well.

In these emergency situations, the operations team can focus their actions by following the pre- established steps and processes found in our online manuals, training, or engage the emergency support system that is on standby 24/7.

EPCOR’s team is also empowered to call upon greater EPCOR operational resources, including equipment supply, safety, media relations and network systems support, just to name a few. This team, working in conjunction with local emergency or disaster relief agencies, was focused and effective in supporting EPCOR operations during the catastrophic events of June 2013. Throughout the peak of flooding and rainfall, this team coordinated helicopters to fly in equipment to Banff, flew in operators via helicopter to the stranded Okotoks water plant, worked with the Canadian Military to gain access over washed-out terrain to the isolated treatment facilities in Kananaskis, and sent equipment and resources to support Canmore’s exhausted operators working to restore essential services. EPCOR was able to provide this support in the Bow Valley while maintaining our normal level of service to all of our other communities.

Figure 3 - Banff Wastewater Treatment Plant – Helicopter departing, after delivering pump during 2013 Southern Alberta flood.

Town of Banff Water, Wastewater and Stormwater Utility Services Proposal Page 10 © EPCOR Water Services Inc. August 2014

EPCOR is also helping communities to plan for extreme weather and climate change related events through its support of Robert (Bob) Sandford – EPCOR Chair of the United Nations Water for Life Decade in Canada. Bob works to educate Canadians about climate change and water issues and translates scientific research into ideas to shape public policy. Research has shown that the 2013 flood will likely reoccur more frequently going forward. The Bow Valley is particularly prone to these events due to the large impact of accelerated snow melt and rain fall events. EPCOR would like to support the Banff community by featuring Bob Sandford as a speaker to promote how to better prepare for these events and thereby improve public safety for Banff residents.

6. PROJECT MANAGEMENT AND INNOVATION

EPCOR has participated in managing the Town’s capital project program at the Wastewater Plant for a number of years. Site management is supported by both a project management team based in Calgary, as well as technical experts from Edmonton and Southern Alberta to assist the Town and its engineering staff to deliver quality, cost effective projects. EPCOR would also provide the Town of Banff with design reviews and commissioning support to projects being carried out by the Town.

7. A PARTNERING APPROACH TO SERVICE

EPCOR will assume operational risk for 24/7 support and maintenance. Unlike many competitors, EPCOR provides this support from in-house resources where it is most economical for the Town of Banff.

This guarantees we will supply the appropriate certified operators, provide Supervisory Control and Data Acquisition (SCADA) in-house expertise, maintain the equipment with water/wastewater trained trades, and provide Quality Assurance and Quality Control (QA /QC) by our staff from our Canadian Association for Laboratory Accreditation (CALA) certified lab. This provides the Town with a central, single point of contact for resources with direct access to communication, management, regulatory and reporting services included in the Basic Service Fee. To meet these service requirements, EPCOR’s business continuity plans are designed to continue throughout the term of the 10-year Agreement, with relevant training plans, appropriate holidays and vacation coverage, sufficient equipment supply, and resource support.

Where more economical, EPCOR will source from local business to support the local economy. EPCOR will assume the responsibility to maintain the level of quality of service required by the Town through establishing standards and supervision of the vendor’s service.

Supply Chain

EPCOR procurement and supply services benefit the Town by providing pre-screening of contractors, vendors, and suppliers common in the water, distribution and wastewater industry. With pre-screen activities, vendors can provide economic benefits with economies of scale, improved shipping methods, or payment terms that EPCOR manages. With the purchasing power of EPCOR, the operations manager has a number of choices as to the means to procure items: issuance of open purchase orders, corporate Visa cards, or through a supervised open tendering process. Supply Chain also assists operations to source vehicles, personal protective equipment (PPE), hand tools and operation equipment where necessary.

Communications Support

EPCOR will continue to provide point-of-contact service options for customers through multiple media points: e.g. website, Twitter, Facebook, call centre, the Town office or via emergency callout. For severe events that require media or formal communication, EPCOR will provide 24/7 support to the Town through our media team.

Community Initiatives

EPCOR is active throughout the Town of Banff to provide financial support for community events and sponsorship opportunities. Our efforts are to balance community investments with the mindfulness to align with three pillars that reflect quality of life based on strong communities and strong families. These include:

 Water (Food) - providing nourishment for those in need and promoting water conservation and stewardship  Energy (Shelter & Safety) - promotes energy conservation, essential needs (shelter and clothing), independence (a hand up – not a hand out) and safety (physical, mental, emotional).  Education – promoting independent thinking and skills development for vulnerable populations, advancing learning in sciences and business, environmental stewardship in water and/or energy education.

Training and Operations Support Services

Operators have online support manuals available 24/7 through EPCOR’s intranet SharePoint site. The site contains Material Safety Data Sheets (MSDS) information, PPE requirements, and quick links to safety and emergency response plans.

Each location has Standard Operation Procedures and Codes of Practice to provide business continuity. These include descriptions and appropriate operator procedures, as well as emergency operations processes.

Management Services

Management and supervisory services have proven cost effective through reduced rework and errors during capital project planning and construction. EPCOR reviews equipment selection for fit-for-use, repairability and benchmark performance. During construction, EPCOR practices onsite inspection for quality and operational suitability on behalf of the Town. At the Construction Completion Certification phase, additional due diligence and inspection ensures that construction is done according to the original performance and construction standards, providing assurance that final inspection results will meet water and wastewater utility standards of practice.

Management services also include risk and environmental planning and assessment to mitigate unplanned water outages or redundancy recommendations to the system.

Technology Services

The telephony, network and applications used by EPCOR operations are supported by EPCOR’s network and IT team. This team provides support for Banff connectivity to access EPCOR network systems by working with the Town and network vendors. Desktops and Blackberry use are supported by the application team that provides services for software, e.g. IVARA or SCADA, SharePoint and Microsoft products. The ongoing maintenance of servers, application and software upgrades, telephony support (e.g. voicemail) and management of mobile devices is the responsibility of this service department.

For the Town of Banff, the EPCOR network and IT team is established with appropriate security and service levels to support operational needs. This includes records retention and storage strategies and services, a layered system of IS security, as well as disaster recovery plans and processes that are in place to provide assurances for business continuity.

Submitted by: EPCOR Suite 1210, 401-9 Ave SW Calgary, Alberta T2P 3C5 403-717-4600 [email protected] epcor.com Water, Wastewater and Stormwater Utility Services Town of Banff

September 8, 2014 1 Our Team

■ Dr. Stephen Stanley, SVP Water Canada ■ Clayton Tiedemann, DVP Water Operations ■ Dr. Steve Craik, Director QA & Environment ■ Craig Bonneville, Director, Water Treatment Plants ■ Christian Madsen, Sr. Manager, Municipal Project Management ■ Matt McCrank, Site Manager, Banff – Evan Thomas ■ Betty Icharia, Sr. Manager, Southern Alberta Operations ■ Vince Corkery, Director Municipal Operations

2 Purpose of this Presentation

■ Deeper insight on experience ■ Why now is a particularly good time for Banff to work with EPCOR ■ Demonstrate EPCOR’s value to the Town of Banff ■ Answer Council’s questions directly

3 About EPCOR ■ Builds, owns and operates water, wastewater and electrical transmission distribution infrastructure in the United States and Canada • Became a stand-alone corporation in 1996 and marked 120 years in 2013 • 2,800 employees • Headquartered in Edmonton, Alberta

■ Narrowly-held private corporation with $5.4 billion in assets across Canada and the United States • Serves over 1.5 million people in over 80 communities in Canada & US • Largest private water provider in Arizona and New Mexico

All amounts in millions of CDN dollars, as of December 31, 2013 4 About EPCOR

5 2013 Financial Highlights1

6 1 All amounts in millions of CDN dollars, as of December 31, 2013 Recent Contract Awards

■ Regina Wastewater Treatment Plant ■ Kananaskis – Evan Thomas Water and Wastewater System ■ Red Deer County Utility Services Agreement (renewal)

7 What Makes EPCOR Different? ■ History with Town and Continuity (5 years) ■ EPCOR Thinks Like an Owner and an Operator ■ Risk Mitigation by Risk Transfer • Regulatory ■ Environmental ■ Health and Safety • Staffing • Pricing ■ Deep experience in the organization to respond to any situation

8 What Makes EPCOR Different?

■ Regulatory Leadership in Environmental and Public Health • Recognized Experts • Evolving Regulatory Landscape ■ Local and Regional Operator and Staffing Resources • Local and Regional Human Resources • 20 Bow Valley Operators • 55 Southern Alberta Operators • Over 329 Certified Operators (Canada & US) ■ Asset Management and Optimization • Tied in to Banff’s Strategy • Advanced Asset Management

9 What Makes EPCOR Different?

10 What Makes EPCOR Different?

■ Bow Valley Environmental Sensitivity • EnviroVista Champion Status (Edmonton Water Treatment Plants) • Members of the Bow River Basin Council • Contributors to the Bow River Phosphorus Management Plan ■ Established Emergency Response approach • 2013 Flooding Response provided added regional support • EPCOR Emergency Operations Centre tied in to Town EOC • Four Clients affected – Banff, Canmore, Kananaskis and Okotoks ■ History of project management and innovation • Focus on Major Asset Classes • Largest Risk is to Wastewater Treatment Plant • Annual Capital Program ($96 Million+)

11 What Makes EPCOR Different? ■ Partnership approach • Tie in to the Wider EPCOR ■ Supply Chain ■ Communications ■ Community Initiatives ■ Training and Operations Support Services ■ Management Services ■ Technology Services

12 What Makes EPCOR Different?

13 Why is Now a Great Time for Banff to Work with EPCOR? ■ Banff Current Plan – Wastewater Treatment Plant • $14 M – 2015 to 2025 Long Term Plan • Replacement Value: $66 M – 2006 CGI report (excluding buildings) ■ EPCOR’s Asset Optimization Approach • Integrated Asset Management Plan ■ Model best practices in Operations, Maintenance and Sustaining Capital ■ Tie in to Town’s Capital and Operating Budgets ■ Optimize value for Operating and Capital Dollars Spent • How it will work ■ Run What if Scenarios • Trade off Preventive and Predictive Maintenance versus Sustaining Capital ■ Develop Best Value Life Cycle Scenarios

14 How EPCOR Provides Value ■ Leadership ■ Operations Driven ■ Depth within the Organization ■ Long Term View ■ Planning and Analysis ■ Partnership Approach

15 Questions?

8.1

Regular Meeting of the Development Appeal Board Unapproved Thursday, September 4, 2014 Page 1

MINUTES OF THE DEVELOPMENT APPEAL BOARD of the Town of Banff in the Province of Alberta Town Hall Council Chamber Thursday, September 4, 2014 at 9:00 am

BOARD MEMBERS PRESENT Barbara McNeil Public Representative (Chair) Dak Kerr Public Representative (Vice-Chair) Yannis Karlos Public Representative Grant Canning Council Representative Brian Standish Council Representative (left meeting at 9:14 a.m) Sylvanna Hegmann Parks Canada Representative Mark Merchant Parks Canada Representative

BOARD MEMBERS ABSENT Brock Rishworth Public Representative

ADMINISTRATION PRESENT Randall McKay Manager, Planning and Development Darren Enns Interim Secretary to the Development Board Claire Wilkinson Planner Kerry MacInnis Administrative Assistant Planning (Recording Secretary)

1.0 CALL TO ORDER 1.1. The Secretary to the Development Appeal Board called the meeting to order at 9:03 a.m.

1.2. Election of Chairperson DAB14-1 Moved by Canning to elect McNeil as chairperson of the Development Appeal Board for the 2014 term.

CARRIED McNeil abstained. 1.3. Election of Vice-Chairperson DAB14-2 Moved by Standish to elect Kerr as vice-chairperson of the Development Appeal Board for the 2014 term. CARRIED Kerr abstained. 2.0 APPROVAL OF AGENDA DAB14-3 Moved by Merchant to approve the September 4, 2014 Development Appeal Board agenda as amended.

Add to New Business: Item #6.1 Apply for a Committee with the Town of Banff CARRIED

Minutes approved by: Regular Meeting of the Development Appeal Board Unapproved Thursday, September 4, 2014 Page 2

3.0 ADOPTION OF PREVIOUS MEETING MINUTES DAB14-4 Moved by Kerr to approve the minutes of the October 3, 2013 meeting of the Development Appeal Board as presented. CARRIED

4.0 APPEALS

Notification to Affected Neighbours and Media Announcement Notice of the appeal hearing has been given to the appellant, the applicant, the Development Approving Authority and all affected parties in accordance with the Municipal Government Act and Banff Land Use Bylaw and published in the August 20, 2014 and August 27, 2014 of the Bow Valley Crag & Canyon.

Declaration of Conflict of Interest by Board Members Standish declared a conflict of interest due to a perceived bias in hearing the appeals of 13DP42 due to his ownership of property located at 412 Banff Avenue which is adjacent to 405, 407, 409 Beaver Street. Standish left the meeting at 9:14 a.m.

Public Present Objecting to Any Board Member Hearing This Appeal There were no objections from the public present to any board member hearing this appeal.

Development Officer’s Comments The development officer provided an overview of the reason why the Development Permit was approved: • This development permit application was submitted to the Town of Banff- October 25 2013. • The application was brought to planning commission on July 16 2014 for a determination given that there are three variances associated with the proposal. • In addition, this development is the first to make use of a recently adopted Policy of Council relating to existing Off-Street parking requirements for apartment housing in Banff. • Apartment housing is a permitted use in the district (apartments are not un-characteristic of the area). • Next to the site is a 16 Unit Apartment building to the South and a fourplex to the north. • The new residential development as proposed will involve demolition of two existing single family residential dwelling on the subject lots as well as a number of accessory structures on site- that will need to be demolished to accommodate the proposed development. Neither of the dwellings or accessory structures are listed on the public registry of recognized heritage resources in Banff. Nor do they have any legal protection as municipal historic resources. • The applicant has submitted a dimensional rendering of the proposed new apartments and a streetscape elevation which show the neighboring 16 unit apartments and fourplex. • The new development features 5 separate buildings on the site with residences located around a central landscaped courtyard.

Minutes approved by:

Regular Meeting of the Development Appeal Board Unapproved Thursday, September 4, 2014 Page 3

• It is proposed that the 38 new residential dwellings be allocated on the site as follows: 4 units in building D, 1 unit in building C, 4 units in building B, 11 units in building A1 and 18 units in building A2 • The proposal will incorporate 11,000 f2 of site landscaping for a total of 47% of the development site. • Table 2 on page 6 of the MPC report summarizes how the new residential development will meet required RBA development setbacks. • The site plan and Banff Avenue elevation show how the front façade steps back from 4m at the first storey to 5.5m at the 3rd level. • The exception to this is a small section of building B which will require a variance to allow the structure to extend into the setback requirement of 5.5m. This is included in the section in the report to Municipal Planning Commission to illustrate how the required variance conforms to section 4.7 of the LUB- namely the “variance test”. (Refer page 9/27). • Planning and Development is of the opinion that the variance is warranted as minor given the proposed layout facilitates improved site access/egress and maintains a consistent floor plan and dwelling layout for the 4 bedroom units in building B. • With respect to General Development Regulatory requirements, the applicant has made provisions address; (i) Garbage and Recycling, (ii) Amenity areas, (iii) Off street parking • The Planning report in the agenda packages outlines in detail how the applicant is proposing to address the regulations as required. • With respect to off street garbage and recycling the Town requires that developer either make provision for new waste infrastructure or provide a cash in lieu of garbage contribution. On the recommendation of the Town the applicant will provide a new full sized residential waste and recycling bin at each of the two existing municipal waste collection points. • With respect to provision of amenity areas for the new residential housing, the applicant has demonstrated that: 6 proposed dwellings will have private 5m2 amenity areas and 8 proposed dwellings will feature share 10m2 amenity areas. The site layout also shows that a further 112m2 of shared amenity space for the other 24 dwellings on site. Of importance to note is that the total provision of amenity area meets the Land Use Bylaw requirements for 38 new apartment dwellings. • Planning and Development is of the opinion that this variance is warranted for two reasons: • (1) The variance request is specific to the location of amenity space in that it does not directly adjoin the dwellings it is to serve. The variance is not for a reduction in required amenity area. • (2) That the design of recreational space provides residents an opportunity for quality outdoor social interaction and relaxation. • For off-street parking- 23 stalls are proposed to service the apartment residences as proposed. A dedicated parking area has been included as a basement level which will be accessed from Beaver Street. The stalls proposed within the lower level parking area represent the provision of 0.6% of the required number of parking stalls for apartment housing that has been reduced to 1 stall per dwelling unit.

Minutes approved by:

Regular Meeting of the Development Appeal Board Unapproved Thursday, September 4, 2014 Page 4

• To ensure that the wording of the proposed variance is not misleading or subject to miss- interpretation. The Development Appeal Board in your deliberations as part of this hearing may choose to be more specific in the proposed variance by quantifying the EXACT number of parking stalls proposed for the development. Suggested phrasing may be: • (c) A variance to s.8.16.1 (b) of Land Use Bylaw 31-4 to allow a total of 23 off-street vehicle parking stalls be provided in accordance with the criteria outlined in the Residential Apartment Housing/ Off- street Parking and Alternative Transportation Standards Policy C122 • Policy C122 Stipulates 7 Criteria under which reductions may be warranted. The Policy is attached as Appendix D to the MPC Report and is also included in the Development Appeal Board Meeting Agenda package as item 4.9. • A detailed summary of the off street parking criteria and the required Land Use Bylaw variance test was provided on pages 12-17 in the administrative report reviewed by Municipal Planning Commission. • The subject property is: within proximity to the downtown core, within 100m of an arterial road considered to contain a public transit route, the new housing incorporates 24 units with individual floor areas less than 50m2, the applicant has made provision for permanent active transportation modes – 80 secure indoor bicycle places – 80 outdoor spaces and finally, they have also allocated 2 stalls to providing residents of the apartments a permanent car share program. • The overall design of the proposed new residential housing conforms to the Banff Design Guidelines by using a mixed use of complementary colours to avoid a monotonous tone, strong roof forms will be used with steep pitched roofs as a distinguishing feature of the design. Small shed roofs will create visual relief at the pedestrian scale and help define the 1st and 2nd storeys. • Banff’s continued success relies on a strong, healthy community and a high quality of life for the employees and their families who provide the services. Appropriate and comfortable housing for all members of the community is the essential ingredient. The Town of Banff's number one priority is to focus on facilitating new and refurbished housing stock, right-sized and right-priced for newcomers, temporary workers and permanent residents of all ages.

The development officer proceeded to provide an overview of the four appeals that were received against this proposed development:

Appeal #01-14 • Appeal against the decision of MPC on grounds that the proposed type of dormitory style buildings do not belong in a residential neighbourhood, that the backyard view will be directly impacted by additional trash bins and congestion, that the enormous density of the proposed development will create disturbing noise and the activity to and from the complex, and that their B&B operation and their guests will be adversely affected by the proposed development.

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Appeal #02-14 • Appeal against the decision of MPC on grounds that proposed development is too big to be built in a residential neighbourhood, that a corporate business should not be allowed to build staff accommodation in their neighborhood, that their property will be devalued and that the enjoyment of their property affected due to increased noise, parking, traffic, congestion, lack of privacy, littering and potential for public drunkenness as a result of the number of occupants (148) and the age group of the residents(18-25 years).

Appeal #03-14 • Appeal against the decision of MPC on grounds that the proposed development does not fit into the character of the neighbourhood, that the development belongs in a campus like setting, that the Town of Banff is at risk should it approve the proposed development, that the development is a commercial enterprise seeking to insert itself into a residential neighbourhood and, that the interests of a single company should never be allowed to trump the interests of a diverse and healthy community. (See correspondence dated February 10, 2014)

Appeal #04-14 • Appeal against the decision of MPC on grounds that the proposed development does not fit into the character of the neighbourhood, that the development belongs in a campus like setting, that the Town of Banff is at risk should it approve the proposed development, that the development is a commercial enterprise seeking to insert itself into a residential neighbourhood and, that the interests of a single company should never be allowed to trump the interests of a diverse and healthy community. (See correspondence dated February 10, 2014)

The development officer stated that Planning and Development recommended that the Municipal Planning Commission approve Development Permit application 13DP42 with three variances. The development officer can attest to the Development Appeal board that much time has been spent working with the applicant to ensure the development proposal conforms to the regulatory requirements of the Town.

4.1. Appeal #01-14

Appeal by Connie Beatson, of 430 Banff Avenue, Banff Avenue Bed & Breakfast, Banff, Alberta, against the decision of the Municipal Planning Commission to approve Development Permit application (13DP42) to construct a proposed 38 Unit Apartment Housing Development at 405, 407, 409 Beaver Street.

Ms. Beatson spoke to a written submission which has been included in these meeting minutes as Exhibit #1.

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4.2. Appeal #02-14

Appeal by Kerry Campbell, of 406A Beaver Street, Banff, Alberta, against the decision of the Municipal Planning Commission to approve Development Permit application (13DP42) to construct a proposed 38 Unit Apartment Housing Development at 405, 407, 409 Beaver Street.

Mr. Campbell spoke to a written submission which has been included in these meeting minutes as Exhibit #2.

4.3. Appeal #04-14

Appeal by Joanne Geyer, of 411 Beaver Street, Banff, Alberta, against the decision of the Municipal Planning Commission to approve Development Permit application (13DP42) to construct a proposed 38 Unit Apartment Housing Development at 405, 407, 409 Beaver Street.

Mrs. Geyer spoke to a written submission which has been included in these meeting minutes as Exhibit #3.

4.4. Appeal #03-14

Appeal by Jamie MacVicar, of 430 Banff Avenue, Banff Avenue Bed & Breakfast, Banff, Alberta, against the decision of the Municipal Planning Commission to approve Development Permit application (13DP42) to construct a proposed 38 Unit Apartment Housing Development at 405, 407, 409 Beaver Street.

Mr. MacVicar spoke to a written submission which has been included in these meeting minutes as Exhibit #4 (included in Exhibit #4 are affidavits and exhibits within the document labeled 1-7).

The Chair requested to board take a break from the meeting for 10 minutes at 10:42 a.m. and asked that the meeting resume at 10:55 a.m.

The Chair reconvened the meeting at 10:58 a.m.

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Those in Favour of the Appeal

Mr. Jon Whelan of 404 Marten Street, Banff, Alberta addressed the board on the following: • the proposed development doesn’t directly affect me but indirectly affects every citizen of Banff • prior to MPC’s approval, the three lots historically had a maximum of 20 people living there and now the proposal is considering 150 people to live there • density of lots within the town should be considered and determined what is suitable • cash-in-lieu for parking Policy C122, a reduction in required parking is beneficial to Banff Caribou Properties as well as the Banff Housing Corporation. It begs the question as to whether staff housing for a commercial enterprise (such as Banff Caribou Properties) is the proposed development “residential property” or “commercial property”. Perhaps, this property should be considered both “commercial/residential” property. • I do not support a reduction in parking for commercial projects. Should there have been cash-in- lieu paid for this commercial project?

Mr. Peter Poole of Arctos & Bird located at 211 Bear Street and is also a board member of The Eleanor Luxton Historical Foundation, Banff, Alberta addressed the board on the following: • there are two heritage homes on the proposed site that will be destroyed as a result of this development • design regulations of the proposed project; what prevents future ownership from converting to condominiums? • the width of the driveway access is too narrow and will result in congestion leaving many people to get frustrated and park on the street versus using the underground parking • many of the neighbors will be directly affected by this development • noise design between each unit within the proposed development; does it ensure good acoustic separation such as the noise that will be created by the garage door going up and down? • energy design; the proposed project doesn’t appear to be solar ready. The building may last 100 years, what design will work for the future? • the board could do one of four things today; reject the appeals, uphold the appeals, add new conditions of approval or ask for a deferral

Mr. Rod Wojtula of 326 Beaver Street, Banff, Alberta addressed the board on the following: • I will be directly affected by the proposed development as I will have 150 staff walking by my place thus creating noise • the November 12-25 parking study (Policy C122) is flawed based on the method basis it was completed. I believe that 64% of properties surveyed weren’t even in the study area. Not all buildings were surveyed that needed to be. • the parking study is incorrect and needs to be done by a third party

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Mr. Greg Christou of 138 Otter Street, Banff, Alberta addressed the board on the following: • the proposed development negatively affects every citizen of Banff • this development is not family friendly for the community, it will become a ghetto which no one wants in their backyard • the development puts residential neighborhoods at risk and it is unfair to put everyone at risk • the project should never have been passed

Mr. Warren Geyer of 411 Beaver Street, Banff, Alberta addressed the board on the following: • owns a four-plex at 411 Beaver Street, which is directly beside the proposed development • 148 proposed staff housing development is too large and I don’t want this development anywhere in Banff. • Currently, we don’t have enough parking on our street

Mr. Peter Musil of 416 Banff Avenue, Banff, Alberta addressed the board on the following: • I received no communication of this development • I believe there isn’t enough parking for this development • the current garbage bins in this area are always full and by adding two more bins along with this development will make it look like a dump

Mr. Bunny Julius of 210 Marmot Crescent, Banff, Alberta (former owner of 419 Beaver Street) addressed the board on the following: • I’ve been involved with this development from the beginning and 90% of the reason why I sold my home at 419 Beaver Street is because of this proposed development. • four people decided not to buy my house at 419 Beaver Street because of this project • I don’t want to see this development anywhere in Banff • this is a commercial project and as such, should be required to have garbage on their own property • garbage in the area will be a high concern • the project will create a lot of congestion on the street

Mr. Jim Abelseth of Banff, Alberta addressed the board on the following: • Can the present infrastructure support this new project? Recently, council extended the life expectancy of the infrastructure from 75 years to 100 years. The pipes on Beaver Street were built in 1907, can they support the new project?

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Those Opposed to the Appeal

Eric Harvie, Eric Harvie Professional Corporation, PO Box 3220, Banff, Alberta, legal representing Banff Caribou Properties • The project is a permitted use in this land use district and has been approved by the MPC • The project adheres to the land use bylaw on all aspects • Addressed each appeal regarding density (FAR, site coverage and limiting the number of bedrooms), character, noise, garbage and heritage – the project is in full compliance with the land use bylaw • The project meets the Banff Design Guidelines • The project is not out of character with the land use district • None of these properties are designated as heritage properties

Shawn Birch, Director of Finance & Projects for Banff Caribou Properties added the following comments: • Written response to the appeals has been included in this meeting’s agenda package • Noise will be controlled through good design, which this project has. • We will have 24 hour coverage with an onsite manager • We have enhanced the landscape design of this project • Our company has a fifteen year history of managing residential properties • Provided a review of the design of the proposed development

The following individuals were in attendance and were opposed to the appeal. Ted Darch of Calgary, Alberta, lead architect for this proposed development. Chris Thorburn, Director of Operation, Banff Caribou Properties Claire Smith, Resident Manager, Banff Caribou Properties

Connie MacDonald, Chief Executive Officer, YWCA, Banff, Alberta. Also a resident at 214 Jasper Way addressed the board on a number of issues: • Housing is our town’s number one priority based on the Banff Community Plan and Banff’s Social Needs Assessment • The managed housing component of this proposed development is a positive. Managed housing does make a difference. The standards that Banff Caribou Properties has with their current managed properties is high. • The style of housing of the proposed project meets the needs of as detailed in these two studies (mentioned above). Pod style living is what is needed to meet the needs of our population. • Our demographics are unique in our community and our housing has to reflect that.

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Development Officer’s Response The senior development officer made the following comments as to what the DAB’s role is: • Ownership – it is our opinion that ownership is irrelevant and is not a factor in the planning process nor is it to be considered in the approval of this development. Corporate ownership versus other types of ownership is not relevant in today’s conversation. • Density – the Land Use Bylaw governs density primarily through the size of the buildings (Floor Area Ratio FAR), it doesn’t address the population of each building. • Conflict of Interest – this is not a question for DAB to consider that is to be addressed at a court of law. • Process – the notification process as per the Land Use Bylaw is minimal and was followed in this development

Appellant Rebuttal The appellants made the following comments:

Ms. Beatson stated that she was never approached by Banff Caribou Properties regarding the proposed development however, she has never gone to inquire about the project either.

Mr. Campbell asked if the town and citizens can work together and come up with a compromise. What is the town going to do to meet the demands and future needs in order to solve the problems of our community?

Mrs. Geyer commented that Policy C122 shouldn’t be allowed for this proposed development as it is not a minor variance.

Mr. MacVicar stated that the Land Use Bylaw was not correctly administered and the DAB does have the right to refuse the permit and should.

The Chair asked that the meeting take a lunch break from 12:30 p.m and reconvene at 1:10 p.m.

DAB14-5 Moved by Canning to return to the meeting at 1:14 p.m.

CARRIED

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Board Questions Parking Questions for Banff Caribou Properties: How many employees does BCPL have? 670 employees of which, 270 live in staff housing How many of these employees own vehicles? No more than a dozen have vehicles. How many staff occupy the 425 Marten street residence? 25 people in 6 units How many parking stalls are at 425 Marten St.? 13 parking stalls How is parking assigned in a BCPL staff residence? Assigned on a “as need” basis. We have excess parking in our staff housing. How is guest parking assigned? There are no visitors allowed overnight in our staff housing. Visitors are typically on foot. Please describe the car share program. We will own the vehicles and operate the car-share program: 2 vehicles Has BCPL experience with the car share program? A new program for us. How is the number of 2 cars for a car share program determined? One larger vehicle for multiple people to go into Calgary. Smaller vehicle for in and around town trips.

Questions to the Town: Please describe in detail the parking variances allowed on the Birchwood project. 60% reduction in the amount of parking required. Birchwood will have 28 parking stalls in their development and bike parking stalls. Upon what data/standards was Policy C122 developed? Administration provided an overview of the Policy and how it was development.

Question to Banff Caribou Properties regarding bicycle storage: Please describe the outside bicycle storage arrangement. Bike racks are located on the exterior of the property as well as in the underground parking garage (80 stalls).

Question regarding design for Banff Caribou Properties: I note that in Banff Housing Needs report BCPL references, in #7, storage space is indicated as a desirable feature by young staff. I note that the 2 bedroom apartments in buildings A 1 and A2,(as I understand intended for more mature staff) do not appear to have any closets provided. Can you please clarify that for me? Armours will be used as closets.

I note in the Banff Housing Needs study referenced by BCPL, lockable bedrooms are a desired feature for staff accommodations. I note that the 9 double studio/dormitory units do not have lockable bedrooms. Can you please clarify that for me? They have lockable pocket doors.

Question to Banff Caribou Properties regarding laundry facilities: I note that all laundry facilities are in one building adjacent to the parking area. Can you please describe to me the standards used for determining laundry facility needs and location in a staff residential development. Laundry facility will be located in the parking structure.

Please describe the laundry facilities in the Marten Street staff accommodation. 2 washers, 2 dryers

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Question to Banff Caribou Properties regarding site management: Variances are requested for this development, specifically reduced offsite parking and shared common amenity areas. Part of the mitigation proposed by BCPL for these variances are on site management and supervision. Please tell me more about the on site management programs. A resident manager will live on site as well as three supervisors (floor managers).

What are the guidelines for appropriate behaviours at BCPL staff accommodation facilities? Upon arrival, a new staff member is asked to sign a contract and this contract (expectations for behavior and living in staff housing) is reviewed with the staff member, warning system is used for any infractions. Once a week check of all staff housing residences.

How is this communicated to staff? A contract is signed between staff and Banff Caribou Properties.

How is appropriate behaviour enforced by BCPL? Dealt with on site by the resident manager and in house security is called if necessary.

How can adjacent neighbours be assured that BCPL now and perhaps subsequent property owners in the future will maintain appropriate on site behaviour? We have no intention of selling our property – it is staff housing for our business. Onsite management will ensure our contracts with our employees is upheld. Ownership issues are outside of the realm of DAB to consider.

Question to the Town regarding siting of waste facilities. To add one full size residential waste and recycle bin(s) to the existing Beaver Street garbage site and another of each at the 337 Moose Street site.

Question to the Town regarding the description of Class “C” heritage buildings and how heritage buildings are dealt with in similar situations. Administration provided an explanation of what is considered a heritage building and how “heritage classes” are determined and ranked. The buildings on the proposed site are not heritage classed buildings of significance. Poole noted that the street scape of Beaver Street is very important historically to Banff. The Town confirmed that this file was presented to the Banff Heritage Committee (which has a member of the Eleanor Luxton Foundation on the committee).

Motion to Continue Discussion In-Camera DAB14-6 Moved by Karlos to go in camera at 2:25 p.m. and to return to the meeting at 4:30 p.m. CARRIED

Motion to Leave In-Camera Discussion DAB14-7 Moved by Canning to return to the public meeting at 4:35 p.m. CARRIED

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Verbal Decision Announced Thank you all for your presentations today. We’d like to let you know our decision on the appeals 01-14, 02-14, 03-14, 04-14. As fellow citizens of Banff, we are sensitive to all of the concerns brought forward today. The board has to deal with issues as they relate to the Land Use Bylaw, and other planning policies in the town of Banff.

The DAB denies the appeals for the following reasons:

1. The proposed project is a permitted used under the LU bylaw, and it meets the TOB Design Guidelines. 2. The proposal addresses the majority of the recommendations in the Banff Housing Needs Study such as: a. Higher quality affordable rental accommodation b. Onsite management 3. The board understands the emotions involved when people’s homes are affected by a proposed development. We appreciate the time people have taken to file appeals and come to this hearing in person and express their perspectives. However, when the appeals were presented, we heard very little to no evidence to indicate that the proposed development does not meet the requirements of the LUB and Banff Design guidelines.

We find that the proposed development would not unduly interfere or affect the use, enjoyment or value of neighbouring parcels of land.

The Board also needed to assure itself that the operational side of this project addresses the needs of the neighbourhood and that is why we asked many questions of BCPL about their proposed management plan for this site and their experiences at the Marten street site.

As a final word, as this project moves forward, the Board hopes to see the proponent work to build relationships within the neighbourhood.

5.0 CORRESPONDENCE There was no correspondence presented.

6.0 NEW BUSINESS 6.1. Apply for a committee with the Town of Banff Committee and Board Member applications are available at Banff.ca http://banff.ca/index.aspx?nid=459 Council generally appoints new committee members every October at the Annual Organizational Meeting. Watch for advertisements on Banff.ca and in the Crag & Canyon in September for more information. If you are applying to be reappointed to your position, please complete the application and

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indicate why you would like to be reappointed and how you have contributed to your specific board or committee.

7.0 INQUIRIES There were no inquiries.

8.0 ADJOURNMENT The next regularly scheduled meeting of the Development Appeal Board is scheduled to be held on Thursday, September 18, 2014 at 9:00 a.m. However, as there are no appeals being brought forward at this time, there is no need to meet on September 18th.

DAB14-8 Moved by Canning to adjourn the September 4, 2014 DAB meeting at 4:38 p.m. CARRIED

______Barbara McNeil Kerry MacInnis Chair Recording Secretary

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8.2

CRP Board of Directors Council Update

Date: September 19th 2014 Location: Cochrane

Link to agenda package:

http://calgaryregion.ca/dam/Website/reports/General/Agendas-and-minutes/2014- Board-of-Directors-agenda-and-meeting-minutes/2014-agenda/September-19th- 2014-Board-Agenda/CRP Board Agenda Package September 2014.pdf

DECISION ITEMS

Code of Conduct for Board of Directors

This item was tabled to an upcoming meeting.

Election of Officers

The Board elected Mayor Bill Robertson to the position of Chair and Councillor Michel Jackson to the position of Secretary. The Executive Committee is now comprised of the following Board Members:

Chair: Mayor Bill Robertson Vice Chair: Mayor Patricia Matthews Secretary: Councillor Michel Jackson Executive at large: Councillor Jim Stevenson Executive at large: Mayor John Borrowman

INFORMATION ITEMS

Board of Directors Workshop

Members participated in a Board of Directors workshop hosted by Derek King from Brownlee, LLP. They had an opportunity to ask questions and learn the roles and responsibilities of sitting on a Board of Directions. A copy of the presentation can be found at:

http://calgaryregion.ca/crp/calgary-regional-partnership/members- section/presentations.html

Grant Program Report

Sharon Plett, Financial Officer, provided an update on grant programs as they relate to CRP. The provincial government has made changes to their funding programs, and the Partnership now falls under the Alberta Community Partnership Program (ACP). The objective of ACP is to improve the viability and long-term sustainability of municipalities. The new Metropolitan Funding (MF) component under ACP will provide an annual allocation to both the CRP and CRB to support core operations and special projects. For 2014/15 CRP will receive $3,500,000. The new funding structure provides guaranteed funding certainty to CRP with a three year funding model. The full report can be found in the agenda package link at the beginning of this Update.

Quarterly Financial Report

The First Quarter Budget report was circulated to the Board of Directors, which included three supporting documents: Quarterly Operational budget report as at June 30, 2014, Summary of Programs, and Consolidated Budget Report. These documents are also in the Board Agenda package.

CMP Legislation: Task Force

A task force has been formed to work through the details of legislating the CMP while ensuring the CRP remains a voluntary organization. The task force is made up of provincial staff members from Municipal Affairs, Legislative Services and the Land Use Secretariat, as well as staff from CRP and the City of Calgary. Two meetings have been held so far, and three main options have emerged for consideration. The CRP Executive Committee has recommended pursuing option 1 which is to establish the CMP as a sub- regional plan under the SSRP Regional Plan through the ALSA. Further updates will be forthcoming as additional meetings are held.

4 Year Strategic Planning Process & Dates Between September 2014 and February 2015, CRP will be working collaboratively with partners and members in the region to build a high-impact 4-year Strategic Business Plan. Key dates are on page 42 of the Board Agenda package.

UPCOMING CRP BOARD MEETINGS:

Nov 21st Board Meeting & 4 Year Strategic Business Plan Workshop (Board & CAO) Cochrane RancheHouse, Aspen Room • 8:30 AM to 3:30 PM (note extended time)

Dec 4th Board & CAO Christmas dinner – Location TBA • 5:30 PM

Jan 155h Board & CAO Retreat – Location TBA & 16th • Focus on 4 year Strategic Business Plan

UPCOMING STEERING COMMITTEE DATES:

REGIONAL TRANSPORTATION & COMPLETE MOBILITY Oct 2nd 9:30 – 1:00 Cochrane RancheHouse - EOC Dec 4th 9:30 – 1:00 pm Cochrane RancheHouse – EOC

CMP IMPLEMENTATION & REGIONAL SERVICING Oct 9th 9:30 – 1:00 Cochrane RancheHouse – Aspen Room Dec 11th 9:30 – 1:00 Cochrane RancheHouse Aspen Room

Dec 11th ECONOMIC PROSPERITY 9:30 – 1:00 Cochrane RancheHouse

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

8.3